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How to determine the strengths of an online store When determining the strengths of an online store, your task is to indicate whether you stand out from the competition. Focus on analyzing all the factors that make customers shop in your store and willingly return to it. Remember to indicate only unique features that bring real benefits also to consumers. Examples of strengths of the online store: Wide range of products compared to the competition; Original productsservices e.g. you are the only distributor of a given brand in Poland; Innovation of the offer,
Attractive delivery conditions, e.g. shipping on the same day of order, free delivery, availability of various shipping methods, delivery abroad, possibility of personal collection, possibility of wrapping as a gift; Friendly returns policy, e.g. long Algeria WhatsApp Number return period, shipping at your expense; Competitive prices; Good opinions about the brand; Easy and readable website; Visibility in TOP in Google for key phrases, High level of customer loyalty. How to determine the weaknesses of an online store Weaknesses are those aspects that have a negative impact on the image and functioning of the online store and result from internal conditions. The conclusions from the SWOT analysis will help to completely eliminate them or limit their impact on the company's development. When pointing out the weaknesses of the online store, you must be honest with yourself and not hide any imperfections or business.
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Their example may be the same issues that we have indicated in the strengths if the competition is better than you in these areas. In addition, ecommerce companies often point out their weaknesses as: A budget that limits or prevents certain activities; Inexperienced team and lack of specialists in the company; Poor customer service; Lack of brand awareness; Low level of customer engagement in social media and on the website; Lack of an optimized website; No connection with external platforms, e.g. Allegro or eBay. How to determine the opportunities for .
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