Kickstand的动态

Sales strategy, at its core, is quite simple. Once you have a captive audience, the key factors influencing whether a customer buys your product boils down to two crucial elements. 1. The price of your product. 2. The price a customer is willing to pay. When there's a mismatch between these two, sales suffer. If your product is priced higher than what customers are willing to pay, they'll simply look elsewhere. And this principle is currently playing out in a significant way for McDonald's, which has reported its first sales decline in four years. Why is this happening? Well, I think the value McDonald's offers no longer aligns with what customers are willing to pay. And from my own experience, several factors contribute to this shift. - Delivery apps have made it easier for customers to explore other burger options. McD's distribution power has less impact on purchase decision. - Inconsistent quality. If you're paying for a lower quality meal, when it's bad, it makes it really bad. - Independent restaurants are stepping up their game, offering better quality and faster service. McD's speed has less impact on purchase decision. - McDonald's price increases. Simply, I think the price of McDonald's has increased beyond what many customers are willing to pay because of the increasing price and the value proposition gap between McDonald's and it's competitors is decreasing. So, when faced with declining sales, businesses have two choices. Lower their prices or enhance the perceived value of their products to increase customers' willingness to pay. // Image source - https://online.hbs.edu // #sales #digitalsales

The golden age of retail loyalty programs is here, according to Whizy K. of Vox Media. Loyalty programs made it to the front page of Vox last week - a general interest article highlighting popular trends in loyalty and rewards that consumers are seeing in 2024. Interesting examples from retail, and some of the restaurants - late entrants to the loyalty game - got mentioned as well: The Cheesecake Factory, Panda Restaurant Group Express, Cracker Barrel. My favorite quote: "The loyalty program Gilded Age just underscores a fact many of us have long known: People love getting congratulated for spending money. Shopping can be a hedonistic pleasure; loyalty rewards add a tinge of virtue to it, because you’re getting added value (in theory). ..... As if the dopamine hit of clicking “purchase” isn’t reward enough, you can feel better than others who aren’t in the Platinum tier. It’s a win-win for consumerism." Did you pick up any new ideas from this article? Link in comments.

McDonald’s just posted its first revenue drop in 13 quarters—a stark sign of slowing consumer spending and rising price sensitivity. As budgets tighten, shoppers are more vigilant about how and where they spend. ???? This shift means in-store execution is crucial. If your products don’t stand out and offer real value, you’ll miss out on this tightening market. The Big Mac Index is a warning: as consumer habits evolve, so must your shelf strategy. With ParallelDots’ ShelfWatch, you get real-time insights and precision management to stay ahead of these trends. Ready to adapt and thrive? Book a meeting with us and turn today’s challenges into tomorrow’s opportunities! ???? https://lnkd.in/eQC5tvUx #RetailTrends #ConsumerBehavior #InStoreExecution #ParallelDots #ConsumerInsights #BigMacIndex

Fascinating to see the overwhelming majority of quick service restaurants rolling out pretty much the exact same loyalty program. Spend-based point accrual programs with a multiplier ($1 = 10 points), sometimes with program tiers, and variable redemption options. The implicit message is that these companies do not see loyalty as a differentiator - but also do not feel comfortable ditching a significant discount line. Very clearly following the airline playbook that allows for slowly devaluing the currency over time... which is exactly what Starbucks did last year in significantly increasing the hurdle to earn rewards. https://lnkd.in/dCZNrHxD

C-stores in the upper half of loyalty transaction share see?at least 80%?of their members returning every month, according to the 2024 Loyalty Trend Report from loyalty technology company Paytronix. That rose to 85% for retailers in the 90th percentile and above. QSRs at the 90th percentile and above fsaw 62% of their loyalty members returning monthly and full-service restaurants in that range retained 58%. However, convenience stores significantly trailed both restaurant types when it came to acquiring new members. https://lnkd.in/eJBbFtfg

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“The primary focus of marketplace is to build out and extend the range of food, food related and home products available to customers – so to be very clear, we are not trying to be Amazon.” Ken Murphy, CEO, Tesco “We are not trying to be all things to all people” and will offer “all of those niche products that you won’t necessarily find on our shop shelves” “Tesco Direct was a completely separate platform, a completely separate website, so it was very disconnected. This is much more integrated.” Tesco learnt the hard way but have learnt from past ventures. 1) Focus on your customer. 2) The beauty of marketplace is the "one-stop-shop", not a "two-stop-shop". Separate platforms have a huge impact on customer experience. Integrate these as seamlessly as possible, and incorporating Clubcard points is a game changer Excited to see how this pans out and how the Tesco marketplace evolves... https://lnkd.in/eWwunBCN

Today’s consumers expect loyalty programs to act as an extension of their wallets—seamless, valuable, and easy to use across brands. As partnerships between major players like Walmart+ and Burger King grow, it’s clear that brands must focus on offering simple, impactful rewards that feel like real savings. The key: aligning loyalty offerings with consumer behaviors and preferences. Read more from our Kelli Hobbs and other loyalty experts in Ad Age for deeper insights on how brands can meet these evolving expectations. https://lnkd.in/ey3BRWRa #Loyalty #Partnerships #Gamification

Saw leaders of Woolworths, Coles and Metcash speak today at the AFGC AusFoodGrocery. Here are my favourite quotes and 3 things they each had to say: Woolworths, Brad Banducci? Favourite quote: On reflection I didn’t walk in customers/ fresh suppliers shoes with the immediacy I needed to as things changed quickly in February. 1. Unit pricing. Customers under extreme pressure. People now shopping more to dollar budgets rather than broad budgets. So challenge to make finding value simple. One big change coming this month: clarity on unit prices in-store. Already can search this way online of course. 2. Digital decision making critical, impacting every shop including in-store shops. Examples: app based, simple functionality, habitual, reorder from your usual list, prompts have you forgotten, drive through all important for the future. 3. We’re over promoting. More than 50% of items in the basket going through on promotion. Has to come down. Shift towards balanced pricing models of everyday price certainty vs promotions, varies by category and shopper mission/ type. Coles: Leah Weckert Favourite quote: It used to be location of store that was the most important thing. Now shoppers will compromise time to find value (i.e. go out of their way and travel longer distances to find value). ? 1. Value: shoppers switching into cheaper tiers within categories or switching categories completely. Eg not including meat in the meal. So driving Own Brand, Specials, Loyalty redemption (to extract value). Drive volume to achieve growth at lower ASPs. Also reflect Premium opportunities in meals as shoppers opt out of restaurants and switch into grocery. They trade down to then trade up: premium opportunity. 2. Health in every aisle. Moving core Health ranges out of dedicated aisle into main category ranges. Reflects maturity of health in ranging and shopper expectation. 3. The future: Sustainability, Ecommerce (new Ocado model coming soon will step change basic delivery and satisfaction levels) Metcash: Doug Jones Favourite quote: If the majors are a rowing 8, slicing through still water with ease, Metcash is an Aussie lifeboat, able to be nimble and cope with rough water, when there is disruption and life happens. 1. Plays a unique role for our industry and Aussie culture: Focus on immediate need and local shopping missions more than majors. 2. Local ranges for local communities. Shop more frequently around these missions. 3. Focus on Value. Price: only 1.5% difference with majors. Perceived Quality high and improving.?

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