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<\/p>\nBy Doug Stephens<\/p>\n
Our entire concept of retail is predicated on one very simple series of paradigms; manufacturers make things, that are parceled out in smaller lots to retailers who then sell them (be it online or offline) to consumers who accept the manufacturer\u2019s product and the retailer\u2019s price and terms with no questions asked. The premise of retail further assumes that a retailer, by their very existence, presents a distinct advantage to a manufacturer, in that they provide an efficient means of distribution and market penetration.\u00a0 Simply, retail offers manufacturers and brands orderly access to otherwise chaotic and disparate consumer markets. \u00a0And this construct of retail worked just fine for the last couple thousand years or so.<\/p>\n
But what if this entire model were to be gradually challenged? What if consumers could begin effectively self-organizing, combining their respective buying power and tendering their buying intent out to the market at large for manufacturers and retailers to vie for it?\u00a0 What if retailers and manufactures were put in a position where they (not the consumer) would be made to agree to a satisfactory set of price and service conditions \u2013 established by consumers?<\/p>\n
In practical terms, imagine 5,000 consumers, all of whom want to buy a particular Cannon DSLR camera, find one another through online networks and organize their buying power into one massive purchase order for a specific model, that could potentially constitute more Cannon cameras than a large national retail chain might sell in a year.\u00a0 What retailer or manufacturer, wouldn\u2019t take a serious look at competing for that P.O.?<\/p>\n
As for paying for the order, any number of social payment systems could be easily \u00a0employed. \u00a0\u00a0And as far as shipping these units first to a central point and then to each buyer, this too could be tendered out to the most competitive freight carrier to win the business.<\/p>\n
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In essence, consumers would be creating their own supply chain \u2013 one that suits them<\/em> and not purely manufacturers or retailers.\u00a0 The entire model of retail would have shifted from being a supply-based model, where goods themselves are scarce (essentially the way the market was from 400 B.C. until the 1970\u2019s) to a model where the market is proliferated with goods but where it\u2019s demand that\u2019s hard to identify and capture \u2013 the way the market has been developing since about 1980?\u00a0 It\u2019s a concept that author Doc Searls focuses on in his book The Intention Economy, where he describes<\/a><\/strong> a post-industrial economy where consumers\u00a0 – not brands and retailers \u2013 set the price and terms for the things they want and wait for businesses to come to the table. \u00a0An economy where the demand<\/i> for products, and not their supply<\/i>, is what holds the balance of power.<\/p>\n While I grant you that we\u2019re a long way from the market Doc Searls and I are describing, we\u2019ve already seen some nascent business models pointed in this direction. In 2011 for example, location based service Loopt launched U-Deals<\/a><\/strong> \u2013 a sort of inverted Groupon where members create their own deals and invite friends and family to take part. If the deal reaches the required minimum number of people, Loopt then takes it directly to the local business to see if they\u2019ll accept it.<\/p>\n I\u2019m inclined to believe that these small, local deals (pizzas and pedicures) are only the tip of an iceberg that will eventually see consumers self-organizing around major purchases such as appliances, cars and even new homes.<\/p>\n <\/p>\n I say this because we are barely on the cusp three very important economic and social trends that could potentially cause a reimagining of our entire concept of how we buy things.<\/p>\n The first is social networking.<\/strong>\u00a0 Sure, Grandma has a Facebook page and it may seem old hat by now but consider that online social networks have only been in the mainstream for less than a decade.\u00a0 As consumers we\u2019re only scratching the surface their potential as a means of connection and collaboration and the tools themselves are getting better and more robust each year.\u00a0 It\u2019s only a matter of time before we begin extending the utility of these tools to connect our consumer needs in a more significant and purposeful way and to organize our collective buying power.\u00a0 Groupon was the start but we are quickly learning we don\u2019t need Groupon or anyone else to organize us when we have these powerful new tools to do it ourselves.<\/p>\n The second is access to data.<\/strong> \u00a0Facebook\u2019s \u201cgraph search<\/a><\/strong>\u201d is a fresh example of the growing ability to seek out points of personal connection and correlation with others through willingly shared data.\u00a0 In a few keystrokes I can now find out which of my friends fancies a particular place, product or experience.\u00a0 As networks grow and people become even more interconnected, our power to glean these insights will grow with it. We will also use such networks not only to broadcast what we like or prefer but also what we\u2019re seeking or searching for \u2013 a new car, washing machine or vacation.\u00a0 The corollary is that as we see more and more meaningful benefits and advantages of sharing such data with our network, we\u2019ll share more, thus creating more potential connecting points.<\/p>\n Lastly, direct to consumer distribution<\/strong>:\u00a0 Once considered the \u201cthird-rail of retail\u201d where if you touch it you die<\/em>, manufacturers are now quite unapologetically circumventing retail distribution, either through online sales or physical retail and going straight to consumers. The seal is broken so to speak, so what\u2019s to stop Nike from selling a single order of 10,000 LeBron James shoes direct to consumers, who have organized themselves for a direct buy?\u00a0 Not much. \u00a0And what about getting those orders to consumers? \u00a0Well, if Amazon can do it, why couldn’t Nike also?<\/p>\n The fact is, we now live in a world where sourcing and supplying things is the easy part. \u00a0It’s finding demand for them that’s tough. \u00a0So, shouldn’t the price and terms surrounding a purchase begin with the demand? \u00a0In a world of ubiquitous products, shouldn’t it be the buyer that calls the shots?<\/p>\n I\u2019m certainly not suggesting for a second that the retail landscape we know today Perhaps the most compelling question of all is, if everything about how we communicate, connect and consume is changing radically, how can a business model formed thousands of years ago remain unchallenged? \u00a0I’m willing to bet it can’t.<\/p>\n <\/p>\nWe Will Because We Can<\/h2>\n
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<\/a> will disappear. \u00a0Shopping fulfills an esthetic and social need in human culture that\u00a0supersedes the mere acquisition of things.\u00a0 It\u2019s not unreasonable however, to assume that the dynamics of how we buy will vary and change, given the unprecedented technologies, data and networks at our disposal.<\/p>\n