李奥贝纳的动态

Hmm …. ?? Tesco has revamped its higher price point and third-party offers, launching new products into its well-performing Finest range (sales of Finest range now exceed ￡2bn, up 15.7% during the year. Volumes of the range are up 9% and more than 23m customers have bought into the brand) intetesting ?? Over the year, the supermarket has launched over 1,000 new products and improved around 2,700 existing lines ….. Aside from Tesco premium own-label offering, one of the biggest drivers in attracting customers from premium rivals was due to “the intrinsic quality” of its fresh foods, vegetables, meat, fish and poultry products. …. Hmm … changing consumer shopping habits over the last two years have also influenced the shift! … the retailer has won shoppers across the board! Q’s: Can Tesco maintain its performance in a “fiercely competitive” market???? Pre-tax profit for the full year to 24 Feb skyrocketed 159.5% to ￡2.3bn snd group sales jumped 7.4% to ￡61.4bn as this is “the most competitive” Tesco has ever been in terms of value!? “Tesco must continue to innovate n expand its Finest range and third-party offers to compete with premium players as Mother’s Day n Valentine’s Day events this year have seen a growth in consumers opting to celebrate with a meal at home … ***Events at home will be a core area that Tesco must capitalise on, with more choice of dine-in options as Father’s Day and summer approach*** ?? “Aldi n Lidl have twice the number of stores now that they had 10 years ago and we’ve seen a bit of a resurgence in Morrisons since its brought a new leader on board so it’s never standing still and I’m sure we will see Asda make a comeback as all the other competitors remain fiercely competitive …. !! ?? Tesco’s investments into value paired with the expansion and innovation of its product ranges has ultimately helped it to be more widely recognised as a destination for more than just your everyday grocery shop!

What’s been happening in retail this week? ·??????Morrisons expanded its delivery partnership with Just Eat Takeaway.com to include groceries from 380 supermarkets across the UK, alongside deliveries from its cafes and Morrisons Daily c-stores. This includes free delivery on orders over ￡15 through the Just Eat app. ·??????John Lewis & Partners launched a new retail media platform in partnership with Epsilon, enabling brands to create and manage their campaigns directly on its website. This includes banner ads and sponsored listings, supported by a dashboard to track performance and sales. ·??????Hotel Chocolat is expanding its Velvetiser Café format by opening its first bakery and hot food offerings at four Yorkshire locations, set to launch in August. ·??????Boots UK plans to utilise data from its Advantage Card loyalty programme to assist in developing new disease treatments. Collaborating with research and healthcare organisations, Boots aims to identify and recruit participants for clinical trials, focusing on early diagnosis methods. ·??????Walgreens reaffirmed its commitment to Boots UK, declaring the UK chain "very important" to its business following the decision to retain it instead of pursuing a sale. ·??????Frasers Group raised its stake in boohoo from 24.04% to 25.02%, solidifying its position as the largest shareholder in the fashion retailer. This move follows a strategic investment that began in June 2023. Frasers Group has hinted at potential takeover plans. ·??????JD Sports Fashion is reviewing its major distribution centre in Derby, putting staff at risk of potential job losses. The retailer has begun consultations with employees while exploring alternative employment options and providing wellbeing support. The 514,000 sq ft facility, leased for 20 years, remains under evaluation with no final decision made yet. ·??????Iceland Foods reported record profits, with underlying profits climbing 24% to ￡315.7m for the year ending 29 March. This growth is attributed to the popularity of its ￡1 range and lower electricity costs. Sales rose 6.6% to ￡4.2bn, as shoppers sought value amid the cost-of-living crisis. ·??????Next reported a 3.2% increase in full-price sales for its second quarter to July, exceeding expectations by ￡42m, despite adverse weather conditions. The retailer raised its full-year profit forecast to ￡980m, benefiting from strategic acquisitions and improved logistics cost savings.? ? This is just a selection of news this week. Sign up below for more insight ?? https://lnkd.in/d-z25aM

What’s been happening in retail this week? · Morrisons expanded its delivery partnership with Just Eat Takeaway.com to include groceries from 380 supermarkets across the UK, alongside deliveries from its cafes and Morrisons Daily c-stores. This includes free delivery on orders over ￡15 through the Just Eat app. · John Lewis & Partners launched a new retail media platform in partnership with Epsilon, enabling brands to create and manage their campaigns directly on its website. This includes banner ads and sponsored listings, supported by a dashboard to track performance and sales. · Hotel Chocolat is expanding its Velvetiser Café format by opening its first bakery and hot food offerings at four Yorkshire locations, set to launch in August. · Boots UK plans to utilise data from its Advantage Card loyalty programme to assist in developing new disease treatments. Collaborating with research and healthcare organisations, Boots aims to identify and recruit participants for clinical trials, focusing on early diagnosis methods. · Walgreens reaffirmed its commitment to Boots UK, declaring the UK chain "very important" to its business following the decision to retain it instead of pursuing a sale. · Frasers Group raised its stake in boohoo from 24.04% to 25.02%, solidifying its position as the largest shareholder in the fashion retailer. This move follows a strategic investment that began in June 2023. Frasers Group has hinted at potential takeover plans. · JD Sports Fashion is reviewing its major distribution centre in Derby, putting staff at risk of potential job losses. The retailer has begun consultations with employees while exploring alternative employment options and providing wellbeing support. The 514,000 sq ft facility, leased for 20 years, remains under evaluation with no final decision made yet. · Iceland Foods reported record profits, with underlying profits climbing 24% to ￡315.7m for the year ending 29 March. This growth is attributed to the popularity of its ￡1 range and lower electricity costs. Sales rose 6.6% to ￡4.2bn, as shoppers sought value amid the cost-of-living crisis. · Next reported a 3.2% increase in full-price sales for its second quarter to July, exceeding expectations by ￡42m, despite adverse weather conditions. The retailer raised its full-year profit forecast to ￡980m, benefiting from strategic acquisitions and improved logistics cost savings. This is just a selection of news this week. Sign up below for more insight ?? https://lnkd.in/d-z25aM

?Did you know that despite the current cost-of-living crisis, convenience store shoppers are still buying cards, gifts, and treats for special occasions? Our recent research shows that with #MothersDay and #Easter just around the corner, independent convenience stores have a golden opportunity to capitalise on these events. ???? Store owners, are you making the most of front-of-store displays, product promotions, and external adverts to attract shoppers during these special occasions? ?? For more insights on the independent convenience market, contact us today or visit: https://lnkd.in/eR9uqRHs #IndieStores #ConvenienceStore #MothersDay #Easter #RetailInsights

With most shoppers still preferring to buy perishable food and beverages in-store, it has become increasingly important for grocery retailers to appeal to them by offering great discounts and an above-and-beyond in-store experience. While this might seem challenging, retailers can appeal to these shoppers by investing in something that all grocers already have: their shelves. TRUNO’s Marketing Manager, Cooper Phillips, walks through how investing in your shelves is the underutilized secret weapon of shopper engagement and loyalty. #ESLs #groceryretail #shopperengagement https://bit.ly/3WHFRTi

Wow. This is a bold approach and I think potentially a brilliant one. Could this perhaps set a precedent for better communication and therefore appreciation for quality or ‘the qualities’ of products. Could it provide a model for sustainability engagement? #systemsthinking #brandexperience #retail #value #icecream

?? Aldi is the fastest growing grocery store in the US and the UK. Here's 3 ways they've used marketing psychology to grow ?? -- // Aldi’s bare-bones store experience means customers have less information to process: ? Shelves filled with cardboard boxes ? No fancy end-aisle displays ? Limited product options, quantities Why does this approach drive sales? It's down to a concept called Cognitive Load. This describes how much information we’re trying to take in, process, or remember at one time. When we are making decisions with just the right amount of information and stimulus?—?as we are in Aldi’s streamlined experience?—?shopping feels less psychologically stressful. This is particularly important for Aldi’s core customer, who is in a state of constant mental exhaustion after having to make financial trade-offs 24/7 just to survive. // Aldi outsells almost all other grocery stores per square foot in the U.S. It makes $662 of revenue per square foot?—?that’s more than Walmart ($418) and Dollar General ($223) combined. But what’s really impressive is how they do this with fewer items. It's down to a concept called Choice Overload. This describes the human tendency to be attracted by just enough choice, but then become overloaded if we see too many options. Too much choice can cause anxiety, disappointment, and even depression. (Having lots of options does have upsides, but when it comes to making decisions it can backfire) Aldi only has 1650 SKUs compared to the more than 30k items in a typical American grocery store. That makes shopping faster, easier, and stress-free (even with fewer items to choose from). -- ?? Liked this post? Give it a like and a share so others can find it, too.

#5 Market Enthusiast Diary:The Battle for Bargain Shoppers in UK Supermarkets and Competitive Pricing As a regular shopper at Lidl, Sainsbury’s, and occasionally Asda, I’ve noticed a trend that’s reshaping the retail landscape: the aggressive price matching strategies these supermarkets employ, particularly in comparison to Aldi. This tactic has become especially in recent months, as cost-conscious consumers increasingly look for the best deals amidst economic uncertainty. Lidl vs. Aldi Lidl prominently displays price comparisons to Aldi, emphasizing its commitment to offering similar or lower prices. This strategy not only aims to retain loyal customers but also to attract those who might be inclined to shop at Aldi, known for its consistently low prices. Sainsbury's Strategy Similarly, Sainsbury’s has started to highlight items where its prices match those of Aldi. This is a notable shift for Sainsbury’s, traditionally perceived as a mid-range supermarket. By aligning some of its pricing with Aldi, Sainsbury's is signaling to its customers that they can find value for money within its aisles as well. Asda’s Approach During a recent visit to Asda, I observed price comparisons for various products, particularly meat, that are aligned with those at Lidl and Aldi. This strategy indicates Asda’s effort to position itself competitively against the discount giants. The Outlier: Tesco Interestingly, Tesco seems to be the major supermarket not heavily investing in this direct price comparison strategy. Instead, Tesco focuses on other loyalty initiatives like Clubcard prices, offering discounts to members rather than directly comparing with Aldi. The Aldi Effect Aldi’s pricing strategy has clearly influenced its competitors. Known for its no-frills approach and low prices, Aldi has set a benchmark that other supermarkets feel compelled to meet. This dynamic underscores a significant shift in the UK grocery market, where the battle for bargain shoppers is intensifying. From a market enthusiast's perspective, these strategies highlight how supermarkets are adapting to consumer demand for affordability. As inflation continues to affect household budgets, the emphasis on price matching, particularly with Aldi, is likely to persist. Tesco stands out as the exception, focusing on its Clubcard and loyalty programs rather than direct price comparisons. This approach allows Tesco to offer exclusive discounts to loyal customers, maintaining a different strategy amidst the price wars. This trend reflects broader market forces at play and showcases the ongoing evolution in retail competition. #RetailIndustry #FMCG #UnitedKingdom #Jobseeker

?? ?????????????????? ???????????????? ???? ?????????????????????? Yesterday I posted about Tesco, Sainsbury's, Asda using their advertising to 'price match' Aldi UK. Later in the day, on my way home from London, I saw this fantastic advert from Unilever. Rather than trying to 'price match' the own label product, this brilliant advert highlights why Magnum's product is ???????????? than it's competitor. No reference to price at all, just seven reason why the branded product is superior to the own-label. I believe Tesco, Asda, Sainsbury's, etc. should do the same. As Magnum does, they should show their customers why their offer is superior rather than focusing on price. Convenience, Proximity, Range, Pack Sizes, Choice, Additional categories under one roof, Quality, More staff, Shorter queues, Bigger bag packing areas, In-store Butchers, Bakers, Green grocers, Store space, Loyalty programs, Customer specific offers, Coffee shops, Home delivery, Click and collect, Cleanliness, not having to Fight your way threw narrow aisle that are blocked with cardboard and staff stacking the shelves while also ignoring the customers trying to get by, Staff friendliness, CUSTOMER SATISFACTION, the list goes on. Yes, price is important, especially in these inflationary times. But other factors determine where customers shop, why they shop where they do and why they go back to the store. Focusing on price only create a race to the bottom. Competing on ???????????? gives customers a choice that is more relevant to them. Instead of communicating the message "we are just as cheap as Aldi on a few products (while still making a BIG margin on all the other stuff you buy)", why not tell customers why Tesco, Sainsbury's, Asda etc are ????????????, and give customers the other reasons to visit, to shop and to go back? Well done Unilever for focusing on ???????????? not just on price. #digitalcommerce #ecommerce #retail #retailindustry #retailing #strategy #cpg #cpgindustry #fmcg #fmcgindustry p.s. I really love that this ice cream advert is out in winter

Thankful for the opportunity to share my perspective on Target's aggressive price cuts in the wake of Walmart's share gains with the Star Tribune's Nicole Norfleet. "Toopan Bagchi, founder and managing director of Twin Cities retail consultancy Starship Advisors, said he wasn't surprised to see 'Target take aggressive action to remain competitive and win back its core guests.' 'Coming out of the pandemic, Walmart has consistently outperformed Target as consumers continue to struggle with inflation,' Bagchi said. 'Especially troubling for Target is Walmart's recent share gain in higher margin general merchandise from higher-income shoppers, Target's traditionally insulated stronghold.'" Given food and beverage account for less than 25% of Target's sales and nearly 60% of Walmart US's sales, a price war would be far more harmful to Walmart. What's your take? #retail #grocery #foodandbeverage #consumergoods #strategy