If retailers and brands want shoppers to spend more, they need to focus first on making shoppers happy.
Discover TNS’s three principles for making shoppers happy.
http://www.tnsglobal.com/shophappy
Investigación de Mercado y Comportamiento de Consumidorguest02659
Este documento describe la importancia de realizar investigaciones de mercado antes de lanzar un nuevo producto o servicio. Explica que la investigación de mercado implica recopilar, procesar y analizar información sobre clientes, competidores y el mercado de manera sistemática, objetiva e informada para tomar mejores decisiones y reducir riesgos. También define el comportamiento del consumidor como el proceso por el cual las personas toman decisiones para satisfacer sus necesidades al comprar bienes o servicios.
We’re entering a new era of digital government that could transform how citizens feel about their state. Here’s what research needs to do, to make it happen.
1) El documento introduce el tema del comportamiento del consumidor y su importancia para las estrategias de marketing de las empresas. 2) Explica que el estudio del comportamiento del consumidor ayuda a comprender factores internos y externos que influyen en la toma de decisiones de compra. 3) Detalla algunas aplicaciones como el desarrollo de estrategias de marketing, educación de consumidores y desarrollo de políticas públicas.
Bridging the divide between brand and shopper marketingTNS
A new approach to mapping the shopper journey can drive more meaningful integration between brand and shopper marketing, and ensure brand equity translates into sales more effectively. We reveal the four principles that can connect your marketing strategy to what really drives buying decisions.
Getting to know the giant of Africa: opportunities for brands in NigeriaTNS
It’s the largest economy in Africa and one of the fastest-growing on earth, but how well do you really know Nigeria? Here’s our summary of the key opportunities.
Thailand presents opportunities for brand expansion due to rising consumer confidence and economic growth following political instability in 2014. Successful companies have aligned their brands with the national mood by launching feel-good campaigns after crises like floods in 2011. Consumers in Thailand expect rewards and promotions for their loyalty. While Western brands once dominated, Asian brands have increased in popularity due to influences like Korean culture. Emerging sectors like male grooming and technology show potential for challenger brands to capitalize on post-protest Thailand.
Transform results by focusing on receptive audiences TNS
The best ad in the world won’t deliver results if it can’t reach those likely to buy its product. A future-focused approach to identifying receptive audiences is delivering results where traditional targeting has failed.
Investigación de Mercado y Comportamiento de Consumidorguest02659
Este documento describe la importancia de realizar investigaciones de mercado antes de lanzar un nuevo producto o servicio. Explica que la investigación de mercado implica recopilar, procesar y analizar información sobre clientes, competidores y el mercado de manera sistemática, objetiva e informada para tomar mejores decisiones y reducir riesgos. También define el comportamiento del consumidor como el proceso por el cual las personas toman decisiones para satisfacer sus necesidades al comprar bienes o servicios.
We’re entering a new era of digital government that could transform how citizens feel about their state. Here’s what research needs to do, to make it happen.
1) El documento introduce el tema del comportamiento del consumidor y su importancia para las estrategias de marketing de las empresas. 2) Explica que el estudio del comportamiento del consumidor ayuda a comprender factores internos y externos que influyen en la toma de decisiones de compra. 3) Detalla algunas aplicaciones como el desarrollo de estrategias de marketing, educación de consumidores y desarrollo de políticas públicas.
Bridging the divide between brand and shopper marketingTNS
A new approach to mapping the shopper journey can drive more meaningful integration between brand and shopper marketing, and ensure brand equity translates into sales more effectively. We reveal the four principles that can connect your marketing strategy to what really drives buying decisions.
Getting to know the giant of Africa: opportunities for brands in NigeriaTNS
It’s the largest economy in Africa and one of the fastest-growing on earth, but how well do you really know Nigeria? Here’s our summary of the key opportunities.
Thailand presents opportunities for brand expansion due to rising consumer confidence and economic growth following political instability in 2014. Successful companies have aligned their brands with the national mood by launching feel-good campaigns after crises like floods in 2011. Consumers in Thailand expect rewards and promotions for their loyalty. While Western brands once dominated, Asian brands have increased in popularity due to influences like Korean culture. Emerging sectors like male grooming and technology show potential for challenger brands to capitalize on post-protest Thailand.
Transform results by focusing on receptive audiences TNS
The best ad in the world won’t deliver results if it can’t reach those likely to buy its product. A future-focused approach to identifying receptive audiences is delivering results where traditional targeting has failed.
The global research programmes that deliver the best value are not the most standardised - and they are not usually the most elaborate. Learn how brands have created strong, flexible protocols by focusing on shorter, smarter surveys, local engagement and active leadership at the centre.
It's a universal archetype that dominates the human consciousness and occupies an emotional space many brands aspire to. But taking on the Hero role demands a very different approach in different markets. We present the essential playbook for would-be Heroes.
Extensive research from TNS proves that social media and search data can accurately predict the results of brand tracker surveys months in advance. The implications for market research are enormous.
Brands cannot succeed at traditional trade without engaging the shopkeepers who control almost every aspect of it. We present a framework for understanding the motivations of traditional trade’s gatekeepers – and influencing their decisions.
Like most businesses, political players want to increase their slice of the available market – and like most businesses, they can only do so through proper, contextual understanding.
A groundbreaking study by TNS proves that mobile apps are not disrupting purchases in anything like the numbers that previous research suggests. Far from being threatened by mobile, retailers are in the best position to take advantage of it.
This document discusses the use of metaphor in marketing and branding. It explains that metaphor is a powerful linguistic tool that can tap into people's emotions by connecting one concept to another and its associated qualities. However, metaphors must be used precisely as their interpretation can vary significantly across cultures. The document examines how understanding cultural contexts and archetypes is crucial for brands to identify and translate the most effective metaphors in different markets. It provides several examples of brands like Dove and Disney that have successfully recruited universal metaphors.
Brands and retailers alike should be demanding more from online sales. Connected Life reveals the barriers to eCommerce fulfilling its potential – and shows how marketers can overcome them.
The dark days are over: it’s time to meet the new CambodiaTNS
Nestled between Vietnam and Thailand on the Indochina Peninsula, Cambodia is often overlooked in favour of its wealthier neighbours. The country’s history has also cast a shadow over how it is perceived by the rest of the world, and with good reason. The genocide led by Pol Pot’s Khmer Rouge regime in the 1970s resulted in the deaths of an estimated 25% of the population, including many of the intellectual elite.
It’s a great step forward, but mobile-first design is no substitute for genuinely mobile-centric planning. Here’s how to put your brand at the heart of the handset.
Digital markets can adopt different personalities as they evolve. Understanding each one is the key to turning media fragmentation into precise communication opportunities.
Predicting, managing and profiting from new technologies is one of the most important challenges that business leaders face.
It requires them to integrate a hugely diverse range of perspectives in a meaningful way: they must balance the insights of technology specialists with those of consumer experts, they must understand the related technologies that will determine a new launch’s success, and they must predict the moves and motivations of all of the players behind those technologies.
In the Year of the Horse, there is no letting up in China’s passion for luxury horsepower. Despite concerns over economic slowdowns and government regulations, the number of new manufacturers and new models competing in this sector continues to grow.
In ‘Auto insights: the luxe edition’, we’ll take you on a tour of the high-end of the auto market and the changing meaning of luxury itself, including:
Good performance alone cannot crack the complex code that governs the strength of your customer relationships and the sustainability of your business. As competition intensifies, it is essential to get smarter about the experiences that matter, and deliver return on the bottom line.
The Chinese New Year ads delivering double prosperityTNS
This document appears to be a contact listing for an individual named Nitin Nishandar, including his name, email address, phone number, and the numbers 1 through 28 without any other context or information provided.
Brazil’s ‘Tropical Spring’ will live on long after the storm subsidesTNS
When protestors took to the streets of Brazil last summer, businesses could have been forgiven for thinking it didn’t concern them. With the political climate at boiling point, companies were anxious to retreat from the action and wait for the tropical storm to subside.
Why social policy needs more than the behavioural economics bandwagonTNS
1. Behavioural economics provides useful insights but is not a "magic bullet" solution for changing human behaviour. Lasting change requires a holistic approach that considers psychological, social, cultural, and deliberative factors beyond just unconscious triggers.
2. An integrated approach is needed that combines insights from behavioural economics with traditional behavioural sciences. Sustainable behaviour change stems from addressing most or all influences in a "behavioural web" that includes costs/benefits, efficacy, habits, heuristics, morality, and legitimacy.
3. Both traditional research methods and newer techniques attuned to unconscious influences are important for fully understanding human behaviour. A balanced approach using diverse methods can provide insights needed for effective social policy
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
The global research programmes that deliver the best value are not the most standardised - and they are not usually the most elaborate. Learn how brands have created strong, flexible protocols by focusing on shorter, smarter surveys, local engagement and active leadership at the centre.
It's a universal archetype that dominates the human consciousness and occupies an emotional space many brands aspire to. But taking on the Hero role demands a very different approach in different markets. We present the essential playbook for would-be Heroes.
Extensive research from TNS proves that social media and search data can accurately predict the results of brand tracker surveys months in advance. The implications for market research are enormous.
Brands cannot succeed at traditional trade without engaging the shopkeepers who control almost every aspect of it. We present a framework for understanding the motivations of traditional trade’s gatekeepers – and influencing their decisions.
Like most businesses, political players want to increase their slice of the available market – and like most businesses, they can only do so through proper, contextual understanding.
A groundbreaking study by TNS proves that mobile apps are not disrupting purchases in anything like the numbers that previous research suggests. Far from being threatened by mobile, retailers are in the best position to take advantage of it.
This document discusses the use of metaphor in marketing and branding. It explains that metaphor is a powerful linguistic tool that can tap into people's emotions by connecting one concept to another and its associated qualities. However, metaphors must be used precisely as their interpretation can vary significantly across cultures. The document examines how understanding cultural contexts and archetypes is crucial for brands to identify and translate the most effective metaphors in different markets. It provides several examples of brands like Dove and Disney that have successfully recruited universal metaphors.
Brands and retailers alike should be demanding more from online sales. Connected Life reveals the barriers to eCommerce fulfilling its potential – and shows how marketers can overcome them.
The dark days are over: it’s time to meet the new CambodiaTNS
Nestled between Vietnam and Thailand on the Indochina Peninsula, Cambodia is often overlooked in favour of its wealthier neighbours. The country’s history has also cast a shadow over how it is perceived by the rest of the world, and with good reason. The genocide led by Pol Pot’s Khmer Rouge regime in the 1970s resulted in the deaths of an estimated 25% of the population, including many of the intellectual elite.
It’s a great step forward, but mobile-first design is no substitute for genuinely mobile-centric planning. Here’s how to put your brand at the heart of the handset.
Digital markets can adopt different personalities as they evolve. Understanding each one is the key to turning media fragmentation into precise communication opportunities.
Predicting, managing and profiting from new technologies is one of the most important challenges that business leaders face.
It requires them to integrate a hugely diverse range of perspectives in a meaningful way: they must balance the insights of technology specialists with those of consumer experts, they must understand the related technologies that will determine a new launch’s success, and they must predict the moves and motivations of all of the players behind those technologies.
In the Year of the Horse, there is no letting up in China’s passion for luxury horsepower. Despite concerns over economic slowdowns and government regulations, the number of new manufacturers and new models competing in this sector continues to grow.
In ‘Auto insights: the luxe edition’, we’ll take you on a tour of the high-end of the auto market and the changing meaning of luxury itself, including:
Good performance alone cannot crack the complex code that governs the strength of your customer relationships and the sustainability of your business. As competition intensifies, it is essential to get smarter about the experiences that matter, and deliver return on the bottom line.
The Chinese New Year ads delivering double prosperityTNS
This document appears to be a contact listing for an individual named Nitin Nishandar, including his name, email address, phone number, and the numbers 1 through 28 without any other context or information provided.
Brazil’s ‘Tropical Spring’ will live on long after the storm subsidesTNS
When protestors took to the streets of Brazil last summer, businesses could have been forgiven for thinking it didn’t concern them. With the political climate at boiling point, companies were anxious to retreat from the action and wait for the tropical storm to subside.
Why social policy needs more than the behavioural economics bandwagonTNS
1. Behavioural economics provides useful insights but is not a "magic bullet" solution for changing human behaviour. Lasting change requires a holistic approach that considers psychological, social, cultural, and deliberative factors beyond just unconscious triggers.
2. An integrated approach is needed that combines insights from behavioural economics with traditional behavioural sciences. Sustainable behaviour change stems from addressing most or all influences in a "behavioural web" that includes costs/benefits, efficacy, habits, heuristics, morality, and legitimacy.
3. Both traditional research methods and newer techniques attuned to unconscious influences are important for fully understanding human behaviour. A balanced approach using diverse methods can provide insights needed for effective social policy
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
2. Happy shoppers spend more
If retailers and brands want
shoppers to spend more, they
need to focus first on making
them happy
Share this
Opinion Leader
2
3. Happy shoppers spend more
The true value of happiness
The fact that happy shoppers spend more is one of
the most under-appreciated truths in retail. TNS’s
global database of retail and shopper studies shows
a clear correlation between shoppers’ satisfaction
and the amount that they spend. At a time when
brands and retailers face a shared growth challenge,
the value of this insight is greater than ever.
However, few companies are focusing on making
shoppers happy – and therefore few understand
how to increase shopper spend.
When faced with a growth challenge, too many
companies frame the question in the wrong way.
By asking “how can I sell more of my brand?” rather
than “how can I get shoppers to spend more?”
they immediately shift focus away from the shopper.
And if what a shopper wants to buy is different
from what they want to sell them, a struggle ensues
and effort is wasted in getting the shopper to do
something they don’t want to do, rather than
making them happy.
Share this
Branded manufacturers have limited the role of
shopper insights to backing selling stories for retailer
customers, and this has led to a drive for data that
will support a particular brand or product’s inclusion,
rather than a quest for true shopper understanding.
Without real shopper understanding, manufacturers
and retailers struggle to achieve brand and category
growth; indeed they often take actions that will have
the opposite effect of that intended. Despite millions
of dollars of investment in the past decade, shopper
insights have failed to make things better for the
shopper. Our global database shows overall shopper
satisfaction actually declining slightly in recent
years. Many brands feel they have no option but to
continue to rely on price discounting as the primary
tool of choice to influence shoppers.
So how would we go about things differently, if we
decided to focus on the most dependable, proven
strategy that exists for persuading shoppers to
spend more?
Opinion Leader
3
4. Happy shoppers spend more
The secret of happiness
To focus on making shoppers happy, we must first
acknowledge the experiences that do the opposite.
We like to think of shopping as a positive experience,
centred on finding solutions to satisfy wants and needs.
The reality is very different. Shoppers spend their time
de-selecting large numbers of products so that they
can focus on the ones that they are actually interested
in, and rejecting things isn’t fun. Searching is essentially
a negative experience and a shopper only experiences
positive emotion when he or she sees a relevant
product. This brings us to our main premise: to make
shoppers happier we need to make it easier for them
to find and buy what they want to buy.
Share this
At first glance, this doesn’t sound too difficult. But
break the statement down into its constituent parts,
and the challenges involved in pursuing shopper
happiness start to emerge:
“Make it easier for shoppers…”, sounds simple
enough. But the fact is that most people consider
their grocery shopping a chore, and every one of us
can name some categories we don’t like to shop for.
Shopping is not a destination; it is a diversion that we
are forced to take on the way to living our lives. To
make it easy for shoppers, we must suspend our own
agenda for a while and appreciate that most of them
would like to spend less, not more, time in the store.
Opinion Leader
4
5. Happy shoppers spend more
The “…to find…” part of our sentence is where this
goal starts to become difficult. There may be 80,000
items to choose from in a modern supermarket but
often a shopper buys just a handful on any trip, so
trying to find the items they want can be like searching
for a needle in a haystack. To help shoppers find what
they are looking for, we must understand their specific
task at shelf when shopping in each particular category.
Share this
This brings us to: “…and buy what they want to
buy.” Shoppers buy to satisfy a myriad of different
consumption or usage occasions, often during the same
shopping trip. They often require either help to make a
choice or reassurance that the choice they are making
is the right one. But if we are to provide this, if we are
to help shoppers buy what they want to buy, then we
need to understand why they are shopping – and what
occasion they are shopping for.
Simply put then, if we are to make shoppers happy,
we must understand why and for what occasion they
are shopping, what their task at each shelf therefore
is, and how we can reduce the time that they spend
completing that task.
Opinion Leader
5
6. Happy shoppers spend more
The three principles of shopper understanding
When we start our approach to shopper research
by asking what the agenda for each shopper is, we
can develop a far more effective framework for
understanding shoppers’ behaviour – and therefore a far
more effective toolkit for improving their experience and
growing their spend.
TNS has developed three principles of shopper
understanding that are fundamental to making shoppers
happier, and therefore developing winning strategies
for brands and retailers. These principles form the
cornerstone of our research practice and solutions:
1. The shopping mission and the intended
consumer usage occasion are the primary
drivers of shopper behaviour and product
choice.
Category purchases take place in the context of a broader
shopping trip or mission and are made to satisfy a
particular consumer need or usage occasion.
The same shopper will behave very differently depending
upon their shopping mission. A weekly stock-up shop, for
example, represents a very different mission to rushing
out to buy an urgently needed item. And within the
context of a single trip, the same shopper will make very
different product choices depending on their intended
usage occasion (such as whether they are planning a
dinner for a special occasion or a regular family meal).
channel choice, with different needs and expectations
relating to the assortment of items available, pack formats
and sizes, and prices and promotions. The intended
consumer usage occasion will determine the products the
shopper will choose. In developing activations that link
shopper missions to different consumer usage occasions,
we have the key to unlocking new channel and customer
growth opportunities.
Shopper segmentations that assign each shopper to a
particular typology fail to recognise that the behaviour
and motivations of each shopper will vary hugely in this
way. It is critical to acknowledge shoppers’ missions and
intended usage occasions as the primary drivers of their
behaviour. The mission will determine the shoppers’
Share this
Opinion Leader
6
7. Happy shoppers spend more
69 percent of supermarket
shoppers buy the same brand as
they did the last time they purchased
from that category.
Share this
Opinion Leader
7
8. Happy shoppers spend more
2. Shoppers are either “Decided” or
“Open” when shopping a category
and this determines their task at shelf.
The task at shelf for each shopper depends on whether
they have already decided what to buy, or not. The
task of the first group is to find a particular product;
the second group still has to make a choice at the
shelf. Distinguishing between “Decided” and “Open”
shoppers is key to understanding their needs.
For the majority of shoppers, the purchase process has
little to do with decision-making; it has everything to do
with finding something that the shopper has already
decided to buy. Shopper purchasing data show that
69 percent of supermarket shoppers buy the same
brand as they did the last time they purchased from
that category. And this isn’t by chance. Shopping is
extremely habitual and many decisions are made long
before shoppers reach the shelf.
Share this
Shoppers spend the vast majority of their time at the
shelf searching for the product they know they want –
and when they are busy searching for specific products
they are not open to influence; they are effectively blind
to anything not relevant to the task in hand. When
shoppers are in search mode, they just don’t see what
they are not looking for.
n The longer a shopper spends looking for a product
within a category, the greater the likelihood of them
giving up and walking away from the shelf without
putting anything in their basket.
Most category managers and shopper marketers
attempt to interrupt the search process and jump-start
a consideration process instead, inviting the shopper to
connect with the category. However the problem here
is that the shopper has a clear task at hand and any
disruption to that task will likely delay the shopper and
cause frustration. And the results of making shoppers
unhappy in this way are clear:
n 0 percent of the items shoppers have specifically
2
planned to buy don’t make it into the basket.
n n average, 30 percent of grocery shoppers
O
who browse a shelf walk away empty-handed.
Opinion Leader
8
9. Happy shoppers spend more
The way to opening the minds of Decided shoppers
isn’t to interrupt or extend their search; it’s to help them
complete it; to work with the shopper’s agenda rather
than trying to change it. Only then will they have the
time and inclination to consider additional purchases.
For this reason, it is essential that category organisation
reflects the navigation needs of the Decided shopper.
At the same time, though, we must remember that
the big opportunity lies with the Open shopper. Open
shoppers act differently and actively make decisions:
they spend more time at the shelf, they are more likely
to read information, and they have different needs
to the Decided shopper. We must ensure product
assortment and call to action messaging on packs and
POS are designed to appeal to the needs of the Open
shopper.
Distinguishing between Decided and Open shoppers
can make the difference between success and failure for
any in-store activation. In order to win with shoppers,
our actions must be targeted by shopper task and
carefully designed to meet the distinct needs of both
those who are Decided and those who are Open.
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10. Happy shoppers spend more
3. Making it faster and easier for shoppers
to find the products they want is proven to
increase shopper spending.
Retail efficiency is often measured in terms of sales per
square foot, but if we think less about real estate and
more about shoppers themselves, it becomes clear
that the most relevant “asset” for us to think about
is shopper time (the number of shoppers x time spent
in store). Many strategies and tactics are based on the
mistaken belief that the longer a shopper remains in
store the more they will spend. Yet research consistently
shows that reducing shopper time by increasing
spending speed is the key to success:
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Spend per minute
2.82
2
1.71
1.46
1
0.97
0.8
0.34
Average
£15
£15–25
£25–35
£35–50
£50+
Basket size
n There is a strong correlation between spending
speed and basket size with large basket shoppers
spending up to 10 times faster than small basket
shoppers. The quicker a shopper spends the more
Slow
they spend.
n 10 percent of shopper time is spent in active
selection, 90 percent is spent navigating. Increasing
the time spent in store often means increasing the
time spent on the frustrations of searching.
n Shoppers look at packaging and POS material for a
fraction of a second on average, so extra time does
not typically mean additional brand engagement.
Buy time
Making shopping faster and easier is the single biggest
thing we can do to make shoppers happier and increase
their spending. As already noted, shoppers spend most
of their time in store searching for the products they
know they want to buy. Anything we can do to reduce
this time and thereby increase the speed at which
shoppers spend will lead to sales growth.
There is a direct correlation between shopper spending speed and basket size
3
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11. Spend
1.46
1
0.97
Happy shoppers spend more
0.8
0.34
Average
£15
£15–25
£25–35
£35–50
£50+
Basket size
Summary
Once we shift our goal from making brands happy to
making shoppers happy, the growth challenge for
both brands and retailers becomes a great deal easier
to resolve. The simple fact is that happy shoppers
spend more.
This insight leads to a clear recommendation: make it
easy for shoppers to find and buy what they want to buy,
and you can grow sales for categories as a whole and the
brands within them. To do so, we must first understand
why and for what occasions shoppers are shopping, then
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The longer a shopper spends looking for a product the
greater the likelihood of them leaving empty-handed
Slow
Buy time
Talk of engaging shoppers at shelf and creating theatre
in store is fine, but nothing engages shoppers more than
getting through the store quickly. For this reason, easy
shopping has to be the priority. Improving speed and
ease of shopping has been clearly proven to increase
sales, both through improved category conversion (fewer
lost sales), and through more incremental purchasing.
In addition, the shopper who has been able to complete
their trip quickly and easily is likely to return again and
again, thereby increasing retailer loyalty and lifetime
customer value.
Fast
Low
High
% Conversion to purchase
distinguish between their changing tasks at the shelf,
and facilitate a speedy resolution to their quest. Therein
lies the key to shopper happiness. And the data show
that when this is achieved, the rest will take care of itself.
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12. Happy shoppers spend more
About Opinion Leaders
Opinion Leaders is part of a regular series of articles from TNS consultants, based on their expertise gathered
through working on client assignments in over 80 markets globally, with additional insights gained through
TNS proprietary studies such as Digital Life, Mobile Life and the Commitment Economy.
About TNS
TNS advises clients on specific growth strategies around new market entry, innovation, brand switching and
stakeholder management, based on long-established expertise and market-leading solutions. With a presence
in over 80 countries, TNS has more conversations with the world’s consumers than anyone else and understands
individual human behaviours and attitudes across every cultural, economic and political region of the world.
TNS is part of Kantar, one of the world’s largest insight, information and consultancy groups.
Please visit www.tnsglobal.com for more information.
Get in touch
If you would like to talk to us about anything you have read in this report, please get in touch via
enquiries@tnsglobal.com or via Twitter @tns_global
About the author
Barry Lemmon is the Global Head, Retail Shopper
Practice at TNS, leading a group of global experts
focused on helping clients drive growth from
shopper insights.
Barry’s career in consumer and shopper research
spans more than 20 years, including Managing
Director of Worldpanel in the UK and Ireland and
Managing Director of Fashion Trak.
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