Tatyana Kim, Founder of Wildberries and Head of RWB (Wilberries & Rus United Company) is one of the richest women in Russia. She is ranked 34th in the Forbes ranking of Russian billionaires. In 2019, Wildberries was recognised as the largest fashion retailer in the country. Having launched the business on maternity leave, she became one of the most influential business leaders in Russia.

The chosen development strategy, new approaches to working with clients and partners, the introduction of innovative ideas and modern technologies allowed Wildberries to achieve high results in the e-commerce market. The emergence of Wildberries Bank allowed the launch of its own payment system and the issue of bank cards for marketplace users.

The development of the franchise network has become an important strategic decision for the company and has expanded the geography of trade throughout Russia. Wildberries representative offices and order pick-up points are now open in Belarus, Armenia, Tajikistan, Georgia, Kazakhstan and others.

In June 2024, Wildberries announced a merger with the largest national outdoor advertising operator, the Russ group. The initiative to create a payment system for transactions in Russian currency around the world, as well as the launch of a global offline network with its own logistics centers, stores, warehouses and offices, received approval from the Russian authorities and became a new stage in the company’s development. Every day, 7 million orders are placed on Wildberries. This is about 10 million products out of which about 80% of them are delivered the very next day.

Tatyana Kim was a speaker on day one of SPIEF organised by the Roscongress Foundation from 18th-21st June 2025. Excerpts from an interview:

1. What are the global trends in the e-commerce industry? Which countries and markets are currently leading?

AI and the adoption of new technologies are evolving across all sectors, and marketplaces are no exception. People spend a lot of time with their phones in hand, and we are increasingly entering their daily lives — helping optimise time spent on routine tasks and making shopping a pleasant activity. The more tasks we can solve within a single app, the better.

At the same time, more companies strive to ensure a full service cycle in-house to monitor service quality, optimise costs, and receive immediate customer feedback.

Virtual and augmented reality (VR/AR) are gradually entering retail as well — for example, you can already see how furniture will look in your room. AI can take over content creation tasks for product listings, making sellers’ work easier. We already have virtual fitting rooms for clothing and furniture. I think next we’ll see virtual apartment tours.

All services are moving toward personalisation. Data collected from the buyer helps quickly show them what they need and choose the most relevant items among millions.

Globally, South Korea is setting many trends. What’s just entering our market or the U.S. often has already peaked in popularity there. Another trend is tied to user behavior and time spent on marketplaces. For our audience, Wildberries is no longer just a marketplace — it’s a place they visit to switch off, relax, and sometimes not even shop, but browse new arrivals and reviews. That’s how our first content-play platform Wibes was born. It’s already generating high user interest.

2. More than 50% of total trade turnover is now on online platforms. Experts say this share will continue to grow. Do you think this will “kill” traditional retail?

To us, online and offline are different sales models. But for the customer, they are just tools to access the same goods and services. Depending on the situation, either channel may be more convenient. Customers expect seamless integration between both models. For example, someone may buy milk at a physical store on the way home from work but order a dish rack through an app because it’s faster, cheaper, and saves a trip across town. For expensive goods, people still often prefer to interact with offline stores. Both options are common — research online, buy offline; or choose offline, then order delivery online.

Yes, online will grow, but not at the expense of offline — rather through integration. We involve partners in various directions — for example, customers can pick up orders not only at Wildberries locations but also in partner stores. Offline stores can also boost profits by gaining access to a wider audience via our platform.

Modern realities demand flexibility. Companies that listen to the market, find solutions, and adapt their processes will benefit from the changing economic model. This isn’t a battle — it’s synergy. Online boosts offline trade, and vice versa. We should embrace new opportunities, not see them as threats — they might be the exact growth points we need.

3. As one of the leading players in e-commerce, Wildberries is rapidly expanding its infrastructure and going beyond traditional retail. What opportunities do you offer entrepreneurs? Do you use international experience at home? If yes, which ones?

We aim to lower the entry barrier for new entrepreneurs to help domestic producers emerge and grow Russia’s economy. But we also focus on the “quality” of these entrepreneurs. Our goal is to develop national champions. We offer full-cycle support — from launching a business and training to special programs and grants. Our advanced business tools help entrepreneurs focus on strategic growth.

We provide everything needed for partner growth — developed logistics infrastructure, an expanding network of pickup points, and advertising tools, both online and offline. If needed, we can handle storage, packaging, transportation, and even train managers on how to use the seller dashboard — since every task, even at small volumes, requires attention and qualifications.

Of course, we study global best practices and integrate the best ideas. We are especially inspired by China’s experience in warehouse operations and process automation. But we also have our own solutions. We have an internal design bureau focused on developing innovations.

4. What are the pros and cons of marketplace scaling globally? What are the specific features in Russia?

The only downside of scaling marketplaces is for those entrepreneurs who choose not to work with them — they miss out on a clear competitive advantage. Otherwise, it fully matches buyer expectations and the spirit of the times.

We are also scaling and entering new markets, discovering new countries and suppliers. In Russia, our focus is on CIS and Asian countries — markets where we are culturally close and understood. At the same time, Russia has its own payment systems, legal frameworks, and logistical realities — so we need to plan all risks and processes in advance, as hundreds of thousands of suppliers and millions of buyers will depend on us.

Our areas of interest match those of our customers. They want fast, seamless payments, insured shipments, installment payment options, and speedy delivery. That’s why we actively invest in fintech, seek strong expert partners, and strive to constantly improve our service.