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Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
Shopper trends introduction (with hyper example)
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Shopper trends introduction (with hyper example)

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Information about shoper trends

Information about shoper trends

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  • First WBF for ST training was conducted on August 15 th 2006.
  • Winning Brands Foresight reveals the future outlook of your store by identifying: Store Threat: Is your store likely to be resilient or decline in the face of strong competitive activation? What is the threat potential for your store? Store Opportunity: What stores have strong growth potential – those that have the potential for the highest returns on investment? Based on your store’s threat and growth potential, we can prioritize your store action. Where should you focus your marketing attention – on combating the threat potential or capitalizing on the opportunity/potential? Should you focus on retention or attraction?
  • Winning Brands Foresight maps the strategic and tactical plan for driving retention | attraction A diagnostic drill down of the typologies of shoppers who likely to diffuse towards or away from your store reveals the strategic and tactical plans for forestalling threat | harnessing the growth opportunity. STRATEGIC PLAN Store Salience: Should the store be driving its quality of awareness? Store Associations: How should the store be positioned? Competitive Focus: What competitive stores should you focus on to prevent defection or induce switching? TACTICAL PLAN Shopping Modality: What activates store choice for your target shoppers? What are their shopping behavior? Targeting: How will you reach your consumer profile? What is their demographic profile?
  • So lets begin with exploring the dynamics that are impinging your store. Are shopper diffusing towards your store or away from it? Are shoppers switching towards your store or defecting away from your store? Are your shoppers beginning to feel disillusioned with your store and getting attracted to competitive stores?
  • In WB, we found that behavioral and emotive bonding are occasionally not in sync. Shoppers may visit your store but are not emotively bonded to it. They keep buying it out of habit on auto-pilot but don’t really love it or they don’t really like it but are waiting for something different to come along (closer to home, etc.) These consumers indicate threat and create defection pressure. On the other hand, there are shoppers who may not visit your store but are attracted to it…they like the store but it’s a bit too far. These shoppers represent a growth opportunity for the store and create draw/attraction pressure. \\
  • What is your store’s relationship with shoppers? How many shoppers are bonded to your store – visit your store regularly and love it. How many are Tenuous – they visit your store regularly but don’t hold a strong equity of your store in their mind. Are a lot of your regular shoppers Tenuous? How many shoppers are attracted to your store? They don’t regularly shop at your store but have a strong equity for your store.
  • … But we find that not all these Tenuous and Attracted shoppers are equally likely to switch. Shoppers exhibit differences in their willingness to experiment across different stores and can be segmented as omega or delta shoppers. The Tenuous who shop at your store but do not love it are likely to continue shopping at your store if they are omega/habitual shoppers. But the Delta set of your Tenuous shoppers are most likely to switch.
  • So, what is the immediate threat or opportunity potential for your store? Basically, the size of the  Delta segment within the tenuous and attracted shoppers represents the threat and attraction potential as shown on this chart.
  • Please use the following as a reporting template for WB Foresight Shopper Trends instead of the FMCG version.
  • Threat for brand x = (Tenuous delta br x / regulars br x ) / (Tenuous delta / regulars category ) *100 Attraction index for brand x = (Attracted delta br x / non-regulars br x ) / (Attracted delta / non-regulars category ) *100 Retaining switchers for brand x = (Bonded delta br x / delta-regulars br x ) / (Bonded delta / delta-regulars category ) *100 Growth potential for brand x = (Attraction Ratio br x + Retaining switchers ratio br x_) / (Attraction Ratio category + Retaining switchers ratio category ) *100
  • Refer to WBF ST Worksheet_Algorithm (100806) Excel Sheet for details. When interpreting the indices, the following guidelines should be used: Index of 125 & above = HIGH (colour code it in BLUE ) Index of 76-124 = AVERAGE (colour code it in BLACK ) Index of 75 & below = LOW (colour code it in RED )
  • Refer to WBF ST Worksheet_Algorithm (100806) Excel Sheet for details. When interpreting the indices, the following guidelines should be used: Index of 125 & above = HIGH (colour code it in BLUE ) Index of 76-124 = AVERAGE (colour code it in BLACK ) Index of 75 & below = LOW (colour code it in RED )
  • Threat Attraction FOCUS Med Med Defend & Attract Retailer G Threat Potential = 117 Attraction Potential = 94 Retaining Switchers = 84 Growth Potential = 86 Threat Potential (117) > Growth Potential (86) – therefore, we should focus on reducing defection threat. Also, we saw earlier that more than two-thirds of Retailer G’s regular shoppers are Tenuous, indicating the need to drive emotive bonding among its regular shoppers.
  • Question: TOM Awareness - When I mentioned the word <<store type – supermarket/ hypermarket/convenience stores/personal care/drugstores, etc>> , which store in this city first comes to mind? Other Unaided Awareness – Now can you tell me the names of any other <<store type – supermarket/ hypermarket/convenience stores/personal care/drugstores, etc>> in <<city>> ? They may or may not be the ones you shop at… Calculation: Spontaneous Awareness Ratio for Store A = Spontaneous Awareness of Tenuous for Store A / Spontaneous Awareness of Bonded for Store A Market Average = Average of Spontaneous Awareness Ratio for all key stores Compare both ratios as per chart Refer to WBF ST Worksheet_Algorithm (100806) Excel Sheet for details & calculation.
  • This is a summary of the next few charts.
  • Question: Now I’d like you to tell me how you’d rate some particular stores/chains for each statement. Please rate the stores using a scale of 1 to 5, where "5" would mean that it was very good on that, while "1" means that you think it is something it is very bad at. Now, thinking about <<Store x>> , how would you rate it in terms of (read out statement)… (Statements on Chart 25 & 26) Calculation: Bar chart on the left Calculate the Derived Importance score by doing a correlation analysis between the attribute ratings above & SEI at the total level. The correlation coefficient scores are charted. To place the attributes into groups you can (1) do a factor analysis of the attributes in the above question or (2) place them in your own groupings i.e. “Store Accessibility”, “Price/VFM”, etc. Snake plot on the right This is the attribute ratings of the Bonded vs. Tenuous (or Attracted) segment of the retailer (above question). You can chart this using Top 2 box score. You may change to Top box if Top 2 boxes are not discriminating enough. Analyse the gap between Bonded & Tenuous (or Attracted)
  • Calculations: Once you have prepared Chart 25 & 26, do the following calculations in Excel to plot the Average Importance , Max Gap & Min Gap lines as shown in the example below: Put the attributes in their relevant quadrants. This is an average derived importance score
  • Cross Store Affinity (Retention Strategy) This analysis look at what is the store with Highest SEI among Tenuous indexed to overall market equity/SEI Cross Store Usage (Attraction Strategy) This analysis look at the Store Visited Most Often of Attracted indexed to overall Store Visited Most Often. Refer to WBF ST Worksheet_Algorithm (100806) Excel Sheet for details & calculation.
  • This is a summary of the next few charts.
  • Question: Thinking back over all the shopping trips you have made to supermarkets and hypermarkets in the last month , which of the following have you done? I just went to the closest store I shopped at the same store I always do I shopped at a store that a colleague, friend or relative had recommended I checked the newspaper or flyers for coupons and went to the store with the attractive deals I chose the store that I'd seen advertised recently I heard of a new store and decided to try it I was visiting friends/ family and went to a store that they usually shop at I was passing a store that caught my attention and I tried it Chart the proportions of All Modern Trade Shoppers vs. Tenuous/Attracted.
  • Question: Promotion Sensitivity Which of the following best describes how promotions affect your supermarket/hypermarket shopping? I change stores based on which one I think has the best promotions that trip I very seldom change stores, but when shopping, I actively search for promotions I regularly buy different brands because of promotions I only buy promotions when I already like the brand/store Promotion rarely change my brand/store choices Chart the proportions of All Modern Trade Shoppers vs. Tenuous/Attracted. Price Awareness Which of the following best describes how well you know the prices of the grocery items you buy regularly; I know all the prices of the grocery items I buy regularly I know the prices of most of the items and always notice when the price changes I don't necessarily know all the prices but I generally notice when the price changes I don't know about or notice the prices of grocery items Chart the proportions of All Modern Trade Shoppers vs. Tenuous/Attracted.
  • Question: Planned Shopping Trip Which of the following best describes to what extent you plan your grocery shopping ? I usually do not plan what I want to buy before I shop I usually plan what I want to buy, but always buy additional items I usually plan what I want to buy, but sometimes buy additional items I usually plan what I want to buy and never buy additional items Chart the proportions of All Modern Trade Shoppers vs. Tenuous/Attracted. Browsing When shopping, which of the following is most like you? I know what I want, and go straight to where is , and get out as quickly as possible I generally know which parts of the store have the items I want, and just visit them I go up and down all the aisles, and pick up items I want when I see them I like to take my time, and browse all parts of the store Chart the proportions of All Modern Trade Shoppers vs. Tenuous/Attracted.
  • Question: Shopping Pleasure Which of the following best describes your feelings about grocery shopping? I really enjoy shopping I like shopping Shopping is a chore but is not a difficult one I quite dislike shopping I really hate shopping Chart the proportions of All Modern Trade Shoppers vs. Tenuous/Attracted. Private Label Awareness & Purchase Unaided Awareness of store brands : Can you recall the names of any such brands? Store brands bought in P4W : In the past four weeks which, if any, of these brands have you bought? It does not matter what type of product it was. Chart the proportions of All Modern Trade Shoppers vs. Tenuous/Attracted.
  • Question: Which of these would be the place you buy <<categories>> most often? Categories tracked include: Fresh fruit & vegetables Fresh meat or chicken Fresh fish or seafood Carbonated Soft Drinks Ice Cream Biscuits Shampoo Laundry Detergent Snacks 3 categories of the individual country When interpreting the indices, the following guidelines should be used: Index of 125 & above = HIGH (colour code it in BLUE ) Index of 76-124 = AVERAGE (colour code it in BLACK ) Index of 75 & below = LOW (colour code it in RED ) Refer to WBF ST Worksheet_Algorithm (100806) Excel Sheet for details & calculation.
  • Use Demographic questions
  • Use Demographic questions
  • Conclusion/Summary Chart
  • Conclusion/Summary Chart
  • Conclusion/Summary Chart
  • Transcript

    • 1. W nni ng Br ands ® i F or es i g htShopper Trends Introduction
    • 2. Agenda• Business issues addressed by Winning Brand Foresight for Retailers (via Shopper Trends)• What is WBF and how it works?• How WBF is applied? Case Study• Where can you get support to run a WBF for Retailers?• Q&A •Shopper •Pa
    • 3. Business Issues Addressed Delivers store foresight  Store Threat: Is your store likely to be resilient or decline in the face of strong competitive activation? What is the threat potential for your store?  Store Opportunity: What stores have strong growth potential – those that have the potential for the highest returns on investment? Prioritizes Store Action  Where should you focus your marketing attention – on combating the threat potential or capitalizing on the opportunity/ potential? Should you focus on retention or attraction? •Shopper •Pa
    • 4. Business Issues Addressed Maps strategic and Strategic : Salience tactical plan for Should the store be driving its quality of driving attraction/ awareness? retention Strategic : Store Associations How should the store be positioned? Strategic : Competitive Focus What competitive stores should you focus on to prevent defection or induce switching? Tactical : Shopping Modality What activates store choice for your target shoppers? What are their shopping behavior? Tactical : Targeting How will you reach your consumer profile? What is their demographic profile? •Shopper •Pa
    • 5. Are shoppers diffusing towards our store or away from it?Within the dynamic competitiveenvironment…Are shoppers switching towardsyour store or defecting away from competitor byour store?Are your shoppers beginning to feeldisillusioned with your store and STORE Agetting attracted to competitivestores? competitor c •Shopper •Pa
    • 6. Behavioral and emotive bonding are occasionally not in sync THREAT OPPORTUNITY shoppers may visit your shoppers may not visit your store, but not be emotively store, but are attracted to it bonded to it …they create defection …they create draw pressure pressure   I don’t like it but Iam waiting forsomething different to come alongcloser to home  I like store x but it’s a bit far away Keep visiting it out of habit but I don’t love it •Shopper •Pa
    • 7. What is our store’s relationship with shoppers? How many shoppers are Bonded, Tenuous, Attracted and Reluctant towards your store? Tenuous Bonded Hi Regular shoppers Behavioral Commitment Bonded THREAT Are there a lot of Tenuous shoppers? - they exert Defection pressure GROWTH Are there a lot of Attracted Attractedshoppers? - they exert Draw pressure? Lo Reluctant Attracted Lo Store Equity Hi Preference Advocacy Willing to pay price premium Willingness to travel •Shopper •Pa
    • 8. ..not all Tenuous and Attracted shoppers are equally likelyto switchShoppers exhibit differences in their willingness to experiment across different stores and can be segmented as omega and delta shoppers Ω omega ∆ delta shopping modality shoppers shoppers• Habitual shoppers • Open to new information• Do not experiment by • Experimental - try new stores trying new stores • Influenced by buzz / advertising • Attracted by promotions …delta shoppers are most likely to switch •Shopper •Pa
    • 9. What is the immediate threat / opportunity potential for our store? The size of the ∆ Delta segment within the tenuous and attracted shoppers represents the threat and attraction potential THREAT POTENTIAL GROWTH POTENTIAL Attraction Retaining SwitchersTenuous ∆ Delta shoppers Attracted - ∆ Delta shoppers Are the switchers likely to be tenuous retained? attracted delta delta How many of your store’s Delta shoppers are bonded to it? •Shopper •Pa
    • 10. Ω ∆•Shopper •Pa
    • 11. What is the immediate threat /growth potentialfor our store? THREAT Is the store likely to be Propensity for defection POTENTIAL resilient or decline in the Ratio : face of aggressive Tenuous Delta / competitive activity? Regular shoppers GROWTH Which store is likely to Propensity to attract POTENTIAL get the biggest bang for Ratio : its buck if it stepped up Attracted Delta / its investment? Non - regular shoppers Propensity to retain switchers Ratio : Bonded Delta / Regular Delta shoppers •Shopper •Pa
    • 12. What are the strategic implications? Hi Tenuous Bonded DEFEND REINFORCE your resilient and drive equity source of profitability Behavioral Commitment • Regularly shop at your store Regularly shop at your • Love your store / recommend store but are not it emotively bonded • Willing to travel • Willing to pay a price premium TARGET LOW PRIORITY and drive switching No behavioral or Attracted to your store emotive bonding but are not behaviorally committed Reluctant Attracted Lo Lo Store Equity Hi •Shopper •Pa
    • 13. Threat Potential Which stores are more likely to decline in the face of strong competitive activity? • Retailer E & Retailer F have the highest threat potential. STORE EQUITY INDEX THREAT POTENTIAL Retailer A 70Retailer A 3.5Retailer B 3.2 Retailer B 100Retailer C 1.5 Retailer C 117Retailer D 1.2 Retailer D 111Retailer E 0.7 Retailer E 178Retailer F 0.5 Retailer F 135 0 1 2 3 4 5 (indexed to market average) •Shopper •Pa
    • 14. Growth Potential What stores are likely to drive their share the most if they were to step up their investment / marketing activity? • Compared to Retailer A, Retailer B has a stronger potential to attract new shoppers, but is relatively weaker at retaining them. Attraction Retaining GROWTH Potential Switchers POTENTIAL Retailer A 153 140 143 Retailer B 192 98 120 Retailer C 94 84 86 Retailer D 105 72 80 Retailer E 94 10 30 Retailer F 43 63 58 (indexed to market average) •Shopper •Pa
    • 15. Store Behavioral | Emotive Relationship Store Equity Index Brand Behavioral | Emotive Relationship 38%Retailer A 3.5 Retailer A 37 23 23 17 51%Retailer B 3.2 Retailer B 30 31 26 13 68%Retailer C 1.5 Retailer C 10 21 26 43Retailer D 1.2 Retailer D 8 19 27 46Retailer E 0.7 Retailer E 1 7 29 63Retailer F 0.5 Retailer F 4 7 13 77 0 1 2 3 4 5 0% 20% 40% 60% 80% 100% Bonded Tenuous Attracted Reluctant •Shopper •Pa
    • 16. Delta Profile : Regular shoppers / Non shoppers % ∆ Delta shoppers among regular shoppersRetailer A 42 % ∆ Delta shoppers among nonRetailer B 41 -regular shoppersRetailer C 43 Retailer A 35Retailer D 37 Retailer B 37Retailer E 43 Retailer C 37Retailer F 43 Retailer D 40 10 15 20 25 30 35 40 45 50 Retailer E 39 Retailer F 39 10 15 20 25 30 35 40 45 50 •Shopper •Pa
    • 17. Internal Use onlyHow do we pick what strategy to focus on?What strategic focus areas should we conduct the drill down analysison? Need to focus marketing thrust preferably on one key imperative! • Should we focus our attention on defending against defection or on attraction? Threat Attraction FOCUS High Low Defend High Med Defend High High Defend & Attract Low Low Attract Low Med Attract Low High Attract Med Low Defend Med Med Defend & Attract Med High Attract If Threat is High, then Retaining switchers will be low, since they are likely to be the inverse of each other and vice versa. If Threat and Retaining switchers is an issue, then focus on Defending Defection. •Shopper •Pa
    • 18. Strategy Focus : Next Step Tenuous Bonded HiThreat Potential :Average MANTAIN your DEFENDAttraction Potential : Behavioral Commitment and drive equity resilient source of profitabilityAverageRetaining Switchers :AverageThreat Potential >Growth Potential TARGET LOW PRIORITYREDUCE and drive adoptionDEFECTIONTHREATFocus on driving Reluctant Attracted Loemotive bondingamong regular Lo Store Equity Hishoppers •Shopper •Pa
    • 19. Where should attention be focused toprevent defection? TARGET Tenuous Strengthen emotive bonding to prevent defection
    • 20. Strategic & Tactical RoadmapStrategic: Salience Spontaneous Store Awareness: Bonded vs. Tenuous or AttractedStrategic: Store Associations Store Associations: Bonded vs. Tenuous or AttractedStrategic: Competitive Cross Store Affinity: What stores are they likelyFocus to defect to? Cross Store Usage: What stores should we induce switching from?Tactical: Shopping Shopping ModalityModality Store selection triggers, Promotional sensitivity, Price awareness, Planned shopping trips, Browsing behaviour, Shopping pleasure, Private label awareness & purchase & Categories purchased at modern tradeTactical: Targeting Consumer Profile Household profile, Education, Grocery shopping role & Marital status •Shopper •Pa
    • 21. Spontaneous Store Awareness : Bonded vs. TenuousIs low store saliency contributing to the defection propensity?• For example, as would be expected, Tenuous have a lower spontaneous awareness compared to Bonded shoppers.• However the gap in spontaneous awareness across the 2 segments is similar to the market average. Therefore it is not critical to strengthen the quality of awareness among the Tenuous. Spont Awareness - For Example Tenuous / Bonded Spont Awareness Ratio Bonded 98 0.83 Tenuous 81 Market average 0.82 0 10 20 30 40 50 60 70 80 90 100 •Shopper •Pa
    • 22. Store Associations : Bonded vs. Tenuous The gaps in store image between the Bonded and Tenuous reveal where attention needs to be focused to prevent the Tenuous IMPLICATIONS shoppers from switching to competitive stores PRIMARY FOCUS – Convenient to get to Strengthen CoverageWhat image – Close to home levers needto be moved – Everything I need in one store Widen Assortment to prevent – Wide product range and defection? variety Improve Layout – Well presented display of products – Easy to find what I need SECONDARY FOCUS – Low prices for most items Execute aggressive – Good value for money price / promotion – Attractive promotions strategies •Shopper •Pa
    • 23. Store Associations : Bonded vs. Tenuous IMPORTANCE Bonded Tenuous Accessibility 0 20 40 60 80 Convenient to get to 0.40 Store Brand Performance (Top Box) in % Close to home 0.40 Low prices for most items 0.22 Price Good value for money (groceries) 0.22VFM Attractive promotions 0.21 0.11 Good own stores 0.26 Easy to find what I needEfficiency / Loyalty 0.16 Staff provide good service Program 0.16 Has loyalty programs 0.12 Ease of parking 0.09 Efficient checkout counters 0 0.2 0.4 0.6 •Shopper •Pa
    • 24. Store Associations : Bonded vs. Tenuous IMPORTANCE Bonded Tenuous 0 20 40 60 80 Everything I need in the one store 0.22 Brand Performance (Top Box) in %Large store format / Well presented display of products 0.18 wide selection Wide product range and variety 0.18 Always have what I want in stock 0.17 Modern and comfortable store 0.15 0.13 Spacious 0.12 Better selection of high quality stores 0.15 Clean and hygienic store Quality products 0.13 Good range of fresh products 0.13 Good quality instant cooked foods 0.09 High quality fresh food 0 0.2 0.4 0.6 •Shopper •Pa
    • 25. Store Associations : Bonded vs. Tenuous MIN Gap Line = Minimum Gap + Range/3 where MAX Gap Line = Maximum Gap – Range/3 Range* = Maximum Gap – Minimum Gap where Range* = Maximum Gap – Minimum Gap Secondary Focus Critical FocusIMPORTANCE Good value for money Convenient to get to (groceries) Close to home Attractive promotions Everything I need in the one store Wide product range and variety Well presented display of products Easy to find what I need Low prices for most items Clean and hygienic store Ease of parking Always have what I want in stock High quality fresh food Good quality instant foods Spacious Staff provide good service Better selection of quality stores Efficient checkout counters Good range of fresh products Has loyalty programs Modern and comfortable store Provides good own stores Gap in Image (Bonded vs. Attracted) Average Importance Score * Only consider positive gap values when calculating range •Shopper •Pa
    • 26. Store Associations : Bonded vs. Tenuous Secondary Focus Critical FocusIMPORTANCE Good value for money Convenient to get to (groceries) Close to home Attractive promotions Everything I need in the one store Wide product range and variety Well presented display of products Easy to find what I need Low prices for most items Strengthen Coverage Widen Assortment Improve Layout Execute Aggressive Price/Promotion Strategies Gap in Image (Bonded vs. Attracted) •Shopper •Pa
    • 27. Cross Store Affinity : What stores are they likelyto defect to? What stores do the Tenuous have a CROSS BRAND AFFINITY strong affinity interaction with? Retailer A 108 • Retailer A and Retailer B are the leading hypermarket chains. Retailer B 102 Retailer C 81 Retailer D 71 Retailer E 56 (indexed to overall affinity share for each competitive store) •Shopper •Pa
    • 28. Shopping Modality IMPLICATIONS – Are experimental (like to try different stores) Need to be kept engaged with attractive yet functional layout, engaging promotions and wide assortment – Scan newspapers / flyers forWhat are the attractive deals and choose the shopping store with attractive deals Execute long rolling, attractive promotions that modality – Actively look out for promotions are well advertised in newspapers / flyersdynamics of while shoppingthe Tenuous segment? – Notice and purchase private Offer good quality store brands as an labels alternative to manufacturer brands Promote / advertise store brands and display – Shopping trip is less pre-planned them prominently – Enjoy shopping Less pre-planned shoppers who enjoy shopping are more easily influenced by in-store triggers. Entice shoppers to increase spend resulting from impulse purchase through exciting layouts and wider assortments •Shopper •Pa
    • 29. Shopping Modality : What triggers are activatingstore choice? Store Selection Triggers (Past 4 weeks) All modern Tenuous trade shoppers I just went to the closest store 80 82 I shopped at the same store I always do 61 41 I shopped at a store that a colleague, friend or relative had recommended 10 9 I checked the newspaper or flyers for coupons and went to the store with the attractive deals 36 48 I chose the store that Id seen advertised recently 10 9 I heard of a new store and decided to try it 13 13 I was visiting friends/ family and went to a store that they usually shop at 10 9 •Shopper •Pa
    • 30. Shopping Modality : Promotional Sensitivity & Price Awareness Promotional Sensitivity Price Awareness All modern All modern trade Tenuous trade Tenuous shoppers shoppersI change stores based on I know all the prices of thewhich one I think has the best 18 20 grocery items I buy regularly 30 31promotions that trip I know the prices of most ofI very seldom change stores,but when shopping, I actively 25 30 the items and always notice 31 28 when the price changessearch for promotions I dont necessarily know allI regularly buy different stores the prices but I generallybecause of promotions 10 10 27 29 notice when the price changesI only buy promotions when Ialready like the store 22 22 I dont know about or notice the prices of grocery items 11 12Promotion rarely change mystore choices 24 19 •Shopper •Pa
    • 31. Shopping Modality : Planned shopping and Browsing Behavior Planned Shopping Trip Browsing All modern All modern trade Tenuous trade Tenuous shoppers shoppersI usually plan what I want to I like to take my time, and browse all parts of the store 18 17buy and never buy additional 4 2items I go up and down all theI usually plan what I want to aisles, and pick up items I 25 24buy, but sometimes buy 34 29 want when I see themadditional items I generally know whichI usually plan what I want to parts of the store have the items I want, and just visit 31 32buy, but always buy 35 37additional items them I know what I want, and goI usually do not plan what Iwant to buy before I shop 27 31 straight to where is, and get 26 27 out as quickly as possible •Shopper •Pa
    • 32. Shopping Modality : Shopping Pleasure & Private Label Disposition Shopping Pleasure Private Label Awareness & Purchase All modern All modern trade Tenuous trade Tenuous shoppers shoppersI really enjoy shopping 19 24 Spontaneously awareness of private label stores 62 81I like shopping 58 63Shopping is a chore but is Purchased private label 12 5 store in past 4 weeks 45 65not a difficult oneI quite dislike shopping 11 8I really hate shopping 1 0 •Shopper •Pa
    • 33. Shopping Modality : Categories purchased at modern trade Buy category most often at modern trade All modern trade Tenuous• To keep the Tenuous shoppers shoppers(%) engaged, increase focus on Fresh fruit & vegetables 12 125 fresh food, ice cream and milk Fresh meat or chicken 19 111 powder.• Wide product range, better Fresh fish or seafood 16 138 quality, attractive promotions Carbonated soft drinks 22 118 and engaging layout in these Ice Cream 14 129 categories can help prevent Biscuits 48 108 defection. Milk Powder 19 121 Instant Coffee 56 98 Savoury snacks 25 112 Laundry Detergent 87 97 Shampoo 86 97 Moisturizer 65 98 (Indexed to all modern trade shoppers) •Shopper •Pa
    • 34. Consumer Profile : Household Profile & Education Number of HH members All modern Education trade All modern Tenuous trade shoppers(% Tenuous ) shoppers(1-3 43 102 %) Primary or less 28 1004-5 38 976 or higher 19 100 Secondary 23 122 High School Diploma 32 103 Household Income University degree All modern 16 69 and above trade Tenuous (Indexed to all modern trade shoppers) shoppers(% )Low 33 118 High (Focus)Med 38 87 Average (No skew)High 29 93 Low (Avoid) •Shopper •Pa
    • 35. Consumer Profile : Grocery Shopping Role &Marital Status Grocery Shopping Role All modern trade Tenuous shoppers(% ) Primary 61 110 Influencer 39 85 Martial Status All modern trade Tenuous shoppers(% High (Focus) ) Single 25 112 Average (No skew) Married 70 99 Low (Avoid) (Indexed to all modern trade shoppers) •Shopper •Pa
    • 36. Strategy for Combating Defection Foresight THREAT Attraction Retaining Switchers GROWTH Medium Medium Medium Medium Threat Potential > Growth Potential Focus Strengthen store equity among Tenuous and prevent defection TENUOUS : STRATEGIC AND TACTICAL PLAN Saliency Maintain saliency - spontaneous awareness Store Strengthen coverage Associations Improve layout Widen assortment Execute aggressive price / promotion strategies Cross store Defend Tenuous from defecting to Retailer A and Retailer B Affinity •Shopper •Pa
    • 37. Strategy for Combating Defection TENUOUS : STRATEGIC AND TACTICAL PLAN Shopping • Tenuous Segment is experimental and therefore they need to be kept Modality engaged with attractive yet functional layout, engaging promotions and wide assortment • They actively scan newspapers / flyers for promotions and keep a look out for promotions while shopping. Execute long rolling, attractive promotions that are well advertised in newspapers / flyers • They notice and purchase private labels. Offer good quality private labels and aggressively promote / advertise them and support them with prominent displays. • Tenuous segment enjoys shopping and is their shopping trips are less pre-planned, making them more susceptible to in-store triggers. Entice this segment to increase spend resulting from impulse purchase through exciting layouts and wider assortments • To keep the Tenuous segment engaged, increase focus on Fresh fruits / vegetables, fresh meat / chicken, ice cream and milk powder •Shopper •Pa
    • 38. Strategy for Combating Defection TENUOUS : STRATEGIC AND TACTICAL PLAN Targeting Tenuous segment is somewhat skewed towards lower income and lower education and therefore these segments should be targeted. •Shopper •Pa
    • 39. Q&A Session •Shopper •Pa
    • 40. W nni ng Br ands ® For es i ght i

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