For online purchases I personally use Honey, and eBates (many others use Retailmenot too). Promotions: Digital also comes with promotional transparency. For online purchases I personally use Camel Camel Camel (The Camelizer) and Wikibuy … does this change the relevance of Minimum Advertised Price (MAP) pricing or Authorized Reseller Policies for vendors/categories who haven’t specifically used such things in the past? Should it lead to more product variations to reduce direct price comparison (similar to Club packages or Walmart-specific assortments in decades past?) Pricing: Digital channels often come with price transparency.
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Retailers should ask: what impact does sub-optimal online merchandising have on my sales or basket size? How do we quantify and optimize that?Īssortment: with Click and Collect offers, there are all sorts of opportunities to consider limited time assortments, trialing and testing new products, etc.Ĭan we afford to offer a much more granular assortment, picked out of back stock, if it doesn’t need to be merchandised in store? What are the logistics required to efficiently fulfill that way – essentially having 20 center store aisles plus a DC in the backroom? What about the sales impact of incorrect product information or images on a retailer’s website? The CPG brand wants to know who monitors this and how do they keep the quality where they want it. How do you replace it smartly? As a retailer, you may still capture the sale and care less about the switch than the CPG brand replaced, but what if the customer has a bad experience with the substitution? What if they love Heinz but not Hunt’s or vice versa? Too many substitutions (at least bad ones) could drive that customer to another retailer. Merchandising: Out of stocks happen all the time… with Click and Collect, often it’s up to the individual picking the order to decide what substitute product to add to the order and it’s highly likely that sale will end up with a loyal customer trialing a different product. I don’t have all the answers (I don’t think anybody does yet), but I’d like to share a few of the questions that have been bumping around my mind for a while: I’d like to focus on just one shopping dynamic that, in particular, sits directly at the convergence of digital and brick-and-mortar commerce: Click and Collect (e.g., Buy Online, Pickup In Store). So what does it mean for MAPPS in our new reality?Īs I’ve mentioned before, eCommerce isn’t a channel (digitally connected commerce is now the norm). Yet most of the growth in our industry is in eCommerce.
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The only problem is that these systems and processes have been perfected for a pre-Internet world of brick and mortar commerce, where, e.g., Walmart and Kroger would take full truckload shipments of display-ready pallets.
We’ve even further specialized, for example most CPGs have broken out Revenue Growth Management from Trade Marketing, which has been further broken down into a huge planogram/shelf space team and a smaller analytical insights function, which is then complemented by a Shopper Marketing team and often by a supplemental Shopper Insights capability, often dedicated to an individual key account or channel. We do eye tracking studies, we have lots of data from SKU switching studies and cross-sku interaction pricing and tradeoff effects, we work hard to integrate our Promotion Management systems into our Supply Chain forecasts, and more. We have huge dedicated teams, automation software, and outsourcing for the repetitive and straightforward work like shelf space planogram design and maintenance. Our industry has gotten really good at them too.
The core Category Leadership toolkit, i.e., the major commercial levers for a retailer and its vendors, are usually covered in an acronym like MAPPS Merchandising, Assortment, Pricing, Promotions, Shelving/Space.
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