1.
Living in the Micro-Moment
The New China Consumer is Here

2.
2
Enabled by digital, consumer behaviours in China
are evolving rapidly. Consumers in this dynamic
marketplace already expect to get what they want,
when they want it. By 2020, they’ll be expecting what
they want, how they want it…and, by 2025, before they
want it. The big question for CPG companies: can they
act now to start delivering on these demands?

3.
3

4.
4
Tomorrow’s consumer…
here today
It’s been a staggering journey. A few
years back, just 15 percent of China’s
population shopped online. Now it’s
40 percent…and counting.1
In this
booming eCommerce marketplace,
consumer behaviours are changing fast.
Our research shows just how far Chinese
consumers have merged digital into their
lives:2
On average, 95 percent of shoppers
now go online to search for the right
items to purchase; that rises to 98 percent
for apparel items (88 percent go online to
research health and beauty purchases).
Shopping used to be a linear process,
but no longer. In a hyper-connected,
digitalised consumer environment, the
path to purchase is convoluted, with
multiple, overlapping touchpoints along
the way.
Every touchpoint is a ‘micro-moment’.
And every micro-moment is an
opportunity to capture the consumer. It’s
a huge opportunity for CPG companies.
But there’s a catch. Allegiances are
shifting away from brands. Increasingly,
Chinese consumers are becoming loyal to
solutions that make their lives easier.
That’s borne by recent research. An
Accenture survey3
shows that consumers
increasingly use mobile because it’s
convenient and aids faster decision-
making. Seventy-seven percent of Chinese
shoppers find it easy to purchase via
mobile (compared to the global average of
48 percent).
Findings from emarketer research
support this search for simplicity:4
of
Chinese shoppers that use mobile, 65
percent cite convenience as a top reason
for buying online. It’s why eCommerce
spending per digital buyer in China more
than doubled to 9,732 yuan between
2011 and 2015.
Convenient shopping solutions are
increasing in demand, causing a problem
for CPG companies. Right now, few are
ready with these solutions and to supply
them seamlessly across the micro-
moments that matter. In a market that’s
evolving at digital speed, they must act
now, else risk losing out to the same ‘born
digital’ platforms (like Tencent and Alibaba)
that have already transformed China into
the world’s largest eCommerce market.
It’s a scenario that presents CPG
companies with some urgent priorities:
Understand China’s new consumers.
Give them the solutions they demand.
And become integral to their day-to-day
lives. The ultimate objective? Be a ‘smart
assistant’, predicting purchases and
providing personalised solutions – before
consumers request them.
To help CPG companies move towards this
objective, Accenture recently carried out
research into the new China consumer
– tracking eCommerce preferences,
pain-points, and motivations. This point of
view is based on the results of our online
consumer communities.

5.
5
Recent research into the China’s consumer
marketplace by Accenture highlights a
dramatic evolution in consumer behaviors
and expectations. Today consumers
expect to get what they want, when they
want it. By 2020, they’ll be expecting
what they want, how they want it...and,
by 2025, before they want it.
This raises urgent priorities for
CPG companies:
Living in the micro-moment:
the new China consumer is here
• In a connected marketplace, shopping’s
much more complex, with multiple,
overlapping touchpoints along the path
to purchase
• And there’s a growning competitive
threat. Digital-born platforms enabled
China’s e-commerce marketplace…now
they’re ideally positioned to capture
consumers by providing the seamless
solutions they demand.
1 2 3
Consumers in China are
shifting from seeking brands
to demanding solutions
• Up to now, CPG companies have
focused on building brands and
delivering value by traditional routes.
In a digital marketplace, that’s less
and less relevant.
• The new priority? Serve the
micro-moments where consumers
seek solutions throughout their
purchase journeys
• How to achieve this? Either
partner with disruptive digital
partners or, in less evolved
e-commerce markets, drive market
developments themselves.
• CPG companies that make this leap can
lead the China market and capture
disproportionate consumer spend.
The imperative for CPG
companies? Act NOW to
capture the micro-moment
The longer-term objective?
Become the ‘smart assistant’ to
consumers, delivering solutions
proactively…without waiting to
be asked

6.
6
A highly evolved
eCommerce marketplace
China’s eCommerce market is highly
evolved and surging in value. Worth
US$371 billion in 2015, it’s on track
to hit almost US$630 billion by 2019.5
By any standards, it’s an extraordinary
trajectory. And it’s being propelled
by technology, with relentless uptake
of mobile devices and enthusiastic
adoption of mobile payments
accelerating the trend ever faster.6
Enabled by disruptive digital platforms
like TaoBao, Tmall, Alibaba and Tencent,
China is Asia’s consumer powerhouse.
And winning there is crucial to success
for CPG businesses (China accounts for
45 percent of Asia-wide CPG business).7
But it’s a tough challenge. The same
digital platforms that have empowered
Chinese consumers now threaten to
capture their business (and their loyalty).
These ‘born digital’ players have built
their organisations around consumers.
And because they understand how
digital technologies transform the
path to purchase, they’ve been quick
to tailor seamless solutions that put
choice, insights and power at consumers’
fingertips, every step of the way.

7.
7
Introducing the new China consumer
Crucially, as China’s digital infrastructure
becomes more pervasive, and the
lives of Chinese consumers grow more
closely integrated with technology, the
power, reach (and allure) of these digital
platforms can only increase.
To meet this competitive threat, the first
step for CPG companies is to understand
these new China consumers: what they
want today, and how their demands and
expectations will evolve from now on.
Figure 1 gives a high-level view of this
evolution. Today Chinese consumers
expect companies to give them what they
want, when they want it. By 2020, they’ll
be expecting to get what they want, how
they want it. And by 2025, they’ll expect
smart assistants that can provide what
they want, before they know they want
it. Let’s take a look at this progression in
more detail.
From today: “What I want,
when I want it”…
Busy, independent and ambitious, Zhang
Li represents a growing group of decision-
makers in China’s consumer market.
Emphatically in control of her purchase
journey, her fundamental needs are
clear enough: convenience and value,
combined with the right level of choice
and information. But her path to purchase
has shifted dramatically. Instead of
the traditional linear progression (from
awareness to consideration to purchase),
it’s become much more complex.
Figure 1. Chinese consumer evolution
• I make a shopping list
• I can tap into personalized assistance,
where needed
• But…Shopping = chore
All at best price
Today…2016 Tomorrow…2020 Beyond: “Nirvana”…
Give me what I Want
When I want it
Give me what I Want
When I need it
Give me what I Want
Before I want it
• My shopping list is on my smart device
• I get expert guidance along the way
• Shopping = fun adventure
Seamless Shopping experience tailored to
“my need”
• What shopping list?
• I choose what’s automated
• Take things off-my thinking list
• Shopping=Automatic task
Shopping fully integrated into life’s moments
Basic Shopping + Experience
Product+ Convenience=Value
Smart Enhanced Shopping Smart Lifestyle: Integration Focused

8.
Source: https://www.techinasia.com/line-pulled-55-million-interested-shoppers-flash-sales-thailand-infographic
http://www.nielsen.com/hk/en/press-room/2014/more-than-eighty-percent-hong-kong-consumers-will-engage-in-e-commerce-for-non-consumable-entertainment-related-products.html
http://www.slideshare.net/iclick_interactive/china-online-retail-market-study-part-2
DBS Report: Asia Retail Sector, 30th April 2015
8
Figure 2. The path to purchase in 2016
Web Company Website Events Peers Social Media EMail Mobile / Apps
Search
Discover
Share
Research
Trust
Compare
Purchase
Influencer
Buyer
Decide
Evangelize
Share
Research
Peer Reviews
Trust
~450,000 visits per
month in Luxola, an
online beauty store and
~36,000 visitors from
Thailand
63% of Hong Kong
respondents think of
convenience when purchasing
online for consumable
products like personal care,
health and beauty,
Of the 22 million LINE users 5.5
million opt in for LINE’s flash
sales in 2013
Beauty products sold in average
~8 min in the LINE Flash sales
conducted in 2013
Maybelline lip polish was the
highest selling product in the sale
at THB 299
Online purchase
intention for cosmetics
increased 9 percentage
points to 23 percent in
Hong Kong in 2014
In China, facial mask is the
most popular category with
92% of online shoppers,
followed by moisturizers (56%),
cleansing products (53%), eye
cream (52%) and lip care (33%)
Awareness Consideration Purchase
Multiple elements of Zhang Li’s purchase
journeys occur simultaneously and
there are technology interfaces across
every touchpoint (see Figure 2). Recent
Accenture research8
puts this into
perspective: 12 percent of Chinese
shoppers currently post to social media
while shopping in store, and 30 percent
eagerly anticipate having that capability.
Our research shows that just like other
connected consumers across China,
Zhang Li identifies gaps in her current
path to purchase (offline and online).
It’s a common story, referencing the
IPSOS report9
on the Chinese consumer
marketplace. The report noted that
whilst shopping for groceries, there is a
notable disconnect between the idea of
cooking and shopping for the groceries to
cook with. The young and inexperienced
(in cooking) consumers have to jump
between tools to figure out what to buy,
how much to buy and where to buy. There
are a few recipe-sharing websites which
have started offering a more complete
experience by directing consumers to
related shopping sites but these websites
are not strong enough to attract the
desired attention. This is illustrated in a
quote from an interviewee from the IPSOS
research: “I find it such a hassle to have
to compare store by store. If only there
was a unified platform that consolidates
all the online and offline store offerings…”
Similarly for Zhang Li. At the top of
her wishlist would be a single platform
where she could conduct searches,
buy, share her experiences and be
rewarded”.10
In other words, she’s seeking
an amalgamation of Baidu, Tencent,
Weibo, Youku, Alipay and Tmail. She
wants a seamless shopping experience,
where she can be confident of getting
what she wants, personalized and
relevant offers - at the micro-moment
she wants it. But above all, it means
solutions to real-life problems, not just
products or brands. Currently she’s
growing increasly frustrated as she
encounters CPG companies that aren’t
meeting her expectations.
…to 2020: “What I want, how
I want it”…
By 2020, Zhang Li’s acquired more
purchasing power, she’s busier, and she’s
even more dependent on technology.
Wearables and phablets are her everyday
accessories. Her expectations have
changed. She’s willing to spend more,
wants the best products and to have them
personalized to match her needs. She still
looks for convenience and she expects to
make every purchase in a seamless omni-
channel environment.
Micro-moments really matter now. Zhang
Li’s purchase decisions favour solutions that
get delivered seamlessly – in the micro-
moment she seeks them (see Figure 3).
In this future environment, where time is of
the essence, she’d be willing to outsource
some of this decision-making to a smart
assistant that could predict and deliver
what she wanted (before she knew she
wanted it). But few companies are geared
up to provide this service.
By 2020, her purchase journey has
evolved to address many of the shopping
frustrations she had in 2015 (see Figure 4):

9.
9
Figure 3. The path to purchase in 2020
Figure 4. 2020 – the path to purchase gets easier
No long queues
No long travels
Less time consuming
Need guarantees on quality.
I want what I’m promised!
Wish online shopping was
more engaging
Want to try products before
I buy.
I want to be sure.
• Intuitive technology
monitors requirements
• No long, immersive
search required
• Online - quicker, safer,
easier in one click
• Real time feedback
mechanisms
• Auto-monitors record
performance
• Instant information
access mean high
stakes for business
• Online shopping
more social
• Gamification is the
new way to engage
• Easier customization
with 3D printing
• Virtual reality
• 3D fitting rooms
Technology makes Zhang Li’s life easier in 2020
2015
Might of
Micro-moments
Loyalty
Online communities
Is it experience and/or the
product that drives loyalty?
Companies to lose money with
undifferentiated loyalty programs
What next ? Gamification
Purchase
Shift to mobile & tablets for
shopping; PCs outdated
Wearables and shopping at
one click to go hand ?
Ways businesses could take
things off the thinking list ?
Compare
Long immersive research replace by
short bursts of very focus activities
Online platforms with access to
all information help consumers
save time
Real-time comparisons on the go
Discover
Process of discovery is more
scientific, controlled
Discover what you THINK of with
connected wearables and
intelligent devices
Less paper, more electronic
Consider
Convenience, Quality & Value
for money
Do consumers want to outsource
the decision making too ?
If yes, who are the new smart
assistants?
Might of
Micro-moments
Might of
Micro-moments
Might of
Micro-moments
Might of
Micro-moments

10.
10
…to 2025: “What I want,
before I know I want it”…
It’s 2025 and Zhang Li’s purchase
journey is in a constant state of motion.
Technology’s reduced the gap between
thinking and doing, and she’s moving
continuously from one experience
to another, expecting solutions at
the ‘speed of thought’ across infinite
channel platforms (ICPs)…and no
hassles (see Figure 5). Any company
that helps her by taking things off
her ‘thinking list’ earns loyalty. These
are the smart assistants that provide
solutions before she actively asks for
them. And they’re reaping the rewards.
Her lifestyle’s evolved to become even
smarter. Technology, now seamlessly
integrated into her day-to-day life, is
taken for granted – from wearables to
implantables and intelligent devices.
Everything is seamlessly connected
and integrated with multiple channel
platforms (see Figure 6).
As Zhang Li’s experience shows, we’re
witnessing a dramatic evolution –enabled
by technology – in the consumer journey
(see Figure 7). Loyalties are shifting
inexorably from brands to solutions
and there’s a growing expectation that
companies will be on hand to provide
solutions at every micro-moment along
the path to purchase.
Figure 5. 2025 – the consumer journey
Loyalty Purchase Compare DiscoverConsider
Consumer’s
Journey 2025
After Omni-channel? Instant.

11.
11
Figure 7. Consumer journey evolution – from 4 Ps to 4 Es
Physical, tangible product.
We make it; you buy it. Period.
Living services: Solutions and
constantly evolving content;
personalized, interactive, shareable
From…
To…
Product
Experience Static prices printed on
store shelves.
Anytime, anywhere price
comparison. Negotiable,
dynamic, demand-driven.
From…
To…
Price
Exchange
Purchase at the physical retail
location from a physical person
Omni-channel seamless experience
across physical and virtual worlds
From…
To…
Place
Everywhere “Buy” your audience; more
money=more impressions TV/
Radio/ Print
Ongoing conversations;
power of social
From…
To…
Promotion
Evangelism
Source: http://www.ogilvy.com/On-Our-Minds/Articles/the_4E_-are_in.aspx
Figure 6. The technology ecosystem in 2025
Ambient User Experience
The Device Mesh
Connected homes
Other Digital disruptions...
Wearables
Connected cars
Virtual Reality (VR)
Virtual Personal
Assistant
Advanced Machine
Learning
3D printing

12.
Consumer Needs
Convenience
Omnichannel tools
Virtual Assistants
Augmented reality
Integrated supply
chain
Technologies Examples
Mobile, online ordering
Virtual employee/ staff
Virtual Supermarket
Click and collect
Personalization
Customer Centric Analytics
Automated Intelligence
Personalization Engines
Personalization tools
Technologies Examples
Customized content arbitration
Real-time data & decisions
Customized landing pages
Favorites, dashboards
Social Acceptance
Social Targeting
Customer engagement hub
Social Feedback Management
Social Commerce
Technologies Examples
Geo targeted advertising
CEH + CRM
Social media listening
Customer polling
Instant Gratification
Mobile Wallet
Real-Time Communications
Digital Coupons
QR scanning
across devices
Technologies Examples
Digital wallet and payment
Customer service chat/IM
Loyalty management
Scan and order from TVs
12
Figure 9. The new digital toolkit
Focusing on the new China consumer
CPG companies must recognise the
massive shift that’s underway and act
now. Our research shows that China’s
new consumers are dissatisfied with
purchase journeys that are still far
from seamless. Any organisation that
can address these gaps will win their
hearts, minds and dollars (see Figure 8):
Companies that are ahead of the curve
in China realise this. They’re using
new digital technologies to influence
purchase decisions, get closer to
consumers and capture a greater share
of the marketplace (see Figure 9).
Figure 8. Identifying gaps in the purchase journey
Seamless
No Hassles
Personalised
Niche
Instant
Save Time
Best Value
VFM & Quality

13.
13
For these companies, it’s all about
using technology to ensure China’s new
consumers are central to everything
they do. Instead of thinking of the
purchase journey in a linear sense (like
most CPG companies), leading disruptors
like Alibaba11
are redefining the entire
value chain in pursuit of this objective.
From its roots as an eCommerce company
serving small and medium-sized business,
Alibaba’s steadily expanded its offering.
By incorporating online payment
services (Alipay) and launching an
online marketplace, adding monetisation
platforms and developing a cloud
computing platform, it’s built a future-
focused infrastructure for eCommerce
that leaves most CPG companies
trailing in its wake12 13
(see Figure 10).
1 E-commerce company
serving small &
medium businesses
Alibaba’s offerings What consumer needs Alibaba resets its
vision as per demand
2 Expands e-commerce
offering to consumers
3 Online payment services.
Builds confidence with
transparency
4 Development of
ecommerce ecosystem
in China
5 Future infrastructure
for Commerce
1 “Open sesame” for
Small exporting
businesses
2 Domestic demand explodes
Needs of individual
consumer
3 Consumer needs
confidence in interent
buying
4 With increased
transparency & trust,
ecommerce explodes
5 Rapid convergence of
virtual & physical in
consumer’s lives
1999
9mm
2003
80mm
2004
94mm
2008
298mm
2007
210mm
2009
384mm
2010
457mm
2013
618mm
Alibaba founded in Jack
Ma’s apartment in
Hangzhou
Alibaba.com launched
1688.com (formerly known
as Alibaba.com.cn launched
Aliwangwang instant
messenger launched on
Taobao Marketplace
Alipay launched
Tmall launched
Juhuasuan launched
AliExpress launched
Mobile Taobao App
launched
Taobao Marketplace
launched
Alimama monetization
platform launched
Taobao Marketplace
started to monetize
Alibaba Cloud
Computing founded
Singles Day
1
2
3
5
4
Year
China’s Internet Population
Figure 10. Alibaba – keeping the consumer at the centre of everything

14.
14
Seizing China’s digital opportunity
We know that the battle for consumers
is already being fought in the micro-
moments that make up each purchase
journey. The priority for CPG companies
is to expand their view of digital
channels beyond the ‘buy’ button
so they can begin to harness new
opportunities for driving sales and
measuring success in as many of these
situations as possible (see Figure 11).
The first step is to develop a strategic
e-vision for the future. This must be
built on an in-depth understanding of the
trajectory of travel for China consumers.
To shape this eCommerce vision around
their needs, CPG companies need to start
asking the right questions (see Figure 12):
Also key, discover the role of each
touchpoint in the consumer journey so
they can provide the right communication
at every micro-moment. The challenge
here is to persuade decision-makers to
choose a particular brand – however
convoluted the path to purchase has
become. Vancl, the online clothes retailer,
has done this successfully. Leveraging
an innovative marketing campaign, the
company collected data from cookies,
dynamic advertising, onsite sources
and third-party research. Using this
data, it developed a real-time data
analytics strategy to optimise ongoing
campaigns and inform a new social
commerce concept, Vancl Star (targeted
customer advocates show off and
recommend their Vancl look, earning
10 percent profit share on follow-on
sales). It’s worth pointing out that Vancl
invests approximately 15 percent of
net sales in marketing (compared to
the industry standard 3.5 percent).14
Figure 11. The new normal path to purchase
Capabilities
User Experience and
Digital Performances
Optimization
Understand the
consumer
Act
PlayPause
Advocate
Propose
Relevant
Experiences
Increase
Conversion &
Engagement Rate
eCommerce
(eRetailer/Instore/
Pub)
Actionable
Insights /
Predictive
Analytics
3
4
5
6
Social
Enterprise
Attract
Multi-Channel
Traffic (Mobile,
Web, Physical)
1
2

15.
What is our eCommerce vision?
Are we wary of selling
online and overestimating
sales from brick-and-
mortar stores?
Are we meeting the
niche desires of our
buyers?
Have we focused on the
opportunities in the
hinterland?
What kind of investments do
we have in terms of
eCommerce related packaging
and for perishables?
Do we have the right
product mix?
Do we have Account
Managers for our eCommerce
partners (similar to what we
have in the B&M space)?
Have we built-in
capabilities to leverage
data from eCommerce
platforms?
Are we enabling cross
selling and up selling?
15
Figure 12. Asking the right questions
Consumers’ behavioural data is a key
resource and leading CPG companies turn
it to their advantage. Recognising that
it can be hard to differentiate brands on
China’s increasingly crowded eCommerce
platforms, Burberry launched ‘The Art of
the Trench’, a proprietary platform that
has successfully positioned its customers
as heroes.15
The platform provides
customers with a forum for showing off
their clothes and individual styling. It also
generates thousands of selfies, comments,
likes and dislikes – all of them potential
marketing leads. On other areas of the
site, Burberry uses a rich array of content
to target prospects throughout their path
to purchase and enable personalisation
(allowing customers to design their own
customised coats, for example). The
company records content consumption
and user engagement in its ‘Customer
360’ programme, a data-driven shopping
experience that invites customers to
digitally share their buying history and
shopping preferences, and provides real-
time product recommendations.
CPG companies should align all
elements of their marketing
– strategy, spending, channel
management and message – with the
journey that consumers undertake.
To support cross-channel marketing
and related opportunities, they’ll need
to invest in developing more scalable
technology platforms and back-end
processes. Implementing advanced
analytics is another immediate priority.
This will equip companies to predict and
influence purchases, helping them move
closer to the role of smart assistant where
they’re ready to provide personalised
solutions – before consumers request
them. The addition of subscriptions to
existing –commerce platforms should also
help to jumpstart growth by positioning
CPG companies to secure and retain
a greater (and recurring) share of the
consumer’s shopping basket.

16.
16
Specific strategic initiatives
should include:
Establishing partnerships with
eCommerce platforms
This is a fast-track solution. CPG
companies should consider developing
partnerships with the same digital players
that, having enabled China’s eCommerce
revolution, now threaten to seize
competitive advantage there.
In developing partnerships, two priorities
stand out:
Treat eCommerce sales channels as
strategic partners, not as channels
that complement traditional retail
channels. This means CPG companies
will need dedicated account managers
and customised trade marketing/
merchandising plans with each
eCommerce player. This could be
extended to incorporate specific category
management plans for each player.
Don’t underestimate the importance
of supply chain and customer care.
CPG companies must ensure they choose
the right logistics and customer care
partners so that they can deliver products
on time, and address any complaints as
rapidly as possible. eCommerce channels
extend access to consumers. The trade-
off? Far greater responsibility for end-to-
end solutions.
Some CPG companies are already
developing these kinds of partnerships.
Last year, Unilever partnered with
Alibaba to extend its access to China
through the digital native’s data-driven
ecosystem.16
Key areas for collaboration
between the two organisations include
rural China penetration, cross-border
eCommerce, consumer protection and
big data. L’Oreal’s Lancome did the same,
opening a Tmall.com store that achieved
US$1.3 million in sales in the first three
days17
– setting a new brand sales record
for the Tmall cosmetics category.
Partnerships like these will help CPG
companies to secure market share in
China’s connected marketplace. But
it’s essential for them to protect their
brands on these digital platforms.
Robust data management is key. So
is sophisticated analytics that can
deliver real-time insights into consumer
experiences on digital platforms –
and how these can be improved.

17.
17
In this paper, we’ve sketched out the
evolving expectations and lifestyles of the
new China consumer. For CPG companies,
the message is clear. Take steps now to
meet these expectations, or be sidelined
by the same digital platforms that have
enabled China’s huge and fast-growing
eCommerce marketplace.
To help companies get started on this
journey, Accenture has developed an
eCommerce value assessment (EVA)
methodology. Designed to gauge
eCommerce readiness and identify
priority actions for the business,
this provides our clients with audits
and assessments of their existing
ecommerce solutions, suggestions for
improvement, and identification of
future ecommerce growth opportunities,
along with technology architecture and
integration opportunities, governance
models, optimum partnership/operating
models and omni-channel commerce
frameworks. To find out more, please
visit: https://www.accenture.com/
sg-en/service-accenture-interactive-
omni-channel-commerce
Moving ahead: next steps

18.
18
1
http://uk.businessinsider.com/aberdeen-
asset-management-carol-yuan-on-china-
2016-2?r=US&IR=T
2
Accenture Adaptive Retail Research
Consumer Survey, November 2015
3
Accenture Adaptive Retail Research
Consumer Survey, November 2015
4
eMarketer: China Ecommerce:
2015 Market Update, Sept 2015,
iResearch consulting
5
Source: Accenture Analysis, Euromonitor,
Emarketeer, kantar retail
6
In China, 55 percent of internet users
have made at least one mobile payment.
In the US, it’s just 19 percent (http://
uk.businessinsider.com/aberdeen-asset-
management-carol-yuan-on-china-2016-
2?r=US&IR=T)
7
Source: Euromonitor
8
Accenture Adaptive Retail Research
Consumer Survey, November 2015
9
IPSOS report: Online communities
research
10
Accenture / Ipsos survey
11
https://hbr.org/2015/06/the-self-
tuning-enterprise
12
https://hbr.org/2015/06/the-self-
tuning-enterprise
13
Alibaba Group Holding Limited
– SEC Filing Form F-1, Pg No. 69
“Our Major Corporate Milestones”
(www.sec.gov/Archives/edgar/
data/1577552/000119312514184994/
d709111df1.htm)
14
http://www.slideshare.net/MattHunter/
vancl-chinas-online-apparel-giat
15
http://artofthetrench.burberry.com/
16
www.businesswire.com/news/
home/20150719005029/en/Alibaba-
Group-Unilever-Sign-Strategic-
Partnership-Agreement
17
http://www2.alizila.com/lancôme-
latest-cosmetics-brand-join-tmallcom-
infographic
Reference

19.
19

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