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Nasty Gal Layoffs Hit 10 Percent of Staff | Re/code
Online fashion retailer Nasty Gal has laid off 10 percent of its staff, as the purveyor of edgy women’s clothing cuts costs amid an uncertain financing and retail environment. CEO Sheree Waterson told the company in an email that the cuts were necessary as the “market in which we operate is changing, both in retail broadly and apparel specifically.” Nineteen employees across several departments were let go. Nasty Gal also laid off some staff in 2014. The layoffs underscore the difficulty mature e-commerce startups can encounter as they transition from being a hot new brand to the long slog of building a more traditional retail business. In short, building a retail brand is really hard and technology can only afford you so many shortcuts along the way. Online beauty brand BirchBox announced layoffs of 15 percent of its staff last week, as startups in e-commerce tighten belts as investors become more wary of unprofitable growth.
Nasty  Gal  Branding  Brand  e-commerce  Retail  pure  play  Amazon  brick  and  mortar  business  squeezed  middle  class  discretionary  spending  disposable  income  USA  consumption  consumer  debt  household  debt  credit  card  debt  car  loan  student  loan  debt  student  loan  Bubble  low  pay  low  income  Precariat  precarious  work  eBay  zombie  consumer  Primark  status  symbol  status  anxiety  consumerist  consumerism  secular  stagnation  debt  servitude  retirement  pension  scheme  401k  fiscal  policy  austerity  monetary  policy  reflate  reflation  economic  history  recovery  job  creation  Service  Sector  Jobs  emerging  middle  class  western  world  credit  BRIC  emerging  market  Frontier  Markets 
february 2016 by asterisk2a
E-Commerce is a Bear — Medium
Only two start-ups have properly challenged Amazon over the past decade: Zappos and Diapers. [...] Having spent time with Tony Hsieh and Alfred Lin, the leadership duo who built Zappos, and Marc Lore and Vinit Bharara, the founders of Diapers, I can tell you: these are intense competitors who recognized the best outcome was to join forces with the industry leader. So if Amazon is the low cost winner of selling brands online, if they are acquiring their best competitors, and if their everyday low prices are available to the entire country via a mechanical turk algorithm which is guaranteed to beat you, how do you compete? [...] [ eBay pure p2p marketplace ] [...] This next generation of e-commerce companies is as much about what you exclude as what you include. // &! only up for grabs (Amazon model) is in the developing world & emerging market - for entrepreneurs - & only possible double digit returns for investors. and the battle has already begun ... since like 05/09 China/India ...
e-commerce  Amazon  eBay  commodity  business  commoditization  differentiate  differentiation  vertical  category  Jet.com  business  model  subscription  model  distribution  model  discovery  Google  Shopping  commerce  Retail  Walmart  brick  and  mortar  business  Online  Shopping  mall  USA  Europe  Zalando  emerging  market  Developing  World  emerging  middle  class  consumer  choice  consumerist  materialism  consumerism  zombie  consumer  Etsy  Marketplace  Platform  Honest  Co.  Bonobos  Warby  Parker  Nasty  Gal  Branding  Zulily  flash  sale  Gilt  Groupe  ModCloth  Birchbox  corporate  strategy  business  strategy  closetphile  Rent  the  Runway  Zappos  tradesy  pure  play  Nordstrom  Macy's  H&M  Primark  Zara  Fast  Fashion  Fashion  Industry  ASOS  John  Lewis  Marks  &  Spencer 
august 2015 by asterisk2a

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