Food retailers could reach $70 million in incremental annual sales via a customer-centric loyalty strategy, according to Next Generation Loyalty: Get It Right in Food Retail Part 2: Loyalty In 3D, a report from the Food Marketing Institute and Precima. To achieve this, retailers must take a three-part approach to customer loyalty, focusing on loyalty as a strategy, as an outcome of daily decisions and as a program.
It’s not unusual for a food retailer to only capture between 50% and 70% share of spend for even some of their most frequent customers. For grocery stores to gain an advantage over digital retailers and other competitors, a focus on e-commerce is essential. While consumers prefer to purchase fresh and core food items overwhelmingly in brick-and-mortar stores, 25% prefer to buy snacks online, while 23% prefer to buy canned goods online. By cohort, about 50% of Millennials and 50% of urbanites are most likely to shop online at least once a month.
While manufacturers can play a role in helping retailers earn the loyalty of their customers, over 70% of manufacturers believe retailers aren’t using customer data enough, andonly 9% believe their retail trading partners share frequent shopper data.
When it comes to loyalty programs, a majority of retailers and consumers, at 60% and 87%, respectively, believe they are easy to use and understand.
But retailers generally believe most other components of their offering are more important. About 86% prioritize good customer service, while about 86% rank everyday low prices and about 83% rank good promotions as more important. However, shoppers report that only the core merchandising and shopper experience components are more important than the loyalty program.
When asked about different potential components of a loyalty program, retailers believe all loyalty program elements are more important than shoppers do. For retailers and consumers, the most important loyalty elements are points that can be earned/redeemed at their store, the option to select rewards they receive and exclusive access to personalized in-store discounts, but consumers put the option to select rewards they receive ahead of exclusive access to personalized in-store discounts.
Millennials’ responses were closer to those of retailers, whereas importance of loyalty program elements to Boomers were much lower on most options. Even so, the gaps between Millennials and retailers was significant across all but the three highest ranked options.
According to the LoyaltyOne’s 2017 Consumer Sentiment Study, 74% of U.S. loyalty program members report that they like receiving personalized rewards or benefits based on their purchase preferences.
Both retailers and shoppers find loyalty programs to be valuable, with 82% of retailers and 91% of consumers reporting that the loyalty program is either somewhat or very valuable, according to the Next Generation Loyalty report.
When asked about how well the loyalty program performs across various metrics, retailers don’t differentiate much. For instance, retailers rated retaining existing customers a 3.48 on a 1-5 scale, while they rated providing value to customers a 3.45.
However, when retailers are asked in qualitative interviews about the use of metrics to track loyalty program performance, they consistently report that program performance was not measured rigorously. This suggests opportunities may exist to make some improvements in program performance measurement, the report stated.
Leveraging efforts to earn loyalty across as many value-creating decisions areas as possible maximizes the value that is delivered. For enhanced loyalty programs, the ROI is 1-1.5X; for personalized marketing, 2-3X; for customer-centric merchandising, 4-6X; and for shopper-driven supplier collaboration, 5-8X.
The report states that customer-centered loyalty strategies could result in substantial incremental sales and profits. Customer-centric pricing could result in a 1% to 3% sales increase and a 2% to 5% increase in gross margin; customer-centric assortment, a 1% to 3% sales increase and 2% to 4% in gross margin; customer-centric pricing promotions, a 3% to 6% sales increase and 5% to 10% in gross margin, and customer-centric marketing, a 1% to 4% sales increase and 40% to 150% in marketing ROI.
For a $2 billion retailer with a gross margin of 25%, this would result in $70 million in annual incremental sales and $30 million in annual incremental gross profit.
For the full story, go to this week’s Food Institute Report.
After a week's vacation, I returned to my desk Oct. 15 and read through the past week's editions of Today in Food to refresh myself on what I had missed. Immediately, I found a common thread in our Washington section: class action lawsuits focused on labeling.read more
Food retailers are likely to be pressured by low online penetration and a highly competitive market through 2023, according to research from Morgan Stanley. While the U.S. grocery industry generated $840 billion in sales in 2017, growing 4% annually, and is the largest retail category at 18.5% of sales, the grocery category has the lowest online penetration in the U.S., at 3%, compared to more than 10% for total retail sales.read more
Chris focuses on fresh, canned and frozen fruit and fresh and dried vegetables for the Food Institute Report. In addition, he assists in compiling data for various Food Institute publications throughout the year. He is a proud Rutgers University alumnus with a degree in English, and has a background in web writing for a variety of industries, including legal, foodservice and small-to-medium sized businesses. In his downtime you can find him watching New York Yankees baseball, hiking, enjoying live music and spending time with his dog Kaiden. He invites you to contact him via email at firstname.lastname@example.org to talk about anything food-related.
There are no comments, yet. Why don't you add one?
10 Mountainview Road
Upper Saddle River, NJ 07458
Food Institute reps are available to answer your questions
BECOME A MEMBER
For close to 90 years, The Food Institute has been the best "single source" for food industry executives, delivering actionable information daily via email updates, weekly through The Food Institute Report and via a comprehensive web research library. Our information gathering method is not just a "keyword search."