eCommerce appetite and adoption is at an all-time high.
If there was ever any uncertainty as to whether there was sufficient demand for grocery eCommerce, new research has put an end to any doubts, and has provided answers to the question that’s currently top of all retailers’ minds: Should we be selling our products online?
Mercatus has released the results from a survey conducted in the first quarter of 2016 in a brand new report entitled “Insights into Grocery eCommerce 2016”.
Among the key findings in the report:
Your customers, regardless of age, are online, consider themselves to be technologically savvy, and are making more digital purchases than ever before.
Consumers are willing to order groceries from locations other than their favorite store for the convenience of click-and-collect shopping.
1. One third of shoppers in the US will order groceries online in 2017, up from 19% in 2016 and 8% in 2015, showing rapid growth in online grocery shopping.
2. Retention rates for online grocery shopping are high, with 80% of those who tried it in 2016 planning to use it again in 2017. Once shoppers try online grocery shopping they tend to continue using it.
3. Grocery retailers need to offer online grocery shopping to remain competitive as it will determine if they grow or lose market share. The quality of the online shopping experience can influence shoppers' decisions about where to shop.
As the popularity of shopping apps and showrooming rise, retailers continue to face unfamiliar challenges. But for those willing to venture into uncharted territory, the opportunities for success in the new retail landscape are huge. According to this latest parago research report, shoppers are more than eager to BOPIS (Buy Online, Pickup In Store), BISBO (Buy In Store, Buy Online) and adopt other desirable behaviors when presented with the right offers at the right time.
According to our findings:
• the top 2 reasons shoppers buy online are convenience and price
• 64% of shoppers already BOPIS
• 82% of shoppers would BOPIS for a $10 rebate on a $50 purchase
• 61% of shoppers would BISBO within 2 weeks if a $10 rebate doubles to $20 on a $35+ purchase
Global Powers of Retailing Deloitte 2018Oliver Grave
The document discusses trends in the global retail industry, including the rise of e-commerce and omnichannel retailing, stores closing as retail shifts online, and retailers investing in digital capabilities and creating unique in-store experiences. It also examines how technologies like artificial intelligence, augmented reality, and robots are impacting retail. Young consumers were asked about their shopping preferences, with responses showing they do significant online shopping but still value knowledgeable in-store staff.
This report marks the 20th year of identifying
the 250 largest retailers around the world and
analyzing their performance across geographies,
sectors, and channels.
Over the last 20 years we have seen a seismic shift
in retail and the customers that retailers serve.
Consider that in 1997, the inaugural year of this report,
today’s average Amazon Prime customer was just
16 years old, AOL was pioneering social media, and
handheld virtual pets were the hottest-selling toys.
Today, handheld (or wearable) digital devices are
ubiquitous and a younger, social customer has come of
age. We are living in an era where customers are in the
driver’s seat more than ever before and they are craving
authenticity, newness, convenience, and creativity. We
are living in the customer-driven economy.
IRI's Weekly News Update - w/c 20th March 2017Rūta Misiūnaitė
• Retail footfall decline continued in February
• Arla brand records biggest growth among UK’s biggest 100 grocery brands
• Which? reveals biggest supermarket substitution fails
• Automated ordering system driving improved product availability at Morrisons
• Shoppers seeking new technology to help with grocery shopping
• Majority of consumers frustrated by inconsistent retail experience
• Study by Mars reveals that emotions data can identify what impact ads will have on sales
• Lidl backs British farming
• Mother’s Day spending set to hit retail record
• Sainsbury's shutters in-store phone shops
• Tesco starts charging for same day click and collect
• Retail sales data suggests higher prices are starting to impact spending
• Direct-to-Consumer channel set for take-off in manufacturing
• Study finds that supermarkets can control shoppers' walking speed down aisles
The retail industry is undergoing major technological changes driven by the growth of online shopping and off-price retailing. In 2016, retailers will have to respond by focusing on online sales, customer experience, and innovation. Traditional retailers will increase their online investments while decreasing store investments. Acquisitions will increase as retailers battle for market share. The South Asian market will become a major force in retail, driven largely by India and China.
The Nature Talks is an organized retailer of fresh fruits and vegetables in Mumbai, Maharashtra, India. It currently operates one shop in Borivali West, Mumbai, but plans to expand to 15 outlets in the coming months between Bandra and Borivali. The company aims to source produce directly from farmers to offer competitive prices and a wide variety of fresh produce to customers in a clean and comfortable shopping environment. It also plans to launch an online grocery store to make shopping more convenient for customers. The Nature Talks aims to become a leading retailer of fruits and vegetables in the Mumbai area through its organized retail outlets and online presence.
What is Omnichannel Retail? Past. Present. Future.Mihai Dragan
Omnichannel retail allows traditional retailers to connect their existing channels such as brick and mortar or call centers to digital channels - online store, mobile app, social shopping channels and others.
This presentation focuses on how this came to be, what are the bottlenecks in implementing omnichannel retail and why should retailers switch to this new approach.
Probably the most compelling reasons to adapt to omnichannel retailing are today's customer demands. The customer wants 24/7 service and the same experience on all sales channels, whether it is the offline store, the mobile app or the brick and mortar outlet.
1. One third of shoppers in the US will order groceries online in 2017, up from 19% in 2016 and 8% in 2015, showing rapid growth in online grocery shopping.
2. Retention rates for online grocery shopping are high, with 80% of those who tried it in 2016 planning to use it again in 2017. Once shoppers try online grocery shopping they tend to continue using it.
3. Grocery retailers need to offer online grocery shopping to remain competitive as it will determine if they grow or lose market share. The quality of the online shopping experience can influence shoppers' decisions about where to shop.
As the popularity of shopping apps and showrooming rise, retailers continue to face unfamiliar challenges. But for those willing to venture into uncharted territory, the opportunities for success in the new retail landscape are huge. According to this latest parago research report, shoppers are more than eager to BOPIS (Buy Online, Pickup In Store), BISBO (Buy In Store, Buy Online) and adopt other desirable behaviors when presented with the right offers at the right time.
According to our findings:
• the top 2 reasons shoppers buy online are convenience and price
• 64% of shoppers already BOPIS
• 82% of shoppers would BOPIS for a $10 rebate on a $50 purchase
• 61% of shoppers would BISBO within 2 weeks if a $10 rebate doubles to $20 on a $35+ purchase
Global Powers of Retailing Deloitte 2018Oliver Grave
The document discusses trends in the global retail industry, including the rise of e-commerce and omnichannel retailing, stores closing as retail shifts online, and retailers investing in digital capabilities and creating unique in-store experiences. It also examines how technologies like artificial intelligence, augmented reality, and robots are impacting retail. Young consumers were asked about their shopping preferences, with responses showing they do significant online shopping but still value knowledgeable in-store staff.
This report marks the 20th year of identifying
the 250 largest retailers around the world and
analyzing their performance across geographies,
sectors, and channels.
Over the last 20 years we have seen a seismic shift
in retail and the customers that retailers serve.
Consider that in 1997, the inaugural year of this report,
today’s average Amazon Prime customer was just
16 years old, AOL was pioneering social media, and
handheld virtual pets were the hottest-selling toys.
Today, handheld (or wearable) digital devices are
ubiquitous and a younger, social customer has come of
age. We are living in an era where customers are in the
driver’s seat more than ever before and they are craving
authenticity, newness, convenience, and creativity. We
are living in the customer-driven economy.
IRI's Weekly News Update - w/c 20th March 2017Rūta Misiūnaitė
• Retail footfall decline continued in February
• Arla brand records biggest growth among UK’s biggest 100 grocery brands
• Which? reveals biggest supermarket substitution fails
• Automated ordering system driving improved product availability at Morrisons
• Shoppers seeking new technology to help with grocery shopping
• Majority of consumers frustrated by inconsistent retail experience
• Study by Mars reveals that emotions data can identify what impact ads will have on sales
• Lidl backs British farming
• Mother’s Day spending set to hit retail record
• Sainsbury's shutters in-store phone shops
• Tesco starts charging for same day click and collect
• Retail sales data suggests higher prices are starting to impact spending
• Direct-to-Consumer channel set for take-off in manufacturing
• Study finds that supermarkets can control shoppers' walking speed down aisles
The retail industry is undergoing major technological changes driven by the growth of online shopping and off-price retailing. In 2016, retailers will have to respond by focusing on online sales, customer experience, and innovation. Traditional retailers will increase their online investments while decreasing store investments. Acquisitions will increase as retailers battle for market share. The South Asian market will become a major force in retail, driven largely by India and China.
The Nature Talks is an organized retailer of fresh fruits and vegetables in Mumbai, Maharashtra, India. It currently operates one shop in Borivali West, Mumbai, but plans to expand to 15 outlets in the coming months between Bandra and Borivali. The company aims to source produce directly from farmers to offer competitive prices and a wide variety of fresh produce to customers in a clean and comfortable shopping environment. It also plans to launch an online grocery store to make shopping more convenient for customers. The Nature Talks aims to become a leading retailer of fruits and vegetables in the Mumbai area through its organized retail outlets and online presence.
What is Omnichannel Retail? Past. Present. Future.Mihai Dragan
Omnichannel retail allows traditional retailers to connect their existing channels such as brick and mortar or call centers to digital channels - online store, mobile app, social shopping channels and others.
This presentation focuses on how this came to be, what are the bottlenecks in implementing omnichannel retail and why should retailers switch to this new approach.
Probably the most compelling reasons to adapt to omnichannel retailing are today's customer demands. The customer wants 24/7 service and the same experience on all sales channels, whether it is the offline store, the mobile app or the brick and mortar outlet.
1) Technology and changing tastes/lifestyles have intensified competition in the retail industry. Retailers are using technology and data to improve customer service while also meeting demand for healthier products.
2) Economic pressures have divided customers into those seeking low prices and those willing to pay more for quality. Retailers are targeting both segments by developing own brands at different price points.
3) High information access and bargaining power has led to price wars, forcing down unit prices in many retail segments in the UK market. Retailers are focusing on convenience and value-added services to differentiate themselves.
Researchers tlooked at the attitudes, shopping patterns and motivations of 3000 leading-edge consumers in the U.S., UK and Canada. The goal was to better understand how mobile devices are impacting in-store shopping habits by identifying those shoppers most likely to have “showroomed” — visited a store and saw a product they liked, but then purchased it online instead of from the store, and by outlining actions retailers can take, such as loyalty programs, price matching, free shipping and mobile payments to encourage consumers to open their wallets in-store.
The results paint a clear picture of today’s mobile assisted shoppers – or M-shopper – and debunks commonly held assumptions many brick-and-mortar retailers make about retail show roomers. Some of the highlights include:
Showrooming isn’t just for the Millennial Generation: Contrary to popular belief, 74 percent of M-shoppers are older than 29 years old.
Mobile devices can actually improve the chances of an in-store purchase: More than 50 percent of M-Shoppers are more likely to purchase a product in-store when their mobile device helps them find online reviews, information or trusted advice.
Price isn’t always the most important factor: Although “price checking” is the number one action of M-Shoppers, convenience, urgency, and immediacy are the top three reasons why M-Shoppers will buy in-store even if they find the same product cheaper online.
Loyalty programs are worth more than just their points: 48 percent of M-Shoppers say that being a member of a store’s loyalty program makes them more likely to purchase products in-store, despite equal or cheaper prices online.
Showrooming, étude sur l'utilisation du mobile en magasin - Le Mobile Assiste...Bertrand Jonquois
SHOWROOMING AND THE RISE OF THE MOBILE-ASSISTED SHOPPER SEPTEMBER 2013
Une récente étude de la Columbia Business School part d’un constat désormais bien connu : 21% des individus utilisent leur téléphone lors de leurs achats en magasin.
This document discusses driving c-store eLoyalty through mobile rewards programs. It begins by outlining how building eLoyalty with mobile consumers can boost in-store sales through targeted promotions, coupons, and rewards delivered via social networks and mobile devices. It then provides background on the speaker company and an agenda covering c-store industry trends, the history of c-store loyalty programs, and how mobile rewards programs can engage today's consumers.
Ssu direct to consumer seminar 2015 summer series - finalRyan Neergaard
This document provides an overview of a presentation on direct-to-consumer marketing for the wine industry. The presentation covers the past, present, and future of the direct-to-consumer wine channel. It discusses topics like omni-channel marketing, telling a brand's story online, the importance of mobile, and ensuring the consumer experience is seamless across all touchpoints. The presentation aims to help wine brands succeed in direct-to-consumer sales by utilizing effective digital marketing strategies.
Fiona Weng - eCommerce Day América Central y el Caribe Online [Live] ExperienceeCommerce Institute
1) Ecommerce, especially in China, grew substantially during the COVID-19 pandemic as consumers shifted online. China's ecommerce market is expected to reach $1.6 trillion by 2024.
2) Alibaba is the world's largest online commerce company with over $853 billion in gross merchandise volume on its Chinese marketplaces in 2019.
3) Tmall Global is Alibaba's business-to-consumer cross-border ecommerce platform that allows international brands to sell to Chinese consumers. It has over 26,000 international brands across 84 countries and regions.
Consumer shopping behaviors are changing rapidly as shoppers move between online and offline channels with high expectations. To remain successful, retailers must understand their customers by gathering accurate data on shopping activity and acting on insights. The document provides advice on monitoring customer insights with case studies. It discusses how retailers can better understand shoppers' journeys, staffing needs, and marketing effectiveness to improve sales and profits.
Supermarket news consumer segmentation may 2010Neil Kimberley
The document discusses 10 types of modern grocery shoppers and how retailers can meet their needs. It focuses on "The Indulgent Shopper", who is willing to splurge without paying attention to price or using coupons. Traditionally, indulgent shoppers shop at stores like Costco and Whole Foods rather than traditional supermarkets. However, supermarkets have an opportunity to attract these free-spending customers if they can provide an upscale in-store experience and get indulgent shoppers away from membership-only stores.
How are consumer shopping habits changing?
How is changing consumer behaviour affecting global retail?
How can retailers understand and profit from the new customer?
This document discusses how changing consumer shopping behaviors are challenging retailers and provides advice on how retailers can better understand customers. It outlines four key ways consumer behavior has changed: consumers shop across multiple channels, expect convenience, want consistency across channels, and do extensive research. The document argues that to be successful, retailers need accurate customer insight and must act on this insight. It provides case studies of how retailers have improved performance by analyzing customer data to optimize staffing, promotions, and marketing. The overall message is that understanding precise customer behavior through data analytics is essential for retailers to drive greater profits.
Online Shopper in 2016 : All Grown Up
To help brands understand increasingly sophisticated shopper behaviour, DigitasLBi has launched, for the fifth consecutive year, a study of consumer behaviour in 15 countries: Australia, Belgium, China, Denmark, France, Germany, Hong-Kong, India, Italy, Holland, Singapore, Spain, Sweden, UK and USA.
This year the study was focused uniquely on shoppers who had declared a purchase in the last 30 days, in order to analyze in depth the context of the purchase.
Amazon has been successful during the pandemic by providing essential supplies. This has challenged even Amazon's supply chain capabilities. The "Amazon effect" refers to how online shopping has impacted traditional retailers due to changes in customer expectations and the competitive landscape. Strategies for retailers to compete include partnering with online platforms, adopting ecommerce, using social media, focusing on product interaction and impulse purchases, and emphasizing local products and employees. Amazon has seen steady revenue growth since 1995 and fluctuating but increasing net income since 1997.
This document discusses digital shelf management and optimization strategies for FMCG (fast-moving consumer goods) brands and retailers. It describes how mySupermarket uses data and technology to help brands and retailers boost their e-commerce performance. Key strategies discussed include fixing basic issues like product presentation, tracking competitors' pricing and promotions, understanding online shopper behavior through analytics, and testing different product images and descriptions. Retailers can increase first-time online shoppers' conversion rates by having them import favorite products from other retailers. They can also increase basket value through personalized product recommendations and suggestions to swap items. Competitive data on assortments, prices and promotions across retailers helps brands and retailers optimize their digital shelf management.
Sample Report: Latin America Online Payment Methods 2020 & COVID-19's Impact ...yStats.com
This document provides an overview of the methodology used in market reports on online payment. It discusses how the reports are compiled using secondary market research from various reliable sources. It also describes the structure of the reports, which include sections on definitions, global and regional developments, and individual country analyses. Chart types include text, pie, bar, and line graphs. The document then provides specifics on the methodology used in the current report on the Latin American online payment market, including the countries covered, sources used, time periods of data, and types of payment information included for each country.
Omni-channel Retail - Bridging the Digital and Brick & Mortar DivideAdrian Teo
Ok, so you have a website, facebook page, even mobile apps, but how is that helping you to engage your consumers when you need it most… when they are at your outlets!
I mean how do you drive footfall and sales from digital to your brick & mortar channels? How do you identify your consumers, personalized that engagement and get them to buy before they step out?
And we don’t mean spamming everyone with the same promotion at that outlet, but personalized according to their profiles, transaction history and location. Better yet, it’s all automated, you really don’t want to be pouring through and interpreting heaps of customer data.
In this presentation, I share the challenges faced by retailers, shop owners, F&B and mall operators in bridging the digital and brick & mortar divide. While each solution is unique to your retail business, vertical or consumer behaviours, it is about breaking down the silos that exist in your consumer touch points, enterprise solutions, best practices and how TAO OF SHOP can help you to bring it all together.
Sonoma State University Winery Direct to Consumer Seminar Fall 2015 10-16-15Ronald Scharman
This document summarizes a presentation on direct-to-consumer marketing given by Ron Scharman. The presentation covers the past, present, and future of the direct-to-consumer wine sales channel. It discusses how the channel has grown significantly in recent years and its importance to many small wineries. It also covers challenges in telling a brand's three-dimensional story through two-dimensional online channels and the rise of mobile and omni-channel marketing. The presentation emphasizes the importance of focusing on the customer experience across all marketing touchpoints.
Think Retail - print's role in the retail market of todayCanon Belgium
Innovation in retail and print's role in the retail market of today
The evolution of retail
Consumer psychologies
Connected consumers
Innovation
Where’s the opportunity for print?
How can PSPs get started?
This document discusses convenience shopping trends in Vietnam. It finds that Vietnamese consumers want convenience due to busy lifestyles. Common consumer types are students, first jobbers, working moms, and housewives. These groups frequent convenience stores (CVS) and minimarts for quick, affordable meals and snacks. While CVS are more prominent in Ho Chi Minh City, the convenience landscape is more blurred in Hanoi. The document advocates for tailored convenience offerings based on consumer demographics and location.
Over the last 18+months, consumer behavior has witnessed tectonic shifts owing to the pandemic. Capgemini's recent report highlights these dynamic trends and evolving consumer behavior for consumer products and retails industries as we move forward in the new year.
Nielsen global connected commerce report january 2017clara lila
The document discusses online grocery shopping trends globally. It finds that while durable categories like fashion and travel dominate online purchases currently, consumable categories like personal care, meal kits, and packaged groceries are growing in popularity. Fresh groceries have more barriers to online adoption. Innovative fulfillment options beyond just home delivery, like curbside pickup, could help drive more online grocery shopping. Data from France shows alternative fulfillment there has helped drive strong growth in edible categories like cheese and yogurt being purchased online.
The Charitable Economy is Thriving
Point-of-Sale charitable campaigns are alive and well. According to America’s Charity Checkout Champions Report, over 77 groups with million-dollar point-of-sale campaigns raised $388 million in 2014, and over $3.88 billion throughout the last three decades.
However, with advancements in technology, the continued rise of online shopping and current campaign saturation in the marketplace, how should we evolve this decades-old fundraising tactic to thrive successfully in 2020 and beyond?
Catalist conducted an online consumer research study in April 2016 of over 1700 Americans aged 18 and older.
Participants were of varying gender, geographic location, economic status and ethnicity. The margin of error associated with the total sample 2.5% with a 95% level of confidence.
The Results: inspiring, thought-provoking and groundbreaking. To us, they unveil five key revelations that will fuel progressive charitable campaigns at the register.
1) Technology and changing tastes/lifestyles have intensified competition in the retail industry. Retailers are using technology and data to improve customer service while also meeting demand for healthier products.
2) Economic pressures have divided customers into those seeking low prices and those willing to pay more for quality. Retailers are targeting both segments by developing own brands at different price points.
3) High information access and bargaining power has led to price wars, forcing down unit prices in many retail segments in the UK market. Retailers are focusing on convenience and value-added services to differentiate themselves.
Researchers tlooked at the attitudes, shopping patterns and motivations of 3000 leading-edge consumers in the U.S., UK and Canada. The goal was to better understand how mobile devices are impacting in-store shopping habits by identifying those shoppers most likely to have “showroomed” — visited a store and saw a product they liked, but then purchased it online instead of from the store, and by outlining actions retailers can take, such as loyalty programs, price matching, free shipping and mobile payments to encourage consumers to open their wallets in-store.
The results paint a clear picture of today’s mobile assisted shoppers – or M-shopper – and debunks commonly held assumptions many brick-and-mortar retailers make about retail show roomers. Some of the highlights include:
Showrooming isn’t just for the Millennial Generation: Contrary to popular belief, 74 percent of M-shoppers are older than 29 years old.
Mobile devices can actually improve the chances of an in-store purchase: More than 50 percent of M-Shoppers are more likely to purchase a product in-store when their mobile device helps them find online reviews, information or trusted advice.
Price isn’t always the most important factor: Although “price checking” is the number one action of M-Shoppers, convenience, urgency, and immediacy are the top three reasons why M-Shoppers will buy in-store even if they find the same product cheaper online.
Loyalty programs are worth more than just their points: 48 percent of M-Shoppers say that being a member of a store’s loyalty program makes them more likely to purchase products in-store, despite equal or cheaper prices online.
Showrooming, étude sur l'utilisation du mobile en magasin - Le Mobile Assiste...Bertrand Jonquois
SHOWROOMING AND THE RISE OF THE MOBILE-ASSISTED SHOPPER SEPTEMBER 2013
Une récente étude de la Columbia Business School part d’un constat désormais bien connu : 21% des individus utilisent leur téléphone lors de leurs achats en magasin.
This document discusses driving c-store eLoyalty through mobile rewards programs. It begins by outlining how building eLoyalty with mobile consumers can boost in-store sales through targeted promotions, coupons, and rewards delivered via social networks and mobile devices. It then provides background on the speaker company and an agenda covering c-store industry trends, the history of c-store loyalty programs, and how mobile rewards programs can engage today's consumers.
Ssu direct to consumer seminar 2015 summer series - finalRyan Neergaard
This document provides an overview of a presentation on direct-to-consumer marketing for the wine industry. The presentation covers the past, present, and future of the direct-to-consumer wine channel. It discusses topics like omni-channel marketing, telling a brand's story online, the importance of mobile, and ensuring the consumer experience is seamless across all touchpoints. The presentation aims to help wine brands succeed in direct-to-consumer sales by utilizing effective digital marketing strategies.
Fiona Weng - eCommerce Day América Central y el Caribe Online [Live] ExperienceeCommerce Institute
1) Ecommerce, especially in China, grew substantially during the COVID-19 pandemic as consumers shifted online. China's ecommerce market is expected to reach $1.6 trillion by 2024.
2) Alibaba is the world's largest online commerce company with over $853 billion in gross merchandise volume on its Chinese marketplaces in 2019.
3) Tmall Global is Alibaba's business-to-consumer cross-border ecommerce platform that allows international brands to sell to Chinese consumers. It has over 26,000 international brands across 84 countries and regions.
Consumer shopping behaviors are changing rapidly as shoppers move between online and offline channels with high expectations. To remain successful, retailers must understand their customers by gathering accurate data on shopping activity and acting on insights. The document provides advice on monitoring customer insights with case studies. It discusses how retailers can better understand shoppers' journeys, staffing needs, and marketing effectiveness to improve sales and profits.
Supermarket news consumer segmentation may 2010Neil Kimberley
The document discusses 10 types of modern grocery shoppers and how retailers can meet their needs. It focuses on "The Indulgent Shopper", who is willing to splurge without paying attention to price or using coupons. Traditionally, indulgent shoppers shop at stores like Costco and Whole Foods rather than traditional supermarkets. However, supermarkets have an opportunity to attract these free-spending customers if they can provide an upscale in-store experience and get indulgent shoppers away from membership-only stores.
How are consumer shopping habits changing?
How is changing consumer behaviour affecting global retail?
How can retailers understand and profit from the new customer?
This document discusses how changing consumer shopping behaviors are challenging retailers and provides advice on how retailers can better understand customers. It outlines four key ways consumer behavior has changed: consumers shop across multiple channels, expect convenience, want consistency across channels, and do extensive research. The document argues that to be successful, retailers need accurate customer insight and must act on this insight. It provides case studies of how retailers have improved performance by analyzing customer data to optimize staffing, promotions, and marketing. The overall message is that understanding precise customer behavior through data analytics is essential for retailers to drive greater profits.
Online Shopper in 2016 : All Grown Up
To help brands understand increasingly sophisticated shopper behaviour, DigitasLBi has launched, for the fifth consecutive year, a study of consumer behaviour in 15 countries: Australia, Belgium, China, Denmark, France, Germany, Hong-Kong, India, Italy, Holland, Singapore, Spain, Sweden, UK and USA.
This year the study was focused uniquely on shoppers who had declared a purchase in the last 30 days, in order to analyze in depth the context of the purchase.
Amazon has been successful during the pandemic by providing essential supplies. This has challenged even Amazon's supply chain capabilities. The "Amazon effect" refers to how online shopping has impacted traditional retailers due to changes in customer expectations and the competitive landscape. Strategies for retailers to compete include partnering with online platforms, adopting ecommerce, using social media, focusing on product interaction and impulse purchases, and emphasizing local products and employees. Amazon has seen steady revenue growth since 1995 and fluctuating but increasing net income since 1997.
This document discusses digital shelf management and optimization strategies for FMCG (fast-moving consumer goods) brands and retailers. It describes how mySupermarket uses data and technology to help brands and retailers boost their e-commerce performance. Key strategies discussed include fixing basic issues like product presentation, tracking competitors' pricing and promotions, understanding online shopper behavior through analytics, and testing different product images and descriptions. Retailers can increase first-time online shoppers' conversion rates by having them import favorite products from other retailers. They can also increase basket value through personalized product recommendations and suggestions to swap items. Competitive data on assortments, prices and promotions across retailers helps brands and retailers optimize their digital shelf management.
Sample Report: Latin America Online Payment Methods 2020 & COVID-19's Impact ...yStats.com
This document provides an overview of the methodology used in market reports on online payment. It discusses how the reports are compiled using secondary market research from various reliable sources. It also describes the structure of the reports, which include sections on definitions, global and regional developments, and individual country analyses. Chart types include text, pie, bar, and line graphs. The document then provides specifics on the methodology used in the current report on the Latin American online payment market, including the countries covered, sources used, time periods of data, and types of payment information included for each country.
Omni-channel Retail - Bridging the Digital and Brick & Mortar DivideAdrian Teo
Ok, so you have a website, facebook page, even mobile apps, but how is that helping you to engage your consumers when you need it most… when they are at your outlets!
I mean how do you drive footfall and sales from digital to your brick & mortar channels? How do you identify your consumers, personalized that engagement and get them to buy before they step out?
And we don’t mean spamming everyone with the same promotion at that outlet, but personalized according to their profiles, transaction history and location. Better yet, it’s all automated, you really don’t want to be pouring through and interpreting heaps of customer data.
In this presentation, I share the challenges faced by retailers, shop owners, F&B and mall operators in bridging the digital and brick & mortar divide. While each solution is unique to your retail business, vertical or consumer behaviours, it is about breaking down the silos that exist in your consumer touch points, enterprise solutions, best practices and how TAO OF SHOP can help you to bring it all together.
Sonoma State University Winery Direct to Consumer Seminar Fall 2015 10-16-15Ronald Scharman
This document summarizes a presentation on direct-to-consumer marketing given by Ron Scharman. The presentation covers the past, present, and future of the direct-to-consumer wine sales channel. It discusses how the channel has grown significantly in recent years and its importance to many small wineries. It also covers challenges in telling a brand's three-dimensional story through two-dimensional online channels and the rise of mobile and omni-channel marketing. The presentation emphasizes the importance of focusing on the customer experience across all marketing touchpoints.
Think Retail - print's role in the retail market of todayCanon Belgium
Innovation in retail and print's role in the retail market of today
The evolution of retail
Consumer psychologies
Connected consumers
Innovation
Where’s the opportunity for print?
How can PSPs get started?
This document discusses convenience shopping trends in Vietnam. It finds that Vietnamese consumers want convenience due to busy lifestyles. Common consumer types are students, first jobbers, working moms, and housewives. These groups frequent convenience stores (CVS) and minimarts for quick, affordable meals and snacks. While CVS are more prominent in Ho Chi Minh City, the convenience landscape is more blurred in Hanoi. The document advocates for tailored convenience offerings based on consumer demographics and location.
Over the last 18+months, consumer behavior has witnessed tectonic shifts owing to the pandemic. Capgemini's recent report highlights these dynamic trends and evolving consumer behavior for consumer products and retails industries as we move forward in the new year.
Nielsen global connected commerce report january 2017clara lila
The document discusses online grocery shopping trends globally. It finds that while durable categories like fashion and travel dominate online purchases currently, consumable categories like personal care, meal kits, and packaged groceries are growing in popularity. Fresh groceries have more barriers to online adoption. Innovative fulfillment options beyond just home delivery, like curbside pickup, could help drive more online grocery shopping. Data from France shows alternative fulfillment there has helped drive strong growth in edible categories like cheese and yogurt being purchased online.
The Charitable Economy is Thriving
Point-of-Sale charitable campaigns are alive and well. According to America’s Charity Checkout Champions Report, over 77 groups with million-dollar point-of-sale campaigns raised $388 million in 2014, and over $3.88 billion throughout the last three decades.
However, with advancements in technology, the continued rise of online shopping and current campaign saturation in the marketplace, how should we evolve this decades-old fundraising tactic to thrive successfully in 2020 and beyond?
Catalist conducted an online consumer research study in April 2016 of over 1700 Americans aged 18 and older.
Participants were of varying gender, geographic location, economic status and ethnicity. The margin of error associated with the total sample 2.5% with a 95% level of confidence.
The Results: inspiring, thought-provoking and groundbreaking. To us, they unveil five key revelations that will fuel progressive charitable campaigns at the register.
Introduction to Modern Retailers and ConsumersNupur Samaddar
This document provides an overview of modern retailers and consumer behavior. It discusses different types of retailers like department stores, chain stores, franchises, and discount houses. It also looks at non-store retailing models and trends like warehouse style stores and second-hand retailers. The document then examines different retail archetypes for the future like lowest cost, convenience-location, and platform operator models. It analyzes consumer spending trends and preferences, like most shoppers still spending the majority in brick-and-mortar stores and valuing an in-store experience. Finally, it reviews characteristics of different consumer demographics like millennials' preference for digital engagement.
Great white paper report published by St. Joseph Communications on Omni-channel advertising focused around providing solutions to retailers and brands.
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Multichannel shopping is a major force reshaping retail as consumers lead the way in demanding excellence across channels. Key findings:
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Digital influence on in-store grocery sales has increased significantly in recent years and is expected to impact nearly half of all sales by the end of 2016. Many consumers now research products, compare prices, and read reviews using their smartphones while shopping in physical stores. This mobile influence is highest among millennials, over a third of whom look up coupons, compare prices, and search for recipes on their phones during grocery trips. As customer shopping habits continue evolving, grocery retailers need to target consumers at the purchase stage with mobile promotions that highlight products, recipes, and discounts to drive more in-store sales.
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This document provides an overview and summary of key findings from the 2016 UPS Pulse of the Online Shopper study. Some of the main trends covered include the growing importance of mobile shopping, with over half of purchases now made on smartphones; the influence of social media on purchasing decisions; the major role of third-party marketplaces in e-commerce; and consumers' openness to alternative delivery locations and notifications regarding deliveries. The document also discusses preferences around returns and highlights opportunities for retailers to enhance the omnichannel shopping experience.
Although money is being poured into the online experience the physical retail store remains an important channel in the experience for customers. However, a disparity is emerging between the expectations customers have and the investment retailers are making. While retailers believe enough is being done to re-imagine the physical store experience, customers disagree. In this paper we explore the disparity and what to do about it.
This document reports on a marketing research project conducted on online grocery shopping. The study aimed to investigate whether positive attitudes influence consumer intentions to purchase groceries online. A survey was administered using a Likert scale to collect data on consumers' awareness, preferences, and attitudes regarding online grocery retailers in India. The data was analyzed using IBM SPSS software. The results found that BigBasket has the most user awareness and was ranked highest in preference compared to other competitors. Additionally, consumers reported positive attitudes towards online grocery shopping for convenience but some hesitation regarding changes in routine.
Sixth Annual 2015 Shopper Experience Study: One True Channel Focusing on the...Cognizant
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The Joy of Shopping polled 7,250 shoppers in seven
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How Seamless are You?
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The 2015 Reality of Retail Report
Learn What is REALLY Working for Consumers Inside Brick-and-Mortar
What’s in the Report?
Despite what you may have heard, eCommerce is not ruling retail. In fact, 94% of all retail sales in the U.S. were made in brick-and-mortar stores last year.
But, the reality is, the way consumers shop is changing and what used to work isn’t quite cutting it anymore. To help brands and retailers find out what’s REALLY happening in retail, we went out and surveyed shoppers to start an inaugural “Reality of Retail” report.
Some Highlights:
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Similar to Insights into Grocery eCommerce 2016 (20)
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This document summarizes a study on the chronic toxicity of chloroquine, an antimalarial drug. In the study:
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Les deux temps forts de cet évènement
- Les journées entreprises de la Banque africaine de développement avec au programme deux jours de conférences, des ateliers sectoriels et la possibilité de présenter votre entreprise lors d'un "Brown bag seminar" ou d'obtenir des rendez-vous.
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https://www.onlineretailtoday.com/frs/26905197/secrets-of-a-successful-sale--optimizing-your-checkout-process
Once upon a time, in the vast realm of online commerce, there lived a humble checkout button overlooked by many. Yet, within its humble click lay the power to transform a mere visitor into a loyal customer. 🧐 💡
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In this session you’ll learn:
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1. Insights into
Grocery eCommerce
2016
R E P O R T
Insights into Grocery eCommerce 2016
identifies critical trends, reveals key findings
about consumer preference and highlights
next steps for today’s retailers.
3. Imagine walking into your local grocery store and receiving personalized offers and
recommendations the moment you step inside. Imagine checking out in seconds, and paying for
your groceries without even having to pull out your wallet. Imagine buying your grocery staples
—from fresh produce to prepared foods, and even items that aren’t available in your local store
—all from the comfort of your own home with a single click of the mouse. These things might
seem far out for the average grocery retailer, but we’re edging closer to this redefined vision of
the grocery experience than you might think.
Technology has revolutionized the way in which consumers purchase goods and services, and
it’s fundamentally transformed the way businesses operate. Companies like Amazon and Netflix
offer shoppers access to an extensive catalogue of products, user reviews and personalized
suggestions based on search and purchase history, and as consumers become more
accustomed to these benefits in other digital settings, they’re beginning to expect them to be
incorporated into the grocery experience as well. To meet this growing demand, savvy retailers
are leveraging technology to enhance the shopping experience and meet modern consumers’
evolving needs.
This study is designed to assess how retailers can serve the growing demands of today’s
shoppers while reaching larger and more diverse markets online. The findings have been
summarized to offer insights into how businesses can leverage digital technologies to improve
their customers’ shopping experiences, increase store visitation, boost sales across all channels,
and become market-leaders in grocery e-commerce.
Digital is redefining the grocery experience
E X E C U T I V E S U M M A R Y 03
1. Females remain the primary shopper for the majority of U.S. households.
2. There is significant shopper interest in home delivery for online grocery orders.
Key findings in this report include:
4. E X E C U T I V E S U M M A R Y 04
3. Your customers, regardless of age, are online, consider themselves to be technologically
savvy, and are making more digital purchases than ever before.
4. There is considerable consumer demand for grocery chains that can provide personal
shopping and packing services, along with direct-to-vehicle delivery.
5. Consumers are willing to order groceries from locations other than their favorite store
for the convenience of click-and-collect shopping.
5. The research on which this study is based was conducted in the first quarter of 2016, and
involved surveys of 1197 female shoppers across the United States. This provides interesting
context, and opens up more opportunities for future research into the growing role of the male
shopper and the rise of the shared shopper.
The purpose of this report is to explore exactly how female shoppers are using digital
connections in 2016, and the questions within it have been formulated to offer grocers unique
insights into how they can better connect with their female shoppers in a rapidly evolving retail
landscape.
M E T H O D O L O G Y 05
6. of those surveyed in this study shop at their favorite grocery store
once per week or more, while almost all (89%) reported shopping at
their favorite store at least once every two weeks.
The process of how shoppers buy their food is being reshaped by modern lifestyles, changing
family dynamics, and the advancement of digital technologies. With fewer traditional rules to
control consumer choices and purchasing habits, shoppers are shifting their buying criteria to
demand more value, better service, and greater convenience. As a consequence, grocers are
being forced to adapt their products and services to meet these evolving consumer desires and
encourage brand loyalty.
70
DID YOU KNOW?
%
E-Commerce Appetite and Adoption in 2016
06
For decades, the primary grocery shopper has typically been the female head of the household,
and our research indicates that the same still holds true today. In this study of female
consumers, the overwhelming majority of those surveyed (93%) still claim to be the primary
shopper for their household.
While this finding is in keeping with traditional household dynamics, the results also indicate
that many of today’s households differ significantly from the idealized image of the “nuclear
family”. One of the key changes is the rise in single-person households—the number of adult
females living alone.
When asked how many people reside in their household (including themselves), nearly one fifth
(19%) of respondents claimed to live in a single-person household. This can likely be attributed
to changing lifestyle trends and shifting attitudes to marriage. However, the notion of the
“traditional” household, consisting of two or more individuals, is still alive and well. In fact, 80%
of households in 2016 are comprised of between two to six people.
The American Household in 2016
7. While they may only account
for 20% of all households
surveyed in this study, the single-
person household trend is one
that is only predicted to grow,
and is likely to have interesting
and profound implications for
many businesses—including
grocery retailers.
Research suggests that it costs a business as much as 5-10 times more to acquire a new
customer than it does to sell to an existing one. It is also estimated that current customers
spend 67% more than new customers.
In light of these statistics, loyalty programs that reward buyers for sticking with brands have
grown in popularity, and the findings of this survey suggest that respondents are reaping the
benefits by becoming members of such programs.
In this study, 72% of those surveyed belong to some form of grocery rewards program. These
findings suggest that if grocers can meet consumer demands by offering incentives and better
value for shoppers, they will ultimately be rewarded with greater customer allegiance.
39%
2 PEOPLE
14%
4 PEOPLE
6%
5 PEOPLE
3%
6 PEOPLE
1%
7 PEOPLE +
18%
3 PEOPLE
19%
SINGLE PERSON
Customers Seek Rewards for Brand Loyalty
07
How many people
reside in your
household, including
yourself?
8. A growing number of retailers are introducing e-commerce models to make it easier for the
tech-savvy, time-crunched consumers of today to buy the things they need. For these
consumers, online shopping has become a deeply ingrained behaviour due to an
unprecedented enthusiasm for technology and adeptness in using it.
In all, 97% of respondents have made online purchases, and most of those individuals (89%)
buy products and/or services online at least once per month.
More interesting still is the fact that, of the 97% of respondents who have purchased online,
69% are between the ages of 40 and 60 years old, or 60 and above. This suggests that the lion’s
share of today’s e-commerce adopters are from Generation X.
Surging Online Retail Adoption
08
Of the 97% of respondents who have purchased online, 69% are
between the ages of 40 to 60 years old, or 60 and above. This
suggests that the majority of today’s e-commerce adopters are from
Generation X.
97
HIGHLIGHT
%
Have you ever made
any purchases online?
How often do you buy products or services online?
Yes
97%
3%
No
9. How interested in online grocery
shopping are you?
SHOW INTEREST
Approx.
49%
VERY INTERESTED
20%
SOMEWHAT INTERESTED
29%
ARE NEUTRAL
23%
NOT INTERESTED
16%
NOT AT ALL INTERESTED
12%
10. In the era of connected commerce, consumers no longer wish to shop for the items they need
entirely offline. Instead, they prefer a blended approach where they can utilize whichever
channel best suits their unique needs at that precise moment.
When asked to state their interest in online grocery shopping, nearly half of those surveyed
(49%) expressed an interest, while 23% remained neutral on the subject.
These findings indicate that in order to generate more interest in online grocery shopping in
the neutral cohort, it’s important for grocers to place a focus on the features and
functionalities of their offerings.
If grocery retailers can provide a service that is in line with what shoppers experience in-store
but with the benefit of added conveniences, many of those in the neutral camp are likely to
express interest in the future.
Growing Appetite for Grocery E-Commerce
When considering the potential features and functionalities of online grocery shopping,
respondents ranked content navigation—the ability to quickly search for products, and browse
products by department, category, brand and price—as most important.
Features that enable shoppers to order fresh produce (like fruit and vegetables) by quantity
and weight with accurate pricing was also considered important, as were similarities between
online and in-store product pricing.
When considering the potential features and functionalities of
online grocery shopping, respondents ranked content navigation—
the ability to quickly search for products, and browse products
by department, category, brand and price—as most important.
Functionality is Key
11. The ability to quickly search
for products
The ability to browse products by
department, category, brand and price
The ability to order fresh produce by
quantity and weight with accurate pricing
Online product pricing similar to
items currently available in store
The option to be able to pay
for an order online
Ability to add items from
a list to a shopping cart
When considering the potential features and
functionalities of online grocery shopping,
rank the following by order of importance.
Based on these findings,
the features ranked above
—along with others, such
as convenient collection
options once items have
been ordered—can offer
online grocery retailers a
competitive advantage.
11
12. 12
Home Delivery Gives Grocers an Edge
Of the 70% of respondents who expressed an interest in home
delivery, 63% would be willing to pay for the convenience
of having their order delivered to an address of their choice.
Going forward, the most successful retailers will be those that sit at the crossroads of the
physical and virtual worlds and leverage technology to satisfy their shoppers however and
whenever they choose to buy—and receive—their groceries. When asked how interested
respondents were in having orders delivered to an address of their choice, more than 70%
expressed interest.
Of the 70% of respondents who expressed an interest in home delivery, 63% would be willing to
pay for the convenience of having their order delivered to an address of their choice. Price was
a particularly important motivator, with the top two groups (90%) stating that they would
prefer to pay a delivery fee of between $0 and $15.
27%
$10-$15
8%
$15-$20
63%
$0-$10
How much would you be
willing to pay to have
your groceries delivered
to you?
When considering submitting an online grocery order, the segment with the highest percentage
of respondents (45%) would expect their groceries to be ready for pick-up or delivery the same
day the order was placed. Just over 39% said they would expect
pick-up or delivery the next day, and the remainder said they
would expect their order to be ready within two days or
the same week of placing the order.
13. How quickly would you expect to have your
groceries ready for pick-up or delivered to
an address of your choice?
Another important motivator behind interest in home delivery was
timeliness: 85% of those who expressed interest would expect to receive
their delivery within a day or two. The same expectations were also true for
click-and-collect shopping services.
SAME DAY
46%
NEXT DAY
39%
TWO DAYS
5%
NOT SURE
6%
SAME WEEK
4%
14. 7%
$10-$12
28%
$5-$7
25%
$7-$10
4%
$12-$15
5%
$12-$15
As shoppers’ purchasing habits continue to evolve, they expect to be given the option to shop
online when they crave convenience, in-store when they want immediate gratification, and
sometimes even a combination of the two.
Click-and-collect services, in which groceries are ordered online for pickup at a store or other
location, are becoming increasingly popular in many retail verticals—including grocery. Of
those surveyed in this study, nearly 60% of respondents expressed an interest in having the
ability to order online and pick up their order from their favorite store location.
But much like grocery e-commerce delivery, cost is an important factor when it comes to
consumer interest in click-and-collect services. Almost a third of respondents (33%) would be
willing to pay for the convenience of having their grocery order picked and packed by a
personal shopper, ready for pick-up at their favorite store location. When asked how much they
would consider paying for this service, nearly 70% would pay at least $5.
An interesting finding is that less people are willing to pay for click-and-collect services than
they are for home delivery. 63% would be willing to pay for the delivery of their online grocery
order, versus 33% who would be prepared to pay for click-and-collect.
How much would you
consider paying to have your
order picked and packed
by a personal shopper,
ready for pick up at
your favorite store?
Consumers Call for Click-and-Collect Shopping
SHOP
31%
$0-$10
15. How much would you be willing to pay
to have your order picked and packed
and brought out to your vehicle by a
personal shopper?
These numbers suggest that today’s consumers
seek comfort, convenience and control.
$0-$5
41%
$5-$7
21%
$7-$10
22%
$10-$12
7%
$12-$15
5%
OVER $15
4%
16. When presented with the option to have their entire order picked and packed by a personal
shopper and then collected from a pre-determined location that wasn’t their favorite grocery
store location, 31% expressed an interest, indicating that almost one third of respondents would
be open to switching stores. What’s more, at least 63% of those who showed interest were
willing pay for the convenience.
These results indicate that, with busier schedules and growing comfort with e-commerce,
today’s consumers are choosing brands that provide the most convenience, and they are willing
to switch from their regular grocery provider to an alternate one for a more user-oriented
experience.
These numbers suggest that today’s consumers seek comfort, convenience and control. It
comes as no surprise, then, that when picking up groceries from their local store as part of a
click-and-collect shopping experience, more than half of those surveyed (54%) would
appreciate the convenience of having their groceries brought out to their vehicle.
For direct-to-vehicle, click-and-collect shopping services, the largest proportion (41%) of
respondents in this survey stated that they would be prepared to pay between $0 to $5 for the
service. Approximately 55% would pay between $5 and $15, and the remainder would be willing
to pay $15 and above.
Shoppers Willing to Switch Stores for Convenience
When picking up groceries from their local store as part of a click-
and-collect shopping experience, more than half of those surveyed
(54%) would appreciate the convenience of having their groceries
brought out to their vehicle.
17. How much would you consider paying to
have your order picked and packed by a
personal shopper,ready for pick-up at a
pre-determined location that is
not your favorite store?
$0-$5
37%
$5-$7
25%
$7-$10
22%
$10-$12
9%
$12-$15
3%
OVER $15
4%
18. Find out how Price Chopper, a chain of 130-plus stores in the Northeast,
embarked on a process that led to a new digital strategy for the grocery
chain. The strategy included the implementation of a digital platform
that would allow for new mobile applications and a new website,
among other features.
G R O C E R S P O T L I G H T
Price Chopper’s transition to digital wasn’t done just for the sake of using advanced tech-
nologies, but instead to better connect with shoppers to deliver what they want, allowing
the company to make the shift from its position as a primarily value-driven grocer to an
experience-driven one.
The changing retail landscape has shifted priorities and created the need for regional grocers to
embrace digital maturity. “Price Chopper knows that the digital space is where our customers
are trending towards for convenience and value. Therefore, we are working to transform our
commerce, merchandising and advertising platforms to support a ubiquitous digital experience
for our customers,” explains Thom Riley, senior applications architect and digital strategist for
Price Chopper. “It’s no longer a matter of if, but rather how quickly, we can deliver a relevant,
comprehensive digital experience that our customers deserve.”
“It’s no longer a matter of if, but rather how quickly,
we can deliver a relevant, comprehensive digital
experience that our customers deserve.”
Price Chopper’s Digital Journey
19. 19
Glen Bradley, VP of marketing analytics at Price Chopper, agrees that digital technologies
provide an effective means to deliver to increasingly discerning, tech-savvy shoppers and reap
the benefits. But Price Chopper had its sights set on taking its digital strategy beyond e-
commerce—the company was also looking for a solution that would enable it to create
personalized content tailored to shoppers at an individual level.
“We believe personalization is important today and will be even more so in the future,” he says.
“Younger generations have come of age experiencing and expecting personalization in the
digital world, and they extend that expectation to other facets of life. While digital is not the
only area in which we use personalization, it is the fastest growing in usage and capabilities.”
Looking Beyond E-Commerce to Personalization
20. Price Chopper’s journey to digitization consisted of three distinct
phases, affecting various elements of the company’s online
shopping experience:
The Journey to Digital
PHASE ONE: Price Chopper launched a personalized email
newsletter, featuring offers tailored to individual shoppers
based on their shopping history. This personalized shopping
experience would then be carried across all digital touch points.
1
PHASE TWO: Other features implemented included the digital
availability of weekly flyers, recipes, store locators, and the ability to
create shopping lists online.
2
PHASE THREE: The final phase in the process was bolstering the
grocery chain’s e-commerce capabilities, such as the online ordering
system for custom prepared foods.
3
Through these channels, shoppers receive useful tools to make their
shopping experience easier and more relevant, allowing them to place online
orders for food items, receive tailored email offers and digital coupons based
on purchasing history, and then redeem those coupons online.
S T R A T E G I C R E S U L T
21. By overhauling its digital properties, Price Chopper was able to
offer a compelling digital experience through its website and
mobile applications, increasing the reach, quality and convenience
of its offering.
Key Takeaways
Through these channels, shoppers receive useful tools to make
their shopping experience easier and more relevant, allowing them
to place online orders for food items, receive tailored email offers
and digital coupons based on purchasing history, and then
redeem those coupons online.
Grocers can learn from Price Chopper’s team effort to take its
digital capabilities to new levels. Beyond challenges like the
centralization of data and adjusting expectations about digital
versus brick-and-mortar, there are many opportunities that
supermarkets can take to build profitability and loyalty by
enhancing their digital offerings.
22. In the digital age, shoppers will use whatever channel best suits their needs for convenience,
choice and value, which means it’s critical that retailers leverage both physical and digital assets
to optimize online and in-store customer experiences. But bridging the gap between the online
and brick-and-mortar worlds is no easy feat. Here are some ideas to help link the two, designed
to put retailers in a stronger position to succeed in today’s digital environment:
• Value across channels: Regardless of channel, key drivers behind consumer purchases
remain the same: price, quality, convenience and product selection. Retailers must
demonstrate their ability to deliver these values in every interaction—whether it takes
place online or in-store.
• Consider channels holistically: Online and in-store are inherently different formats,
with unique uses, expectations, challenges and economics. When developing a strategy,
retailers must consider the entire retail landscape and appreciate the differences between
channels. Online and offline tactics should complement one another to drive increased
engagement and sales across all channels.
Understanding consumers’ wants and needs is crucial when developing an omni-channel
strategy and experience. However, while today’s consumers demand a more personalized
shopping experience, retailers need to prioritize which initiatives they wish to execute and
determine how much of an investment they’re willing to make. This requires a deep
understanding of the decisions that shoppers make along the path to purchase, the types of
information they seek to inform those decisions, and where and how they choose to make their
purchases. Once grocers are armed with this knowledge, they can use it to personalize and align
content to meet shoppers’ unique needs.
23
Linking Bricks to Clicks
T R A N S I T I O N I N G T O D I G I T A L
23. EVALUATE THE LANDSCAPE
Consider your regional retail landscape, taking potential trends,
challenges and opportunities into consideration. Then, identify what
stage of maturation you’re at with your current digital initiatives.
ASSESS YOUR OPTIONS
Consider the complexity of the project and identify potential tools and
solutions that will meet your needs and can help bring your digital
strategy to life.
IMPLEMENT YOUR STRATEGY
Identify your goals, create a roadmap, and take decisive action.
Leverage any existing data you may have.
MEASURE AND ADJUST
Take a data-driven approach to your digital efforts and analyze exactly
what’s working, what isn’t, and adjust your initiatives accoedingly.
Ready to embrace e-commerce or enhance your existing offering?
See where you’re at and what needs to be done by completing the
checklist below:
Checklist
24. While brick-and-mortar stores dominate the grocery shopping experience, e-commerce is a
growing business that is still in its emergent stage in many parts of the world. Success in e-
commerce might not come easy to some retailers, but early movers often gain considerable
competitive advantage and establish themselves as forerunners in the industry.
The findings in this study clearly indicate that:
• Single-person households account for one fifth of all households surveyed in this research
study, representing a new demographic grocers should be engaging with
• Today’s shoppers see value in loyalty programs, with as much as 72% of consumers
currently participating in such programs
• Appetite and adoption for grocery e-commerce is at an all-time high
• There is significant demand for home delivery as consumers demand greater
conveniences from their providers
• Consumers are willing to switch from their primary grocer for the convenience of online
grocery services
Each of these conclusions clearly indicates that consumers are primed and ready to embrace
the world of online grocery retail. Which begs the question: how can retailers capitalize on this
opportunity?
• Demonstrate credibility
Consumers are often reluctant to try online shopping, so it’s crucial that retailers establish
trust, credibility and exceed customers’ expectation during every interaction. To allay
concerns about product quality and service levels, retailers should consider offering
quality assurance programs that provide recourse for items that are damaged or don’t
A New Norm
C O N C L U S I O N 24
25. meet the customers’ expectations. To gain consumers’ trust, the necessary infrastructure
must be in place to facilitate orders being ready for delivery or pick-up within the specified
time period, and if an order cannot be fulfilled as expected, the customer must be notified
immediately.
• Ease of use
Functionality and ease of use should be a top concern in website and mobile app design.
Assistance should be readily available, and the checkout process should be straightforward
and secure. If the website or app is slow to load or difficult to use, retailers risk customers
abandoning their digital carts before purchase.
• Market awareness
From demographics to operating costs and even consumer preferences, there are several
factors that can vary significantly from market to market. There is no “one-size-fits-all”
approach—retailers must know their market and specifically tailor their digital strategies
to suit it.
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