intro
E-commerce is a topic close to the heart of Etribes managing director Karo Junker de Neui. That's why Kassenzone podcast host Alexander Graf didn't have to ask twice whether she would like to regularly take over the most successful German podcast on e-commerce and digitization for individual episodes. Every week, CEOs from retailers, brands and manufacturers talk about their unique business models and e-commerce strategies. In “Kassenzone with Karo,” Karo would like to take a look at the future in particular and discuss upcoming macro trends and changes under the motto “E-Commerce 2030.” Dr. Philipp Gattner, CEO of rebuy, is a guest in this episode.
About rebuy
rebuy recommerce GmbH is a recommerce company based in Berlin, founded in 2004, which has set itself the task of reintegrating used products into the economic cycle. More than 600 employees ensure that high-quality second-hand products are offered in the online shop, saving resources and at the same time making people aware of conscious consumption. With this sustainable business model, the company was able to achieve a new sales record of over 200 million euros in 2022. In an interview, Karo and Philipp discuss how and why rebuy achieved this while many other e-commerce companies are suffering from the difficult macroeconomic situation.
From “Trade a Game” to rebuy: The evolution of the sustainable business model
Originally started as a games trader, rebuy expanded its product portfolio in 2009 and changed its name. Today, rebuy is a C2B2C recommerce company focused on trading used goods. The focus is on consumer electronics such as smartphones, tablets, laptops and SLR cameras, but media such as books, games, music and movies are also part of the range. In contrast to conventional marketplaces, rebuy takes over the entire value chain when someone wants to sell a product. The sales process includes a condition assessment of the product, a price offer from rebuy, and the option to ship it to the company.
Another key aspect of rebuy's success lies in comprehensive quality assurance and the granting of a three-year warranty on the products. This creates trust among customers, particularly when there are concerns about purchases on the second-hand goods market.
An interesting phenomenon is the small intersection between buyers and sellers. Buyers at rebuy often have a strong focus on the price and appreciate the opportunity to purchase high-quality products at reduced prices. Sellers, on the other hand, focus primarily on sorting out and selling their own used items.
In order to turn sellers and buyers into returning customers, rebuy has developed innovative approaches. For example, sellers are encouraged to buy on the platform as well by being able to choose whether they want to receive the sales proceeds in cash or as a higher rebuy balance that can be used for future purchases. The company is also trying to close the loop by giving customers the opportunity to sell their old products during the process of buying a product. This helps to increase the inventory of second-hand goods and to activate customers both as buyers and sellers.
Conclusion and outlook
The future of rebuy looks promising. The company plans to continue the previous growth trend. Dr. Philipp Gattner is particularly optimistic about the increasing importance of the circular economy. rebuy is well positioned to benefit from growing awareness of sustainability and the circular economy. This includes, for example, buyers' pronounced price awareness, as rebuy often sells the products more cheaply than other, sustainable competitors.
The biggest challenge for rebuy right now is buying products. Here, the company plans to carry out more educational campaigns and inform customers about how easy it is to offer electronic products for sale, for example.
rebuy has proven that second-hand goods can play an important role in modern retail and that sustainability and profitability can go hand in hand. The rebuy success story shows how a company with a clear vision can develop a sustainable business model.
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