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Indonesian internet provider association (APJII) estimates there are more than 100 million registered internet users, 72.3 million social networks users and 338.4 million mobile subscribers. And with the total ecommerce market appraised at $1.7 billion, experts and industry players in Indonesia are upbeat that the country is seeing growing appetite for digital economy.

According to the recent survey sponsored by SAP, a German software corporation, the number of digital consumers in Indonesia will keep growing as the nation’s ecommerce sector flourishes along with its economic growth.

“Digitalizing is the only way to stay in business. We already see so many companies who are left behind in the technology frenzy, and they do not exist anymore,” said vice president and managing director of SAP Indonesia Megawaty Khie.

Many local companies are still struggling with the “shift to digital” as they prefer to wait and see before leaving the analog safe haven. The most common reasons for delay were the costs and the tricky technical aspects of migrating to the digital platform.

Indonesians are not satisfied with current digital experience

SAP’s Digital Experience Report for Indonesia has shown that only 48% of its total 500 respondents (250 male and 250 female) across the country were satisfied with their current digital experience. The report aggregated more than 1,300 digital engagements with local brands.

The study has shown that satisfied digital customers would be 9x more likely to stay with a brand and 68% more likely to recommend it to others.

The survey used 14 key variables to rate a customer’s digital experience. The variables ranged from functional aspects such as security and simplicity, to more emotional ones such as interactivity and engagement.

Customers rated safety, simplicity and availability as the top qualities a digital application should have. The majority of Indonesian consumers today are young and tech-savvy and local companies need to keep up with their tech-savvy ways if they want to stay relevant.

A version of this appeared in Jakarta Globe on July 29. Read the full article here

In the world of luxury clothing brands, there are two that stand out: Burberry and Hermès. Both brands enjoy a longstanding history within the fashion world, but they differ greatly in ecommerce offerings, according to econsultancy.

Burberry is a brand that gets it right. The brand offers a digital experience that perfectly aligns with its design; creating a sleek and modern feel to the website. The bold visuals are integrated with interactive elements that easily captures the attention of an online browser. Here’s what Burberry did right and how Hermès can improve:

1. Compelling visual design

Burberry succeeds at creating innovative product pages that sets it apart from competitors. Product images are shot on a consistent backdrop, with elements of the products in clear view. This function makes it possible to see small details without zooming in.

ecommerce lessons from Burberry and Hermes

Burberry offers detailed product info without the clutter. Source: econsultancy

One unique feature that Burberry manages to utilize is the use of larger image tiles, which elevates the visual experience. supplementary product details are sectioned off so consumers can quickly find the information they are looking for.

Burberry also reduces the footprint of any product recommendation display and aligns it off center to not distract from the main product while still offering the option.

2. Consistent brand experience offline and online

Burberry manages to provide consumers with a platform that tells an engaging, interactive story about the brand. They infuse content and commerce to create an online experience similar to visiting a physical store.

ecommerce lessons from Burberry and Hermès

The ‘acoustic’ section adds an element of personalization and offers an engaging visual story. Source: econsultancy

The website has an ‘acoustic’ section where up and coming musicians perform in natural environments while dressed in Burberry clothing, without any feelings of ‘hard sell’.

3. Easy-to-navigate website 

Brands often feature an extensive product line-up, so categorizing each product can be challenging. This can make it difficult for consumers to navigate through the website without a good UX design.

Burberry succeeds at providing online shoppers with a simplified site. The search bar on the left hand side of the site is very easy to navigate and organizes products by category/collection.

Hermès, however, provides a slightly different online experience.

ecommerce lessons from Burberry and Hermes

The homepage instantly calls for a divide between store and commerce experience. Source: econsultancy

Hermès makes a stark divide between online and offline, forcing shoppers to pick instead of allowing them to soak in the entire brand experience.

4. Creativity is balanced with functionality

Hermès is a brand that goes far in differentiating their sites from competition, but it ends up being confusing. The homepage looks more like an art gallery than a brand store, with its hand drawn images and lack of product description.

ecommerce lessons from Burberry and Hermes

The product page lacks commerce functions. Source: econsultancy

5. Robust product pages

There is a lack of information in Hermès’ product pages. Product descriptions consist of a few words such as ” Printed Beach Towel”. Images are presented on sketches and not on models, which doesn’t translate well for commerce.

It could be said that this approach may resonate with the Hermès’ loyal customers, but will fail to engage the brand with new customers in an increasingly competitive digital commerce landscape. However, another way to look at this is to recognize that Hermès is an exclusive high-end luxury brand that promotes the ‘waiting list’ culture or in-store browsing experience. The brand expects its customers to understand its vision, which is why it fails to adopt traditional ‘boring’ product pages or craft an interactive story on the homepage.

A version of this appeared in econsultancy on July 6. Read the full version here.