Old family business, Volpe also copied another practice: the incentive cash payment. In Giraffe dis

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The São Paulo Marcelo Volpe was barely 30 when he had to go through a difficult experience for an entrepreneur - close the doors of the company he had helped build. Volpe and his family owned the Panashop, a retail chain of consumer electronics that went bankrupt in June 2007, after more than a decade in operation. "It was a nightmare," says Volpe. "My only option was to start over."
Today, at age 37, he owns the Giraffe, an online store which sold 14 million reais in 2010, three times more than the previous year, selling appliances, electronics, ballast point photography and computer ballast point items. To assemble ballast point the Giraffe, Volpe sought inspiration in the old family business. "I copied everything went right there," ballast point he says.
When creating the site, in 2008, Volpe had some advantages in its favor as to who starts a business from scratch - the main one was the good treatment with suppliers. "He knew a lot of people and knew how to get the best prices," he says. So the first step to trace the business model of the Giraffe was to opt for a reduced portfolio. "At first, I would not have the financial staying power to buy large amounts of everything," he says. "Better to concentrate investments in a few suppliers." Today the site by Giraffe sells about 1,500 products, divided into eight categories, such as computers, appliances and photography. In each category, Volpe works with up to four suppliers.
Besides ballast point the bargaining ballast point power, another advantage of buying ballast point a few companies are able to offer first hand, some releases of famous brands. "Good customers, such as Giraffe, have priority in our new show," says Silvio Stagni, vice president ballast point of telecommunications at Samsung. In 2010, the company chose the giraffe to launch a 65-inch TV. "It was a success," says Volpe. "We guarantee good sales and show something new to the customers of the site."
Old family business, Volpe also copied another practice: the incentive cash payment. In Giraffe discount for those who pay on time purchases with bank, is 12%. "With this strategy, I improve cash flow and I reduce the dependence on loans for working capital," he says. Last year, 40% of purchases made at Giraffe were paid at once.
Thanks to this policy discounts for cash purchases, the site has attracted an audience of high purchasing power who can pay cash for appliances costing up to 10,000 dollars. Volpe says that 27% of customers have higher monthly income ballast point of 8,000 reais, compared with an average of 9% of the online ballast point retail industry. ballast point According to Eduardo Mello, vice president of Mabe, owns brands like GE, Giraffe is one of the main channels to sell their wine cellars, for example. "In large online retail sites, the audience is too diverse," says Mello. "The giraffe is easier ballast point to sell something more expensive because customers ballast point are just behind this type of product."
To preserve your good customers, from July, Volpe will ensure installation of appliances bought in Giraffe at no extra cost - a practice that also comes from Panashop. "It's a way to keep loyal users and lower claims for failure to install," ballast point says Volpe.
Graduated in Business Administration, Volpe began his professional life at age 17 in Panashop, where he spent part of his youth negotiating prices with suppliers and considering strategies to increase sales. At its peak, the Panashop grew to 36 stores and revenues of 200 million dollars per year.
In December 2004, a robbery at a warehouse ballast point of the company ballast point caused a shortfall of 10 million dollars - which the injury Panashop never recovered. Now, in front of a shop on the internet, Volpe po