WindowOn... Connected shoppers (2015 Issue 23)

Connected Shoppers

This report is based on: Discussions with experts from: Henley Centre for Customer Marketing; Mobile5; POPAI; CocaCola Enterprises 2 focus groups – 8 shoppers per group, all early technology adopters who use their smartphone as part of the purchase process, men and women aged 20-45 years.

1000 interviews among 16+ year olds who own a smartphone.

Research was conducted in May 2015

ISSUE ISSUE twentythree twentythree July2015

July2015

PUBLISHED BY: Shoppercentric EDITOR: Lisa Hutchinson DESIGN: Mike Higgs

e: mikehiggs@mac.com We welcome ideas for future articles and reports. Guidelines on our preferred format and style are available from Lisa Hutchinson: e: Lisa.Hutchinson@shoppercentric.com

Š Shoppercentric 2015 All copyright is vested in Shoppercentric unless expressly stated otherwise. No permission is granted for reproduction, use or adaptation of the material, save as to provide for under Statute, and any such use must be accompanied by the appropriate accreditation.

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We show you how to turn shoppers into buyers.

Welcome...

Trends Research...

Danielle Pinnington,

Founder & Owner, Shoppercentric

What connected looks like

2

Let’s get Personal

4

It’s all about an easy life

6

It’s not all about the App

10

Touchpoints shoppers use when shopping

Shoppers are still looking for service

Welcome to our 23rd edition of WindowOn...

When we last focused on the impact of smartphones it was in 2013 when everyone was talking about m-commerce. Things have moved on considerably since then, and not just in relation to the terminology as we move from m-commerce to Connected Shoppers! We are all recognising that smartphones can’t be looked at in a vacuum because they create the opportunity to pull so many retail touchpoints together: websites, apps, social media and yes, even bricks and mortar.

The big question for us when setting up this report is whether being connected eases the purchase process, or is just another point of frustration for shoppers: how are they connected, what does it mean to be connected, and what more could those working in or with the retail sector do to make being connected worthwhile?

Connecting shoppers should be about finding solutions to help them

The start point for digital development should be the shopper-not the tool.

THOUGHT PIECE

1&2

Thought Piece One 12 Decisions, decisions, decisions...

The purchase decision hierarchy challenge

14 Thought Piece Two How to survive the supermarket slash Range reviews mean brands need to understand the shopper

PS...

Regular Features...

We hope you like the new look to this issue of WindowOn. At shoppercentric we know the importance of keeping things fresh and thought we’d better practice what we preach!

Shopper Talk...

The BIG Picture...

The Pulse An experts own view About Shoppercentric

www.shoppercentric.com

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7 8 13 16 17

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FEATURE

What connected looks like Almost 3 in every 4 UK shoppers aged 16+ has a smartphone, and 1 in 3 of them have used their smartphone to shop in the last month. But usage of smartphones when shopping has only increased 9% since 2013 despite the focus on mobile enabled websites and apps since then. So what has been holding back what we may have expected to be a great tidal-wave of techenabled activity over recent years?

By Danielle Pinnington

The simple fact is that smartphones don’t operate in isolation – and they can’t do the job on their own. There are numerous other touchpoints that shoppers use when shopping (see FIG 1),

95%

so connecting with shoppers isn’t just about the power of the technology in their pocket, it is also about connecting the shopper experience across all the opportunities to sell to them.

Fig 01: Touchpoints used when shopping

90%

Total (1000)

62%

57%

54% +8%

since 2013

43% +9%

since 2013

33% +12%

18%

digital screen in-sTore

staff online (chatline twitter/fb)

since 2013 Shops

2

computer laptop

catalogues

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staff in-store

smartphone

tablet

9% smart tv

5%

5%

other mobile

wearable device

Fig 02: Average number of tools used regularly at each phase of the purchase journey Total sample

3.4

INSPIRATION

3.3

research

4.0 2.8

find

On average the smartphone owners we interviewed use FIVE different touchpoints to shop – so they have quite a repertoire they use for any given occasion. Although let’s be clear, when we say shopping we don’t necessarily mean buying, so getting shoppers connected is not just about getting them across the line to a sale, it is about helping them along the whole purchase process all the way from initial inspiration to transaction. And based on their multiple touchpoint usage it is about leveraging all of these different means to support them along the journey, providing a smooth, joined up path to purchase, not just the latest greatest piece of gadgetry operating out of context.

There are all sorts of path to purchase models out there, for example our own model breaks down into 5 key stages: Inspiration; Research; Find; Consider; and Buy (including After Sales). Whilst these are listed in sequence we know that connected shoppers can research, find and consider all at the same time, or flip between stages in all sorts of orders.

2.5

consider

buy

2.3

after sales

Depending on what stage the shopper is in, they will be looking for different kinds of information or input, and potentially using different touchpoints as a result.

When we speak to connected shoppers, they clearly expect to be able to pick and mix touchpoints to suit them on a given day or particular purchase, rather than believing that any one touchpoint will do the whole job. As FIG 2 shows, multiple touchpoints are used at each point in the purchase journey, not just across the whole process.

And if you think this is just a young person’s game think again. Whilst 16-24 year olds are the age group using the most tools at each phase of the journey, the 65+ year olds are not always the age group using the least!

So, when you think ‘connected shoppers’ think holistically: leverage the many opportunities there are to make stronger connections across a whole range of touchpoints, working together to project compelling reasons to buy and the efficient means for shoppers to do just that!

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FEATURE

By Iona Carter

Let’s get personal One of the biggest advantages that digital offers is the opportunity to get personal. For businesses this means understanding customers to such a degree that communication and offers can be much more targeted, which should increase both efficiency and effectiveness. But shoppers don’t talk efficiency and effectiveness, they talk about service – tailored to my needs, and done my way.

Now we know none of this is new, but it seems shoppers aren’t yet feeling the love that getting personal should deliver.

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In some respects smartphones have allowed shoppers to achieve the ultimate in self service, able to manage and personalise their process to a certain degree. Yet there are times when retailers or brands could and should step in and deliver personal touches to help them get it right the first time... not second or third time around.

As two shoppers described it:

I want someone (a member of staff) who realises that I should buy a wool suit because it will be more hard wearing. I wouldn’t know that unless they asked me how often I wear one!

3’s website is great – the only one that asks you about your phone usage before suggesting a tariff. I mean I know how often I use data on my phone, but I don’t know how that relates to the data bundle on a tariff – they should help me work out which tariff suits me, not leave it to me to take a guess.

So there are two opportunities for you to tailor your connections with shoppers:

1

When they need you to tell them what they don’t know

2

When they want to shop in a way that suits them

This should be where the real strengths of ‘connected shopping’ come into play, the ability to set up systems which allow the shopper to easily switch between self-service and proactive assistance. Smartphones have allowed shoppers to look after themselves to a much greater extent, but as the comments above show there will be times when helpful input could make the difference for a shopper.

Truly connected systems should be developed to reflect the stresses and strains of that particular shopping process – creating what feels like a personal solution the shopper can tap into across touchpoints. As a result the connected process will ease the stress points and reduce effort no matter whether the shopper is online or in-store.

Don’t forget that both environments, real or virtual, contribute to an overall sense of effort. A positive service experience delivers the least effort and the best ‘marks out of 10’ for the retailer. And if you make it easier than the competition you can be sure your buyers will come back.

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FEATURE

By Kristen Campbell Davis

It’s all about an easy life Despite all the ways in which we can shop these days, the fact is that many shoppers still find it a chore.

Ok, so grocery shopping really is a chore, no matter how much we may try and liven it up using a range of stores and avoiding the typical main shop slog around all the aisles. But even clothes shopping or buying a new gadget can be less than fun, and unsatisfactory service experiences are met with very little tolerance:

I’m such a snob about queuing now – I’d rather walk out without the shoes than wait ages to be served

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With such busy lives shoppers want shopping made easy so that they can get on with the important things – like getting to the party in their new shoes!

But are shoppers actually finding shopping easier with the plethora of touchpoints available? And whilst businesses working in bricks and mortar often focus on ease of shop, it’s not necessarily something talked about by those businesses looking at the digital opportunity. They tend to focus on business efficiencies or shopper engagement – neither of which necessarily mean an easier experience for the shopper.

Every shopping trip has stresses and strains: queues to try on clothes, or to pay; out of stocks; lack of help; information that is too generic; waiting lists; cluttered webpages or stores... we could go on! So even in this technologically advanced world of ours the simple things can feel difficult to achieve. And the strong feelings that shoppers expressed to us when things don’t go well should be a watch-out for businesses trying to sell through any medium - “angry”, “frustrated”, “anxious”, “let down” – these are the words of down-hearted shoppers not happy buyers.

1 in 3 shoppers want shopping made easier, so how can we use the idea of the connected shopper to deliver on this?

Perhaps it’s as simple as identifying the points of friction in the purchase journey and looking at how the touchpoint toolkit can be used to fix the problem.

We are already seeing businesses working in this way – look at how Apple abandoned till points for roving checkout assistants with their ipads; what about TopShop’s continual reminders to shoppers that they can order online in-store if they can’t find what they want, and stock availability which shows the specific stores that have products before you even leave home? These are all examples of how individual digital touchpoints can stop operating in silos and start to become practical and seamless components in helping the shopper become more efficient.

Call it multichannel, omnichannel or connected, the fact is that “seamless” is the real name of the game, and yet shoppers still see the rough edges that indicate that we’re not quite there yet.

Shopper Talk...

Real words from the high street.

Brought to you from the keen ears of the Shoppercentric team...

If I buy online and can’t return the item to their store I get really wound up – and don’t tell me it takes 30 minutes for your store system to register the return on my online account, it didn’t take that long to take my money in the first place!

End of season sales?! That’s where clothes go to die I prefer shopping online to in-store because other people can be so annoying! (two shoppers in a queue) What’s the point in calling it an Express if you have to wait so long?

I use my phone a lot but I wouldn’t scan in supermarket – I haven’t got the time, and I don’t know what information I’m going to see.

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thebigpicture schuh In March 2015 schuh launched their new interior retail concept, twentyFIFTEEN, at the Bluewater store.

“

schuh were early adopters of the multi-channel approach to retailing and this new concept showcases all of these assets. Digital kiosks are located throughout the store for product lookup and sales transactions further enhancing the brand experience.

The new design brings all of the technology projects that we have been working on for the last couple of years together under one roof, this really does allow us to deliver a streamlined customer journey and to lever all the benefits we get from being an omnichannel retailer.

Phil Whittle, Head of Store Operations, schuh

www.schuh.co.uk

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FEATURE

By Claire Pearson

It’s not all about the App Just because you can, doesn’t mean you should. We first said this when looking at in-store TV in 2004 – and we’re saying it again about apps! Facebook and Twitter may now have buy buttons, but even the most engaged smartphone users struggle to see when they would use them:

Won’t that just take me to a website, in which case I’d rather get myself to the website The key point for shoppers is that an app should do something different or more focused than a website – delivering a clear benefit to them. Isn’t this what apps around QR codes and AR are meant to do?

Yet the fact that apps are used regularly as part of the purchase process by only 1 in 10 smartphone users suggests that they are failing to provide a clear call to action.

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Shoppers tell us that apps can play different roles in a shopping context: Instagram and Pinterest are great at providing ideas; YouTube is a good reference point when researching what to buy; Twitter can be good in at getting advice on features and where to buy; and Facebook’s scale means it can be referenced across the purchase process even if shoppers turn their noses up at the buy button.

Fig 01

via website

via mobile enabled website

But perhaps the plethora of these differing roles is the problem. The fact that apps can be turned to almost anything, information, interaction, engagement…etc, means they don’t have a clearly defined roles in the shopper’s armoury. And maybe that is why more than twice as many shoppers head for a website on their smartphone when in-store, rather than an app (see fig 1).

To bring some clarity perhaps it’s time app design started with the genuine shopper needs that can be usefully met, rather than the clever technology available. What is it in the purchase process that the app can support: what is the problem shoppers need help with; what benefit

after sales

buy

consider

find

research

INSPIRATION

after sales

buy

consider

find

research

INSPIRATION

after sales

buy

consider

find

research

% Total using smartphones in purchase journey (320)

INSPIRATION

90 80 70 60 50 40 30 20 10 0

Phases of purchase journey regularly completed with different smartphone tools

via app

will they get from engaging with your app.

Because don’t forget, for the shopper it is all about making life easy. They aren’t always after the wow factor of a jaw-dropping experience – otherwise every store would try and look like Apple, NikeTown or Burberry Regent St. Sometimes helpful and practical runs rings around retail razzmatazz.

For a shopper to click on an app in-store they need to know that what they find is going to help them make up their mind, or deliver real rewards – perhaps reflecting loyalty with a truly targeted offer. To get that click you need to deliver a differentiated benefit, not just another easily forgotten icon on a screen.

Breathing space

Caring is sharing?

Did you know that some shoppers are deliberately avoiding stores to give themselves breathing space to browse peacefully, and take time over their decisions?

In a world of selfies and Keeping up with the Kardashians is it any surprise that shoppers are enjoying sharing their planned or actual purchases with their peers? 41% of shoppers who use their smartphones regularly in-store say they do it to share ideas, and 15% to share photos of their purchases. That is more than the 29% who say they use their smartphone in-store to compare prices.

For these shoppers this behaviour is about deliberately lowering stress levels. Technology can be confusing and pricey, clothes can be hard to decide on and ill fitting, groceries can feel mundane and hollow to replenish on a regular basis.

So while building shopping engagement online and in store is a major priority for brands, retailers and manufacturers alike, reducing stress levels is becoming increasingly differentiating in a market where products ALL compete for engagement.

And if you are a shop designer you might want to take note of the fact that these sharing shoppers are finding some changing rooms too small to enable the best photos – is there a game-changer here somewhere!!

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THOUGHT PIECE ONE Written by Sharon Hodgson

decisions, decisions, decisions...

Amongst the many shopper issues that we regularly tackle, purchase decision hierarchies challenge us and our clients more than most. This familiar 3-word phrase finds its way into numerous research briefs but what does it actually mean – and why is it so important?

The truth is, it doesn’t mean the same thing to everyone. So agreeing on a clear definition is a crucial first step to designing the right approach to meet our client’s needs and their intended applications.

Do we want to unpick the navigation process that shoppers use to find the solution they need? To guide signage and layout issues, thus facilitating an efficient product selection?

Or do we want to understand what is most important in driving the shopper’s selection, identifying the key features and benefits that need to grab the headlines in communication both pre-store and on shelf?

Or is it about the editing and elimination process that may happen in the blink of an eye to create consideration sets within an otherwise overwhelming product range in store?

Just as the nature of decision hierarchies vary, so do our techniques. From the simple and stated, relying on shopper’s conscious recognition of their priorities, to less direct approaches that use substitution and trade-off to reveal potentially more subtle “truths”, dealing in behaviour not words as our currency.

In fact we have developed our own very effective approach to revealing purchase decision priorities through trade-off behaviour in store using real shoppers in real situations.

Targeting designated fixtures we ask shoppers to undertake a forced substitution exercise as part of a more traditional intercept interview, challenging them to replace their real selection

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with a series of alternatives on shelf – until no more are acceptable. The exercise itself is quick and simple – easily accommodated within a standard intercept questionnaire – but the results offer us multiple layers of understanding beyond those most ably articulated by shoppers: Which are the product attributes that shoppers are most keen to retain in their choices, hence the top of their list of non-negotiables Which characteristics are most readily traded, hence secondary factors in decision-making How many substitutions are acceptable, if any. Is SKU-level loyalty a key dynamic in the category?

How well do substitution patterns match the client’s understanding of how the category should segment? Is it time to rethink adjacencies to provide a more solutions-orientated fixture better reflecting shopper decisions?

We’ll be honest: it’s not a panacea, providing all the answers a category manager may ever need to construct the perfect planogram.

To be frank we’re not sure that this holy grail exists in a retail landscape that trades on the compromises necessitated by commercial considerations. But it does provide a very useful means of reframing category decisionmaking on the basis of shopper reality in store.

Instinctive and cost-effective, we think it’s a pretty nifty component of our tool kit!

BREAKING NEWS

O

REVIEWS

O

GOSSIP

O

COMMENT

O

OPINION

The STP App: Holland and Barrett

St. Pancras is the first UK train station to launch its own app. It is designed to give the shopper real time retail offers and it also uses data from the user to create relevant offers to them. Users can navigate using the guide and map, get up to date travel information and details on places to eat, plus their current offers. The app will also share the story of the station for any history fans out there!

Swipii – ‘Redefining Loyalty’

This award winning digital loyalty scheme for local businesses was launched in 2014 by two students who graduated from University of Strathclyde in International Marketing. They started in Glasgow with the idea for small businesses to strengthen their customer base and increase their revenues and profits.

They now work with 269 businesses mainly in Scotland but have 48 in London and create loyalty programmes tailored to each business’s needs.

Welcome to the world of healthy living: The new Holland & Barrett “More” store in Chester offers an impressive array of healthorientated solutions, from a wonderfully tempting dried fruit & nuts pick and mix to a natural nail bar!

The store features clever zoning to define the different areas of the offer: food, supplements, toiletries etc, each with their own distinct feel, and the non-linear layout makes this space feels like an Aladdin’s cave of discoveries, with some great little surprises like the “Good life garden” showcasing the plants that are the origin of popular herbal remedies. Staff are highly visible and eager to help in an atmosphere that feels charged with enthusiasm, making this store feel like a genuine call to action. Bricks and mortar at its best I’d say!

We have recently been talking shopper on: BBC Northampton BBC Coventry and Warwickshire BBC 3 Counties Radio BBC 5Live Follow us @shoppercentric

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THOUGHT PIECE TWO Written by Sarah Birkmyre, Big River Solutions

How to survive the A new reality confronts the oil tankers that are today’s supermarket chains – they cannot afford to stock vast ranges of products. As Tesco’s delisting programme starts in earnest, is this the moment to see if your brand is sufficiently resilient to withstand the intense scrutiny that will come the way of every product?

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supermarket slash Around 30,000 products will be culled from Tesco’s listings as Dave Lewis acts to streamline the business and compete more effectively with discounters such as Aldi and Lidl. The latest big brand to join New Covent Garden, Schweppes and Rachel’s Organic is Kingsmill – a product range that many would have thought sufficiently popular to persist. And the parade of the rejected is guaranteed to grow.

It is likely that the other big supermarket chains will carry out their own range reviews and the selection of brands available will inevitably decline dramatically. Retailers will look for more creative ways to use the space that will become available in bigger stores – examples coming to light include Sainsbury’s inviting Argos to open concessions in their branches.

The shopper - who typically chooses from around 100 products - has become bewildered by the extraordinary selection of everyday products available. Taking pasta as an example, where there were two or three options available twenty years ago, a visit to the pasta aisle of any major supermarket reveals a tsunami of options. It makes a lot of sense that supermarkets will alter, optimise or reject products in a quest that will not only maximise their bottom lines but will also make the shopper’s life easier. They may use range as a way to differentiate themselves from the pack.

“Brands that want to survive the supermarket cull need to invest in data that validates their worth to the category. It is essential to provide insights into your shoppers’ behaviour and develop a robust marketing plan that will deliver real benefit for shoppers and the supermarket. Understanding the shopper and consumer enables you to demonstrate the positive effect of keeping your product on shelf and the role that your brand plays with those consumers and shoppers.

“Suppliers also need to demonstrate solid new product development plans that will innovate and so ‘grow the pie’ that is their category. The plans need be meticulously researched and shown to identify shoppers’ needs based on trends and insight.

“We would suggest that suppliers carry out an immediate critical assessment of their range, before the supermarkets call the shots. Now is a very good moment to invest in developing a strategy that will result in benefits for a retail chain – more shoppers, more visits, more money spent in the category.”

Big River Solutions creates and delivers pragmatic solutions in shopper marketing and category development for forward-thinking FMCG brands.

So, what can you do to ensure that your brand is one that the supermarkets will continue to stock?

“It’s an over-simplification to think that retailers will only focus on the products they sell the most of and which make them the most money,” comments Christine Edwards, director at Big River Solutions. “It is also dangerous to consider that, as category leader, your brand is one that will automatically endure. Suppliers will need to robustly justify their place on the supermarket shelf.

For further information, please contact: Christine Edwards Director Big River Solutions E: ce@bigriversolutions.com M: 07793 019175 www.bigriversolutions.com

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An Experts Own View Name: Vincent Morris Job Title: Founder and MD, Morris Consultancy

well do you think online retailers meet Q How the connected shopper’s needs?

will digital technology support Q How shoppers in the next year or so?

The gap exists. Online retailers still has some way to go in bridging the imparity between online and bricks & mortar outlets. This is especially the case when a shopper is faced with unfamiliar goods and brands online. In a walk-in outlet, a consumer can pick up a product, say a toy, turn it around to view from all perspectives, open & peer inside and press buttons to elicit a response. This sort of enriching experience is sorely inadequate in current e-commerce offerings.

The irony is that, there are software solutions out there that are actually capable of meeting such user experiences, and moreover they can exceed what is allowed in a brick & mortar outlet – imagine being able to digitally open a can of grocery and peer inside!

I see a trend towards omni-channel offerings with retailers big and small, scrambling to launch mobile compatible websites, shopping apps and augmented reality apps to be used in-store!

Q

What are the key lessons that the online environment can learn from bricks and mortar stores?

Consumers love to play and interact with goods before they decide to buy. Playing, Trying-on, Mix-and-match are all integral parts of the buying experience. How many times have we seen shoppers in an apparel store, standing in front of a mirror, mixing and matching clothes? Or a shopper in a white goods store, opening and closing the microwave door? The closer you make your online store to a bricks & mortar experience, the more confidence your customers will have in your goods. have you learnt or are developing Q What that makes life easier (not necessarily just shopping)?

During the past 2 years, my firm has developed a digital shopping experience that is rooted in the “Interactive eCommerce” paradigm – virtually allowing shoppers to interact with goods online, as though they were holding it in their hands! Cutting across channels and retail sectors, we aim to bridge the online retail gap, by putting Customer Experience at pinnacle of digital change. There has been considerable interest from Retail SMEs to embrace this growing technology, and we have gladly observed more of their website visitors converting into buyers.

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The next step could be Interactive eCommerce and Virtual Reality environments to give consumers an immersive digital shopping experience. Some have already jumped into the bandwagon by displaying spinning 360° views, allowing shoppers to change the color of goods, mix and match clothing etc. are the likely big wins for digital Q What and for shoppers?

With a dismally low visitor to buyer ratio of 1-2% at online stores when compared to nearly 60% at bricks and mortar stores, there’s a lot of scope for improving online performance. Seems like a large untapped well! If online retailers are able to offer customers the experience they desire, it could be a big win in terms of visitor conversion and ramped up sales. In fact it will be a win-win for customers and retailers alike. your view, what will be the key issues for Q Inonline retailers and shoppers in the future?

Traffic remains a key issue for online retailers; how to generate sufficient amounts of it. This is complicated by the low conversion ratios, even after their sites obtain desired number of hits. With the fast growing number of new entrants, the situation is not getting any easier. In order to escape this double debacle, many SME retailers have taken to selling on aggregator sellers such as Amazon and ASOS to piggy back on their high page rankings. However even these are getting saturated with the sheer number of new sellers.

www.morrisconsultancy.com

We show you how to turn shoppers into buyers

Shopper Insight...

We work with the widest range of methodologies available; qualitative and quantitative, traditional and technological, pre-store and in-store. It’s our experience that allows us to pick the most appropriate methodologies to answer each brief.

We work as interactively as possible with our clients, so regularly workshop our results with a wide client team to turn our insights into action streams. Whether the brief is about shopper behaviour or promotions strategies, fixture layout or range evaluations – our ambition is always to help our clients deliver bottom line growth.

Client Training...

We design tailor made, interactive training sessions to deepen understanding of shopper insight.

We use a variety of theory and practical exercises to really engage clients in how shoppers think right through the shopper journey.

We explore a full breadth of key research techniques, where and how they are best used and how to best apply real shopper insight within the business.

Trends Research...

We are proud to lead the way in Shopper Insight in the UK. We are continually conducting our own trends research on current industry related issues and are very happy to be able to share our findings and opinions at www.shoppercentric.com.

We are also invited to speak at a number of leading industry conferences each year. If you have recently seen us at an event, you can download our speaker charts from the website too.

Please visit shoppercentric.com for the full story

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Insight Manager, Manufacturer

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Senior Marketing Manager, Retailer

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Shopper Marketing Manager, Manufacturer

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Manufacturer

The presentation was great and the team were really buzzing afterwards.

We got some valuable insights that will help us improve the offering.

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