With today’s shopper armed with mobile apps and virtual offers, and increasingly immersed in an interactive environment, success depends on just the right blend of self-service and helpful staff and understanding grocery shopper values to set the gold standard for customer experience across all industries.
Facing commoditization, grocery has turned to experience to grow their top lines and maintain margins, according to Experience Radar 2013: Lessons from the US Grocery Industry, one in a series of customer-centric reports that measures the experiences of about 6,000 US consumers across multiple industries.
The report defines the five behaviors companies can adopt to enhance customer experience and create value: make it fast, emotionalize shopping, balance high-tech with high touch, avoid spill and empower customers to make satisfying choices.
Both large organisations and start-ups need to think about new ways to offer services. London Business School Professor Kamalini Ramdas shares her research, highlighting opportunities that exist through innovating different aspects of a service, including the service product and the way in which it is delivered.
Both large organisations and start-ups need to think about new ways to offer services. London Business School Professor Kamalini Ramdas shares her research, highlighting opportunities that exist through innovating different aspects of a service, including the service product and the way in which it is delivered.
Cambridge Consultants Innovation Day 2012: Touch point enhancement maximising...Cambridge Consultants
Customers increasingly look at value/attributes when purchasing products. Attributes can be features and specification or service models enhancing the value of the individual products. This talk examines methods to determine the impact of key offerings which enhance uptake of products in favour of competing products and technologies, while also examining the different types of customers that exist, and how their needs vary in response to different levels of benefits associated with how such products are offered.
6 DIMENSIONS OF MESSAGING EFFECTIVENESSJames O'Gara
This presentation includes the actionable information you need to improve messaging across the 6 Dimensions of Messaging Effectiveness: Alignment, Relevance, Uniqueness, Consistency, Recall and Value.
In this presentation OnMessage shares specific methods and tools for assessing critical aspects of each dimension and specific steps you can take to improve the impact your messaging has in the market. The information and insight shared during this event will enable you to evaluate and answer fundamental questions like…
> How closely aligned is our messaging with our business strategy?
> Does our messaging resonate and connect with our target audience's needs?
> Is our messaging ownable and truly different than our competitors?
> How can we deliver our messaging across the organization on a more consistent basis?
> Is the message we are sending really what our target audience is hearing?
> How quickly and clearly are we communicating the value we deliver?
A Healthcare Organization that is Open to Change and Opportunities - Intervie...marcus evans Network
Robert Gamble and Kerry Shannon of FTI Consulting, Inc, a solution provider at the upcoming marcus evans National Healthcare CXO Summit Fall 2012, on surviving in today’s changing healthcare business environment.
Interview with: Robert Gamble, Senior Managing Partner, and Kerry Shannon, Senior Managing Partner, FTI Consulting, Inc.
Seminar 2: Testing The Water: Market Research and Validation
Date: Thursday 15 March 2012
Time: 5.30pm-7.00pm
Venue: Cambridge campus (LAB026) - Chelmsford campus (MAB221)
You have a great idea but will anyone actually want to buy it. Understanding the market you're in, what your customers actually want and who you're going to be up against is key if you want to be a success.
Guest speaker: Stewart McTavish, Innovation Director, IdeaSpace
Stewart McTavish is the Innovation and Support Director at the University of Cambridge ideaSpace. Before joining the ideaSpace he founded three ventures in web and media. At ideaSpace Stew helps advise and connect entrepreneurs.
Cambridge Consultants Innovation Day 2012: Touch point enhancement maximising...Cambridge Consultants
Customers increasingly look at value/attributes when purchasing products. Attributes can be features and specification or service models enhancing the value of the individual products. This talk examines methods to determine the impact of key offerings which enhance uptake of products in favour of competing products and technologies, while also examining the different types of customers that exist, and how their needs vary in response to different levels of benefits associated with how such products are offered.
6 DIMENSIONS OF MESSAGING EFFECTIVENESSJames O'Gara
This presentation includes the actionable information you need to improve messaging across the 6 Dimensions of Messaging Effectiveness: Alignment, Relevance, Uniqueness, Consistency, Recall and Value.
In this presentation OnMessage shares specific methods and tools for assessing critical aspects of each dimension and specific steps you can take to improve the impact your messaging has in the market. The information and insight shared during this event will enable you to evaluate and answer fundamental questions like…
> How closely aligned is our messaging with our business strategy?
> Does our messaging resonate and connect with our target audience's needs?
> Is our messaging ownable and truly different than our competitors?
> How can we deliver our messaging across the organization on a more consistent basis?
> Is the message we are sending really what our target audience is hearing?
> How quickly and clearly are we communicating the value we deliver?
A Healthcare Organization that is Open to Change and Opportunities - Intervie...marcus evans Network
Robert Gamble and Kerry Shannon of FTI Consulting, Inc, a solution provider at the upcoming marcus evans National Healthcare CXO Summit Fall 2012, on surviving in today’s changing healthcare business environment.
Interview with: Robert Gamble, Senior Managing Partner, and Kerry Shannon, Senior Managing Partner, FTI Consulting, Inc.
Seminar 2: Testing The Water: Market Research and Validation
Date: Thursday 15 March 2012
Time: 5.30pm-7.00pm
Venue: Cambridge campus (LAB026) - Chelmsford campus (MAB221)
You have a great idea but will anyone actually want to buy it. Understanding the market you're in, what your customers actually want and who you're going to be up against is key if you want to be a success.
Guest speaker: Stewart McTavish, Innovation Director, IdeaSpace
Stewart McTavish is the Innovation and Support Director at the University of Cambridge ideaSpace. Before joining the ideaSpace he founded three ventures in web and media. At ideaSpace Stew helps advise and connect entrepreneurs.
Retailers should note and adjust to five trends shaping the consumer experience: A 2nd big bang is taking shape and concerning personal and domestic equipment products; Smart phones are taking over the shopping experience; consumers "channel-surf" with increasing ease; Social is becoming a critical part of the buying journey; Big Data excellence is a critical capability for growth.
For companies to be successful today, they have to plan for customer journeys not just customer experiences. In the digital age where engaging with customers across the entire purchase process, the experience with the brand can as important - if not more so - than the product itself. The best companies are aligned on their customer journey strategy, are truly omnichannel, get and keep the right talent, know what their return on marketing investment is, have campaigns tailored to their customers, and are agile. David Edelman made this presentation at the Financial Times Future of Marketing Summit.
OpenNetwork Personal Januar 2017 Gesamtpludoni GmbH
Unser Forum bietet Ihnen eine Plattform zur Vernetzung und zum Wissensaustausch zu den aktuellsten Neuigkeiten des Personalmarketings und der Personalgewinnung. Und das gleich in Ihrer Nähe. In unseren regelmäßigen Community-Treffen finden Geschäftsführer sowie Personaler mit Fachkräftebedarf aus Sachsen zueinander. Wir teilen unser Wissen über Themen, Tools und Trends in der Personalgewinnung untereinander. Gemeinsam bauen wir unser Know-How und unsere Expertise in der gekonnten Suche nach Informatikern, Ingenieuren und Technikern weiter aus.
Machen Sie mit und profitieren Sie vom Expertenpool in Ihrer Region!
<b>Themen</b>
* Coworkr.de oder Wie erscheinen Ihre Stellenangebote in den Kreisen Ihrer Spezialisten?
* Ihre aktuellen Stellenangebote überall dabei, mit der Empfehlungsbund.de - App
* Optimale Gehälter dank optimalem Überblick - Ankündigung des Gehaltsbenchmarks 2017
Meta-Studie Führungskompetenzen für die digitale Transformation – oder: Warum...pludoni GmbH
Vortrag im Rahmen des Arbeitskreis Personalentwicklung von Silicon Saxony
„Personalstrategie als Führungsinstrument - Auswirkungen des technologischen
und demographischen Wandels managen“
7. Februar 2017, T-Systems Multimedia, Dresden
Patrick Merke, Institut für Führungskultur im digitalen Zeitalter (IFIDZ), Frankfurt am Main
Demografischer Wandel und seine Auswirkungen auf Führungskompetenzenpludoni GmbH
Eine mitarbeiterorientierte Unternehmenskultur ist die Voraussetzung für gesunde,engagierte Beschäftigte, Innovation und einen nachhaltigen Unternehmenserfolg. KMU verfügen in der Regel nicht über die nötigen Ressourcen zur strategischen
Ausrichtung ihrer Personalpolitik.
Ziel von unternehmensWert:Mensch (uWM) ist es, KMU mit einem niedrigschwelligen
Angebot für zukünftige Herausforderungen zu sensibilisieren und bei der
Entwicklung einer zukunftsfähigen und mitarbeiterorientierten Personalpolitik zu
unterstützen.
Um dies zu erreichen, bietet uWM den KMU professionelle Prozessberatung in vier
personalpolitischen Handlungsfeldern:
Personalführung
Chancengleichheit
& Diversity
Gesundheit
Wissen &
Kompetenz
Trendea - Personaltrends in Mitteldeutschland 2017-2019pludoni GmbH
Diese Studie wurde zum ersten Mal 2012 mit den Mitgliedern den AK Personalentwicklung des Vereins Silicon Saxony e.V. durchgeführt, jährlich zum Jahresende
Silicon Saxony e.V. = 300 Elektrotechnik/Halbleiter Firmen aus Sachsen und Umland (Europas führender Excellence Cluster in der Chip-Industrie und angebundene Zulieferer)
Ziele:
Ableitung der Trends im Personalmanagement 2017-2019 für die Mitglieder des Silicon Saxony e.V.
Ableitung der 4-6 Themen für die Arbeitskreistreffen 2017/18
Companies need to understand the full range of the multichannel consumer decision journey to understand how to best influence potential and current customers. Scenarios and data from this McKinsey presentation show how consumers are making their decisions today - particularly in the UK and France - and how brands can turn those insights into profits.
Consumers value brand experience more and more when they purchase a product or service. Read our brand experience best practices to learn how to build your brand in a way that will resonate with the people whom you want to reach.
New research proves consumers prefer brands that offer unique experiences. Many are even willing to pay more for unique brand experiences. Check out our global research on brand experience trends and learn how to apply these insights to your brand.
15 Employee Engagement activities that you can start doing nowHppy
Trying to find new employee engagement activities to boost productivity in your company?
We thought you might, now that these long summer days make it difficult to focus and give 110% at work. But we also thought this is a great time to plan a proper employee engagement strategy that focuses on long-term growth and retention.
Whether you’re simply browsing for some ideas that might boost up morale or if you’re putting down the final details for your HR strategy, here are 15 employee engagement activities that you should try!
Big Data and advanced analytics are critical topics for executives today. But many still aren't sure how to turn that promise into value. This presentation provides an overview of 16 examples and use cases that lay out the different ways companies have approached the issue and found value: everything from pricing flexibility to customer preference management to credit risk analysis to fraud protection and discount targeting. For the latest on Big Data & Advanced Analytics: http://mckinseyonmarketingandsales.com/topics/big-data
Why do companies need to manage the entire customer experience? New analysis reveals that the entire customer journey - the series of interactions with a brand - is more important than any single touchpoint experience. Leading companies identify and effectively manage a few "key journeys." When companies perfect managing the entire customer journey, they reap significant benefits—including enhanced customer and employee satisfaction, reduced customer churn, increased revenue, lower costs, improved organizational collaboration, and competitive advantage. Presented at the Harvard Business Review webinar. For more on customer decision journeys: http://mckinseyonmarketingandsales.com/topics/customer-decision-journey
This information outlines what it takes to make a World Class sales force by understanding the types of
salespeople and how to measure their specific sales “DNA” to optimize performance.
The customer-centric theory may, at first blush, seem a backwards approach to profitability. The focus is not on the customer's wallet, but the customer himself. Learn how successful businesses have increased share of wallet and generated fiscal growth by putting the individual customer's needs before the company's.
More CRM and Loyalty Marketing Resources
Loyalty Blog: http://www.customerinsightgroup.com/loyaltyblog/
eBooks: http://www.customerinsightgroup.com/white-papers
Loyalty Workshops: http://www.customerinsightgroup.com/custom-loyalty-workshops
Systematic New Loyalty Program Development: http://www.customerinsightgroup.com/systematic-new-loyalty-program
Pinterest: http://pinterest.com/engagekeepgrow/
Who is Customer Insight Group?
Customer Insight Group, Inc. leads the way in the evolution of how companies engage their customers, positively motivate them and earn their long-term loyalty. Our extensive client work is testimony to our depth of knowledge and ability to apply strategic insight and solutions to a wide variety of business objectives. Our team’s client experience includes: NHFA, Thomasville Furniture, The Maxim Group Carpet Franchise, Ashro, A&P, The Bon Ton, Crate & Barrel, Dick’s Sporting Goods, Edwin Watts Golf, GE Consumer Finance, Monroe and Main, Swiss Colony, Midnight Velvet, MySwingle.com, The Great Indoors, G.H. Bass, Golf Galaxy, Helzberg Diamonds, HSBC, Kohl’s, La-z-boy Furniture Franchise, MCI, Payless ShoeSource, Pier 1 Imports, Petco, Proflowers.com, Regis University, Ruby Tuesday, S&K Menswear, Sierra Trading Post, Stein Mart, Tommy Hilfiger, Ulta, as well as various other leading companies.
Retaining & nurturing customers (Igniter breakfast seminar, 2008)Paul Roberts
The summary notes from a breakfast seminar I presented in 2008, on how to identify, engage and delight customers.
Presenting my '3 lens' model for retaining and growing the value of your existing customers, it includes case study examples for successful companies and clients.
The seminar was attended by people from several industries, including sport and banking.
10 Actions To Help Ensure Your Business Succeeds | BBH StockholmAlexander Niléhn
A BBH briefing on how to ensure your business succeeds in the time of COVID-19: How brands stay relevant, stay useful and emerge strong.
Please steal and share.
Sertus Outdoor Sports manages private
label development, procurement, production,
and delivery for sporting goods companies
and retailers by creating efficient and
creative supply chain solutions.
7 Deadly Sins of China Sourcing. We get questions all the time from clients wanting to know the perils and pitfalls of doing business with China. We have written often about how to set up a solid supply chain with Chinese factories and offered key tips on how to source effectively from China. So we thought now would be a good time, as we move into the new Chinese Year, to provide a concise list of some of the challenges to keep in mind when sourc- ing product from China.
An Interview on Strategic Sourcing from China with Chris Kozlik of New Archer...Sertus, LLC
An Interview on Strategic Sourcing from China with Chris Kozlik of New Archery Products. To listen to the audio portion, click here to hear the podcast: http://bit.ly/1h93RVn
Doing Business 2014 Economy Profile China: A copublication of The World Bank ...Sertus, LLC
Doing Business 2014 Economy Profile China: A copublication of The World Bank and the International Finance Corporation
This economy profile presents the Doing Business indicators for China. To allow useful comparison, it also provides data for other selected economies (comparator economies) for each indicator. The data in this report are current as of June 1, 2013 the paying taxes indicators, which cover the period January–December 2012).
Attribution: World Bank. 2013. Doing Business 2014: Understanding Regulations for Small and Medium-Size Enterprises. Washington, DC:
World Bank Group. DOI: 10.1596/978-0-8213-9615-5. License: Creative Commons
Attribution CC BY 3.0
Start-Up Sporting goods company case studySertus, LLC
Companies are always looking for creative and effective ways to reduce costs and to improve their product offer. In this case study, a start-up, sporting goods company looked to grow its core business in golf equipment by reducing costs and developing innovative products. The Company also wanted to expand into hockey sticks, so we implemented a disciplined sourcing strategy and a licensing plan that resulted in significant cost savings, an expanded product portfolio, and licensing agreements with the NHL.
Sertus helps customers navigate what can be an overwhelming experience of attending a trade show in China. From Planning prior to your trip, Shadowing with qualified and knowledgeable staff that can speak your language and translate for you during the show, to follow up (collection of samples, quotes, factory certifications, etc.) - Sertus can help you get the most out of attending any trade show in China.
How will raw material prices and other factor cost drivers influence the overall of cost of goods sold for product being sourced out of China? This outlook gives our readers a clear understanding of the key factors that drive production costs in China for hardline manufacturers. We review global demand, currency markets, metals pricing and freight and consider how the outlook for each of these drivers will influence the cost of hardlines manufactured in China. This semi-annual publication is distributed to our clients and offers a summary of our in depth research. It is used by Sertus and our clients to extract savings from more effective purchasing management and deliveries given the specific outlook for each segment covered.
China has for decades been among the world’s leading manufacturers and exporters, due mainly to its low labor and land costs. However, over the last few years, the rate at which China labor costs have been growing, and the ever-increasing cost of land, has left many people to wonder if the reign of China as the world’s most cost-effective workshop might be coming to an end.
Rental and purchase prices for factory land in China have been going up for over a decade. Average factory salaries went up over 30% in 2011, and the increase in 2012 is expected to exceed 11%. In Guangdong, for example, minimum wage is set to increase by at least 15% through 2015. Industrial land costs in China also have been on the rise. The natural result of this is that suppliers (and customers) are looking for cheaper markets to outsource their lower-value manufacturing.
Can China continue to survive as the world’s workplace?
Sourcing and Procurement: Glossary of TermsSertus, LLC
A quick guide to some of the most important terms in sourcing and procurement. This publication contains easy to understand yet comprehensive definitions of all of the key words and phrases that you should know when engaging in sourcing or procurement activities.
We share some great information originally published by Datalogic. In today’s business environment, staying competitive is critical to your success. Bar code data-collection technology is an effective way to improve the bottom line and meet the competitive challenges your organization faces every day. When combined with data-collection technology, bar codes provide a rapid, accurate, and efficient means to collect, process, transmit, record,and manage data in a variety of industries. Retail, package delivery, warehousing and distribution, manufacturing, healthcare, and point-of-service applications can all benefit from the use of bar codes.
Precision tools are a line of hand tools and hardware items that are constructed of the finest quality components and designed for the home repair enthusiast. This catalog represents a general cross section of the most commonly purchased items. The specifications are intentionally excluded from this catalog because our tools are most often custom made. Sertus specializes in providing private label solutions for our clients and because each of our clients have unique and particular needs, we can custom fit the tool offer to each customer depending on the price point and market segment targeted. Use this catalog as your guide to help you build your online order. Sertus professionals will work with you to make sure that you have the correct materials, finish, packaging, and presentation that best meets your needs.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Experience Radar 2013: Lessons from the US grocery industry
1. Experience
Radar 2013
Lessons from the US Grocery industry
Locating the sources
of value behind
exceptional customer
experiences
December 2012
volume 2
2. Experience matters
Title of the page
Subtitle here
Customer expectations are set Few experiences happen as often or grab
share of wallet and stimulate the senses
mense pressure to connect with and earn the
loyalty of their customers every day. Having
and reset everywhere today. more than grocery shopping. Expectations
are set and reset at an unprecedented pace.
faced commoditization earlier than most
industries, Grocery has turned to experience
Business leaders must learn Incredibly dynamic, Grocery is a testing
ground and also a great learning place for
to grow the top line and maintain margins.
Other industries would do well to heed the
wherever they can. other industries. hard lessons learned in Grocery.
Grocery today is increasingly less influenced Experience Radar helps companies locate
by supply chain and more by design prin- two elements critical to pleasing their cus-
ciples. Think about how many experiential tomers and growing their business: experi-
concepts have been borne from the Grocery ence segments and experience enhancers.
environment—packaging evolution, impulse
buying, immersive interactions and trial • Experience segments are those natu-
enticement, to name a few. ral groupings of customers that appear
once survey respondents are categorized
So much of what is important to a customer’s by the features they value, their demo-
experience (e.g., convenience, presenta- graphics and behavioral profiles. They’re
tion and quality) can be found in Grocery. who you can build a business around.
Grocery is the pinnacle of where products,
• Experience enhancers are those
services and environments intertwine. To-
market insights that, when translated
day’s shopper is equipped with mobile apps
into practical actions, can create value for
and virtual offers, depends on just the right
your customers. They’re what you might
blend of self-service and helpful staff, and
do to grow your revenue.
is increasingly immersed in an environment
that behaves more like a restaurant than the Experience Radar points the way to value
old corner market. and profits by identifying ways to serve your
customers—particularly those seeking an
Given increasing competition, fickle custom- experience that’s second to none.
ers and slim margins, grocers feel an im-
Best,
Paul D’Alessandro Lisa Feigen Dugal
PwC US Customer Impact Leader PwC US Retail & Consumer Advisory Leader
Experience Radar 2013 | US Grocery industry 2
3. Customer insights Table of contents volume 2
for the US Grocery
industry
PwC’s Experience Radar helps businesses find the often 04 Grocery challenges and opportunities
hidden sources of value that drive exceptional, differentiated
customer experience.
05 The 5 core attributes of the Grocery customer experience
By helping grocers rank their product and service features,
Experience Radar locates opportunities to create value and
thereby bolster top-line growth and bottom-line results.
07 Putting the Grocery customer first—the experience segments
This year’s series of studies measures the experiences of
about 6,000 US consumers across multiple industries.1 The
Experience Radar assigns value to a broad set of customer
12 Building experiences that customers value—the experience
experience attributes broken down into industry-specific enhancers
elements and then ranked by what target segments value most.
Our methodology employs a conjoint survey technique to
30 About moments of truth
reveal insights that can be honed to improve precision. Other,
more traditional customer experience studies typically do not
tie to “hard economics” like value measures, price elasticity
and churn metrics. Experience Radar does.
31 More about our methodology
While the results outlined in this report are at the industry
level, PwC can use this same methodology to develop an 32 Appendix—more on the experience segments
Experience Radar that is customized to your business.
1 Retail Banking, B2B Software, Media & Communications, Grocery, Airlines,
Pharmaceuticals and Home Services.
Experience Radar 2013 | US Grocery industry 3
4. Grocery challenges and
opportunities
Like all retailers, grocers are focused on their shops for groceries, these retailers must be
brick-and-mortar footprint, store remodels/ ready to cater to a wide range of consumer
renovations and how best to operate in an preferences and demands, all the while
omnichannel world. And, because everyone balancing the threats identified here.
Threats Opportunities
• Fierce competition from supercenters, dol- • Satisfying customers through value-added
lar stores, traditional grocers, local stores, service, amenities and offerings
primarily competing on price
• Broadening acceptance of private label
• Fluctuation in commodity prices and products
margin pressure
• Expansion of loyalty programs to offer
• Meeting the changing expectations special discounts targeted at individual
of customers, particularly given rapidly consumers as well as rewards for loyalty
changing demographics
• Being in the right location with the right
• Determining how to achieve an omnichan- product mix at the right time
nel customer experience (e.g., how much
investment, if any, to make in going online)
To delight customers through experiences as he checks out a particularly demanding
they value, grocers must call on everything customer. They should not only accept but
—from the newest technologies such as geo- relish their role as the retail testing ground
tagged mobile coupons to the cashier’s smile for best-in-class customer experiences.
Experience Radar 2013 | US Grocery industry 4
5. Experience Radar
measures the
experiences of 5
The core attributes of the Grocery
thousands of customer experience
consumers
Quality 1 Support 2 Convenience 3
Performance and Friendliness and Anytime, anywhere
value received ease of obtaining access
help
We use our primary conjoint
survey technique1 to assign
values to these attributes at
an industry level
Presentation 4 Community 5
Aesthetics, Customer’s
arrangement of personal brand and
offer connections with
others
1 Adaptive Choice-Based Conjoint.
Experience Radar 2013 | US Grocery industry 5
6. Title of the page
Putting the Grocery
Subtitle here rst
customer fi
Customer experience is an essential differentiator Experience Radar can help you:
for grocers—and given how often people shop for • Build experiences that matter to your customers using
a variety of levers such as presentation, community and
groceries, grocers have many opportunities to
human service
experiment and fine tune.
• Figure out whom to target and how to market experience-
Peel back the onion. Get to the core of what your based offerings
customer is and values. • Set yourself apart in an increasingly commoditized industry
of low margins
• Connect the dots between consumer experience, customer
value and sustainable financial performance
• Increase basket size and frequency
While the insights in this report focus on
the Grocery industry, many of the lessons
are applicable to customer experience
management across industries.
Experience Radar 2013 | US Grocery industry 6
7. 2013 experience segments
Experience Radar’s What is it?
This schema uncovers which customers
What is its value?
This segmentation provides direction on
Grocery customer value grocery experiences and what
they want.
whom to target and how to market
experience-based offerings. Use it to
segmentation complement the work you are already doing
with customer segmentation and voice of
How’s it different? the customer.
Traditional market segmentation is
usually based purely on demographics. In
contrast, we categorize grocery customers
by the features they value, their social
demographics and their behavioral profiles.
The 4 experience Experiential Traditional Mindful Frugal
1 Erica 2 Terri 3 Maria 4 Fred
segments
Experience Radar 2013 | US Grocery industry 7
8. Snapshot of Grocery
segments
Experiential Traditional Mindful Frugal
1 Erica 2 Terri 3 Maria 4 Fred
Who is this segment?
Experiential Traditional Most affluent and Oldest segment with Youngest segment with Middle-aged and
Erica Terri educated segment, many retired and living many single urbanites middle-income
nearing or in with their spouses in segment, many living
retirement small suburbs with a family in the
suburbs
What does this segment value?
She wants a premium A traditionalist, he On the go, she wants Juggling a family and
experience across doesn’t care for digital grocery shopping to demands on his time,
the spectrum—from or specialty frills. fit easily into her busy he typically shops
knowledgeable He enjoys simple, schedule. She is eager once a week. He views
employees to wide conventional ways of to save time—she grocery shopping as a
product selections. shopping as well as values ordering online, chore, and he lets price
She is happy to switch conventional brands. preplanned meals and trump everything else.
to grocers that go the mobile applications for
Mindful Frugal
extra mile. checkout and coupons.
Maria Fred
How important for this segment is sharing feedback on experiences?
• Most likely to spread • 4 out of 5 share good • Most likely to • Vocal about his good
the word among experiences with broadcast bad experiences
family and friends friends and family experience across • Even more
when she finds a • Close to 70% stop
her networks vocal about bad
great grocer sharing memorable • Uses both online and experiences and
• Most likely to share experiences after a offline channels most likely to share
good experiences for month for years to come
years to come
Experience Radar 2013 | US Grocery industry 8
9. Comparing the
experience segments Most
Which segment has the
greatest lifetime value?
Least
Experiential Traditional Mindful Frugal
1 Erica 2 Terri 3 Maria 4 Fred
How to serve them • Offer a wide • Invest in staff to • Provide conve- • Help him feel that
range of specialty help him while he niences to make his store time is
products. checks out. her life easier and efficiently spent.
• Train staff to be • Retain traditional healthier. • Clearly mark sale
extra courteous products or switch • Ensure your items and direct
and leverage her out gradually when range of products him to them.
good word-of- new options are includes organic • Keep checkout
mouth to attract introduced. produce as well as kiosks open and
new customers meal planning and quickly moving.
with similar delivery services.
preferences and
behaviors.
Experience Radar 2013 | US Grocery industry 9
10. Overall, what do
customers value in
grocery shopping?
Customer value for top features
Higher
14%
Checkout
Attendant checkout
4%
Demand
High-quality customer experience is a defining Farm-sourced products
feature for shoppers at grocery stores. When Organic and locally sourced 9%
Staff knowledge
2% 11% Stocking personnel
they can afford it, customers are willing to pay Eco-friendly packaging
Recyclable materials throughout the store
a premium for well-trained and attentive staff Shopping options
In-store and 10%
online markets
who know the store well. Great staff can make Loyalty points
Storewide discounts
shopping trips far more efficient.
In addition to good service, customers seek a Lower
Lower Willingness to pay Higher
strong emotional reward from their shopping
experience. Buying organic food and products
This chart ranks features1 based on customer demand and willingness to pay
with environmentally friendly packaging makes for each feature. The percentages indicate the premium size customers are willing
shoppers feel more positive about their choices. to pay for each feature.
1 Features tested, however not included above, include store type, weekly coupons, product labels, and meal planning.
Experience Radar 2013 | US Grocery industry 10
11. Comparatively, how do
segments value features?
Identify a segment’s demand and willingness to pay for a feature com-
pared to the overall population.
Compared to the other segments, Experiential Comparative willingness to pay a premium for the feature
Erica1 and Mindful Maria1 are the most willing to Less willing Overall population More willing
pay across key features. Both segments are willing Ecofriendly packaging
Recyclable materials
to pay a premium for better-quality farm-sourced 23% 30%
products and environmental packaging. And both Shopping options
In-store and online markets
segments see staff knowledge and support as 3%
critical to a good grocery experience. Checkout
Attendant checkout
3%
Traditional Terri1 values customer support along 20% 28%
with Experiential Erica and Mindful Maria. As Farm-sourced products
Organic and locally sourced
an older customer, however, he wants a more 24% 27%
9%
conventional shopping experience from products Loyalty points
Storewide discounts
to packaging. 4% 11%
9%
Staff knowledge
Stocking personnel
throughout store
9% 13% 14%
Traditional Terri Frugal Fred Experiential Erica Mindful Maria Circle size proportionate to feature demand
This chart compares segments’ demand for individual features1 as well as their
1 Links to 2013 Grocery Experience Radar segments of Experiential Erica (high-income willingness to pay for the feature. The percentages indicate the size of the premium
and health-conscious parent), Mindful Maria (young, urban, eco-conscious conve-
nience seeker), Traditional Terri (retiree, conservative and consistent shopper) and
that the segment is willing to pay for an enhanced experience with that feature. The size of
Frugal Fred (middle-aged, low to mid income, and deal seeker). the bubble indicates the demand for the feature.
1 Features tested, however not included above, include store type, weekly coupons, product labels, and meal planning.
Experience Radar 2013 | US Grocery industry 11
12. Title of the page
2013 experience
enhancers
Subtitle here
Building (and growing)
The five behaviors that grocers can adopt to enhance customer
your business by designing experience and create value are:
and delivering exceptional
customer service
1 2
Make Emotionalize
it fast shopping
3 4 5
Balance Avoid Empower
high-tech spoil customers to make
with high-touch satisfying choices
Experience Radar 2013 | US Grocery industry 12
13. Make it fast 1 Experience
Enhancer
Page one
Convenience matters in grocery. And convenience We live by the clock.
We want to get in and out of grocery stores a top influencer of purchase when customers
in grocery means—first and foremost—short
as quickly as possible so we can get on with are deciding where to shop—and also a top
checkout lines. Be sure to remember other factors, our day. This impatience makes convenience driver of great experiences.
too, such as good location and mobile applications.
Top influencers of purchase
Price Convenience Product breadth Reward card Reputation
28%
of customers purchase based
37% 28% 20% 5% 4%
of customers purchase based on convenience
Fast lines matter more than other aspects of convenience
on convenience such as location and self-checkouts. Fast checkouts
account for 30% of memorable great experiences.
Experience Radar 2013 | US Grocery industry 13
14. Make it fast 1 Experience
Enhancer
Page two
Convenience matters in grocery. And convenience Customers want service on-demand and will walk out if they do not get it.
in grocery means—first and foremost—short Waiting at a grocer is more frustrating than waiting at doctors’ offices and the Department
of Motor Vehicles combined.1 Our internal clocks exaggerate how long we wait for service—
checkout lines. Be sure to remember other factors, a 4-minute wait may feel like 20 minutes. And with every tick of our internal clock, the
experience degrades.
too, such as good location and mobile applications.
7x 1 in 5
KIOSK KIOSK
“Not enough cashiers...I
just wanted to be done
and go home.”
shoppers do not repurchase
“Only 2 cashiers open
and lines so long that I after a bad experience. And
never went back again 2 in 5 smartphone users
Mindful Maria wants delivery to that store.” do not return.
and meal planning services more
Mindful Maria,2 a member of the digitally plugged-in generation, relies on mobile convenience
than others not only to check out but also to plan what to purchase and eat. Mobile curates her experience.
Mindful Maria seeks:
Pre-visit During Post-visit
mobile smartphone digital meal planning
coupons checkout and delivery
1.8x 1.6x 7x
1 Stone, Alex. "Why Waiting is Torture," The New York Times. August 2012.
more than others
2 Links to 2013 Grocery Experience Radar segments of Experiential Erica (high-income and
health-conscious parent), Mindful Maria (young, urban, eco-conscious convenience seeker),
Traditional Terri (retiree, conservative and consistent shopper) and Frugal Fred (middle-aged,
low to mid income, and deal seeker). Experience Radar 2013 | US Grocery industry 14
15. Make it fast 1 Experience
Enhancer
Page three
Convenience matters in grocery. And convenience Recommendations
in grocery means—first and foremost—short You need to:
checkout lines. Be sure to remember other factors,
too, such as good location and mobile applications. Be transparent with waiting
Empower customers with information about expectations are set, customers are less likely
checkout lines and wait times. Use segment- to become irritated or leave with a negative
specific channels to inform customers about impression of the entire shopping trip.
wait times and best times to shop. Once their
Boost digital convenience
In a wired-in world, customers value mobile checkouts and coupons that let
technology-savvy solutions for store shoppers check out on their own via
checkout. Prioritize and pilot mobile and smartphone apps or staff handheld devices.
tablet options—consider, for example,
Make meal planning easy
Customers want options that are kind to expand your culinary horizon and invest in
their waistlines and to their wallets. Figure a “grocerant”—a mix of grocery and restau-
out alternatives to restaurant fare that will rant ready-to-eat options far more inviting
lure in customers seeking convenience, than the traditional deli counter.
variety and well-being. One option is to
Experience Radar 2013 | US Grocery industry 15
16. Some hidden truths
surfaced in this year’s
Experience Radar
In-store is still the preferred way
to shop for groceries.
98% of shoppers shop in a physical store.
Local and products are valued by
The big question: organic 1 in 2 customers.
46% want organic products and will
pay a 4% premium for them.
What might this mean
for the future of your Rude employees account for
business? almost a third of
bad experiences.
28% of bad memorable experiences
resulted from discourteous staff.
Experience Radar 2013 | US Grocery industry 16
17. Emotionalize shopping 2 Experience
Enhancer
Page one
Emotions are generated by products, services, Price is important. But sensory experiences—the thrill of finding a
good deal and the drama of the presentation—are also key.
and the spaces in which they exist. Create
Customers often choose what to buy based on how they feel as they shop. Evoking
relationships with customers by evoking positive emotions that customers value will keep them coming back.
2 5
emotions based on what they care about.
For in customers, price is the top factor in determining where to shop.
10%
Validate these customers’
choice of store. Help them feel
good about saving money.
20% IN-STORE
OFF SAVINGS!
“They honor other “Saving a ton of money
stores’ prices.” with coupons for
things I love.”
premium customers are willing
to pay for a storewide discount
10% Premium customers are willing to pay for
a storewide discount loyalty program.
loyalty program “Helped me stay on budget
by pointing out coupons Lives for the
and planning my meals.” bargain rush.
Price sways his purchase
Mindful Experiential Traditional Frugal decisions more than those
Maria1 Erica1 Terri1 Fred1 of any other segment.
-6% -3% 0% 11%
Importance of price
1 Links to 2013 Grocery Experience Radar segments of Experiential Erica (high-income and health-conscious parent),
Mindful Maria (young, urban, eco-conscious convenience seeker), Traditional Terri (retiree, conservative and consistent
shopper) and Frugal Fred (middle-aged, low to mid income, and deal seeker).
Experience Radar 2013 | US Grocery industry 17
18. Emotionalize shopping 2 Experience
Enhancer
Page two
Emotions are generated by products, services, Brands that reflect customers’ natural and sustainable values
reinforce their sense of self.
and the spaces in which they exist. Create
The 150% growth rate “I want the gold
relationships with customers by evoking positive standard of food;
of farmers’ markets in the past decade2
emotions based on what they care about. means that sustainable and healthy health is my focus.”
practices are here to stay.
30%
Experiential Erica1 and Mindful Maria1 receive a strong emotional reward from buying good-
for-you products untarnished by artificial additives, sweeteners, colorings and preservatives.
It is even better when the packaging or sourcing of products support these customers’ values
of sustainability and reuse.
Mindful Maria
Value for natural
16% for organic and local
premium Mindful Maria1 will 30% for recyclable
Recyclable packaging packaging
pay for recyclable packaging Experiential Erica
19% for organic and local
Traditional Terri1 23% for recyclable
Frugal Fred1 packaging
Organic and local products
1 Links to 2013 Grocery Experience Radar segments of Experiential Erica (high-income and health-conscious parent),
Mindful Maria (young, urban, eco-conscious convenience seeker), Traditional Terri (retiree, conservative and consistent
shopper) and Frugal Fred (middle-aged, low to mid income, and deal seeker).
2 US Department of Agriculture, August 2012.
Experience Radar 2013 | US Grocery industry 18
19. Emotionalize shopping 2 Experience
Enhancer
Page three
Emotions are generated by products, services, Recommendations
and the spaces in which they exist. Create You need to:
Personalize
relationships with customers by evoking positive
emotions based on what they care about. loyalty programs
Shoppers will return to stores that offer and use predictive business intelligence to
them consistent deals on products they offer targeted and personalized deals. These
love. Invest in robust loyalty programs that programs not only excite customers but also
Go the
reward regular customers with discounts and help them develop an emotional attachment
special deals. Analyze customer behavior to your store.
organic local
extra
Offer and
Organic lifestyles are not a passing trend. their groceries come from and how they are
Expect this trend to grow exponentially in the transported. Customers like Experiential
mile
coming years. Expand your organic and local Erica1 and Mindful Maria1 are willing to pay
offerings to lure the fast-growing number a premium for the peace of mind that comes
of grocery shoppers who care about where from buying organic and local.
Go green
Customers embrace brands that reinforce to bring customers in the door—also keep
their lifestyles. With growing awareness of your bottom line in check. Sustainability
global warming and recycling, customers reporting and practices have skyrocketed
1 Links to 2013 Grocery Experience Radar segments of Experiential Erica (high- like Mindful Maria are willing to pay a 150% in the last two years and are expected
income and health-conscious parent), Mindful Maria (young, urban, eco-conscious
convenience seeker), Traditional Terri (retiree, conservative and consistent shopper)
premium for reusable and sustainable to continue to rise.2
and Frugal Fred (middle-aged, low to mid income, and deal seeker). packaging. Invest in sustainable solutions
2 PwC, Retailing 2020: Winning in a Polarized World. PwC Report, 2012.
Experience Radar 2013 | US Grocery industry 19
20. Balance high-tech with 3 Experience
Enhancer
high-touch Page one
Staff can make or break a shopping experience. Promotions and high-tech gadgets
draw customers in, but…
Customers still mostly shop for groceries in person.
They value help from staff—and not just behind the …good experiences
KIOSK
with staff all over
register anymore. the store are what
KIOSK keep customers
coming back.
1/3
Despite the rise of e-commerce, 98% of grocery shopping is done in
store. As the #1 influencer, staff quality impacts where
customers shop one-third of the time.
Good experience drivers Bad experience drivers
of memorable bad
48% 32%
experiences due to
staff attitude Staff
“There was a very long line and
only one rude cashier.”
21% of customers do not
“I hate it when cashier ignores the repurchase after a bad experience.
customer to gossip with friends.” Rude employees have a permanent
“I hate having to wander forever to impact on business.
find someone.”
Experience Radar 2013 | US Grocery industry 20
21. Balance high-tech with 3 Experience
Enhancer
high-touch Page two
Staff can make or break a shopping experience. Different customers value different staff services in the store.
Customers still mostly shop for groceries in person.
Intimidated by new technology,
They value help from staff—and not just behind the he wants employee help when
he checks out.
3 4
register anymore. Traditional Terri1
Checkout
via attendant out of
Want staff help at
Customer value
28%
Checkout checkout and are
via kiosk
willing to pay a
28% premium
Checkout
via phone
Feature enhancement
premium Traditional She wants a boutique experience.
Terri1 is willing to pay She expects staff throughout the
store to offer personalized recom-
mendations at a moment’s notice.
for attendant checkout
Experiential Erica1
Across
store 3 out of 5
Customer value
Want staff across store
to help select products
At and are willing to pay a
checkout
Very specialized
13% premium
knowledge
Feature enhancement
1 Links to 2013 Grocery Experience Radar segments of Experiential Erica (high-income and health-conscious parent),
Mindful Maria (young, urban, eco-conscious convenience seeker), Traditional Terri (retiree, conservative and consistent
shopper) and Frugal Fred (middle-aged, low to mid income, and deal seeker).
Experience Radar 2013 | US Grocery industry 21
22. Balance high-tech with 3 Experience
Enhancer
high-touch Page three
Staff can make or break a shopping experience. Recommendations
Customers still mostly shop for groceries in person. You need to:
They value help from staff—and not just behind the
register anymore.
Invest in employees
As the number one driver of good and bad training and benefits program to create
experiences, employees must be hired and a front-line staff who create engaging
managed with care. Poorly trained and experiences that motivate shoppers to
motivated staff leave customers feeling return and employees to stay.
frustrated and exasperated. Reevaluate your
Balance
Although high-tech self-checkouts are
automation
attendant checkout to avoid the technology
essential, ensure they’re not the only difficulties. Many customers also enjoy the
option. Customers like Traditional Terri1 friendly banter with and sense of community
feel more at ease with conventional from engaging attendees on their way out.
methods and will pay a premium for
Know your customers’ preferences
Have a clear understanding of your product knowledge and can assist these
shoppers’ preferences. Customers like shoppers. Others—like Traditional Terri1—
Experiential Erica1 want a boutique are looking for a neighborhood feel, and
experience tailored to her needs. Invest would rather have a friendly checkout agent
in a few on-call specialists who have deep than one with specialized knowledge.
1 Links to 2013 Grocery Experience Radar segments of Experiential Erica (high-income and health-conscious parent),
Mindful Maria (young, urban, eco-conscious convenience seeker), Traditional Terri (retiree, conservative and consistent
shopper) and Frugal Fred (middle-aged, low to mid income, and deal seeker).
Experience Radar 2013 | US Grocery industry 22
23. Avoid spoil 4 Experience
Enhancer
Page one
Shoppers are easily frustrated and quick to Customer relationships spoil as easily as produce.
switch grocers. But instead of telling their Almost three-fourths of customers shop at more than one grocery store. They are not loyal
and may even be antagonistic—even before they have bad experiences.1 And bad experi-
grocers about bad experiences, they warn their ences at grocers are all too common.
networks instead. “Lines were absurd...never went back.”
2/3rds
“My apples were
rotten, didn’t shop “It was so dirty, I
there again.” left immediately.”
“They refused to let me return anything.”
of customers have had bad Reported a bad experience
Of those who had a bad
experiences at a grocer experience, half look for
better options.
more than
2/3rds 2 in 5 customers
looking for better options
never return after
a bad experience.
1 “Grocery Industry Falls Short in Building Customer Loyalty.” MarketingCharts. IBM, 07 Nov. 2011.
Experience Radar 2013 | US Grocery industry 23
24. Avoid spoil 4 Experience
Enhancer
Page two
Shoppers are easily frustrated and quick to Customers do not report bad experiences to their grocers—but they are quick to
do so with their networks. And they don’t stop talking for a long time.
switch grocers. But instead of telling their
grocers about bad experiences, they warn their With their grocers, customers are quiet. They share less than
networks instead. in any other industry.
Percentage who do not report issues
2.1x
46%
Grocery 46%
Retail Banking 24% grocery shoppers
Media & more likely to
21%
Communications never report issues
With their friends, customers are very talkative.
of customers do not report 92% willing to share bad
experiences with others
issues to their grocer
82% of the online population
use social media
1 3 in
share their bad experiences
six months or longer
Experience Radar 2013 | US Grocery industry 24
25. Avoid spoil 4 Experience
Enhancer
Page three
Shoppers are easily frustrated and quick to Recommendations
switch grocers. But instead of telling their You need to:
grocers about bad experiences, they warn their
networks instead.
Seek feedback
Customers often do not provide feedback are saying. Apply what you learn to fix issues
to grocers because they do not know how in the store. In addition, create incentives for
to do so and they do not know if they will customers to provide feedback—you will get
be heard. Create a vigorous social media more information and the interaction boosts
strategy and listen hard to what customers customer stickiness and brand loyalty.
Make returns easy
Customers who have had a service failure recovery strategy that includes a catch-
resolved quickly and properly are more all return policy and an open culture. By
loyal to a company than customers who fostering an ongoing relationship with your
have never had a service failure. Develop customers, you will create many customer
a comprehensive, well-advertised service advocates.
Experience Radar 2013 | US Grocery industry 25
26. Mapping attributes
to segments
People value different attributes of the consumer experience. One striking similarity we
What does this mean for found across three of the segments is the appreciation for convenience. Connection with the
community is also notable for Experiential Erica1 and Mindful Maria1, who both want eco-
how you build customer friendly and local products.
experiences? Experiential Erica Traditional Terri
Community
Community
14 10
Quality 1
Performance and value received Support
Convenience/
Accessibility Support
Convenience/
Accessibility
13 22 8 12
Support 2
Friendliness and ease of
obtaining help Quality
13
Presentation
11
Quality
21
Presentation
17
Convenience 3
Mindful Maria Frugal Fred
Anytime, anywhere access
Community Community
16 9
Presentation 4 Convenience/ Convenience/
Support Accessibility Support Accessibility
Aesthetics, arrangement of offer 13 19 10 15
Community 5
Customer’s personal brand and Quality
15
Presentation
11
Quality Presentation
9 9
connections with others
1 Links to 2013 Grocery Experience Radar segments of Experiential Erica (high-income and health-conscious parent),
Mindful Maria (young, urban, eco-conscious convenience seeker), Traditional Terri (retiree, conservative and consistent
shopper) and Frugal Fred (middle-aged, low to mid income, and deal seeker).
Experience Radar 2013 | US Grocery industry 26
27. Empower customers to 5 Experience
Enhancer
make satisfying choices Page one
Customers are inundated with product information Knowledge may be power, but it can also paralyze.
and ways to learn about the best products for them. Customers have innumerable ways to learn about new products.
They are looking for ways to make their shopping
Conduct product research
decisions easier.
Research grocery • labels
products on own • online posts
20%
instead of asking
70% employees or other • websites
customers • blogs
A new blog launches every half a second.1 That’s one reason why shoppers are coming
into stores better prepared than ever before—but also floundering in a flood of data about
products that may be right for them.
rank product selection as a top Customers want a lot of choices, but choice can also immobilize.
purchase driver Vast product selection = Top 3 purchase driver
“I always choose the grocery
store with the largest
selection of products.”
Customers need help
navigating the choices
provided
1 CNET News. Uprise of Blogging. 2010.
Experience Radar 2013 | US Grocery industry 27
28. Empower customers to 5 Experience
Enhancer
make satisfying choices Page two
Customers are inundated with product information Product claims, such as gluten free or 100% natural, can alleviate
choice paralysis.
and ways to learn about the best products for them.
Overall, 1 in 3 customers want labels that clearly call out healthy products.
They are looking for ways to make their shopping Specific segments crave healthy product labels even more:
decisions easier.
1 in 2
1 in 3
Mindful Maria1 Want healthy
product labels
eart
Experiential Erica1 ealthy
2 in 5
Emotional Trial of new
interest products
customers want product labels The unfamiliar feels risky—so shoppers tend to stick
“Offers free samples of new
with the products they know. In-store food tastings
products that influence my
encourage customers to try new products and add
purchases.”
emotional interest to grocery trips.
Free in-store food tastings drive 44% of impulse purchases.
“Let me open any product “I tried a free sample and
in the store to sample.” had to buy for my family.”
1 Links to 2013 Grocery Experience Radar segments of Experiential Erica (high-income and health-conscious parent),
Mindful Maria (young, urban, eco-conscious convenience seeker), Traditional Terri (retiree, conservative and consistent
shopper) and Frugal Fred (middle-aged, low to mid income, and deal seeker).
Experience Radar 2013 | US Grocery industry 28
29. Empower customers to 5 Experience
Enhancer
make satisfying choices Page three
Customers are inundated with product information Recommendations
and ways to learn about the best products for them. You need to:
They are looking for ways to make their shopping
decisions easier. Direct, not overwhelm
Limitless options overwhelm customers, quickly, easily and with confidence. Labels
causing purchase paralysis. Invest in a that clearly identify the best selections for
labeling strategy to help customers cut a customer speed up decision making and
through the clutter of product information make shopping more enjoyable.
to make informed decisions about food
Become the go-to source
Shoppers turn to third parties—like blogs, samples and general advice. Create both
magazines and articles—to learn about physical and digital “hubs” of information.
new products rather than to their grocer. By giving needed information, you will
Establish yourself as a trusted advisor by create stronger relationships with your
offering recipes, nutrition tips, new product customers.
Offer a little, gain a lot.
Customers are risk averse, and they are after sampling. Just as important, enjoying
weary of trying new things. Mitigate the free samples adds to the positive emotions
risk by offering free samples to encourage customers feel in the store. Let customers
experimentation. You will find that try out new products and return them if they
customers are more likely to purchase aren’t satisfied.
Experience Radar 2013 | US Grocery industry 29
30. Create a positive moment of truth and you will have loyal customers.
Moments of truth
32%
Powerful events in the The words used most often by those
describing a positive moment of truth
lives of consumers that
often define their opinion Percentage of respondents
of a grocer who attribute positive
MOTs to friendly,
helpful staff
On the flip slide, create a negative moment
of truth and you have a brand detractor.
38%
The words used most often by those
describing a negative moment of truth
Percentage of respondents
who attribute negative
MOTs to unhelpful staff1
1 Word clouds derived from 2013 Grocery Experience Radar survey data.
Experience Radar 2013 | US Grocery industry 30
31. More about
our methodology
This year’s Experience Radar study of experiential features and the value and
measures the experiences of about 6,000 willingness to pay consumers place on each
US consumers across multiple industries.1 feature. It also probes into other areas such
PwC conducted on-line field work from May as purchase behavior, moments of truth
through July 2012. The study was designed (MOT), and word-of-mouth marketing
to uncover experience “recipes,” pricing within each industry. The study combines
options and linkages to customer loyalty. and assesses these data elements to create
a set of experience-based insights and a
We probe into the consumer responses segmentation schema for each industry.
through the lens of “experience attributes.”
These attributes include: Our methodology employs a conjoint survey
technique to pinpoint insights. Other, more
• Quality—Performance and value traditional customer experience studies
received typically do not tie to “hard economics” like
• Support—Friendliness and ease of value measures, price elasticity and churn
obtaining help metrics. Experience Radar does.
• Convenience—Anytime, anywhere access
While the results outlined in this report are
• Presentation—Aesthetics, arrangement at the industry level, PwC can use the same
of offer methodology to develop an Experience
• Community—Customers’ personal brand Radar study that is customized to your
and connection with others. business and identifies business accelerators.
By using adaptive choice-based conjoint
analysis, Experience Radar reveals
customer trade-offs between different sets
1 Retail Banking, B2B Software, Media & Communications, Grocery, Airlines, Pharmaceuticals and Home Services.
Experience Radar 2013 | US Grocery industry 31
33. Experiential here
Seeker name Erica 1 Experience
Enhancer
Who is this segment? How does this segment How much do they share feedback
grocery shop? on experiences?
• Most affluent and educated segment
• Wants a premium experience across the • Most likely to spread the word among
• Nearing or in retirement spectrum—from knowledgeable employ- family and friends when she finds a great
ees to wide product selections grocer
• Places a high value on experience
• Happy to switch to grocers that go the • Most likely to share good experiences for
extra mile years to come
• Enjoys interacting with staff as she moves
around the store How to serve them?
• Offer a wide range of specialty products
• Selects specialized products 2x more than
other segments • Train staff to be extra courteous and le-
verage her good word-of-mouth to attract
• Considers product depth when deciding
new customers with similar preferences
where to shop
and behaviors
Experience Radar 2013 | US Grocery industry 33
34. Experiential Erica 1 Experience
Enhancer
Experience Impact Indicator Scores1 Key 2: Very high High Moderate Low Very low
Demographics Top grocery preference Channel usage
Age 45-64 yrs Attendant checkout 64% Learn about Do it myself 69%
products
Annual $150K+ Organic and locally 71% Help from company 13%
household sourced products
income Buy Do it myself 34%
Recyclable materials 76% products
Employment Not employed packaging Help from company 59%
status Resolve Do it myself 9%
Residence Owns house issues
Help from company 65%
Urbanicity Small town or
rural area
Marital status Married Top grocery experience
themes
Minority 19%
presence Helpful and courte- 32%
ous staff
Staff product knowl- 12%
edge
Attractive pricing 11%
Grocery usage
Average spend $5oo+ Interaction with grocer Every
day
1 Indicator Scores between 0 to 100 and include respondent’s repurchase propensity, recommendation propensity, network
size and network conversion probability.
2 Color coding based on index percent of specific segment compared to other segments.
Experience Radar 2013 | US Grocery industry 34