#LocalCommerce

[sekeltech]

Hyperlocal Deliveries: How Mobile Growth is Driving Change

Hyperlocal deliveries enable swift order fulfillment within a specific geographic area, ensuring products reach customers in minutes or hours. Driven by mobile technology, this model seamlessly connects local businesses with nearby consumers, offering unmatched speed and convenience.

With 1.8 billion mobile connections and 700 million internet users, India’s digital expansion has fueled an e-commerce boom, transforming industries like EdTech, fintech, e-grocery, online streaming, and social commerce.

As consumer demand for faster, more efficient deliveries grows, hyperlocal logistics are reshaping business operations. From groceries to apparel, brands are leveraging mobile technology to provide instant order fulfillment.

In today’s fast-paced digital landscape, businesses need smart, data-driven solutions to stay ahead. Sekel Tech’s Hyperlocal Discovery & Omni-Commerce Platform empowers brands to seamlessly connect with local customers, optimize logistics, and drive more conversions.

With advanced features like AI-driven engagement, geofenced ads, and real-time analytics, Sekel Tech helps businesses scale their Hyperlocal Delivery Services, ensuring faster fulfillment and higher customer satisfaction. Whether you’re a retailer, brand, or service provider, our platform is designed to maximize reach, enhance visibility, and boost sales.

[itinfonity]

What Is a Hyperlocal Marketplace & Why It’s Booming in 2025?

A Hyperlocal Marketplace connects nearby sellers, service providers, and customers — all within the same locality! From instant groceries to handyman services, everything is just a tap away.

✅ Faster Deliveries ✅ Supports Local Businesses ✅ Lower Logistics Costs ✅ Real-Time Availability ✅ Personalized Experience

2025 is the year of going local and digital — are you ready to be part of the revolution?

[kiranapro123]

📢 From a Kirana Store to KiranaPro: A Journey of Empowering Small Businesses 🚀 🔗 Read the full story of how my grandfather’s store inspired me to build KiranaPro: https://deepakravindran.substack.com/p/nostalgia?utm_campaign=post&utm_medium=tumblr&utm_source=dlvr.it 💙 Let’s celebrate the resilience of India’s kirana stores! #KiranaPro #SmallBusinessEmpowerment #LocalCommerce #Entrepreneurship

[meripheri]

Join MeriPheri today and let the streets come alive with the vibrant energy of local commerce! 🌈🌆 Download now and be part of a community that values connection, convenience, and commerce. 📲💼 #MeriPheri #LocalCommerce #MarketplaceMagic #ShopLocal #CommunityConnect

[letmegrab]

With the ever-changing times, it is important that we evolve with it. To commence this change we are introducing our new logo to welcome a new beginning with great enthusiasm and energy.

[hellounamoiric]

Be local Buy local

*SOUND ON

[mikefowler-au]

Local Commerce in the On-Demand Economy.

This is second in a series of articles where I explore on-demand delivery. I'll look at the current landscape, emerging players and discuss the best strategies & opportunities for success.

Location, location, location. It's everything right?

Not exactly. Retail is changing right now. It's about to change 10X. In Australia, companies like DoorDash and UBER are moving fast to deliver - everything! Last mile will become first mile and it all has to do with one thing - density.

Local commerce is a radius. In that radius are your customers, merchants, and drivers. These nodes determine your unit economics and overall opportunity. The relational tightness between nodes creates efficiencies and makes you incredibly resilient. As a network, the more nodes you have, the more dense your mass. If you have a dense network of merchants, drivers and customers, you can extend dayparts (breakfast, lunch and dinner) by accessing new merchant nodes through "New Verticals". After all, it's much easier to deliver a charger cable than a hot meal or frozen dessert. But the real benefits are expanding peak hours and route density.

What is the adjacency of food?

Looking at a 5km delivery radius, density increases where there are groups of shops such as shopping centres. Now I know what you're thinking. Shopping centres are a terrible idea. Considering accessibility, parking, technological adeptness, staffing, multi-locations ... yes, I agree. Not all shopping centres are created equal. It turns out that there are ten classifications of shopping centres: City Centre (CBD); Super Regional; Major Regional; Regional; Sub Regional; Neighbourhood; Bulky Goods; Themed; Markets; and Outlets.

One attractive cohort is "Bulky Goods" or homemakers centres.

Made up of medium to large, box/factory/warehouse sized stores. While the name specifies “bulky” furniture items, the majority of tenants are non-cubic & deliverable. Opportunities exist across major consumer categories: electronics; computers; small appliances and white goods; containers & kitchenware; linen; arts & crafts; office supply; outdoor & sporting goods; food; baby & kids; and pets. They are the easiest of the ten segments to access with frontal & adjacent parking, higher staff counts and lower wait times. Unlike regional centres that see 25% of stores devoted to personal services, homemakers have 80%+ occupancy by national retailers.

According to the Shopping Centre Council of Australia, there are 129 bulky goods sites. Looking at the 129, 20 (16%) are under single asset management by Aventus Group. These large format retail centres spread across five Australian states with 92% of locations on the east coast. 592 retail stores occupy the 20 sites and 87% of stores are national retailers. Of the 20, all 20 sites are currently addressable by both UBER and DoorDash. This is 564,945m² gross lettable area (GLA) with 14,109 total parking spaces (705 avg.). Total reported population catchment of 5.8m with an average distance from a CBD of 58km.

This is suburban gold.

It is also a symbiotic push and pull opportunity.

On-demand delivery companies can deploy a fast scaling merchant acquisition strategy across national retail groups - driving massive customer retention and new acquisition. Easier and more scalable that 1:1 onboarding with fantastic halo effects. National retailers may be more sluggish on prioritisation and resourcing across their e-commerce roadmap but, they are omni-channel savvy and have ERP systems ready to push data. They also have budgets to meet and COVID-19 growth to comp.

National retail chains should be beating down the doors of white label and on-demand delivery companies like Sherpa, DoorDash and UBER to make "30-minute delivery" part of their core retail investment strategies. The next marketplace opportunities e.g. Catch, Kogan, and Amazon exist on on-demand platforms for which Australians have become increasingly comfortable with shopping on. One key takeaway from my research is Amazon and Amazon Flex.

Amazon Flex will need to rapidly expand to more than delivering packages for Amazon.com.au if it is to compete in the on-demand economy. They have a platform where people shop by product vs. brand and that is a crucial element in a sell everything model. A migration is needed from the everything store to the everything "delivered" in 30-minutes store. That is something we'll need to see DoorDash and UBER do as they currently offer a "Shop by Store" UX.

What are the "New Verticals" in the Bulky Goods sites?

Looking at the top 100 Aventus Group retailers that occupy 215 total stores and span 20+ compatible verticals. Of these “New Verticals”, the respective store counts are: Bedding (35); Electronics & Appliances (26); Sporting Goods (19); Automotive (17); Lighting (16); Food (15); Pets (15); Fabric & Crafts (9); Vacuums (8); Office Supply (7); Discount (6); Homewares (5); Kitchenware (5); Storage (5); Baby & Kids (4); Cafe (4); Hardware & DIY (4); Pharmacy (4); Apparel (3); Computers (2); Electronics (2); Grocery (2); and Toys (2).

Those stores serve 5.8m people. Additionally, as national chains exist in all 129+ bulk goods centres nationwide, the near remainder of the Australian population would also be served. Largely suburban and outside of the CBDs - a key factor in on-demand delivery success.

A group acquisition strategy could address national retailers and total store counts. Autobarn (130); Baby Bunting (53); Bed Bath ‘N’ Table (160); Bunnings (267+); Godfreys (200); Harvey Norman (195); Howards Storage World (85+); Lincraft (60); Nutrition Warehouse (80); Officeworks (168); Petbarn (156); Repco (400).

Other key national retailers are groups - Super Retail Group (590): BCF (130); Rebel Sport (160); Supercheap Auto (300). JB Hi-Fi (301): JB Hi-Fi (200); The Good Guys (101). Spotlight Retail Group (223): Spotlight (120); Anaconda (60); Harris Scarfe (43) lead the mix.

What about the other nine shopping centre segments? Opportunities exist albeit very strategically different. Superficially, major centres like Scentre Group's Westfield would be opportune to do a deal directly with white label delivery services providers (DSPs). One way to regain above-the-threshold percentage rents. It's also a massive incremental benefit to retailers leveraging their micro-warehouses aka retail stores. One thing is for certain, if you are a retailer and are not working on a local commerce "store-to-door" strategy, then you will miss out on a massive chunk of future retail.

"Overthinking is a problem. Underthinking is a bigger problem. I feel for people who get stuck in analysis paralysis. I worry about people who don’t do the analysis in the first place. It's better to embrace the discomfort of doubt than to live with the regret of overconfidence." - Adam Grant

As a merchant, strategy and operations guy I find this all incredibly fascinating. The rest of the world is so much farther along than we are in Australia. But, we have a ton of USPs in our local retail sector - one is the mix. I'll explore "The Mix" and especially anchor supermarkets that make Australian shopping centres very unique amongst global retail in my next instalment.

To borrow a Jason "Retail Geek" Goldberg catch phrase from the Jason & Scot Show ... "Happy (instant) commercing!"

[ceeplace-blog]

#ceepalce #localcommerce #ecommerce #startup 

[orderdeck]

Hello World

OrderDeck is a marketplace for finding professionals and experts to deliver the services and products you need. 

Sellers create and customize digital storefronts that list both fixed and negotiable rate services that they offer to customers either locally or online.

Our secure payment platform takes care of credit card processing for the sellers and deposits their earnings directly into seller's bank accounts after completing a sale. 

We're a small team of three operating out of Philadelphia, PA and we look forward to using this space to talk about our mission, growth, and the things we learn along the way.

Check us out at https://www.orderdeck.com :)

[evo-a-lab]

Locales comerciales #stripmall #shoppingcenter #localcommerce #mexicanarchitecture #evolab #arquitecturamexicana #michoacan (at Tarímbaro, Michoacan De Ocampo, Mexico)

[kiranapro123]

Retail pioneer B.S. Nagesh joins KiranaPro as an investor & advisor, bringing decades of expertise to transform local commerce. KiranaPro’s AI-powered platform empowers neighborhood kirana stores, enabling them to compete with quick commerce giants. Backed by industry veterans, KiranaPro is set to revolutionize retail! 🔗 https://wstartups.com/2025/01/30/exclusive-shoppers-stop-founder-b-s-nagesh-to-invest-in-kiranapro-joins-as-advisor-to-transform-local-commerce/?utm_source=dlvr.it&utm_medium=tumblr #KiranaPro #RetailRevolution #LocalCommerce #AI

[letmegrab]

Choose Letmegrab as your shopping partner and shop as per your convenience!

[lacunafoundation-blog]

One objective of Lacuna Foundation is to build stronger communities. Building a strong community depends on the flow of local commerce, which is the exchange of goods and services from producer to customer. The producer and customer must live locally and spend their money locally as well. The health of a community depends on this exchange occurring several times over. For Example: The Englewood community has one of the highest rates of poverty in Chicago, where 60% lives under the poverty line. Their dollar circulates only 6 hours!! One reason for this is the continued expansion of corporations into our communities. Walmart is the main culprit since its #1 on the Fortune 500 list. But most major corporations do a great disservice to our community. The following information is based on research by Bill de Blasio and the Hunter College Center for Community Planning and Development -Wal-Mart store openings kill three local jobs for every two they create by reducing retail employment by an average of 2.7 percent in every county they enter. -Stores near a new Wal-Mart are at increased risk of going out of business. After a single Wal-Mart opened in Chicago in September 2006, 82 of the 306 small businesses in the surrounding neighborhood had gone out of business by March 2008. -Median household income declined by 1.8% nationally and 4.1% in New York City in 2009. This decline will be exacerbated by low paying Wal-Mart jobs. -Wal-Mart’s average annual pay of $20,774 is below the Federal Poverty Level for a family of four. -Wal-Mart’s 2010 health care offerings have a high annual deductible of $4,400 which means a family would have to spend $5,102 of their own money on health care before Wal-Mart’s insurance pays anything. Based on the average salary of a Wal-Mart employee this payment represents almost 25% of their annual income. The full report is available at: http://advocate.nyc.gov/files/Walmart.pdf #LacunaFoundation #TurnOffYourTv #Community #LocalCommerce #WakeUp

[ceeplace-blog]

#localcommerce #ceeplace #startup