May 19, 2020

Daily deal sites: Holy grail or poisoned chalice?

African Business Review
Vanessa Clark
marketing 2.0
Mobiflock
Bizclik Editor
4 min
Daily deal sites: Holy grail or poisoned chalice?

WRITTEN BY VANESSA CLARK, Mobiflock co-founder

[email protected]

 

There is no doubt that small businesses around the world are very successfully using daily deal sites to market their offerings. However, there are enough horror stories out there – most notably the UK bakery that had to bake 102,000 cupcakes at a £12,500 ($20,000) loss after offering a Groupon deal – for businesses to tread carefully when figuring out whether this type of promotion is for them.

Daily deal sites negotiate huge discounts for consumers based on the principles of collective buying: deals are only activated when a minimum number of people agree to buy. In return for massively discounting their products and services, usually between 50-75 percent as well as giving the daily deal site a cut (around 50 percent of the price paid by the customer), businesses are marketed to the hundreds of thousands of local consumers who have opted in to receive the deals.

On the one hand, the concept is fairly risk-free: businesses only pay if the deal tips and they get business out of it. On the other, there have been a number of reports of businesses brought to their knees by overwhelming demand or thanks to making an irrecoverable loss on the deal.

In Africa, South Africa is probably the most developed daily deal market on the continent, although a number of sites have already closed down, including Naspers’ Dealify and Avusa’s Zappon. Groupon, currently boasting a market cap of $12 million, added South Africa to the list of the 46 countries it has expanded to at the end of 2011 when it bought local Twangoo in January 2011.

African Business Review got in touch with Daniel Guasco, Head of Groupon (www.groupon.co.za) in South Africa, to get his views on when it makes most sense for a business to use its services.

In response to concerns over daily deals being too successful he said: “We work hard to collaborate with businesses to structure a deal that makes sense and achieves their business objective of generating new customers and creating incredible levels of local exposure. Vendors should communicate their concerns with us. From time to time we will impose a limit if the vendor’s establishment has limited capacity.”

When it comes to what sort of businesses are better suited to running daily deals, Guasco said: “There could be an argument that less labour intensive deals such as virtual service or purely product would be better suited for a daily deal site like ours. However the premise globally is to experience the best of their city for less; this will always be a focus as it allows vendors to have a one on one interaction with the customer. Regardless of the service/deal Groupon is still the most cost effective way for these vendors to gain new customers in a matter of hours – the time well spent with customers equals repeat customers and retained loyal customers.”

 

ADVICE FOR BUSINESSES

So how do businesses decide whether daily deal sites are for them or not?

Firstly, they need to do the maths. Not only on whether the initial deal works out for them, but also on the potential to up-sell the customers once they are through the door, as well as converting these new customers to repeat customers.

Secondly they need to work out how many new customers they can manage at any one time both logistically and bearing in mind that their regular customers need to be looked after as well.

Speaking of regular customers, businesses need to decide what impact dramatic discounts will have on the perception of their brand. How will loyal, full-price-paying regulars feel about the discount, especially if they, for instance, can’t get a table at their favourite restaurant because it’s fully booked? As a business are you also looking after your regulars with offers to say thank you for their loyalty?

Thirdly, know what you want to get out of the deal and have a plan that extends beyond the initial offer. Just wanting to get bums on seats for a performance that would go ahead anyway is one thing. But as Guasco points out, the aim for businesses should be to get repeat business and loyal customers out of the deal. At the very least, businesses need to be capturing customer details and starting an ongoing engagement with them. Inevitably there are going to be serial daily deal buyers who never return, but the proportion that does needs to be nurtured.

Looking beyond South Africa’s borders, there is a growing daily deal market specifically in Kenya, with Rupu (www.rupu.co.ke) and Zetu (www.zetu.co.ke) looking like they could be positioning themselves as attractive to Groupon, and Mocality Deals (deals.mocality.co.ke) spun out of the local listings site. A daily deal site play across Africa will necessarily have to be a mobile one to reach the critical mass needed for the model to work.

So how do you decide whether daily deal sites are right for your business or not? Do the maths. Understand that at the outset you need to think about how the daily deal fits into your overall strategy and take responsibility for ensuring you get the most out of the deal as a business. 

 

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Jun 16, 2021

SAS: Improving the British Army’s decision making with data

SAS
British Army
3 min
Roderick Crawford, VP and Country GM, explains the important role that SAS is playing in the British Army’s digital transformation

SAS’ long-standing relationship with the British Army is built on mutual respect and grounded by a reciprocal understanding of each others’ capabilities, strengths, and weaknesses. Roderick Crawford, VP and Country GM for SAS UKI, states that the company’s thorough grasp of the defence sector makes it an ideal partner for the Army as it undergoes its own digital transformation. 

“Major General Jon Cole told us that he wanted to enable better, faster decision-making in order to improve operational efficiency,” he explains. Therefore, SAS’ task was to help the British Army realise the “significant potential” of data through the use of artificial intelligence (AI) to automate tasks and conduct complex analysis.

In 2020, the Army invested in the SAS ‘Viya platform’ as an overture to embarking on its new digital roadmap. The goal was to deliver a new way of working that enabled agility, flexibility, faster deployment, and reduced risk and cost: “SAS put a commercial framework in place to free the Army of limits in terms of their access to our tech capabilities.”

Doing so was important not just in terms of facilitating faster innovation but also, in Crawford’s words, to “connect the unconnected.” This means structuring data in a simultaneously secure and accessible manner for all skill levels, from analysts to data engineers and military commanders. The result is that analytics and decision-making that drives innovation and increases collaboration.

Crawford also highlights the importance of the SAS platform’s open nature, “General Cole was very clear that the Army wanted a way to work with other data and analytics tools such as Python. We allow them to do that, but with improved governance and faster delivery capabilities.”

SAS realises that collaboration is at the heart of a strong partnership and has been closely developing a long-term roadmap with the Army. “Although we're separate organisations, we come together to work effectively as one,” says Crawford. “Companies usually find it very easy to partner with SAS because we're a very open, honest, and people-based business by nature.”

With digital technology itself changing with great regularity, it’s safe to imagine that SAS’ own relationship with the Army will become even closer and more diverse. As SAS assists it in enhancing its operational readiness and providing its commanders with a secure view of key data points, Crawford is certain that the company will have a continually valuable role to play.

“As warfare moves into what we might call ‘the grey-zone’, the need to understand, decide, and act on complex information streams and diverse sources has never been more important. AI, computer vision and natural language processing are technologies that we hope to exploit over the next three to five years in conjunction with the Army.”

Fundamentally, data analytics is a tool for gaining valuable insights and expediting the delivery of outcomes. The goal of the two parties’ partnership, concludes Crawford, will be to reach the point where both access to data and decision-making can be performed qualitatively and in real-time.

“SAS is absolutely delighted to have this relationship with the British Army, and across the MOD. It’s a great privilege to be part of the armed forces covenant.”

 

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