Step into the mind of renowned retail expert and Kantar Retail Chief Knowledge Officer, Bryan Gildenberg, as he gives listeners masterful insight into the state of eCommerce today and what’s around the corner. What can we learn from China, India, France, and the UK? How should brands be thinking about private label? What does the future hold for eGrocery, augmented reality, virtual reality, and voice?
Grab a coffee and enjoy 30 minutes of eCommerce enlightenment. Take a listen.
To listen to Bryan Gildenberg's podcast, swing over to Kantar Retail's podcast page.
Voiceover: This is "Bricks to Clicks," a podcast presented by Content Analytics and hosted by author, CEO, and entrepreneur David Feinleib.
David: Welcome back to another episode of the "Bricks to Clicks" podcast. I'm your host, David Feinleib. Today, I'm joined by world-renowned retail expert Bryan Gildenberg, chief knowledge officer of Kantar Retail. Bryan, welcome to the show.
Bryan: Thanks, David. It's a first for me. I have my own podcast, but I've never really guested on somebody else's. So I'm very excited.
David: Welcome on board. So we're fresh off the Kantar Retail eCommerce and Omnichannel Conference. Congratulations on a great event.
Bryan: Thank you, Dave. Appreciate it, and appreciate your partnership.
David: What were some of the key themes and takeaways?
Bryan: I'd probably start with three or four, I think. It was a two-day event and had a lot of wonderful outside content and, obviously, the pleasure of your company as well. And I would say that [inaudible 00:01:04]...I think there were a few big ideas. I mean, number one, we're an eCommerce company, as are you. You know, if you don't mention Amazon at least 500 times in a two-day period, you actually use your license to practice eCommerce consulting. And so I feel like we achieved that, which is excellent. And look, I think we did a fair amount of exploration into how Amazon's capabilities as a retailer, a media platform, a tech platform, and increasingly a hardware company through Alexa are gonna change the ecosystem in some pretty foundational ways.
As you know, but your audience may not, Kantar Retail, where I work, is a business that studies retail around the world. But we are largely a mirror of our clients in that the overwhelming proponents of our business is in the brick and mortar world. So if you look at myself and my colleagues, like Reid Greenberg who ran the eCommerce event or leads of our eCommerce practice in the U.S., a lot of the work that we try to do is we're really in the business of trying to drag a number of 20th century companies profoundly into the 21st century without ruining them in the process. So I think Amazon is a big indicator of that.
I think the other major theme that came up, there were certainly some areas of exploration that we did around, you know, what the rise of eGrocery might look like in the U.S. And my colleague Diana Sheehan I think did a really good job with that. We had some really good presentations from Boxed as well as from other players in the space. And I really do think that the overarching theme this time, and I think this was echoed by...was [inaudible 00:02:26] by Sri from Johnson & Johnson, who runs their eCommerce business in the U.S.
And I kinda wrapped up with the...which is that it is now time that eCommerce has gotten big enough within the big brand of companies to start to mainstream the work and take it seriously and to not treat it as a [inaudible 00:02:40], an add-on, something a couple of people are doing or something you can outsource to an agency. And I think a lot of the meeting was around exploring the ways in which you can wire into the core commercial processes that drive value for big companies, better eCommerce capabilities and perspective.
David: And what changed that in eCommerce? eCommerce has been around for awhile. But from what you're saying, it sounds like something has shifted beyond a certain level of shopping, or what's different now than a year or two ago?
Bryan: I mean, I don't know if you're...I don't know. I can't remember if you're a hill climber in your spare time or something like that, I'm not, but...
David: I am a mountain climber...
Bryan: Oh, you are? Yeah. So, when you're climbing a mountain and you're like 8,000 feet and you're in the cloud line and you can neither see where you're going or relatively where you are? I think what's happened to eCommerce is I think it's gotten above the cloud line for the first time. And I think companies...it's both a matter of being able to...it being a big part of a business. But I think for the most time, certainly most major, fast-moving consumer goods manufacturers in the world have a visibility of just how far away they are from where they need to be, in addition to it being a relatively big part of the world.
I think there are only certain things...there are certain things in eCommerce I don't think you can see until you get to a certain place, in terms of mastering some of the basics and really understanding how the work is gonna be different. And then when you look at the scale of how the work changes, I think that's what starts to get pretty daunting, but motivating if you're the right kind of person. You know, I think this is one of the reasons why your business has accelerated as rapidly as it has, because companies are beginning to realize that they need tools in place to turn this into the types of automated core processes that big companies understand and respond to well. The systematic ability that your business has to capture data, report all that, and allow people to do something with it I think it lends itself very well to this above-the-cloud line environment.
David: That's great. And now what about further afield? China, India, what are you seeing in those parts of the world?
Bryan: Well, two very different things, and depending...I think China's eCommerce ecosystem is unique for a number of reasons, some of which create some danger if you're trying to learn from it. I mean people keep saying it, "What's Alibaba gonna do in the U.S.?" I think...Jack Ma is a smart guy. I think they have a healthy respect for the fact that what they have built in China I think is pretty unique to China. That doesn't mean that Alibaba isn't going to do a number of really interesting things around the world. I don't think we're gonna do what they do in China around the world. I don't think that makes any sense.
So why is China different? Well, yes, Alibaba started as a C2C marketplace rather than as a B2B one. There's an enormous consumer-to-consumer selling part of the eCommerce ecosystem in China because of the nature of the supply chain, some vagaries around taxation law, and a whole...and just a very mobile-y, particularly empowered Chinese consumer. So that's interesting.
I think the really big difference in the Chinese eCommerce landscape...and I think this is one where some of the U.S. buyers are starting to figure out how to do this, the role the WeChat plays, which is, for those of you not familiar with China, kind of an odd combination of Twitter, Facebook, and the bank. And the fact that WeChat can hang out in the middle of social commerce and payment in the way that it does, I think, has enabled...you know, and, obviously, Alibaba's got Alipay. So, you know, imagine if Amazon were Visa, that would basically be China.
So you've got a couple of different components there that have allowed eCommerce to take over. So I think the Chinese players are fascinating in terms of the ways in which they've been allowed to integrate their model and the ways in which large players have integrated relatively seamlessly together.
You know, WeChat's an interesting business. Its majority owner is a company called Tencent, that also owns a minority share in JD.com, which is the second largest eCommerce platform in China, which Walmart happens to own 14% of now as well. So I do think you're gonna see those models start to morph and evolve. I think the things we'll learn from China are really about the integration between social commerce and payment and how those things all start to link together. I just think that the way that the U.S. ecosystem learns, it's gonna have to be different, because the players are different, and they're structured differently.
India is fascinating to us because it's the one market in the world in which Amazon and Alibaba are both really active. And it's interesting to see how both of them are attacking that environment, because they're attacking it...I don't wanna say exclusively as a business-to-business play, but largely as a business-to-business play. And, you know, a number of our clients are global companies that have brick-and-mortar businesses in some of the most fragmented countries in the world. I think the power that B2B has, whether it's Amazon and its logistic capabilities, or Alibaba, which you gotta remember, Alibaba started as a sourcing[SP] company. The heritage and origins of Alibaba were to allow people to buy things from factories in China easier. That's what it started as.
Those capabilities, I think, are gonna change the physical supply chain for evolving retail markets in ways that aren't just about selling stuff to rich end consumers. I think you could see Amazon and Alibaba, whether it's in India or Pakistan or Bangladesh or Sub-Saharan Africa, start to fundamentally retool the way that the whole business-to-business value chain works. So that's pretty cool.
But, yeah, I would keep an eye on India. I think that's the one market in the world in which, today, it's unclear how, for a number of reasons, brick-and-mortar retail in India finds it difficult to get to where the money is. And China had the same problem with different causes. When there's money in places that physical retail can't get to, eCommerce will inevitably try and fill that gap. The challenge in India is is that you don't have a physical or data infrastructure like you had in China to allow just one player to come in and turn it on and have that work. So I think India is gonna be a variety of people ranging from telecom companies to road-builders to real estate developers to Amazon and Alibaba and, you know, their Indian counterparts, figuring how to wire that country to be able to get products to where people are purchasing from.
David: Great set of insights. It sounds like there's some innovations to be gotten from those markets for companies here in the U.S., but it also sounds like there are some pretty significant differences.
Bryan: I think there's some really interesting things that retailers are doing on, say, Tmall or JD.com in China that I do think have direct applicability back. I think the digital or what I'd call the...we'll loosely call now laptop page eCommerce world. The landing page evolution, I think, for brands in particular is miles ahead in China where it is. The one thing that I really do think you can learn from China is certainly on the display side and on that marketing to consumer side is mobile. The Chinese market has moved far more aggressively into mobile even than the U.S. has from an eCommerce point of view. And that's an area where I continue to watch how brands are bringing eCommerce occasions to life and mobile in China. I think there's some learning there.
David: Now, mobile is also big in the UK and parts of Europe. Any similarities there?
Bryan: A little. I think the European...well, let's put it this way. The UK and French eCommerce markets have a really different footprint than anywhere else in the world because they're so grocery-centric, and they're largely a little nuance around the edges, largely driven by the existing brick-and-mortar players with deploying an online business. You know, even Ocado that's theoretically a pure play in the UK has got partnership with the brick-and-mortar retailers as well. And in France, all of the eCommerce and grocery in France is [inaudible 00:10:32] big six supermarket chains. So I think that market...the UK and France are a little bit different.
Germany's got an interesting free-for-all, because you don't have a ton of eComm grocery in Germany for a variety of reasons, mostly because physical grocery stores in Germany have nothing else, or at least [inaudible 00:10:46]. They're not terribly good or interesting a lot of the time, but they are near you. So it does seem to have taken away some of the need for that. And you've had an evolution in Germany of eCommerce that looks a little bit more like the U.S. maybe, with some of the categories that have gone online.
Again, the brick-and-mortar ecosystem in Germany is so different than the brick-and-mortar ecosystem really anywhere else, that eCommerce... I guess one of the themes of my rambling here is that I think a lot of how eCommerce evolves is rooted deeply in both the good parts and the shortcomings of the brick-and-mortar retail ecosystem it's evolving around. So I do think you've got some interesting opportunities there.
I would say that the one thing that the UK and France probably have to teach the world may not be in mobile as much as it is around basket construction. Because the grocers have been driving eCommerce, there's been more thinking around how to build baskets online in the UK and France than anywhere else in the world. That would be one of my key takeaways from there.
David: That's great. Now, speaking of dynamic market, Amazon, Walmart, Jet, what's going on in the U.S.? Walmart has been on a bit of a shopping spree lately. What are your thoughts on that strategy, and what do you think is coming next?
Bryan: Well, if I knew that, George Soros and I would be playing shuffleboard together, but we're not. But let's start with what I think you've got. Yes, I think...I mean, Jet was obviously, in very close hindsight, a transitional moment for Walmart as a company for a number of reasons, not just because they spent $3.3 billion on an online property, but they also, in essence, turned a lot of the vision of leadership where eCommerce is going at Walmart to Marc Lore, who, ironically, I think is probably in many ways more simpatico with no one, even though he's relatively new to the company, than perhaps some of the people that were running eCommerce at Walmart in the past.
So I do think you've got a linkage there of vision and senior management buy-in to where Jet's gonna go. You and I talked about this a million times off air. I do think that the Jet pricing algorithm, when you apply it to Walmart's core eCommerce driver, which is gonna be click and collect in grocery, I think there's some really powerful opportunities for Walmart to get to basket level perpetual price separation from the rest of the marketplace by using Jet's algorithm as a way to do that. I think that's pretty cool.
As far as the acquisitions go, they're really smart, right? Because in the end, you know, Walmart is not gonna go talk to Patagonia as Walmart. But if they go out and buy [inaudible 00:13:21], now, all of a sudden, they've got, you know, a small business, yes, but one that opens the door to an enormous number of makers of things that don't sell things anymore today.
And I really do believe, and I tweeted this a couple of weeks ago, that I actually tried to go and register the URL domain name jetmall.com, because I suspected if you really look at what Jet might be trying to do with its aggregation of properties, it's not far off what Tmall does in China. And Tmall is one of the platforms that Alibaba uses to reach consumers. Tmall is exactly what it sounds like. It's an online mall, where large brands, some of whom have retail businesses, some of them have brick-and-mortar retail businesses, some of them are just brands, all market their wares in the Tmall ecosystem. And my suspicion is is that what Jet's trying to do is they're trying to acquire a series of properties that they can put an umbrella title on. It can't be Jetmall unless they want to go buy that title back from some aviation sales company, but something like that as a way to build a really distinctive presence around the Jet's brand or brands that don't sell comfortably in the Walmart ecosystem, but who wanna reach consumers through Walmart's traffic and network, I think that Jetmall, to use the term, I think Jetmall's gonna be a really interesting way to do that.
David: That's great. Now, what about PetSmart acquiring Chewy.com for $3.35 billion, another big purchase there?
Bryan: I think it's a recognition in that case of, yes, some of the same dynamics as Jet. But I think Chewy, relative to its category, was a remarkably bigger business than Jet was, relative to Walmart. And I really do think that you are, not to use a hackneyed phrase, people always talk about millennials, but I don't find millennials help with distinctions. Millennials go from 25 to 40. I'm pretty sure 40-year-olds and 25-year-olds are different. Let's just call them, loosely speaking, people under 30 or getting their first pet and/or forming habits that will last them a lifetime in terms of how they get that pet food and treats.
I think if you're a pet retailer, you've got to understand that's a lifetime value of a consumer. And the ability to acquire and engage consumers that are learning pet care habits, it's worth its weight in gold, obviously, because they just paid [inaudible 00:15:43]. My theory on all this is that, in the end, you know, if you're PetSmart, is Chewy worth 3.35 billion? I have no idea. But here's the thing. What I know PetSmart has got more of in the three things that you need to succeed in e-commerce...if the three things that you need to succeed are money, time and talent, PetSmart's got more money than time or talent right now. So by all means, you can borrow money. You can't borrow time. You can't borrow talent.
And I really do think that some of these companies who are overspending on this will be looked back on the way we look back on how Mark Zuckerberg overspent on Instagram. Remember that? That was funny.
David: Yeah, yeah, what a great move.
Bryan: Yeah. I mean, I can't remember what they paid for Instagram, but I remember it being described as the most ludicrous acquisition of all time. And Instagram today [inaudible 00:16:31] company grew over $100 billion. So, yeah, not a bad idea. So I think the ability to scale some of these platforms... I think the brick and mortar guys, in the end, are looking at this and going, "This thing's pretty cool to a pretty narrow audience. If I can find a way to scale this thing to even half my audience, I think I could make a lot more than $3.35 billion as a standalone entity. Even if I can't, the learning and accelerated development curve I get is hard to put a price on, but it's high."
David: Makes sense. That's great. Now, switching gears a little bit, private label has been in the news quite a bit lately. We've seen Amazon, big growth numbers in batteries and some other categories, what's going on there, and how should brands and suppliers be thinking about private label in terms of their strategy?
Bryan: Well, I think it's interesting, and this will eventually tie up to another question that you have, but, you know...and there are times where I'll just be stubborn about something, even though all evidence is suggesting in the contrary that I'm wrong, and that's cool. I'm still not 100% sure private label is exactly where I would go for Amazon, particularly [inaudible 00:17:40] a large number of categories. One, it's hard to do. I mean, this is not an easy thing to go knock down, particularly if you're in as many categories as Amazon is.
I do think, look, there are categories that lend themselves extraordinarily well to what I would call an Amazon basics private label approach, categories where everybody's sourcing the same stuff from the same factories. And in batteries, oftentimes, that's the case. There aren't that many companies in the world that make batteries. So in the end, you're gonna go to one of less than 10 providers that can make them at scale. And you're basically gonna get the same battery everybody else does. That's a category where that makes a ton of sense. There's a longstanding tradition of private label value in those categories that make sense to consumers. For USB chargers, sure, why not? But I don't know what a brand of a USB charger is, but what do I care? With all due respect to my friends in [inaudible 00:18:29]. But I mean, but for the most part, those are interesting.
And I think Amazon's made some interesting forays into categories in which brands don't necessarily play as strong a role as they could. I think the challenge Amazon is gonna have with private labels are gonna end up [inaudible 00:18:44] the distribution side, which won't turn fast enough. Now, granted, the margins on it are gonna be higher, but I have always been deeply suspicious of this complicated business models that require velocity. Private label ends up just being a fly in their ointment. It's one of the reasons why Walmart's never been great at private label. When you're running a simple business at velocity, private label works, like [inaudible 00:19:07] and Costco. You're running a complex business where you're not turning very fast, private label's awesome, like CVS and Walgreens.
For a fast-turn, complicated business, having something that's gonna turn markedly slower than the rest of your distribution chain is just quirky. And I do think that it presents...for all the margin enhancement it can provide, it can present a lot of operational complexity. That being said, the one platform you've already seen Amazon lean forward in terms of using the platform as a way to sell private label is voice. And I think voice is really interesting, because I think over time...and the Amazon Echo guy said [inaudible 00:19:48] event you and I were both at a month and a half ago. When the Echo guy said, you know, "This isn't gonna surprise anybody, but right now people are using voice to find the brands and products that they already know of, you know? No one's going exploring in voice, it just takes too long."
It's a terrible platform to compare multiple options simultaneously. And I don't think there is...I don't think that's got anything to do with the maturity of the platform. I just think it's a terrible way to compare multiple options simultaneously. This is why when you go into a store, somebody doesn't tell you what's on the shelf. You look at it.
So I think on some basic level, I think voice is gonna lend itself very well to the narrowing of choice. You know, I said this in the conference, I said, look, there's a decent chance that voice kills choice. Amazon is trying to use that as a way to default you to private label in categories where you may not have enough interest to argue with Alexa to go find something else.
I do think it's interesting, though. I really do think of all of the technological innovations that have come along in the last 5 or 10 years, so many of them have disrupted economies of scale and have disrupted big brands. I really think voice might be the first one where the big brands begin to get some of that back. I think voice is going to certainly in the short to medium term lend itself to dominant brands that dominate what, you know, [inaudible 00:21:03] researchers would call the mental availability to solve the consumer problem. They're gonna be [inaudible 00:21:09] consumer [inaudible 00:21:10].
So funnily enough, if you were the brand manager for Kleenex for years, you've been fighting against everybody calling the category Kleenex, because it undifferentiates your brand versus everybody else. Voice is the first [inaudible 00:21:23] you're like, "Hey, you know what? That's not such a bad idea. Somebody's gonna ask for Kleenex. They're gonna find me. And that's actually gonna work to my advantage." So I do think that there is something about voice property deployed by big companies that can start to...you can start to see some of the advantages of being a massive brand coming back.
David: Yup. Now, speaking of categories like that, grocery, CPG, and eCommerce seem to be really picking up lately. What's changing there, and what recommendations do you have for brands and suppliers in this area?
Bryan: I think if you've looked at the U.S. to start with, it's easiest [inaudible 00:22:03] frame of reference for most of your listeners, I guess, if you look at the U.S., I think there's three sort of fundamental truths unfolding at the exact same time, to quote Hamilton. One is you're certainly starting to see more and more purchasing power gravitating towards consumers who, for a variety of reasons, are more interested in eGrocery as concept, right? And that eGrocery can take a variety of forms. That can be home delivery through Amazon Fresh or Peapod or whatever it is. That can be Click & Collect. That can be a variety of things. You're just starting to see more purchasing power in the hands of consumers that are what I could call e-curious. Let's call it that way. So I think you've got that.
I think the second thing is that when Amazon enters the ecosystem, whatever ecosystem it's in, you got to realize that because of prime, you know, and if you look at...you know, some of the great charts that have been put out by the financial community around how basically subscription services are offsetting Amazon's outbound logistic cost, so it's basically net zero. If that continues, it's gonna be very boring to predict the future of retail, because if Amazon can get everyone around them to pay for their outbound logistics cost, it's going to be very hard for brick-and-mortar retailers to sustainably compete with that over time.
[inaudible 00:23:22] is interesting is decoupling, if you will, between the profit model and the individual profitability of any one delivery. And I think this is where, I think, the brick and mortar guys are going to start to think a little differently about this, which is Amazon, in essence, one, gets you to pay them for belonging to their club, and, two, I think has what I would just loosely call a lifetime loyalty definition of consumer value. I think the grocery guys are gonna have to get over the fact that delivering a inexpensive heavy thing like laundry may not be profitable in the short term, but I might have to swallow some of the cost of that to keep my customer long term. And then it's on me to go build the business model that can derive all the revenue streams from the traffic that that generates.
So if you've got e-curiosity from a consumer point of view, the breakdown of simple transaction-based profit models is the second one. And I think the third one is I think people are beginning to realize that eCommerce grocery in the U.S. may end up being two very different things. I think in the densely populated urban parts of America, home delivery is gonna be a big deal, and you will see a lot of...you'll see a very Amazon-centric, Amazon Prime Now, Fresh, whatever that morphs into, you'll see specialists for the individual city, like Fresh [inaudible 00:24:43] in Manattan. You'll see a number of different things crop up, but are all based around home delivery because of the fact that 10,000 people per square mile, home delivery starts to make a lot more sense.
I think in the less densely populated parts of America, i.e., Walmart country, i.e., everything 50 miles from the ocean, I think Click & Collect is gonna be a dominant eCommerce tool. And I think they're starting to see, between Kroger and Walmart investing as much as they are in that space, it's gonna force everybody to start to think about selling groceries more than 50 miles away from the ocean in the U.S. as a Click & Collect basket [inaudible 00:25:15] sort of opportunity and strategy.
David: That's great, that's great. Now, we touched on voice a little bit. What about virtual reality, augmented reality, delivery by drone, things like that? Are those far off, or are we gonna be seeing them in the relatively near future?
Bryan: I mean, if you kind of stage them, I think it's AR, VR, and drones, right, like in terms of short and medium and the long term impact. By drones, let's just call it people-less transportation, because I think whether it's self-driving cars, I think there are simpler applications of this, like basically... I worked at Matsushita Electronics in Secaucus, New Jersey in 1984. Yeah, we had a robot that drove around and delivered the mail, which was weird. But I think on some basic level, whether it's sidewalk-based delivery robots, whether it's self-driving vehicles of some sort, you know, whether it's Amazon gets its own air force, I think all that stuff is...will have impact. I don't think it's gonna be significant in any planning horizon that anybody legitimately cares about.
I think AR is interesting. One, AR has already proven it can scale pretty quickly, you know? I realize that most of you think Pokemon Go is over, but if you have eight-year-olds, you realize it hasn't yet. So I mean there are clearly ways in which you can get AR to get large scale of option pretty quickly, provided it's interesting enough]. I think AR in stores got all sorts of interesting potential. Why can't I, if I were a diabetic, go to the shelf, put my phone up, and have AR tell me which products are sugar-free without having to go pick up every freaking box and look. I think it's a lot of really interesting applications of AR, particularly when you combine mobile wearables, i.e., data and the physical retail ecosystem, I think there's some pretty cool stuff there.
VR is one, and, yeah, as has always been my thing, which is that...I mean, full disclosure, Kantar Retail, one, is a virtual reality business with a lender storage. I have always wondered why a retailer hasn't tried to, because the stuff is now relatively accessible. And it's Cloud-based rather than... You can put a shopper in a Walgreens store, right, and have them walk around without them being like a tech wiz, you know, basically. [inaudible 00:27:27] you would need to power an average video game are what you would need to shop in the store. I still don't know why a retailer, especially retailers [inaudible 00:27:34] for older people, hasn't figured out that rather than giving them a really crappy version of Amazon to shop in, why don't you give them the store they've been shopping at for 45 years online and let them navigate it that way?
I do think you're gonna start to see people get smarter about competing with Amazon by getting smarter about how they render the online retail environment in a way which is just a lot more visually interesting, and just in the end a lot easier to shop, particularly for people that have grown up shopping in stores, that know how to look at shelves quickly, that subconsciously know how to get to a decision pretty fast in that environment, but would struggle to do it quickly online. And, yeah, the drones and stuff, sure. Skynet will take us all up at some point.
David: That's great. Now...
Bryan: You and I have talked to each other for years, right? Any problem that can't be solved at scale loses interest to me pretty fast. And I have a hard time saying that's gonna scale [inaudible 00:28:29].
David: Yeah. Now, before we wrap up, your podcast, where can we find it, and what do you usually cover there?
Bryan: Well, that's "Kantar Retail Sound Bites," and you can find that on...certainly find it on iTunes or wherever else people pick up podcasts these days. But certainly Googling "Kantar Retail Sound Bites" won't get you anything but that podcast. And, yeah, I try to run it every couple of weeks. I took a couple of weeks ago off because I was doing a bunch of different things. I think I may run this one on there as well, with your permission, Dave, so this one will be available on that network as well. But, yeah, if you just look up "Kantar Retail Sound Bites," we'll cover a variety of things. I would say that, though, you know, 90% of our business is still brick-and-mortar. It's probably more like 50% of our podcast. We do spend an enormous amount of time talking about how eCommerce is reshaping the landscape for obvious reasons.
We do try to have more of a global feel to it often. So I'll spend a lot of time talking to my colleagues, whether my dear friend [inaudible 00:29:27] who knows more about China e-commerce than anybody, trying to learn stuff from there, or European research team, trying to understand what's happening in Europe, Middle Eastern, and African geographies to understand that a little bit. But, yeah, we'll explore mostly themes that would be relevant to large retailers and to large consumables manufacturers.
David: That's great. Well, Bryan, I'd love to have it featured on there, and thanks so much for taking the time to be on the show. It's been illuminating as ever, and great chatting with you.
Bryan: I always enjoy it, Dave. So take care and have a great day.
Male: To find out more about Content Analytics or to order a copy of David's book, "Bricks to Clicks," visit contentanalyticsinc.com/brickstoclicks.