tag:www.econsultancy.com,2008:/topics/high-street Latest High street content from Econsultancy 2017-06-15T11:43:00+01:00 tag:www.econsultancy.com,2008:BlogPost/69131 2017-06-15T11:43:00+01:00 2017-06-15T11:43:00+01:00 How shopping malls are enticing consumers offline Nikki Gilliland <p>More specifically, how retailers are struggling to strike the right balance between online and offline channels.</p> <p>One member prompted the question: Are high street loyalty programs pointless compared to offerings like Amazon Prime – whereby unlimited free content keeps consumers hooked? How can high street or bricks-and-mortar stores possibly compete?</p> <p>On the flip side, when we’re constantly being told that consumers want experiential shopping experiences in physical environments, are we focusing too much online? It amounts to a lot of confusion, especially for multi-channel retailers. </p> <p>So what about targeting consumers in shopping malls? After all, these environments act as a sort of middle-man, with the potential to help bridge the gap between brands and consumers, as well as the online and offline worlds. With this in mind, here’s a bit more on how they're targeting today’s (increasingly digitally-focused) consumers.</p> <h3>Creating destination shopping</h3> <p>From children’s soft play areas to pop-up catwalks – shopping malls have always included more than just the retail stores themselves. </p> <p>However, these services (not including mid-tier entertainment such as cinemas and bowling alleys) are generally geared around basic convenience or blatant PR as opposed to anything truly customer-centric. This appears to be changing, with shopping centres now focusing on how they can use the spaces between shops to create a truly immersive experience for customers, from beginning to end. </p> <p>One way the likes of Westfield and Bluewater are achieving this is by strategically placing champagne bars in the middle of malls.</p> <p>It’s not rocket science of course – giving people a reason to linger (and make them more relaxed) is bound to drive extra footfall to stores. But it’s not just a case of any old alcohol either. Interestingly, locations such as the Intu Victoria Centre in Nottingham UK have deliberately chosen prosecco bars instead of champagne, with the former drawing in a wider demographic and better aligning with high street retail brands. In contrast, you’ll find Searcy’s champagne in Westfield London, located opposite high-end brands like Jimmy Choo and Versace.</p> <p>This shows that it’s not as simple as creating an immersive experience for the masses, but one that aligns with the specific commercial environment and target customer.</p> <p>Meanwhile, shopping malls are striving to make leisure and entertainment the primary reason for people to visit - not just an added bonus. This is particularly the case in the US, where shopping malls are massively suffering due to the rise in the ecommerce market, with one in three <a href="http://www.cnbc.com/2016/05/12/1-in-3-american-malls-are-doomed-retail-consultant-jan-kniffen.html" target="_blank">reportedly set to close</a> within the next decade.</p> <p>With the aim of reclaiming the shopping mall as the heart of the community, many are combining fine dining, brand pop-ups, showrooms and even sporting activities to entice consumers. The Mall of America in Minnesota is a rather extreme example, but its aquarium and dinosaur walk museum demonstrates the true potential of destination shopping.</p> <p><img src="https://assets.econsultancy.com/images/0008/6446/mall_of_america.JPG" alt="" width="780" height="499"></p> <h3>Utilising space and design</h3> <p>While there is a huge danger of over-generalising when it comes to gender, there’s no denying that men and women typically shop in different ways – meaning that they also want different things from physical retail environments.</p> <p>According to BI Intelligence, 40% of men aged 18 to 34 would ‘ideally buy everything online’, while just 33% of women feel the same. </p> <p>So, what actually drives men into malls?</p> <p>Research suggests that most males are likely to use physical stores to seek out unique products that they can’t find online or, in the case of those at our Digital Advisory Board meeting, if they are accompanying friends or family members. Interestingly, one person cited the difference between a shopping mall that includes relaxation areas (including comfy sofas and water stations) in multiple areas - and one that didn’t. Naturally, they said, you’ll find a greater percentage of males using these areas, often waiting for others while they shop.</p> <p>This is not a revelation, however it does demonstrate how shopping malls can effectively utilise space and design – even if it just means a comfier seat - to enhance the customer experience and increase the chances of return. </p> <p>Many new malls are also being designed with the wider environment in mind, regardless of how urban it might be. Take Cabot Circus in Bristol UK, for instance, which was built with a huge shell-shaped glass roof to create the illusion of being in the open-air. Similarly, the Fornebu S mall in Oslo was voted the most sustainable shopping mall in the world for its green roof and bicycle park, which encourages consumers to cycle to and from.</p> <p><img src="https://assets.econsultancy.com/images/0008/6447/cabot_circus.JPG" alt="" width="760" height="474"></p> <h3>Using technology to merge online and offline</h3> <p>Finally, it would be foolish to ignore the growing popularity of online shopping, specifically how consumers are using a combination of the two channels. Whether it’s showrooming (which means visiting stores to buy online later) or webrooming (the other way around) – retailers need to find a way to facilitate and enhance both experiences, instead of convincing customers that one is surperior.</p> <p>One way is to increase the amount of technology in-stores, for example using a tablet to quickly search if a product is in stock. Or even just a slick buy-and-collect service to give consumers greater flexibility and freedom.</p> <p>A few years ago, Kate Spade launched one of the first examples of integrated technology, installing touchscreen storefronts that allowed customers to purchase items based on real-life ‘window shopping’. Now with the introduction of VR and AR, high-tech stores and pop-ups like this are becoming even more innovative, meaning that customers are turning to physical retail for the sole purpose of discovering what brands are doing with it.</p> <p><img src="https://assets.econsultancy.com/images/0008/6448/Kate_Spade.JPG" alt="" width="614" height="464"></p> <p>Essentially, whether it is a touchscreen or a prosecco bar, it’s all about giving consumers a greater value proposition. Not just in comparison to ecommerce - but to the standard shopping malls of the past.</p> <p><em><strong>Related reading:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/69098-could-ai-revolutionize-high-street-retail-as-well-as-ecommerce/" target="_blank">Could AI revolutionize high street retail as well as ecommerce?</a></em></li> <li><em><a href="https://econsultancy.com/blog/68023-think-retail-how-brands-are-targeting-the-phygital-generation/" target="_blank">Think retail: How brands are targeting the ‘phygital’ generation</a></em></li> <li><em><a href="https://econsultancy.com/blog/68893-four-digital-priorities-for-retailers-in-2017/" target="_blank">Four digital priorities for retailers in 2017</a></em></li> </ul> tag:www.econsultancy.com,2008:BlogPost/69139 2017-06-13T15:38:00+01:00 2017-06-13T15:38:00+01:00 Will healthy fast-food restaurant Leon succeed in the US? Nikki Gilliland <p>But, with the healthy-food industry now pretty diluted, will the brand find similar success in the US? Here’s a breakdown of what I think could help to set Leon apart.</p> <h3>Disruptive model</h3> <p>Whether it’s Vital Ingredient or Nandos (without the chips), there are certainly places to find healthy food on the British high street. However, Leon aims to offer a triple threat – fast food that’s not bad for you, a menu that offers variety and comfort, and an arguably affordable price tag.</p> <p>It is a combination that other chains don’t offer. Or if they do, they pre-prepare and refrigerate it.  </p> <p>Leon’s dedication to freshly cooked food - for breakfast, lunch and dinner - means that it’s a reliable option for on-the-go foodies, designed to be a place that you actually want to eat rather than a last resort. </p> <p>Again, this might be a reflection of the lack of alternatives here in the UK – something that could already be covered by the proliferation of delis and health food stores in the US. However, a reaction against even more of an onslaught of unhealthy fast food joints could also go in its favour.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">An avocado a day, keeps the doctor away, according to science. 'Av it. <a href="https://twitter.com/foodandwine">@foodandwine</a> <a href="https://t.co/VlTYWreBsS">https://t.co/VlTYWreBsS</a> <a href="https://t.co/CnsDPoBkY5">pic.twitter.com/CnsDPoBkY5</a></p> — LEON (@leonrestaurants) <a href="https://twitter.com/leonrestaurants/status/857156926496534528">April 26, 2017</a> </blockquote> <h3>Design strategy</h3> <p>One of the main features that sets Leon apart is its focus on design, both in terms of the packaging and branding, and the restaurants themselves.</p> <p>Unlike brands such as Innocent, which rely on cutesy and <a href="https://econsultancy.com/blog/67874-the-rise-of-the-artisanal-tone-of-voice-among-brand-marketers/" target="_blank">overly friendly copywriting</a> to convey a message, Leon delivers it through more of a visual approach – using simple touches to denote the freshness and flavour of its food. </p> <p>Restaurant menus largely use images instead of words, and meals are packaged in plain brown boxes and bags sealed with Leon’s signature sticker.</p> <p><img src="https://assets.econsultancy.com/images/0008/6478/Leon_Insta.JPG" alt="" width="740" height="473"></p> <p>There’s no shouting about health or nutrition either – you’ll notice the words focus on evoking the taste of the food rather than any health benefits or its nutritional value. That’s not to say it’s not there though. The website menu is particularly impressive, including nutritional info for each item, with ticks to signify healthy choices a cheeky little devil’s fork icon used to highlight ‘treats’. </p> <p>There’s also a nifty filter system to choose between options like ‘I don’t eat dairy’ and even mood, e.g. ‘It’s rainy’.</p> <p><img src="https://assets.econsultancy.com/images/0008/6479/Leon_Menu.JPG" alt="" width="740" height="396"></p> <p>Meanwhile, Leon’s dedication to design spills over into its restaurants, where there is no mistaking its signature interior style. It’s deliberately mismatched, using bright colours, books and even vintage photographs of the founder’s family to convey the brand’s history.</p> <p><img src="https://assets.econsultancy.com/images/0008/6492/Leon_interior.JPG" alt="" width="600" height="356"></p> <p>Of course, like any large or growing restaurant chain, it’s hard to maintain a sense of true authenticity – but Leon’s clear design strategy certainly helps maintain its original values.</p> <h3>Culture and sustainability</h3> <p>Another reason I personally like Leon is that it is hot on current issues relating to health, the environment, and sustainability. </p> <p>In 2013, Leon’s co-founders, Henry Dimbleby and John Vincent, were asked by the then UK Secretary of State for Education to conduct a review of school food, which eventually led to the implementation of Universal Infant Free School Meals (UIFSM). Unsurprisingly, the company has recently pledged support to keep the initiative after the government announced plans to change it.</p> <p><img src="https://assets.econsultancy.com/images/0008/6480/School_Food_Plan.JPG" alt="" width="740" height="468"></p> <p>Leon has also shown commitment to other issues, such as flexible working hours for staff, fairtrade, and the sugar tax. What’s more, it’s also clear that Leon’s values extend to its internal culture. </p> <p>While the service industry is notoriously hard work and low paid, Leon fosters an open and collaborative working environment. Just one final example - when it opened a new restaurant in the heart of London’s West End, it employed 40 up-and-coming singers to create an all-singing, all-dancing Leon. </p> <p>I doubt you’d get that in a Chipotle, would you?</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Tonight, our <a href="https://twitter.com/hashtag/LEONWestEnd?src=hash">#LEONWestEnd</a> team are celebrating <a href="https://twitter.com/hashtag/UKCoffeeWeek?src=hash">#UKCoffeeWeek</a> with coffee songs, from It's Too Latte to Starlight Espresso. Come and join in. <a href="https://t.co/ZXsJmH5AUG">pic.twitter.com/ZXsJmH5AUG</a></p> — LEON (@leonrestaurants) <a href="https://twitter.com/leonrestaurants/status/852124896016687104">April 12, 2017</a> </blockquote> <p><strong><em>Related reading:</em></strong></p> <ul> <li><em><a href="https://econsultancy.com/blog/68697-four-food-brands-with-delicious-copywriting/" target="_blank">Four food brands with delicious copywriting</a></em></li> <li><em><a href="https://econsultancy.com/blog/67960-eight-ways-veggie-pret-innovated-pop-up-retail-strategy/" target="_blank">Eight ways Veggie Pret innovated pop-up retail strategy</a></em></li> <li><em><a href="https://econsultancy.com/blog/68197-which-restaurants-deliver-the-best-mobile-web-ux/" target="_blank">Which restaurants deliver the best mobile web UX?</a></em></li> <li><em><a href="https://econsultancy.com/blog/66946-starbucks-costa-caffe-nero-how-do-they-build-customer-loyalty/" target="_blank">Starbucks, Costa &amp; Caffè Nero: how do they build customer loyalty?</a></em></li> </ul> tag:www.econsultancy.com,2008:BlogPost/69135 2017-06-02T09:32:24+01:00 2017-06-02T09:32:24+01:00 Dropit review: Is there a demand for a ‘shop and drop’ delivery service? Nikki Gilliland <p>It sounds kind of cool – but is there <em>really</em> a demand for this kind of service? I was intrigued, so decided to download the app and give it a whirl. Here’s my two penneth.</p> <h3>How does Dropit work?</h3> <p>Dropit works via an app which customers can download or access via the POS device in a store. Buying a day pass for £10 allows you to ‘drop’ as many bags as you like in one day, which will then be collected and sent to you in a single delivery at a chosen time.</p> <p>For my trial, I chose to use Dropit in Lululemon’s Regent Street store – one of over 30 that now offer the service in London’s Regent and Oxford Street area. </p> <p>It was all very simple to do. When I went to buy an item in-store, I told the employee I wanted to use Dropit, which meant I just had to enter my details into the POS device, select a delivery time, and wait for them to scan the receipt and a QR code. It didn’t take long, though it obviously meant a bit of extra waiting time than merely buying and walking out of the store.</p> <p><img src="https://assets.econsultancy.com/images/0008/6467/Dropit.JPG" alt="" width="589" height="524"></p> <p>I chose my item to be delivered to my flat the following evening, and sure enough, it was - packaged inside Dropit's signature bag along with a matching purse that held the day pass and receipt.</p> <p><img src="https://assets.econsultancy.com/images/0008/6469/IMG_0401.JPG" alt="" width="600" height="799"></p> <p>I was also able to track my item on the app to see its progress. The app also includes a list and map of all participating stores, though there’s not much else to it than that.</p> <p>In terms of who actually delivers the goods, Dropit partners with a third-party service (similar to most retail stores), so it’s not a company like Deliveroo that actually employs people to deliver.</p> <h3>Who is it aimed at?</h3> <p>The value proposition of Dropit is quite straightforward – it means you don’t have to carry around bags while you continue shopping or go straight out for the evening. However, the question really is whether this is a big enough problem for people to pay £10 on top of their goods to have their bags dropped off elsewhere. </p> <p>Personally, I can’t see myself ever using it in my every day life, unless it was a (first world) emergency and I really couldn’t take shopping bags along with me, say if I was going to a gig after work. </p> <p>Consequently, I do wonder if the service is more aligned to luxury shoppers – people that are willing to pay slightly extra for the comfort and convenience. Or, perhaps even tourists who are really serious about shopping but also want to enjoy their day doing other things. </p> <p>The fact that Dropit often cites hotels in its promotional copy suggests that people from out of town are a target customer. </p> <p><img src="https://assets.econsultancy.com/images/0008/6471/Dropit_insta.JPG" alt="" width="740" height="353"></p> <h3>What’s the benefit for participating stores?</h3> <p>Meanwhile, there seems to be more in it for retail stores. One benefit is the possibility of extra dwell time in-store. If people aren’t weighed down by heavy bags, I guess they might be less worried about carrying things and therefore more inclined to spend.</p> <p>There is also the benefit of accessing data about offline consumers that would usually only be gathered from online purchases. Details such as where people shop and how much they spend could prove massively beneficial for understanding, targeting and retargeting customers. </p> <p>Finally, Dropit’s partnership network means that it also opens up possible marketing opportunities for retailers, including promotion within the app itself or social media. </p> <p><img src="https://assets.econsultancy.com/images/0008/6470/Dropit_M_S.JPG" alt="" width="750" height="483"></p> <h3>Is it worth it?</h3> <p>Personally, I can’t see much of a demand for Dropit from your average shopper. Most people don’t tend to buy that much in one go – or at least prefer buying online if they do. Similarly, I can’t imagine many people would even think of carrying bags as an issue.</p> <p>Having said that, there’s no doubt that the service does provide real convenience. The app and delivery service itself is also seamless and slick, which definitely adds to its appeal. Ultimately, I think Dropit solves a problem that most people probably don’t even realise they have. Which I suppose is the hallmark of some of the most successful companies out there. </p> <p>For rich people or tourists who are serious about shopping in London, it could be something to consider. Retailers keen to get their hands on untapped data will certainly be keeping their fingers crossed.</p> <p><em><strong>For more on retail, subscribers can download the <a href="https://econsultancy.com/reports/digital-intelligence-briefing-2017-digital-trends-in-retail/" target="_blank">2017 Digital Trends in Retail</a> report.</strong></em></p> tag:www.econsultancy.com,2008:BlogPost/69098 2017-05-22T09:45:00+01:00 2017-05-22T09:45:00+01:00 Could AI revolutionize high street retail as well as ecommerce? Ben Davis <p>Fashion, for example, may be getting faster (quicker production time and fulfilment) but the knack is still in predicting the season's trends and riding the wave. In-store merchandising, too, is a matter of long-honed instincts as to what should go where.</p> <h3>Blending art and science</h3> <p>What I'm saying is there's a lot of art in the high-street retail business (particularly fashion), and it attracts suitably artistic people. Yes, sales and seasonal analysis comes into it, but it's a ways behind some of the technology emerging in online shopping, for example: </p> <ul> <li> <a href="https://econsultancy.com/blog/67629-in-programmatic-advertising-what-are-cmps-and-dcos/">Dynamic creative optimisation</a> in retargeted advertising</li> <li> <a href="https://econsultancy.com/blog/68921-an-introduction-to-ai-powered-ecommerce-merchandising/">Automated merchandising optimisation</a> (menus, sorts, categories)</li> <li> <a href="https://econsultancy.com/blog/68777-10-uses-of-computer-vision-in-marketing-customer-experience/">Visual product discovery</a>, such as on Sunglass Hut's website which recommends glasses that share visual affinity with pairs you have previously selected</li> <li>Conversational commerce, such as the much covered <a href="https://econsultancy.com/blog/68770-an-introduction-to-ai-and-customer-service/">North Face online shop</a> which asked customers where they were going and recommended suitable jackets</li> <li>A similar personal shopper style experience on 1-800-Flowers' website which asks questions and recommends gifts</li> </ul> <p><img src="https://assets.econsultancy.com/images/0008/4883/Navigation_2.gif" alt="automated merchandising" width="615"></p> <p><em>Automated merchandising</em></p> <p>Whilst some of this ecommerce tech is still in its early days, automated merchandising optimisation is of particular interest. Ecommerce companies with big product catalogues (far bigger than stores can hold) are able to optimise sales by presenting products that each user is most likely to buy.</p> <p>This is effectively the same job that a product buyer or retail analyst has, but machine learning may use data points that vary from the visual appearance of products to customer demographics or browsing history, from weather to time, from price to <a href="https://econsultancy.com/blog/67052-a-copywriter-s-template-for-excellent-product-page-descriptions/">product descriptions</a>.</p> <p>The question is, why can't this machine learning approach be applied to the high street store? Self-learning algorithms creating geographical segments and looking at lots of latent variables in order to choose what products are placed in store?</p> <p>Obviously, the personalised aspect of ecommerce cannot wholly be replicated at scale in store, but what about the data-backed merchandising?</p> <p>Well, I'm being a bit disingenuous, because there are companies that are already starting to look at high street product inventory and prices in this way.</p> <h3>Predicting trends, online to offline</h3> <p>What if a computer could ingest fashion magazines and influencer Instagram feeds, along with a fashion retailer's first party data (who is buying what) and help that particular brand pick the styles for the upcoming season?</p> <p>This is not quite happening right now, but an analytics company, <a href="https://edited.com/">Edited</a>, is doing something similar, using natural language processing and computer vision to create a searchable database of millions of products from many brands. This database can be used to inform buying strategy, with brands able to investigate their competitor's pricing and product assortments.</p> <p><a href="https://www.stylumia.com/">Stylumia</a> is another company that offers something similar, analysing unstructured data and images to form trends analysis.</p> <p>This surely hints at a future where ecommerce and social media is a sort of data playground, allowing brands to test certain products, and formulate the right plan for their stores, where (let's not forget) the great majority of sales are made.</p> <p>Once a business' own consumer data is factored in, the technology may become even more powerful.</p> <p><img src="https://assets.econsultancy.com/images/0008/6221/edited.png" alt="edited" width="615"></p> <p><em>Illustration of the sort of data Edited compiles</em></p> <h3>An auto-merchandised high street store?</h3> <p>In a recent roundtable discussion at Econsultancy and Marketing Week's Digital Therapy Live event, I spoke to some retailers who were intrigued about machine learning and its ability to drive commercial decision making.</p> <p>What if real-time weather data, footfall and sales were used to merchandise a store each day. Could positions in the store be formalised in the data set, too? Could store tracking be used to analyse where people are browsing, and then add this into the algorithmic mix, too?</p> <p>There is an obvious counter to many of these questions – would it really be that much more efficient than the brain of an expert human, and wouldn't it be far too expensive?</p> <p>At the moment, maybe these questions only make sense online, where data is more manageable. In an offline world, without an all-seeing computer eye understanding everything going on in a store, the number of variables involved may be prohibitive. </p> <p>What's much more likely, in the long run, is the concept that IBM Watson Marketing calls 'augmented intelligence'. Rather than letting a computer optimise merchandising in stores, technology such as that provided by Edited will get more and more sophisticated and be used as an aid to human buyers and merchandising, cutting down on product gambles and costly mistakes, and making sure product assortments are statistically likely to sell.</p> <p>It's exciting times in retail.</p> <p><em>For more on in-store tech, see: <a href="https://econsultancy.com/blog/69095-how-coca-cola-is-using-smartphone-data-to-personalise-in-store-ads/">How Coca-Cola is using smartphone data to personalise in-store ads</a></em></p> tag:www.econsultancy.com,2008:BlogPost/69095 2017-05-18T14:10:00+01:00 2017-05-18T14:10:00+01:00 How Coca-Cola is using smartphone data to personalise in-store ads Nikki Gilliland <p>It’s not such a far-fetched notion. Recently, Coca-Cola started using Google technologies to target consumers in US grocery stores. So, how does it work exactly? Here’s a bit more on the story.</p> <h3>Ads in grocery aisles</h3> <p><a href="https://econsultancy.com/blog/68051-six-case-studies-that-show-how-digital-out-of-home-advertising-is-changing/" target="_blank">Digital out-of-home advertising</a> typically uses contextual data to display relevant ads, e.g. a Coke billboard that changes depending on the weather. Digital signs (such as those at bus stops or in buildings) also use data in this way.</p> <p>The problem for brands like Coca-Cola, however, is the high cost of these ads, combined with a lack of any real <a href="https://econsultancy.com/blog/67070-why-personalisation-is-the-key-to-gaining-customer-loyalty/" target="_blank">personalisation</a> or targeting to individual consumers. This is where Google-integrated ‘endcaps’ come in – a term used to describe advertisements at the front of grocery store aisles. (Endcaps are fairly common in the US, but less so in the UK.) </p> <p>These endcaps serve ads to passing consumers based on their smartphone data, using a combination of Google’s DoubleClick and location-based technologies.</p> <p><img src="https://assets.econsultancy.com/images/0008/6150/Endcaps.JPG" alt="" width="760" height="439"></p> <p>The data includes anything from your basic gender or age demographic to previous browsing history. So, an ad could change from Coke Zero to Glacéau Smartwater if it recognises a preference for healthier products, for instance.</p> <p>The aim is to connect and engage with consumers to drive sales of the brand in retail stores – however Coca-Cola has also suggested that it benefits other brands and products within the same category (in this case soft drinks). This sounds somewhat improbable, but moving on. </p> <h3>Creepy or enhanced customer experience?</h3> <p>The real question is: Will consumers will be happy to receive super targeted ads, or does this level of personalisation veer into creepy territory? This generally remains one of the biggest issues for marketers, with <a href="http://www.pewinternet.org/2016/01/14/privacy-and-information-sharing/" target="_blank">research from Pew</a> suggesting that consumers do not want to trade privacy for personalisation. </p> <p>It found that people are particularly negative about targeted ads if they are unaware of what is happening or do not provide outright consent. However, the study also found that consumers are more willing to accept data tracking if ads are highly relevant or beneficial, e.g. offering discounts or coupons.</p> <p>Fortunately, Coca-Cola’s endcaps also involve communicating wirelessly with devices to send tailored offers or coupons, also meaning people do not have to log-in or stand still. This could be one benefit, but it is unlikely to satisfy all consumers.</p> <p><img src="https://assets.econsultancy.com/images/0008/6151/Google_tech_Coca_Cola.JPG" alt="" width="760" height="544"></p> <h3>Will it catch on?</h3> <p>While this example from Coke appears to be a first, it’s clear that tracking physical consumers is becoming a pressing concern for the retail industry as a whole. </p> <p>Online retailers can easily hone strategies based on metrics like click-throughs and <a href="https://econsultancy.com/blog/67120-12-ways-to-reduce-basket-abandonment-on-your-ecommerce-site/" target="_blank">basket abandonment rates</a> – so it’s understandable that offline retailers want to build a similar picture of consumer behaviour. </p> <p>Interestingly, a report by <a href="https://dxc.turtl.co/story/55ee93d8bbfd077f2d4e22ee" target="_blank">CSC</a> recently suggested that as many as 30% of retailers are now using facial-recognition technology to track customers in-store. By comparing certain facial characteristics with browsing or buying behaviour, retailers are able to predict intent and deliver relevant ads. Unsurprisingly, CSC also reports that 33% of consumers think the technology is intrusive, while 56% do not even know what it is.</p> <p>Whether consumers are creeped out or keen for this kind of in-store tech – with Coca-Cola set to roll out endcaps to thousands of US stores – we could be seeing much more of it in future.</p> <p><em><strong>Related reading:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/67705-what-s-now-next-for-digital-technology-in-retail-stores/">What's now &amp; next for digital technology in retail stores?</a></em></li> <li><em><a href="https://econsultancy.com/blog/67418-what-is-location-based-advertising-why-is-it-the-next-big-thing/" target="_blank">What is location-based advertising &amp; why is it the next big thing?</a></em></li> <li><em><a href="https://econsultancy.com/blog/67038-11-ways-to-track-online-to-offline-conversions-and-vice-versa/" target="_blank">11 ways to track online to offline conversions (and vice versa)</a></em></li> </ul> tag:www.econsultancy.com,2008:BlogPost/69093 2017-05-16T09:45:00+01:00 2017-05-16T09:45:00+01:00 How WAH Nails is using VR to enhance the salon experience Nikki Gilliland <p>For WAH Nails, a London-based nail brand and boutique, a desire to speed up the process prompted the creation of a virtual reality app for its new Soho salon.</p> <p>Here's a bit more on how WAH is using VR, as well as how it fits into the brand’s wider strategy to dazzle and delight young beauty consumers. </p> <h3>Functional rather than gimmicky</h3> <p>There are thousands of options to choose from when you visit a nail salon like Wah. It’s not just colour either – there are endless combinations of designs, overlays, and shades, meaning it's difficult for customers to even know where to start.</p> <p>So much so in fact that WAH decided to create a virtual reality app in order to streamline the entire process. However, the brand’s founder Sharmadean Reid was adamant that the technology be something customers would use long-term – not just as a one-off gimmick.</p> <p>The result was the WAH Nails Virtual Reality Designer – an app that works with a Samsung Gear VR headset and on a Leap Motion device. </p> <p>When customers place their hands in front of the headset, they are able to select their skin colour and experiment with various digital designs. They can then either print it on the WAH Nail Printer, order the colours to be delivered at home, or send the designs to the in-house nail technician to use there and then. </p> <p>By showcasing designs in this way, the aim is to help customers better visualise how the nails will look in real life, as well as encourage greater experimentation. </p> <p><img src="https://assets.econsultancy.com/images/0008/6102/WAH_VR.JPG" alt="" width="780" height="434"></p> <h3>Extension of the experience-focused salon</h3> <p>It’s unsurprising that technology is a core component of WAH’s Soho salon. The brand has had a digital-first mind-set from the start, using its blog and social media to build on word of mouth popularity.</p> <p>The brand first began with a boutique in Dalston before expanding with a pop-up shop in Topshop. Gradually going on to establish a cult-like status, its two storey ‘salon of the future’ in Soho is a physical representation of the brand’s online presence. </p> <p>So, not only does the VR app serve a functional purpose, but it also fits in with the immersive nature of the entire salon experience. As part of the ‘play and discover’ area, it complements the bottom floor which includes a cocktail bar and hangout area for customers to enjoy before or after they’ve had their manicure.</p> <p><img src="https://assets.econsultancy.com/images/0008/6103/WAH_London.JPG" alt="" width="780" height="485"></p> <h3>Engaging with target demographic</h3> <p>It’s not unusual for beauty brands to use retail spaces to create immersive experiences. Estee Lauder’s flagship Carnaby Street store, Estee Edit, is just one example, using original features like a ‘selfie wall’ to engage customers.</p> <p>WAH Nails is similar. However, it is even more dedicated to reflecting the style and interests of its young demographic – typically made up of Generation Z and young millennials. </p> <p>Again, the VR app is an extension of this, taking inspiration from popular video games like the Sims and even Kim Kardashian: Hollywood. Perhaps the latter has been an inspiration in an entrepreneurial sense, too. Last year, WAH’s founder Sharmadean Reid also released a collection of ready-to-wear clothing and accessories for ASOS, reflecting Kardashian's forays into ecommerce and technology. </p> <p>Incorporating a mix of slogan phrases and luxury sports-wear, it was guaranteed to appeal to the teens and twenty-somethings who already love the brand.</p> <p><img src="https://assets.econsultancy.com/images/0008/6104/WAH_London_ASOS.JPG" alt="" width="780" height="314"></p> <h3>Will nail salons become even more high-tech?</h3> <p>WAH’s VR app is certainly innovative, but it is interesting to note that it’s not exactly what the brand originally set out to create. </p> <p>The initial idea was an augmented reality app that would overlay nail designs onto hands – much like Snapchat face filters. However, with the realisation that this technology did not yet exist (and with too many issues over the similarity of skin and nail colour) the VR app was the second-best option.</p> <p>While AR for nails might be too progressive at this stage, perhaps it is a glimpse of what might be possible in future. Just like nail colours, the possibilities are seemingly endless.   </p> <p><em><strong>Related articles:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/69016-why-beauty-brands-are-betting-on-augmented-reality/" target="_blank">Why beauty brands are betting on augmented reality</a></em></li> <li><em><a href="https://econsultancy.com/blog/67834-why-virtual-reality-is-the-ultimate-storytelling-tool-for-marketers/" target="_blank">Why Virtual Reality is the ultimate storytelling tool for marketers</a></em></li> <li><a href="https://econsultancy.com/blog/68401-virtual-reality-content-marketing-s-next-big-trend/" target="_blank"><em>Virtual reality: Content marketing’s next big trend</em></a></li> </ul> tag:www.econsultancy.com,2008:BlogPost/69071 2017-05-09T11:00:00+01:00 2017-05-09T11:00:00+01:00 M&S to trial grocery delivery service: Will it take off? Nikki Gilliland <h3>Growing UK delivery sector</h3> <p>According to <a href="https://igd.com/About-us/Media/IGD-news-and-press-releases/Online-grocery-delivers-huge-potential/" target="_blank">IGD</a>, Britain’s online food market is expected to nearly double to £17.2bn by 2020. It’s not just the big supermarkets that are involved, of course. The likes of <a href="https://econsultancy.com/blog/68508-the-four-goals-underpinning-deliveroo-s-growth-strategy/" target="_blank">Deliveroo</a> and HelloFresh – companies that offer takeaway options and <a href="https://econsultancy.com/blog/67861-four-reasons-recipe-box-brands-are-delivering-success/" target="_blank">at-home recipes kits</a> – are also taking a slice of the pie. </p> <p>Meanwhile, M&amp;S has been missing out. </p> <p>Despite the retailer’s previous insistence that its product-range and basket-size is too small to offer a legitimate and price-worthy service, the emergence and popularity of the delivery market is bound to have been a factor in its decision to get involved.</p> <p>The question is – how will M&amp;S convince customers that it’s worth paying for a proper delivery? </p> <p><img src="https://assets.econsultancy.com/images/0008/5947/grocery_delivery.jpg" alt="" width="700" height="466"></p> <h3>Changing consumer perceptions</h3> <p>With its ‘dine in for 2’ range, M&amp;S Food is typically seen as a top-up shopping option or a special occasion store. That being said, it is a very profitable one, with M&amp;S’ clothing business dwindling in light of the success of its food arm.</p> <p>Last month, the retailer confirmed it was opening an additional 34 food shops following a review of its UK store portfolio. Meanwhile, it already operates an ecommerce service for its wines by the case, as well as party food, homeware, flowers and other non-food items.</p> <p>As well as a focus on physical stores, M&amp;S has also been concentrating on food in marketing terms. Interestingly, news about its delivery trial aligns with a new campaign that aims to get consumers to think of Marks and Spencer in a different light.</p> <p>The ‘Spend it Well’ campaign is more about promoting brand values than its product-range, telling consumers that life is too short not to spend time and money on the things that matter the most. </p> <p>This, alongside clear investment in physical food stores, is perhaps a sign that M&amp;S is serious about getting consumers to view it as more than just a place to pick up a sandwich.</p> <p><iframe src="https://www.youtube.com/embed/hYbh7PbYq5g?wmode=transparent" width="940" height="529"></iframe></p> <h3>Potential partnerships</h3> <p>So, back to the biggest obstacle of a viable business model.</p> <p>According to reports, M&amp;S is currently in talks with Ocado about a potential partnership to handle order fulfilment. The most likely scenario would also involve M&amp;S products being available on Ocado’s website, rather than a new standalone website being set up for M&amp;S. </p> <p>This would solve the problem of small-basket values, giving consumers the option to pick and choose from Marks and Spencer alongside other food brands. </p> <p>However, with Ocado currently having a deal in place with both Waitrose and Morrisons, it’s not yet clear whether it’s actually possible to bring M&amp;S into the mix. Ocado’s current contract with Waitrose specifies that 70% of all non-own brand products sold have to come from Waitrose. If M&amp;S is classed as a brand – the deal will be unable to go ahead.</p> <p><img src="https://assets.econsultancy.com/images/0008/5948/M_S.JPG" alt="" width="760" height="528"></p> <h3>In conclusion...</h3> <p>With a proper logistics model, success with online grocery delivery is not totally implausible for M&amp;S.</p> <p>Even if consumers do not buy into the idea of a weekly shop, perhaps the introduction of speciality delivery services could prove enticing. If the popularity of its seasonal food is anything to go by - with Christmas and Easter ranges typically seeing shoppers flock to buy a large amount of ingredients in one go – consumers are likely to lap up the added convenience if it is on offer.</p> <p><em><strong>Related articles:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/67883-marks-spencer-what-does-putting-the-customer-at-the-heart-of-everything-mean/" target="_blank">Marks &amp; Spencer: what does 'putting the customer at the heart of everything' mean?</a></em></li> <li><em><a href="https://econsultancy.com/blog/68355-how-online-grocery-retailers-are-capitalising-on-the-need-for-convenience/" target="_blank">How online grocery retailers are capitalising on the need for convenience</a></em></li> </ul> tag:www.econsultancy.com,2008:BlogPost/69063 2017-05-05T13:07:06+01:00 2017-05-05T13:07:06+01:00 10 juicy digital marketing stats from this week Nikki Gilliland <h3>Ecommerce decision-makers bank on new tech</h3> <p>A new study from Salmon suggests ecommerce decision-makers are increasingly investing in new technology like IoT and virtual reality.</p> <p>Research found that 61% are currently investing in IoT (Internet of Things) enablement, while 69% plan to invest in robots and 60% in machine learning within the next five years.</p> <p>What’s more, 74% of decision-makers plan to switch ecommerce platforms in the next 12 to 18 months, with 92% of organisations recognising the need to better analyse data to improve the customer experience. </p> <h3>82% of UK consumers are unaware of the filter bubble</h3> <p>Research from the7stars has found that most consumers are unaware that their online experience is limited by social media and search preference algorithms. In fact, 82% have never heard of the term ‘filter bubble’. The study also found that consumers want more serendipitous content online from brands, with many stating positive emotions when asked how relevant but unexpected ads make them feel.</p> <p>In contrast, when asked what they associate with expected advertising based on recent searches or expressed interests, the majority of consumers chose negative words such as ‘targeted’, ‘intrusive’ and ‘annoying’.</p> <p><img src="https://assets.econsultancy.com/images/0008/5904/the7stars.jpg" alt="" width="780" height="463"></p> <h3>75% of consumers say Amazon would be their go-to physical store</h3> <p>According to new research from <a href="http://www.fujitsu.com/uk/solutions/industry/retail/forgotten-shop-floor/">Fujitsu</a>, four out of 10 consumers in the UK are disappointed by the state of in-store technology. 75% say they would choose Amazon or eBay over traditional names if these retailers had a physical presence on the high street. </p> <p>When it comes to the reasons for this disillusionment, 42% say it is because the technology is slow, while 37% say it is unreliable. Three quarters of consumers say they can access more information than retail employees as a result, with 73% saying they can get it quicker. This means that around 65% of employees are even using their own devices to try to bridge the gap.</p> <p><img src="https://assets.econsultancy.com/images/0008/5900/Fujitsu.jpg" alt="" width="464" height="336"></p> <h3>360-degree technology is fuelling investment in digital video </h3> <p>A new study by AOL suggests that new advances in technology are contributing to the rise of digital video. Research shows 55% of buyers and sellers in the UK believe immersive formats such as 360-video will provide one of the best revenue streams over the next 12 months. </p> <p>That being said, these formats are still in the early days of adoption. According to the study, 20% of consumers in the UK watch virtual reality video once a week or more, and 68% of Brits say they never watch VR at all.</p> <p>While immersive formats have yet to truly take off, live formats are becoming mainstream – 42% of consumers in the UK now watch live content once or more than once a week versus 55% globally. In truth even these numbers seem quite high.</p> <h3>Eight in 10 shoppers think music makes in-store shopping more enjoyable</h3> <p>A report by <a href="http://moodmedia.co.uk/shopping-with-emotion/">Mood Media</a> has highlighted the importance of improved customer experience in-store. In a survey of 2,000 consumers, 89% said they are likely to revisit a store if it has an enjoyable atmosphere. Eight in ten like background music while they shop in-store, with 75% saying waiting times are less dull if it is playing. </p> <p>When in a shop with enjoyable elements like music, visuals, or scent, the study also suggests that shoppers are more likely to stay longer, revisit, and recommend it to others – as well as choose the store over buying online.</p> <p><img src="https://assets.econsultancy.com/images/0008/5901/Music.jpg" alt="" width="750" height="365"></p> <h3>Ad campaigns using audience IDs predicted to triple by 2020</h3> <p>Audience IDs – which are the online identity profiles used to recognise and match users across different devices and channels – will be used in 58% of total UK online ad spend by 2020.</p> <p>This comes from a new report by Yahoo and Enders Analysis, which also suggests that audience ID ad spend will triple to €7.9bn by 2020, compared with €2.7bn in 2016.</p> <p>Predictions also suggest that growth in the volume of ad spend which uses audience IDs will slow when GDPR comes into effect in 2018. However, it will continue to grow as the industry responds and adapts to the new regulatory requirements.</p> <h3>UK grocery sector grows 3.7%</h3> <p>The <a href="https://www.kantarworldpanel.com/global/News/Britains-sweet-tooth-helps-grocery-sales-rise">latest figures</a> from Kantar Worldwide show that all 10 major UK retailers saw growth in the 12 weeks ending 23 April 2017, with the sector growing 3.7% as a whole. Britons spent an extra £1bn this year compared to last, with both Easter and inflation contributing to increased spend. A preference for premium confectionary lines was also a factor, with the average price paid for an Easter egg rising by 8.6% to £1.65.</p> <p>In terms of the big supermarkets, Sainsbury’s sales rose 1.7%, while Tesco's were up 1.9%. Meanwhile, Iceland, Aldi and Lidl saw greater success, with sales rising by 9.3%, 18.3% and 17.8% respectively.</p> <h3>Data privacy of retail apps is still a big concern for consumers </h3> <p>According to Apadmi’s latest <a href="https://www.apadmi.com/pdfs/retail-app-report-2017.pdf">retail report</a>, concerns over data privacy and security are still preventing consumers from downloading retail apps. </p> <p>In a survey of UK 2,000 shoppers, 74% said they were most concerned about the security of their information, while 34% said they don’t like the idea of retailers storing their information and not knowing what it would be used for. </p> <p>It’s not solely a generational worry, either. The report states that 36% of 45-54 year olds, 41% of 55-64 year olds and 44% of over 65s share the same concern.</p> <p><img src="https://assets.econsultancy.com/images/0008/5903/Apadmi.jpg" alt="" width="318" height="423"></p> <h3>89% of UK retailers have seen a drop in foot traffic over the last five years</h3> <p>Research by <a href="http://unbouncepages.com/retail-research-517/">LoopMe</a> suggests that the shift to online shopping has resulted in a loss of revenue for high street stores, with 93% of UK retailers agreeing this has been the case. </p> <p>In a survey of over 250 decision-makers within retail, 89% said they have seen a drop in foot traffic over the last five years, and 17% state they have lost between 31% and 50% of income from physical outlets.</p> <p>As a result, AI-powered campaigns could help to bring back footfall, with 74.5% of retailers suggesting the in-store experience is an ‘extremely important’ part of the purchase journey.</p> <h3>Young agency execs place less value on viewability metrics</h3> <p>New research from <a href="http://www.turn.com/resources/2017-agency-report-split-opinions-could-impact-videos-evolution">Turn</a> has highlighted how agency executives under 30 are turning their back on current viewability standards, with only 28% viewing it as a key requirement in ad buying.</p> <p>Younger execs are also less likely to see fraud as a major concern, as only a quarter of survey respondents aged under 30 believe fraud-free guarantees will drive future video spend. Meanwhile, almost 40% of brands still consider online conversions and clickthroughs to be the chief measures of video success. </p> <p><img src="https://assets.econsultancy.com/images/0008/5902/Viewability.jpg" alt="" width="659" height="412"></p> tag:www.econsultancy.com,2008:BlogPost/68996 2017-04-13T15:22:31+01:00 2017-04-13T15:22:31+01:00 10 cracking digital marketing stats from this week Nikki Gilliland <h3>28% of marketers still feeling unprepared for the GDPR</h3> <p>With just over a year until the GDPR comes into force, a <a href="https://dma.org.uk/infographic/infographic-b2b-marketing-and-the-gdpr" target="_blank">new infographic</a> from the DMA shows that many marketers are failing to prepare.</p> <p>While general awareness of the GDPR is up, 28% of B2B marketers still feeling unprepared – down just 2% from previous figures. Only two-thirds of survey respondents said their business would be GDPR compliant in time for 2018.</p> <p>In terms of the causes of concern, 37% of marketers said profiling, while 50% said it was legacy data. The biggest was by far consent, with 70% agreeing that it would change under the GDPR.</p> <p><img src="https://assets.econsultancy.com/images/0008/5442/DMA_infographic.JPG" alt="" width="618" height="324"></p> <h3>Three fifths of marketing graduates have no knowledge of affiliate strategies</h3> <p>Affilinet has been researching how well marketing students are prepared for a career in the industry, with results showing that many are graduating with little or no knowledge of affiliate or performance-based marketing.</p> <p>In a survey, 41% of graduates said that they have studied modules related to affiliate marketing. Out of these, however, 67% stated that the information taught was ‘outdated and unhelpful’.</p> <p>52% admitted that they’d needed to teach themselves to progress in their career, with 22% learning through courses later on. The remaining 26% of marketing graduates said that they still had no knowledge of affiliate practices whatsoever.</p> <h3>Mobile drives digital ad spend past £10bn</h3> <p>According to a new report from <a href="https://iabuk.net/about/press/archive/mobile-drives-digital-ad-spend-past-10-billion-threshold" target="_blank">IAB and PwC,</a> digital advertising grew at its fastest rate for nine years in 2016, increasing 17.3% to £10.3bn.</p> <p>Mobile video is now the fastest-growing ad format, with spend on mobile video ads doubling to £693m. Consequently, it now accounts for 29% of the total growth in ad spend.</p> <p>Insight suggests that the rise reflects the increasing amount of users watching video clips on their smartphones, with two in five people reportedly saying they now watch mobile video more than they did a year ago.</p> <p><img src="https://assets.econsultancy.com/images/0008/5440/PwC_IAB.png" alt="" width="780" height="480"></p> <h3>Just 13% of employees able to name their company CMO</h3> <p>New research by eShare suggests that chief marketing officers are one of the least recognised board members, with just 13% of employees able to identify the CMO of their organisation.</p> <p>In a survey of over 1,000 UK employees, just 8% were able to identify the chairperson and 14% were able to identify the chief information officer and chief financial officer. In contrast, 36% were able to name the CEO, making this the most visible board member to UK employees.</p> <h3>66% of beauty shoppers use Instagram for inspiration</h3> <p>Facebook and Instagram has revealed how beauty shoppers are increasingly turning to social media to help inform their purchases.</p> <p>The Mobile Makeover Report states that 66% of beauty shoppers look to social media for inspiration on how to achieve their perfect look, 70% for learning make-up techniques and 62% for advice on products. </p> <p>Tutorials are among the most popular types of video, with 74% of beauty viewers watching ‘how-to’ content. You can read more about how mobile is impacting the beauty industry <a href="https://econsultancy.com/blog/68992-three-ways-mobile-is-impacting-the-beauty-industry/" target="_blank">in this article</a>. </p> <h3>41% of UK shoppers will spend more to make Easter special</h3> <p>Savvy has been exploring how consumers will spend their money over Easter, with 62% of UK shoppers planning to celebrate over the bank holiday weekend.</p> <p>In a survey, 41% of respondents said they don’t mind spending more in order to make their Easter celebrations special. That being said, shoppers will still be on the hunt for a discount, with 60% saying they already know where they’ll can find the best value Easter eggs.</p> <p>Unsurprisingly, eggs will be the most popular item to buy, followed by chocolate in general, and the ingredients for a roast dinner. </p> <p><img src="https://assets.econsultancy.com/images/0008/5441/Savvy.JPG" alt="" width="700" height="452"></p> <h3>62% of ecommerce brands don’t personalise digital experiences</h3> <p>Episerver’s <a href="http://www.episerver.com/learn/resources/research--reports/seven-digital-commerce-trends-for-retail-2017/" target="_blank">State of Digital Commerce</a> report suggests that just 38% of ecommerce brands are incorporating personalisation into their current marketing strategies. Despite 70% of companies using email marketing, only 28% are using triggered emails to re-engage non-converting customers.</p> <p>What’s more, despite the abundance of data available, 46% of marketers admit they wouldn’t be able to create an omnichannel campaign due to a lack of insight into the customer journey.</p> <h3>Paddy Power generates the most social engagements during Grand National</h3> <p>4C has analysed the level of social engagement generated from TV ads during the Grand National. Results show that Paddy Paddy stole the show, with its two ads generating 59,527 engagements from public mentions, retweets, comments and likes on social channels – double the engagement of competitors.</p> <p>SkyBet saw 16,840 engagements and Coral saw 18,733. Meanwhile, despite its close association with horse racing, William Hill saw just 2,812 over the course of the event.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Looking for some guidance on how to pick the winner of the <a href="https://twitter.com/hashtag/GrandNational?src=hash">#GrandNational</a>? Watch this video to find out how the experts do it. <a href="https://t.co/27q9DPQJP0">pic.twitter.com/27q9DPQJP0</a></p> — Paddy Power (@paddypower) <a href="https://twitter.com/paddypower/status/850644686096281600">April 8, 2017</a> </blockquote> <h3>Consumers see Snapchat as a passing trend for brand communication</h3> <p>A new study by <a href="https://uk.mailjet.com/blog/guide/email-innovations-research-report/" target="_blank">Mailjet</a> has revealed that consumers are displaying a lack of faith in new platforms like Pinterest and Snapchat and their role in brand communication.</p> <p>41% of consumers believe that email is the platform most people will be using in 10 years’ time, followed by 26% of consumers saying the same for Facebook and WhatsApp. In contrast, just 11% of people are certain that Pinterest and LinkedIn will be used in a decade and only 14% are confident that Snapchat will still exist. </p> <p>Despite many brands getting involved, major updates to platforms are also going unnoticed by consumers, with just 6% of people noting Instagram’s ‘buy button’.</p> <p><img src="https://assets.econsultancy.com/images/0008/5443/Instagram_shop_now.JPG" alt="" width="680" height="452"></p> <h3>Supermarket promotions fall to lowest level in 11 years</h3> <p>According to <a href="http://www.nielsen.com/uk/en/press-room/2017/supermarket-promotions-at-lowest-level-for-11-years.html" target="_blank">Nielsen</a>, supermarket promotions have fallen to their lowest level in 11 years in the UK, with just 26% of consumer spend going towards temporary discounts or multi-buy offers in the four weeks up until 25th March 2017.</p> <p>Nielsen suggests that this is due to supermarkets becoming increasingly price competitive, turning temporary price reductions into permanent cuts as a result.</p> <p>Year-on-year supermarket sales have also fallen, with the late Easter period said to have contributed to a 2.6% decrease in the four-week period to March 25th.</p> tag:www.econsultancy.com,2008:BlogPost/68888 2017-03-14T10:08:00+00:00 2017-03-14T10:08:00+00:00 Six examples of Mother’s Day marketing from online retailers Nikki Gilliland <p>Here are a few Mother’s Day campaigns that have caught my eye, including activity online, via email and social.</p> <h3>The Body Shop</h3> <p>With L’Oréal reportedly planning to sell it on, the future of the Body Shop hangs in the balance. Meanwhile, the brand has been attempting to counteract negativity with a strong multichannel campaign for Mother’s Day.</p> <p>Built around the #GotItFromHer hashtag, it encourages users to share photos of the women that have passed on quirky and empowering traits. The email creative is also one of the strongest to land in my inbox, making a refreshing change from the standard images of product-heavy gift guides.</p> <p><img src="https://assets.econsultancy.com/images/0008/4576/Mothers_Day.JPG" alt="" width="500" height="666"></p> <h3>Interflora</h3> <p>Mother’s Day is unsurprisingly a busy time for flower retailers, with brands typically ramping up marketing activity in the run up. This year is no exception, with Interflora releasing video content as long as a month ago.</p> <p>Created as part of its #ChallengeTheFlorist series, the video sees an Interflora-employed florist creating a spring bouquet by special request. While it’s certainly not the most impressive or slick style of video content, its behind-the-scenes element – showcasing the expertise of its employees – is used to effectively instil confidence in the quality of the product.</p> <p><iframe src="https://www.youtube.com/embed/fpHlMqul--M?wmode=transparent" width="854" height="480"></iframe></p> <h3>Marks &amp; Spencer</h3> <p><a href="https://econsultancy.com/blog/67883-marks-spencer-what-does-putting-the-customer-at-the-heart-of-everything-mean/" target="_blank">Marks &amp; Spencer</a> has been using extra incentives to drive flower sales, with free chocolates worth £5 for early bird flower orders.</p> <p>While this is sure to pique the interest of consumers searching for deals, M&amp;S’s online gift guide is also one of the best examples of its kind.</p> <p>Nicely showcasing its product range, the guide draws attention to under-the-radar categories like cards and sweet treats – not something online shoppers might even realise they could order online. By including them here, M&amp;S is likely to increase add ons or <a href="https://econsultancy.com/blog/68877-how-retailers-are-capturing-the-loyalty-of-impulse-shoppers/" target="_blank">impulse purchases</a>. </p> <p><img src="https://assets.econsultancy.com/images/0008/4578/M_S.JPG" alt="" width="680" height="548"></p> <h3>Paperchase</h3> <p>You might pop into Paperchase for a Mother’s Day card, but you probably wouldn’t turn to the brand for an actual gift. This is the idea behind Paperchase’s main Mother’s Day marketing push, which cleverly encourages users to get crafty in celebration of their mum. </p> <p>Created by expert crafter Emily Dawes, its blog on ‘quilling’ tells users how to create their very own paper creation in the form of a heart. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">We've teamed up with the lovely Emily Dawe to show you how to make a Mother's Day gift with heart. Give it a twirl: <a href="https://t.co/S8kV8npluy">https://t.co/S8kV8npluy</a> <a href="https://t.co/Tuekoa2dx0">pic.twitter.com/Tuekoa2dx0</a></p> — Paperchase (@FromPaperchase) <a href="https://twitter.com/FromPaperchase/status/839484730538082305">March 8, 2017</a> </blockquote> <p>As well as being a nice example of online content, it also prompts users to think differently about the brand, effectively pushing them towards its Art and Craft category.</p> <p><img src="https://assets.econsultancy.com/images/0008/4581/Paperchase_Journal.JPG" alt="" width="680" height="504"></p> <h3>Pandora</h3> <p>Pandora is another brand using Mother’s Day to ramp up engagement on social media. This year, it has created the ‘Pandora Mum Awards’, asking users to upload an image to Twitter or Instagram with the hashtag #DOTreatMum. </p> <p>Using the incentive of a Virgin Experience Days package for two and £50 gift card, it’s a clever (if slightly predictable) way of capturing consumer data during a key time period.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr"><a href="https://twitter.com/PANDORA_UK">@PANDORA_UK</a> <a href="https://twitter.com/VirginExp">@VirginExp</a> <a href="https://twitter.com/hashtag/DOTreatMum?src=hash">#DOTreatMum</a> she's been making me laugh 'til I pee my pants for 40 years! I love all her jokes, good and bad! <a href="https://t.co/5KkPF7UU3p">pic.twitter.com/5KkPF7UU3p</a></p> — Olivia Kirby (@sayhelloflo) <a href="https://twitter.com/sayhelloflo/status/839894453548642307">March 9, 2017</a> </blockquote> <h3>Etsy</h3> <p>Lastly, Etsy deserves a mention for its comprehensive gift guide, which I particularly like for its inclusive nature.</p> <p><img src="https://assets.econsultancy.com/images/0008/4604/Etsy.JPG" alt="" width="760" height="710"></p> <p>While most brands tend to go down the traditional route, Etsy recognises that mother figures of all kinds should be celebrated, highlighting gifts for mothers-in-law, step mums and even new mums.</p> <p>This is effective for showcasing the varied array of products on offer, as well as encouraging all consumers to buy.</p> <p><img src="https://assets.econsultancy.com/images/0008/4603/Etsy_2.JPG" alt="" width="760" height="575"></p>