How the French use online platforms for grocery shopping ?

How the French use online platforms for grocery shopping ?

Food & Digital JDN#Events


MARCH, 2016

On April 4th 2017, all the actors of the French FoodTech were set up at the Maison des Champs Elysees to share the latest news about the industry and grocery shopping.

The most eagerly awaited moment of the day was the presentation of the CCM Benchmark Institute study on Food & Digital in France.

Source: CCM Benchmark

What are the new online consumption practices in France, in 2016?

This online study is based on a panel of 1040 web users, released in December 2016 using the quota method of sampling. “Food & Digital study CCM Benchmark Institut”

Audrey Fauconnier, project manager of the panel in charge of the study, has provided us with full data about the new consumer behavior trends in 2016.

42 % of web users have already done their food shopping using an online supermarket.


Also, we notice that the top three products most purchased online by the web users, in 2016, are of the snacking and soft drinks type.

On the other hand, 43 % of web users have already made their food shopping on another online marketplace that is different from an online supermarket.

  • E-commerce dynamic for online grocery shopping.

Today, two trends stand out: 19% of e-buyers believe they will do more online grocery shopping in the future. In addition, 17% of non-e-buyers would be ready to try the online grocery shopping experience. In this way, the future outlook for e-commerce food shopping growth is optimistic.

  • Online grocery shopping: buying or not?

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Coop vs Amazon Go : supermarket innovation

Coop vs Amazon Go : supermarket innovation

MARCH, 2017

Two different formats but the same objective: revolutionizing the shopping consumer experience through new shopping innovations for Coop and Amazon.

Source: Coop (2016), ” Il supermercato del futuro diventa realtà quotidiniana a Milano ” Forbes (2017),  

“Amazon Go is about payments not grocery” 

Coop supermarkets of the future

1. Coop: the “supermarket of the future”

Coop opened in December 2016 a new format called “supermarket of the future”. The model was already tested at Expo 2015 in Milan and since it is a great success, the Italian retailer decided to open its first store located in Bicocca the business district northeast of Milan. 

The format is a supermarket with a sales area of 1000 sq m. full of fresh food and beverages products and private labels brands. The innovation of the store is especially the presence of 54 interactive monitors able to show to the consumer all information he needs to be more aware of the ingredients of a product, but also on the country of origin, the recycling, on promotions, on similar products or on complementary products. To get all this information the consumer just have to take a product in his hand and he can immediately receive all instructions on a screen in front of him. The store is also equipped with

Also, the store is equipped with 46 totem-touch spread out the store where the shopper just has to scan the product to get the same information mentioned before. The store also includes the click and collect service (Coop Drive) as well as the restaurant branded “Fior Fiore” the premium private label of the Italian retailer (E-Coop, 2016).

The Coop objectives through the supermarket of the future are basically:

  • Enhance and increase the shopping experience by allowing consumers to get access to all information (that he can alternatively find out only on the Internet) on products he wants to purchase.


  • Increase the awareness of its own private labels. Coop, as other retailers, has the goal of increasing the private labels business in coming years and the supermarket of the future is a great way to do that through monitors and totems showing transparent information on the quality of these products by also proposing alternative solutions (probably other private labels)
Coop supermarkets of the future

2. Amazon Go

Amazon announced the launch of its first physical store in Seattle in 2017, Amazon Go, a new innovative convenience store with no checkout and no lines for shoppers. Consumers have just to check in with their Amazon Go app when they want to go to the store and just shopping.

When the shopper leaves the store, Amazon automatically charges the shopping in the smartphone app.Indeed thanks to RFID sensors which can automatically identify when a product is added to the cart shoppers don’t have to do anything else later on. This new format generated numerous critics, especially for the risk of cutting human jobs due to this huge automatisation (no cashiers and fewer vendors).


But, are we sure that is not still happening somehow?”

Of course there is no an existing model such as Amazon Go but, firstly, automatic cashiers are spread out through many retail formats (convenience stores, supermarkets, hypermarkets, etc.) across many countries with the difference that the shopper still has to do some actions to conclude its checkout, by scanning on the automatic cashier all its products.

There are also some retailers which are already offering self-checkout through their apps. For instance Coop in Italy, thanks to its mobile app Salvatempo enables consumers to quickly shop inside the store. The consumer has to open the app and scanning all products he wants through the QR code. At the same time, thanks to the app, he can also decide to check, to use coupons and to be informed on promotions and to pay to the automatic cashier.

To summarize, Amazon objectives through the Amazon Go are:

  • Increase the presence in the grocery business through a more profitable investment. Indeed as happened for many bricks and mortar stores even Amazon with Amazon Fresh faced the issue of the high delivery cost, which can only be reduced by making stores as Amazon Go, collection points.


  • Increase the distribution and the awareness of its own private labels. Amazon Go will be a way through which Amazon will be able to better test and to expand its grocery private labels, which, will help the retailer to get higher margins vs manufacturers branded products.


  • Selling items that shoppers are not buying online. Through Amazon Go, Amazon wants also to sell items (as fresh fruit or vegetables) which consumers are struggling to buy, by making easier the shopping with no checkouts and no lines and by making sure that consumers can physically test the quality of fresh food they want.


  • Improve and expand the Amazon Pay service(Forbes, 2016), launched in 2013, by allowing consumers to shop through different websites thanks to their Amazon account. Doing this in its store will avoid issues with other retailers, which have currently struggled to accept a service provided by a direct competitor as payment method in their stores


  • Increase the traffic on By taking advantage of all traffic data coming from the app Amazon will be able to improve and to increase customization to its users, as it is already doing online on
Coop supermarkets of the future

3. Two different stores designed for future consumers

Both stores have the goal to improve the consumers shopping experience, although through a different way.

Amazon wants to address its first physical stores to urban innovative consumers whose main goal is to save time by avoiding checkouts and queues. They are young and adults (between 18 -50), Amazon users, studying or working most of the day and with few time to spend in a store and loving a proposal which can make more efficient their daily time. Concerning the technology the American retailer innovation is focused on mobile, where all info are contained and the store works.

Concerning the location, the convenience store is perfect for urban and center areas of big cities, as Seattle. The test will be made in USA, the main market for Amazon, where the digitalisation is higher than any other country worldwide and where shoppers, since the high e-commerce penetration, are used not to always have a human contact when they are shopping.

The situation is the opposite for Coop in Italy. Regarding the location, the difference is firstly the urban area. The supermarket selling area requires a bigger area that it is complicated to find in the city center. For this reason Coop chose a periphery that, however, it is full of students and professionals (since one of the biggest Milan universities and many companies are located there). Concerning the technology, the one chose by Coop is a different story vs Amazon. Firstly the technology is not embedded in any shopper device and it can work automatically. The goal of Coop through this new store it is not using the technology to save the time of shoppers but it is to make shoppers more informed since they are increasingly demanding for more information and instructions on what they are consuming. This new format is not only for young and professionals with high education and with a high digitalisation (despite the location) but it is, basically, for all generations, which can also decide to avoid the usage of the store technology when they are shopping.

“What will be the winning models? We cannot know who will be the most suitable model for the future. Both models show advantages and disadvantages that should be declined and analyzed depending on the countries and markets where these models are launched and to the targeted consumers that as we know are not the same everywhere. Only the time will let us know more…”  Amazon Go vs Coop 

Recent Blog Posts

Is premium the future of FMCG?

Consumers are looking for premium brands and premium brands are the most successful worldwide. Premium products grew by 21% in Southeast Asia, by 23% in China between 2012 and 2014 and 26% in the USA from Apr 2015 to Apr 2016 across the home care and personal care...

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How FMCG brands can win with their own e-commerce

How FMCG brands can win with their own e-commerce

FMCG brands need to enhance their online presence

Although the relevance that physical stores still play for FMCG brands, manufacturers need to enhance their online presence through a successful e-commerce model. On one hand even though online sales are currently representing only 3.7% of the total (offline and online) global FMCG sales (Kantar 2015) if FMCG players will be able to overcome the main barriers are currently blocking the e-grocery success the online grocery sales might have the potential to rise to 28 % if 60 % of global households would buy online at least once a  month (Kantar, 2015).

This growth will be facilitated by the rising of Internet users globally[1], by a better and superior customer service (e.g. thanks to the enhancement of the last-mile delivery autonomous ground vehicles[2]) and by solutions will be able to deliver amazing experiences and fun to consumers (e.g. the experience of virtual stores in South Korea or the availability of smart electrical appliances – e.g. smart fridges or smart washing machines).

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Sum up :

• Online shoppers look for a selling model based on cost, time, availability and fun

• FMCG companies can overcome some of their barriers through the e-commerce

• FMCG companies need to take into account local differences across categories, consumers and retailers [/mks_pullquote]

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In order to reach these goals manufactuers have a wide range of choices available. Most of them are improving their online presence through better websites (most of them also finally optimised for mobile devices) and a better usage of e-mails and social media (e.g. through targeted campaigns and initiatives).

That said, among manufacturers only few players in few markets are currenly selling their products online through their online proprietary website with a DTC (direct-to consumer) model.

The aim of the article is to show the advantages and disadvantages of the direct-to consumer models (i.e. the possibility to create and sell their own brands and products online) and in the end, the management implications concerning the usage of this model.

1. Direct-to-consumer (DTC): advantages and disadvantages

The FMCG industry is mainly affected by the following peculiarities:

  • Non durable and low value products
  • Low-switching costs
  • High purchase frequency
  • High impulse purchase

This four peculiarities imply a high competitive marketplace, where competition is high (both manufactures and retailers are offering their own brands), where it is hard to create brand loyalty (because of the low switching costs and impulse purchase) and where it is always more complicated to increase prices and getting higher margins.

For this reason consumers can have a wide range of choices available to satisfy their needs and, at the same time, even manufacturers can have different options to sell their products.

Historically physical stores represent the main selling channel for manufacturers. Since the physical surfaces belong to retailers, over the years, their power highly increased, while the one of manufacturers massively reduced, by forcing most of them (especially small and medium firms) to produce for retailers. However, the rising of the Internet allowed manufacturers to get a new channel to exploit, despite some barriers must still take into account.

Nowadays the online FMCG marketplace is quite fragmented across different regions and countries, due to cultural, local, legal and technologic differences. That’s why solutions implemented by FMCG manufacturers are different accordingly.






The following table tries to show the main advantages and disadvantages of a direct-to consumer model (Table 1).

Table 1: Advantages and disadvantages of a direct-to consumer model (Source: Techingrocery, 2016)


Among advantages FMCG manufacturers can build a direct relationship with consumers. Indeed they can get a better knowledge of their consumers, getting valuable information to better invest in innovation, communication, distribution and measuring the ROI, building brands, testing new products, pricing, etc.

Moreover, with the higher power of retailers (e.g. the launch of private labels), the rising of competition (more local brands) and the last distribution trends (e.g. physical store downsize) the online channel allows FMCG manufacturers to solve some of the main issues they have in-store (i.e. troubles to increase prices, to list products, to leverage a repeat purchase, to reduce the impulse purchase…) with the competition and the market.


Regarding the disadvantages, the channel conflicts with all retailers (bricks-and-mortars, click-and mortars and pure players) are one of the main risks. Indeed, since retailers are still the main buying channel for consumers (both offline and online), especially for the wider range of products available, they could react delisting products or getting better trades terms. Being online also implies different supply chain models; indeed, if in the past manufacturers were used to sell a double volume of products to retailers, with the e-commerce the order from consumers will be only a small fraction sold to retailers. Other risks concern the probability that consumers might compare prices (e.g. dynamic prices) more easily, as well as the risk of a price fragmentation. Indeed compared to a physical store, where prices to compare are limited at the physical space available, the online marketplace allows consumers to check an unlimited number of prices and products across different websites. Regarding the price fragmentation, it is quite high the risk that consumers will find different prices in the physical store and in the online website, creating confusion and reducing the trust of consumers towards brands. Indeed, while in-stores prices are quite different and flexible across locations in the same country, online prices are the same among all consumers that live in the same country.

Last but not least the channel cannibalization and the consumer experience. Regarding the channel cannibalization, firms are both offline and online might have internal problems. For example managers (responsible for different channels) might have different goals in terms of volume sales, even to the detritment of others managers. Thus, the responsible of a specific account (a traditional retailer) with a remuneration based on sales results towards that account (a traditional retailer) might impact on the goals of the manager in charge of the direct-to-consumer website.

In the end the consumer experience. Nowadays there are no existing apps or devices that are able to replace the powerful sensory experiences (this is especially true for fresh food) and the human interaction that physical stores can provide. Furthermore, consumers like visiting stores with the family or with friends and have fun by doing shopping. For this reason retailers are increasingly investing  in digital innovations to improve the in-store experience (e.g. through virtual reality or beacons).


2. Management Implications


  • Take into account cultural and local differences among consumers and retailers: differences across countries and regions are quite varying and require specific actions. For instance in the UK the main channel is the “indirect e-commerce (i.e. selling products through clicks-and-mortar stores and pure-players)”, where retailers show a high power even online. In emergent online markets, as Italy, FMCG manufacturers decided to focus on all existing channels (even launching direct-to-consumer products), because the online channel is not well-developed as in the UK for example. Even retailers peculiarities and differences (e.g. in terms of trade terms costs) should be take into account and might vary depending on countries and regions). Regarding consumers, try to adapt your online service to local peculiarities (e.g. offering specific payment methods)
  • Take into account differences across categories: not all categories show the same online growth. Among varying categories food and beverage products are the smallest category, while consumer healthcare products (e.g. razors, creams, OTCs, etc.) represent the main one. Consumers still show uncertainty to buy fresh food and beverage online), where the sensory experience still plays a key role.
  • Successful e-commerce models focused on cost, time, availability and fun: In terms of cost and time consumers find more convenient buying online, since they can save relevant costs (e.g. transportation costs and time, finding more convenient prices having, at the same time, a wider range available). That’s why it is also essential offering different delivery options. In terms of availability consumers can buy online whenever they want with a wider range of products. They can also customise their purchase solution, choosing for the one they need in a specific moment. In terms of fun consumers require amazing experiences online. For instance Peapod’s virtual stores in the US are able to simulate the store experience making funny and unique the buying experience.
  • Take into account analytics, content and targetization: Analytics is essential to figure out new consumer and shopper insights that might help crucial implications in terms of branding, communication, innovation, etc. Content is also relevant: internal information, ratings and reviews, tutorials, mobile applications, etc. are key to add value to the shopper experience. Last but not least targetization: a right targeting approach allows manufacturers to better reach targets with different socio-demographic and psychographic characteristics . This is needed to reach mass audiences online and getting a right ROI.
  • Build a right organisation: developing its own e-commerce implies a more structured organisation (PwC, 2012), where digital shopper marketing teams should cooperate more closely to the marketing teams and along with traditional shopper marketing teams in order to create a better coordination to take advantage of resources might be used in common to take different actions (traditional shopper marketing teams to drive traffic in-store and post-purchase, while digital teams to increase the shopping cart and drive traffic in the e-commerce website)

[1] Kantar estimated that global Internet users will be 48 % of the total global population in 2017 (Kantar 2015)

[2] Mckinsey (2016) estimated that autonomous vehicles (including drones) will deliver approximately 80% of the total B2C items (across to all existing B2C categories) sold online.



Kantar (2015), Accelerating the growth of e-commerce in FMCG

McKinsey (2016), How customer demands are reshaping last-mile delivery

PwC (2012), A strategy for omnichannel success




2017: Top key trends that will obsess the retailing business

2017: Top key trends that will obsess the retailing business

In 2017 retailers willl face as usual numerous consumer behaviours changes and will need more than ever to focus on new disruptive trends to maintain their position. Herunder is a selection of 5 retailing priorities for 2017 :

1 – Pursuit of the omnichannel quest: 

The global retailing landscape is evolving quickly with the rise of omnichannel retailing. Omnichannel retailing is a customer-centric approach to retailing through which retailers provide seamless shopping experiences across all of their physical and digital channels. Shoppers increasingly value convenience when shopping and omnichannel capabilities allow them to seamlessly switch from one channel to another. By the end of 2016, the vast majority of retailers were struggling to be omnichannel. The most common challenges that retailers face include tracking sales, inventory planning. However, retailers will continue their quest to achieve omnichannel proficiency in 2017.

Retailing 12 – Adapting to the evolution of convenience:

 The ways in which retailers are delivering convenience is evolving as demand for convenient retail offerings continue. Drivers of convenience include global urbanization, growth of smaller households, ageing population, and hyperconnectivity.. Retailers from various channels in retailing are adapting to the demands of the modern and digital world to offer convenience, leading to channel blurring as well as advances in various online commerce options. Meanwhile, existing convenience stores around the world are responding by modernising and evolving to become more than a place to buy a quick snack and beverage and aiming to become a key part of the daily activities of shoppers. Retailers will continue to innovate to offer added convenience to shoppers’ daily lives.

Retailing 33 – Target the conversational commerce:

 Chatbots and voice-activated assistants that are designed to work with existing digital devices to perform tasks are on the rise. Although their impact on retailing landscape is still in its nascent stage, they are likely to create new opportunities for retailers in the near future. 2016 was the year of chatbots. Facebook launched chatbots for Messenger and Apple’s iOS 10 gave iMessage an app store in which developers can add chatbots. Google launched its new messaging service, called Allo. Allo uses artificial intelligence, like the chatbots, to respond to a user’s questions. Amazon sold a record-setting number of its Echo devices in 2016, and others such as Google and Lenovo are introducing their own voice-activated assistants.

retailing4 – Continue the efforts on Marketplaces: 

Marketplaces continues to experience growth globally, playing a major role in the future of both small and large businesses online. Online retailers that host third party merchants are the leaders of internet retailing and are continuing to gain share. Third party marketplaces enable all types of retailers and tech companies to take advantage of the growing e-commerce through existing infrastructure that is already trusted by shoppers. Despite challenges that marketplaces face like the fight against counterfeit goods and overall quality control, they are expected to continue becoming a larger portion of all online sales.

Retailing 7

5 – Focus on Mobile commerce: 

In 2016, mobile commerce accounted for US$514 million in sales (approximately 44% of online retailing). The figure is expected to nearly double by 2021 to US$1.1 billion in sales (approximately 56% of online retailing). In addition to retailers making many of their promotions online and on mobile, and making some of these promotions only available through mobile apps, there are larger factors at play driving mobile sales. Smart phones and tablets’ penetration rates continue to rise, smartphones are becoming bigger and easier to use, and retailers and technology companies are investing to improve the mobile shopping experience, such as launching in-app payments. Additionally, with smartphones being the sole way of access to the internet for many households, especially in low income households, mobile commerce is positioned to see continued growth in 2017 and beyond.

Retailing mobile

To discover more about the 2017 consumer goods trends in general follow the link

2017: Top 5 key trends that will shape consumer goods

2017: Top 5 key trends that will shape consumer goods

In 2017 more than ever top 5 key trends will shape the business. 

1 – Faster shopping is always more important

In 2017, consumers are impatient. The digital world has defined them “IWWIWWIWI”— “I want what I want when I want it”— consumers are impulsive and in pursuit of immediate gratification. Brands are responding with a slew of speed-up business models, from one-hour delivery to offers via beacon technology, used by retailers to broadcast messages to nearby consumers

Rapid Convenience

2017: Top 5 key trends

First of our 2017 top 5 key trends is of course Amazon. They are working on delivering packages to people’s homes in under 30 minutes through the use of drones. Amazon customers in France can already buy SEAT Mii city cars from the shopping site, delivered to their home within 72 hours. The #DeliveryToEnjoy campaign has been created to enhance the vehicle buying experience, “offering a 100% online experience, with speed and respect of delivery and a streamlined payment solution”, says SEATers via their smartphones

Check also => Drone delivery the next disruption ?

The food rush competition

Food rush Next-day delivery is being overtaken by ever-faster delivery possibilities for the shopper in a rush. UK supermarket chain Sainsbury’s launched one-hour delivery of food and groceries by bike in parts of London in September 2016, the first UK supermarket to do so. It is doing this via its Chop Chop app, competing with Amazon’s Prime Now and Deliveroo. Sainsbury’s said that the technology is perfect for buying up to 20 goods in an emergency.

2 – Customization is invading the mass market

2017: Top 5 key trends

In 2017, we will have come to accept the idea that an industrially-produced product can be customized or personalised, at least in part. While there is a lot more customization of “mass-produced” items, high-end personalisation is also thriving due to demand for “experiential luxury”, the shift from “having to being”. With an almost infinite capacity to gather information on clients and innovation in production technologies such as 3D printing, the masses can now imitate their harriving in theigh-end counterparts. This trend is changing consumer expectations, as customers demand that brands fulfill or even predict their needs. Brands are also looking to strengthen the brand / client relationship through the emotions they can arouse by making things “personal”

Subscription-based business will need to keep customer-centric 

Subscription services, delivering selections of products directly to consumer homes, capitalize on consumer trends like self-treating and convenience, but their success is also likely due to the customized nature of their offerings. Consumers around the globe have been captivated by these considered picks of everything from skincare products, pet treats, gaming and razors to meal kits with pre-measured ingredients and recipes.

As an example, HelloFresh develops recipes and delivers boxed ingredients to consumers in Europe and North America, shipping 7.5 million meals monthly in mid-2016 according to co-founder Thomas Griesel. He said that the brand is positioned for customization as it creates taste profiles for customers based on cooking preferences or “personal taste clustering”. Customers indicate what they don’t like, perhaps seafood or pasta, and are regularly asked for feedback leading to a “hypercustomized” service.

Check our article on how to use mass customization with food products

3 – Wellness food is the new hype


Consumers are aware that eating habits directly influence quality of life. This is fueling unprecedented demand for healthier eating options with fitness-promoting attributes sought in supplements, beauty products and even pet food by consumers willing to pay for them. With the endorsement of health experts, such as nutritionists, chefs, fitness and medical professionals, brands are busy creating products with the addition of health-giving properties, including exotic vegetables, vitamins and fiber. Mainstream brands now speak the language of wellness. Mondelez International boasts that “We create snacks to bring people delicious moments of joy. To help consumers on their well-being journey”—a key brand priority leading up to 2020.

Check how we can use Wellness with digital

4 – Children and over 50 consumers will be targeted

2017: Top 5 key trends

Today’s family demands are launching their child into consumption at an earlier stage. Increasingly, the input of children in purchasing decisions is welcomed by their parents, rather than being perceived as a nuisance. The parent-child relationship, s, is now more bilateral. Parents seek their kids’ opinions about all kinds of once-adult decisions, including where to go for dinner, what kind of car to buy, even what to wear. Online life is also exposing children to buying opportunities and to brands that solicit the start of an evolving consumer relationship.

The Longevity economy

In 2017, almost a quarter of everyone on the planet will be over the age of 50, a record number. These consumers are transforming what it means to be older in terms of lifestyle and are more demanding in their consumption needs, creating what is increasingly referred to as the “Longevity economy” Website “High 50”, with a tagline “Age has its benefits”, looks at the spectrum of lifestyle interests of this segment: Home, beauty, dating, fitness, food, health, life, money, startup and travel.

Sources : Euromonitor – Kantar – The economist



Amazon Will Launch Virtual Dash Button in the US

Amazon Will Launch Virtual Dash Button in the US

Announced on January 20, 2017, the  Virtual Dash Button will allow Prime customers to order products directly via their smartphone or from the Amazon site.

Amazon will further simplify access to brands by launching Virtual Dash Button that will allow, via the website or application, to directly order the products with one click only. Concretely, the interface will propose shortcuts (free) that will be added one another. Customers will have 30 minutes to cancel their order. Launched in March 2015, the Virtual Dash buttons are a real success for the American e-commerce giant.

On the most popular products marketed by the platform, they represent more than half of orders made, according to Amazon

VR Buttons yes, but to do what?

First concern: which buttons to choose? If some seem obvious, like the buttons “Pampers”, “Whiskas”, or “Bounty” for example, others are less clear. Who really use the “Doritos” button? Going along with Clorox, Energizer, Gain, Honest Kids, L’Oreal Paris Revitalift, Lysol, Peet’s Coffee, Playtex, Seventh Generation, Slim Jim, Snuggle, Vitamin Water, Zico Pure Coconut Water, not everyone in a household shares the same domestic needs: You may have run out of Doritos, while your kids want the new famous Springles innovation. Users have complete control over the buttons, and can sort (most-needed to least-used), label (“Bran’s favorite”), and delete them whenever they want. As with the physical buttons, customers receive a notification with every order, and can cancel within 30 minutes if they make a mistake.


Tiny Products assortment behind some Amazon Dash buttons

The “Bounty” button allows me to choose a Paper Towels Roll, sold in packs of eight, but could also allow me to order paper Napkins. There is some choice, but the range remain tiny and not deep enough. We are very far from the diversity of choice of products available in supermarkets! While target is offering 27 bounty products on its website, I do not see why Amazon, which offers 100 times more references than a supermarket, does not offer the whole range of products of a brand, to be able to associate them with its buttons.


Amazon Dash Button: the beginning of the future

In conclusion: Amazon Dash Button is a connected object that really has chances to be part of our daily, tomorrow. But the lack of references available behind each button disappoints, even though the products are available on Amazon. Despite this, Amazon is serious about its Dash Buttons, and said customers are on board. Last fall, the program expanded in Austria, Germany, and the UK where customer can choose from more than 200 physical Dash Buttons, priced at $4.99 each. With the innovation presented in this article, whenever you register a Dash Button device, Amazon will automatically add a virtual button for the same product.