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What is the future of instore brand performance  consumer behaviour What is the future of instore brand performance consumer behaviour Presentation Transcript

  • What is thefuture of In-store Brand, Performance & Consumer Behaviour? September 2011 Presented by Gareth Pearson BMI Research 1
  • South Africa’s GDP GDP % Change 7.0% 5.1% 5.5% 4.8% 4.8% 3.7% 3.2% 2.8% 4.5%2.8% 4.5% 2.5% 2.7% 1.3% 0.9% 2.0%-0.5%-3.0% -0.7% -2.8% -1.8%-5.5% -7.4%-8.0% Source: SARB Note: Percentage change at seasonally adjusted annualized rates 2
  • South Africa’s Retail SalesYear-on-Year % Retail Sales at constant 2008 prices Q4 7.7% -3.4% -0.4% Q3 6.2% -3.3% -1.0% Q2 4.9% -5.4% 0.4% 5.6% Q1 1.3% -2.4% 2.3% -8.0% -6.0% -4.0% -2.0% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 2011 2010 2009 2008 Source: Stats SA % change y/y at constant 2008 prices 3
  • Our Shopper- recession impact• tighter family income vs. continued inflation• seeking VALUE from retailers and wholesalers with intensity and vigour• convenience has a price• consumers are drinking & eating more @home• price point centric – reduce pack sizes• down trading : premium – mid – econo• focus on promotional purchases 4
  • Our Retailers- recession impact• offering longer print promotions• offering 3 for 2’s and value promotions• much more effort on price competitiveness• focusing on optimising product ranging• focus on promotions – wider use by all retailers 5
  • So what’s new? 6
  • Retail Shelf – the battleground 7
  • Case Study- shelf health for soap• forward share• promotional spend• in store promotions• regional share 8
  • % Share of Shelf Total35.00%30.00%25.00%20.00% 2011Q115.00% 2011Q2 2011Q310.00%5.00%0.00% Brand A Brand B Brand C Brand D Brand E 2011Q1 20.65% 6.35% 26.22% 14.95% 31.83% 2011Q2 18.22% 6.28% 27.55% 15.20% 32.75% 2011Q3 21.14% 6.58% 26.61% 13.77% 31.90% 9
  • No. of Ad’s Total 900 800 700 600 500 2011Q1 400 2011Q2 300 2011Q3 200 100 0 Brand A Brand B Brand C Brand D Brand E2011Q1 803 268 536 801 8012011Q2 764 255 510 765 7652011Q3 778 259 518 777 777 10
  • % Share of Display Total35.00%30.00%25.00%20.00% 2011Q115.00% 2011Q2 2011Q310.00% 5.00% 0.00% Brand A Brand C Brand D Brand E Brand B 2011Q1 20.00% 24.62% 18.46% 23.08% 13.85% 2011Q2 29.41% 19.12% 17.65% 22.06% 11.76% 2011Q3 31.25% 22.50% 15.00% 25.00% 6.25% 11
  • No of Type of Display Total 10 9 8 7 6 5 4 Dump Bin FSU 3 GE 2 1 0 2011Q 2011Q 2011Q 2011Q 2011Q 2011Q 2011Q 2011Q 2011Q 2011Q 2011Q 2011Q 2011Q 2011Q 2011Q 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 Brand A Brand C Brand D Brand E Brand BDump Bin 2 3 4 2 1 2 2 3FSU 1 3 5 2 1 1 3 1 1 1GE 4 1 5 3 7 3 2 2 5 3 9 3 2 3 12
  • Share of Shelf by Region 40.00% 35.00% 30.00% 25.00% 20.00% E Cape - 2011Q1 15.00% E Cape - 2011Q2 10.00% 5.00% E Cape - 2011Q3 0.00% Brand A Brand B Brand C Brand D Brand E FS - 2011Q1E Cape - 2011Q1 18.93% 4.12% 27.39% 16.86% 32.70% FS - 2011Q2E Cape - 2011Q2 16.18% 3.78% 30.57% 16.13% 33.35% FS - 2011Q3E Cape - 2011Q3 18.63% 4.88% 28.12% 14.35% 34.02% Gauteng - 2011Q1FS - 2011Q1 23.02% 7.09% 23.61% 13.84% 32.43%FS - 2011Q2 22.06% 7.11% 25.71% 12.78% 32.35% Gauteng - 2011Q2FS - 2011Q3 24.36% 8.02% 24.31% 14.44% 28.87% Gauteng - 2011Q3Gauteng - 2011Q1 21.61% 7.17% 25.70% 14.07% 31.44% KZN - 2011Q1Gauteng - 2011Q2 18.47% 7.06% 26.88% 14.70% 32.89% KZN - 2011Q2Gauteng - 2011Q3 21.66% 7.37% 25.87% 12.28% 32.82% KZN - 2011Q3KZN - 2011Q1 23.00% 8.34% 22.18% 15.50% 30.98% W Cape - 2011Q1KZN - 2011Q2 20.79% 8.19% 24.33% 14.59% 32.10% W Cape - 2011Q2KZN - 2011Q3 26.62% 7.91% 24.94% 13.90% 26.63%W Cape - 2011Q1 17.42% 4.95% 30.05% 15.43% 32.14% W Cape - 2011Q3W Cape - 2011Q2 16.21% 5.29% 29.02% 17.15% 32.33%W Cape - 2011Q3 17.52% 4.97% 28.83% 16.25% 32.42% 13
  • Share of Shelf PnP35.00%30.00%25.00%20.00% 2011Q115.00% 2011Q2 2011Q310.00% 5.00% 0.00% Brand A Brand B Brand C Brand D Brand E 2011Q1 20.80% 7.50% 24.48% 15.23% 31.99% 2011Q2 18.44% 7.28% 26.76% 14.79% 32.73% 2011Q3 21.73% 7.27% 24.83% 14.39% 31.77% 14
  • Share of Shelf Shoprite40.00%35.00%30.00%25.00%20.00% 2011Q1 2011Q215.00% 2011Q310.00% 5.00% 0.00% Brand A Brand B Brand C Brand D Brand E 2011Q1 18.93% 4.74% 24.38% 15.77% 36.18% 2011Q2 17.95% 4.91% 27.47% 14.89% 34.78% 2011Q3 19.86% 4.78% 28.66% 14.23% 32.47% 15
  • Share of Shelf Spar35.00%30.00%25.00%20.00% 2011Q115.00% 2011Q2 2011Q310.00%5.00%0.00% Brand A Brand B Brand C Brand D Brand E 2011Q1 23.38% 9.05% 27.17% 9.70% 30.69% 2011Q2 18.15% 9.67% 28.46% 10.99% 32.73% 2011Q3 22.66% 8.99% 29.71% 9.05% 29.60% 16
  • In store Brand Performance Dash Board – Brand "A" August 2011 MONTHLY YTD MONTHLY YTD IN STORE KPI Brand “A” SCORE SCORE TARGET TARGETOOS (2 observations) (480/600) (3960/4800)Organogram compliance (272/300) (2176/2400)In store promotional - GondolaEnd (255/300) (2284/2400)In store promotional - Dump Bin (290/300) (1921/2400)Shelf quality (eye level, category) (180/300) (1760/2400)Forward share % (35%) (38%)Shelf exposure (cm) (8180/9000) (61200/72000) 17
  • Shelf Health Check Store 321 (12 - 17 September) Correct # Total Drop : Shelf Drop 1 , Shelf 5 # HFacings # VFacings # Stock Shelf # Placement: Facings Position y/n6001049110518 BRAND "A" PROCESSED CHEESE SLICES SWEETMILK 400GR 1 1 1 24 1 5 N6001049110495 BRAND "A" CHEDDAR SLICES 400GR 1 29 1 5 N6001049110457 BRAND "A" CHEDDAR SLICES 400GR 1 23 1 5 N6001049110471 BRAND "A" PROCESSED CHEESE SLICES BILTON 400GR 2 30 1 5 N6001180066767 BRAND "B" BIG EASY SLICE6001180633783 BRAND "B" SINGLES 200GR 1 1 1 18 1 5 N600104110556 BRAND "A" BILTONG 200GR 2 3 2 56 1 5 N6001049110570 BRAND "A" WITH CHEDDAR 2 2 1 45 1 5 N # HFacings Number of Horizontal Facings touching Shelf # Total Facings Number of Total Facings # Stock Complete Physical Count of prd Forward Share Prd start to Prd end, measurement Fwd Share (cms) Drop : Shelf Position Drop 1 furthest to the left = 1 Shelf # Shelf 1 = Top Shelf of Drop for majority or first if a few Correct Placement: y/n if 1 prd is out of line mark as No 18
  • Merchandising PerformanceOOS• costs retailers (4% of annual revenue) & manufacturers(2.5%)• 30% between factory and store site• 70% between store stock to shelf (50 m) • data accuracy • inaccurate forecasting • ordering• shelf capacity and shelf management are pivotal to success 19
  • Merchandising Performance….OOS Consequences• OOS translates to • brand substitution • cancel purchase • buy from another store• repeated OOS experiences negatively impact brand equity (product and store)• labour cost, shoppers seeking assistance from packers• effective execution throughout chain is essential• impartial tracking and management can translate to significant upside• real time dashboard to monitor merchandisers 20
  • Pricing Strategy Promotional PricingHigh Low Regional Pricing EDLP 21
  • EDLP• promising shoppers low price on selected items without the need to wait for sale price events or comparison shop• premise is that shopper loyalty is developed• saves retailer effort and expense of marking prices down Source: Wikipedia 22
  • High Low• products offered are regularly priced higher than competitors• lower promotional prices are targeted to increase footfall• shoppers then offered these and other higher prices products Source: Wikipedia 23
  • Pricing Strategy• tactically important to monitor weekly• monitor competitors in store pricing and own (compliance)• introduce promotional pricing when appropriate• react tactically and strategically• use science and available intel 24
  • Promotional Pricing – August 2011 Coca Cola Coke 2L Clover Fresh Milk 2L Promotion RSP Promotion RSP 0% 12% 3% -8% 8% R 12.99 R 16.77 R 17.49 R 12.99 R 12.99 R 11.99 R 16.99R 14.99 R 13.99 R 12.99 CHECKERS SHOPRITE CAMBRIDGE FOODS METRO HYPER PICK N PAY FAMILY HYPERAMA SUPERMARKET COMBINED 25
  • Promotional Pricing – August 2011 ACE Super Maize Meal 5kg Black Cat Peanut Butter 400g Promotion RSP Promotion RSP 8% 12% 3% 0% 3% 0% R 23.99 R 16.77 R 17.49 R 20.99 R 16.99R 23.99 R 20.99 R 14.99 R 21.64 R 13.99 R 20.99 R 12.99 FRUIT-VEG CITY SPAR MAKRO CHECKERS SHOPRITE CAMBRIDGE FOODS HYPERAMA COMBINED 26
  • Promotional Pricing – August 2011 Selati White Sugar 2.5kg Five Roses Teabags 100 Promotion RSP Promotion RSP 3% 1% 0% 9% 7% 4% R 18.49 R 19.99 R 19.27 R 21.87 R 19.73 R 19.99 R 18.95 R 18.08 R 19.99R 17.99 R 17.99 R 17.99 CHECKERS SHOPRITE FRUIT-VEG CITY SHOPRITE PICK N PAY SPAR HYPERAMA HYPERMARKET COMBINED 27
  • Promotions –offering value• correct products - basket• 3 for 2 Options• combo deals 28
  • Shopper vs. Consumer• consumer - exposed to holistic, multi-layered communication• shopper – exposed to rapid communication and transitory, relying on visuals & symbols• consumer is integral to consumption, driving awareness and visibility, triggering brand identity & communicating specific message• shopper communication can be used to elicit and support brand equity• POS signs, displays, in store media are unique to retail 29
  • Types of Shoppers 30
  • Future Consumer• rising inflation constrained by tighter family income• access to more data to support better purchase decisions• seeking value through promotions and value buying• brand stakeholder - SMR• once in store greater propensity to “buy more” 31
  • Future Consumer• time poor, data rich• growing collaborative power – social media• health, longevity and product source – major drivers• price pressure – electricity, fuel, tolls, inflation• job losses – multiplier effect 32
  • CPG Manufacturer Trends• increasing input costs = pressure on margins• packaging prices are up due to oil price• energy price increases• smaller players are experiencing declining volumes• market pricing more aggressive• margin pressure resulting in business strategy changes• imports are increasing as strong Rand makes these products cheaper• retailers are requesting smaller pack sizes 33
  • Ranging• select product from whole range, including products not merchandised in store previously• remove poor sellers• CPG company needs to produce & offer products which sell• successful ones have done their homework and becoming an essential part of a retailers range is highly beneficial• store specific meeting a localised need• best product mix within store parameters (size, customer base, seasonality)• relevant vs full product range• dynamic 34
  • Optimizing brand performance in store• optimal type of in store communication• visual brand triggers• communication on pack• visibility of packaging• marketers have traditionally focused on building “brand equity• brand power in the mind of the consumer 35
  • Case Study Chocolate BarsLocal Market Performance vs. GDP vs. PCE 36
  • Market Trends – Count Lines• count lines increased by 17.6% in 2010• category grew despite the high price increasesGrowth seen in this sector attributed to the following;• active participation of major players in promotional activity• advertising campaigns• outdoor advertising• promotional competitions• sponsorships by leading manufacturers of count lines• new packaging designs• soccer world cup centred promotions• price promotions Advertising, promotional activities, innovation 37
  • Market Trends – Health Bars• health bars increased 4.5%• general retail remains the most popular distribution channel for health barsThe growth seen in this category over the years could be attributed to the following;• product innovation such as the reformulated of Special K bars• introduction of new brands and new flavours 38
  • % Share of Print No Ads by Retail Group Foods Nov – Dec 2009 vs. Nov - Dec 201060% Total Market Spend 2010 = R160 mil 51.7% Total Market Spend 2009 = R145 mil50% 44.1% During the festive season when the overall ad spend is40% expected to be higher year-on-year, only Shoprite and Masscash increased advertising spend significantly. Perhaps 33.2% a sign of the slow recovering economy30% 29.0% 2009 201020%10% 8.5% 8.0% 7.3% 6.6% 4.1% 3.1% 1.5% 1.9% 0.5% 0.4%0% Shoprite Pick n Pay Spar Massmart Fruit-Veg MetCash Woolworths 39
  • Ads by Product Group and Retail Group in 2010 Nov - Dec 2009 vs. Nov - Dec 201040% 32.2% 37.6%35% 2009 201030% Shoprite25% Pick n Pay 23.4% 20.0% Spar20% Massmart15% Fruit-Veg10% 5.2% 4.5% 3.0% 4.2% 5.0%5% 1.9% 0.9% 3.2% 2.5% 2.3% 2.8% 0.3% 1.9% 2.1% 1.1% 1.4% 1.3% 1.6% 0.3% 0.3% 0.3% 0.0% 0.3% 0.1% 0.1% 0.0%0% NUTRITION REFRESHMENTS CONFECTIONERY 40
  • Adspend by Retail Group Confectionery Jan – March 10 vs. Jan – March 11R 7 000 000 Total Market Spend 2010 = R 8 milR 6 000 000 Total Market Spend 2011 = R 9.6 milR 5 000 000 Shoprite ContinuesR 4 000 000 Advertising Spend 2010Q1 2011Q1R 3 000 000R 2 000 000R 1 000 000 R0 SHOPRITE PICK N PAY MASSMART CLICKS SPAR 41
  • Adspend by Category Confectionery Jan – March 10 vs. Jan – March 11R 5 000 000 Total Market Spend 2010 = R 8 milR 4 500 000 Total Market Spend 2011 = R 9.6 mil 34%R 4 000 000R 3 500 000 Increase in spendR 3 000 000 driven by Shoprite -14%R 2 500 000 2010Q1 26% 2011Q1 30%R 2 000 000R 1 500 000R 1 000 000 R 500 000 R0 CHOCOLATE ASSORTMENT CHOCOLATE BARS SLABS CHOCOLATE COUNTLINE SWEETS 42
  • Ad spend by Brand Choc Assortment Top 15 Jan – March 10 vs. Jan – March 11 Total Market Spend 2010 = R 3.4 milR 800 000 5% -50% Total Market Spend 2011 = R 4.7 milR 700 000R 600 000 Cadbury decline by all RetailersR 500 000 Ferrero Increase driven by PnP Tiffany, Whitakers, Diamond, Hollander,R 400 000 -10% Azure – Shoprite HousebrandR 300 000 11% 2010Q1 2011Q1R 200 000R 100 000 R0 43
  • Adspend by Brand Slabs Jan – March 10 vs. Jan – March 11R 800 000 Total Market Spend 2010 = R 1 mil 50% Total Market Spend 2011 = R 1.26 milR 700 000R 600 000 -34% Cadbury increase - PnP & Massmart (Game)R 500 000 Beacon decline – PnP & ClicksR 400 000 2010Q1R 300 000 2011Q1R 200 000 +165%R 100 000 R0
  • Adspend by Brand Count line Jan – March 10 vs. Jan – March 11R 700 000 Total Market Spend 2010 = R 1.5 mil -26% Total Market Spend 2011 = R 1.9 mil 39%R 600 000 Nestle decline – PnP, Massmart &R 500 000 Clicks 400% Cadbury increase – ShopriteR 400 000R 300 000 2010Q1 7% 166% 2011Q1R 200 000R 100 000 R0
  • Adspend by Brand Sweets Top 10 Jan – March 10 vs. Jan – March 11R 800 000 Total Market Spend 2010 = R 2 mil -25%R 700 000 Total Market Spend 2011 = R 1.8 milR 600 000 Beacon decline – All Manhattan decline – ShopriteR 500 000 Sally Williams (Nougat) Spend – Shoprite Wedgewood (Nougat) Spend– Shoprite & PnP -15%R 400 000 2010Q1 265%R 300 000 36% 2011Q1R 200 000R 100 000 R0
  • Inflation/Deflation Promotional Pricing Top 20 Promoted SKU’s Jan – March 10 vs. Jan – March 11SKU 2010 2011 % Inc/DecBEACON PREPACKS 400 GRAMS R 16.99 R 14.99 -11.77%BEACON MARSHMALLOWS 400 GRAMS R 9.99 R 8.99 -10.01%BEACON CHOCOLATE SLAB 100 GRAMS R 5.99 R 5.49 -8.35%BEACON CHOCOLATE SLABS 100 GRAMS R 5.99 R 5.59 -6.68%BEACON MARSHMALLOWS 150 GRAMS R 4.99 R 4.79 -4.01%BEACON MARSHMALLOWS 125 GRAMS x 4 R 20.00 R 20.00 0.00%BEACON FAVOURITES 200 GRAMS R 21.99 R 21.99 0.00%FERRERO ROCHER 200 GRAMS R 39.99 R 39.99 0.00%BEACON CHOCOLATE SLAB 200 GRAMS R 9.99 R 9.99 0.00%MANHATTAN MARSHMALLOWS 150 GRAMS R 4.99 R 4.99 0.00%BEACON CHOCOLATE SLABS 200 GRAMS R 9.99 R 9.99 0.00%CADBURY ENDEARMINTS 120 GRAMS R 5.99 R 5.99 0.00%WILSONS JELLY TOTS 100 GRAMS R 4.99 R 4.99 0.00%NESTLE PASSIONS CHOCOLATES 300 GRAMS R 39.95 R 39.99 0.10%CADBURY CHOCOLATE SLABS 90 GRAMS R 6.79 R 6.89 1.47%CADBURY CHOCOLATE SLABS 180 GRAMS R 12.49 R 12.99 4.00%CADBURY WHISPERS 150 GRAMS R 18.99 R 19.99 5.27%CADBURY MILK TRAY 250 GRAMS R 34.99 R 36.99 5.72%CADBURY WHISPERS 200 GRAMS R 22.99 R 24.99 8.70%
  • Case Study - Bottled Water 2010 4.2 Recession derailed 5.0 double 3.3 2009 13.1 digit growth path 2008 4.9 13.4 2007 30.4 35.6 2006 33.4 42.1 2005 32.8 40.1 0.0 10.0 20.0 30.0 40.0 50.0 Annual Volume Growth Annual Value GrowthValue growth has consistently outstripped volume growth for many years, with cost-pullinflation pushing up bottled water prices. 48
  • Bottled Water vs. GDP vs. PCE50.0% 33.4% 32.8%40.0% 30.4%30.0%20.0% 8.2% 7.0% 6.9% 5.5% 5.1% 5.0% 4.9% 4.9% 4.2% 4.0% 3.3%10.0% 1.8% 0.0% -0.9% -1.3% -2.7%-10.0%-20.0% 2005 2006 2007 2008 2009 2010 % Growth Category % GDP Growth % PCE Growth 49
  • Bottled Water Trends• bottled water up 27.0%p.a (1998-2007)• growth in popularity of bottled water was exceptional• increase of 33.3% in 2009 & 4.2% in 2010• recession translated into a decline in growth for bottled water• limited players who had entered the market were forced to close down as the market became more competitive• cost-pull inflation pushed up bottled water prices 50
  • Future Category Demand Segment Sizing Forecasting• new Segment Sizing Projection Model (SSPM)• model predicts product demand by volume & value for selected segments• LSM, Age, Gender, Ethnic group, Region and many other segments• this model offers great speed – speed is pulling & calculating figures to allow more time for insights• minutes rather than days or weeks• any sector & offers a complete solution for population dynamics• brand owners can now predict future volume demand of both the product category & brand• AMPS can be easily adapted to transfer the relevant data for other sources, Homescan or Continuous Tracking 51
  • BMI Segmentation Model – Bottled Wine 2009 LSM 4 LSM 5 LSM6 LSM 71 POPULATION 8 412 404 7 915 121 5 566 786 2 808 0672 TOTAL MARKET (KL) 16 862 22 190 30 469 15 0293 % VOLUME 11.8 15.5 21.3 10.54 PCC per annum ( 2/1 ) - ml 2 004 2 803 5 473 5 3525 % USING 3.7 4.6 4.6 5.36 NO OF USERS ( 1/5) 313 550 363 096 257 971 149 6917 USER PCC per annum ( 2/6) - ml 53 780 61 113 118 113 100 4018 PCC UNITS per day 147 167 323 274 52
  • BMI Segmentation Model – Bottled Wine LSM 7 2009 2010 2011 2012 2013 20141 POPULATION 2 808 067 2 785 877 2 764 057 2 742 844 2 722 848 2 703 9872 TOTAL MARKET (KL) 15 029 15 956 15 759 15 665 15 473 15 1863 % VOLUME 10.5 10.8 10.7 10.7 10.7 10.64 PCC per annum ( 2/1 ) - ml 5 352 5 727 5 701 5 711 5 682 5 6165 % USING 5.3 5.13 4.9 4.6 4.3 4.16 NO OF USERS ( 1/5) 149 691 142 851 134 521 126 083 117 812 109 6957 USER PCC per annum ( 2/6) - ml 100 401 111 698 117 154 124 249 131 344 138 4398 PCC UNITS per day 274 305 320 340 359 379 53
  • Retail Renaissance - Tesco Mobile Application• scan barcode• check stock availability• select delivery date• offer price• enter quantity• check out• delivery www.tesco.com 54
  • Retail Renaissance• OFF=ON: How the benefits of shopping online can now be had offline by consumers too.• RETAIL SAFARI: How experiences still rule.• INSTANT STATUS FIX: How shopping in the real world delivers instant status gratification in a way that online (still) can’t.• CITYSUMERS: The future of consumerism is urban, and urban culture is retail culture. On a global level. Source: trendwatching.com 55
  • Bringing the best of online to the real worldIn February 2011, JC Penney, the US department store, rolled out its findmore service to 120stores across the US. In-store, 42 inch touch screens allow shoppers to view the retailer’s fullonline catalogue, check inventory levels in local stores, share products with friends and scanproduct bar codes to receive extra information and complementary product recommendations. Source: trendwatching.com 56
  • Retail Renaissance•Singapore-based mobile operator SingTel launched their flagship store inSingapore’s Comcentre in July 2011. The store’s exterior glass walls haveembedded interactive digital touchscreens in them, meaning that the store iseffectively open 24/7 Source: trendwatching.com 57
  • Retail Renaissance•Home plus, the Korean branch of Tesco, recently launched a series of virtualstores on subway platforms, enabling customers to make purchases using theirsmartphones while they wait for a train. During the campaign, Home plus onlinesales increased by 130%, with over 10,000 customers trying the stores. Source: trendwatching.com 58
  • Retail Renaissance•US drugstore Duane Reade opened a flagship store on Wall Street in July2011. As well as a pharmacy and onsite doctor, the store contains hair and nailsalons, virtual makeover kiosks, secure cell phone charging stations forcustomers while they shop, and a shoe shine service (the latters proceedsgoing to charity). 59 Source: trendwatching.com
  • Retail RenaissanceThe Financial Times reported in July 2011that Tesco, the UK based supermarket waspiloting free in-store wifi, allowingcustomers to check prices online and readproduct reviews. Nordstrom, Sam’s Cluband Home Depot in the US already offersimilar services in many stores. Source: trendwatching.com 60
  • Retail RenaissanceThe Financial Times reported in July 2011that Tesco, the UK based supermarket waspiloting free in-store wifi, allowingcustomers to check prices online and readproduct reviews. Nordstrom, Sam’s Cluband Home Depot in the US already offersimilar services in many stores. Source: trendwatching.com 61
  • So what’s new? 62
  • BMI Core Products and Services Commissioned Print Ads ISOS AVI Coca Cola Brandhouse Distell Nestle LISPRest of Africa Reckitt & B Tiger Annual Pioneer Market Unilever Quantification 63
  • Thank Youwww.bmi.co.za 64