With more than a third (38%) of consumers globally concerned about having enough money to “live right” and pay the bills, and almost the same proportion (37%) worried about inflation and higher prices, it’s perhaps not surprising that saving money is a top priority for many shoppers.1
However, our FutureBuy 20162 study shows that this is particularly true for those who shop online compared to in-store (52% vs. 26%). If we look closer still, we see that searching for the best price online is common practice regardless of age group. It seems we’re all “smart shopping”, from Millennials to Baby Boomers.
Recent economic uncertainties have changed consumers’ definition of value. They’re reassessing and redefining what products and services justify a premium. Our most recent Roper Report study, which covers 27 countries, shows that almost a quarter (23%) of consumers would pay more for a product that makes their life easier, for example. But value is also associated with the actual process of shopping. By being shrewd, shoppers can obtain the best deal for a product. There is value in getting a deal, but there is also value in feeling like a savvy or “smart” shopper.
Our FutureBuy 2016 study shows that consumers are shopping smarter, with an increasing number of them indicating that they are checking store circulars for deals/coupons, comparing the prices of stores, and researching products online more than they did a year ago.
A growing number of consumers are also using the internet to find and purchase products more than they did a year ago. Online channels bring transparency to the shopping experience, which could explain this trend. With a choice of online and offline shopping channels, almost two thirds (63%) of consumers indicate that they are learning how to shop more efficiently than before. And a similar proportion (62%) feel more in control than ever before when choosing the best products to buy.
The transparency of online shopping has generated two phenomena and further challenges to retailers’ pricing strategies: showrooming (the act of checking out a product in a physical store and then buying it online from a different retailer) and webrooming (the act of checking out a product online and then buying it in-store). Although these previously growing trends (showrooming and webrooming) have stabilized in the past year, they are here to stay. One quarter of all respondents practice showrooming in their journey whilst equal number of respondents (ca. 25%) webroom.
The impact of these trends on consumers’ shopping habits marks the death knell of dynamic pricing strategies, whereby near identical products are sold to different consumers at different prices. Today’s consumers, as we’ve identified, are price savvy. 61% (up from 58% in 2015) indicate that it’s important to them that the price of an item is the same whether they buy it online or in-store. Although some shoppers are prepared to pay more for convenience and to accept price differentials between channels on this basis, we don’t believe this will be the case in the future. And with the ability to air their dissatisfaction with a retailer via social media just a few clicks away for today’s Connected Consumer, woe betide any retailer who ignores such shifts in shoppers’ attitudes.
The picture painted by these findings makes clear the enormous challenges to retailers’ pricing strategies brought about by the convergence of offline and online shopping. The transparency created by the online shopping channel means that consumers simply won’t accept paying a different price for the same product based on where they buy it. Pricing intelligence is currently used more often by retailers to ensure competitiveness and it is proving effective, but it will never replace a well-thought-through pricing strategy and positioning. Indeed, with the rise of “smart shopping” we could see a new retail battleground emerging soon.
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1GfK Roper Reports Worldwide Market Brief: Germany, 2015; 27 countries
2GfK FutureBuy 2016, an online survey with 20,000 consumers 18+ in 20 countries across key categories (FMCG, services, consumer durables, automotive, toys, apparel, home improvement, home and garden, furniture etc.)
The world of consumer technology has steadily moved toward an ecosystem model over the last few years; whereby a single manufacturer has created an interconnected set of devices touching upon several facets of a consumer’s life, from communication to entertainment to housework.
For manufacturers of these devices, the stakes are higher than they’ve ever been. If a manufacturer is able to lock in a consumer with one device, for example a smartphone, they have the potential to influence a myriad of future purchases, from wearables, TVs, and laptops, to big-ticket items, like home appliances, home automation systems, and even vehicles.
The further you dive into a particular device ecosystem, the harder it is to switch to something else. For example, if someone purchases an Android phone and later finds themselves in the market for a smartwatch, they’ll logically opt for an Android Wear watch. Once it’s time to purchase a new car, they might then decide on a car with Android Auto to get the most out of the connected features of both their phone and car. Then when it’s a year later and it’s time to upgrade to the latest and greatest smartphone, the most logical route is to get another Android phone since it’s guaranteed to still be compatible with their watch and car.
This is why it is so important to have a well thought out and engaging device to grab users’ attention and lock them in early.
The phrase from a few years ago was “killer app” to describe that one great app that encouraged people to buy a given smartphone. In the age of the device ecosystem, it’s the “killer device” – that one perfect device that draws people in and (hopefully) generates the loyalty needed to keep users coming back to the same manufacturer for all of their other devices.
Creating that killer device is no easy feat and is often the end-result of lots of planning and hitting the market at just the right time. Part of this planning though is ensuring that the device is not only easy to use but fun to use, and this is where user testing becomes so important. Because the difference between a good user experience and a great user experience can mean the difference between a consumer buying a manufacturer’s product once and moving on and a consumer buying a product and becoming locked in as a customer for life.
Ryan Carney is a Senior Lead UX Specialist at GfK. To share your thoughts, please email Ryan.Carney@gfk.com.
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Latest research from GfK into the UK’s OTT viewing habits has revealed surprisingly low audience numbers on mobile devices. It seems that watching subscription video content on Netflix, Amazon and Now TV is, for now, most definitely an in-home entertainment experience.
How can you attract the attention and influence the purchasing decisions of savvy Leading Edge Consumers? Find the answer in our infographic!
Our GfK Point of Sales Tracking data shows that online sales of Technical Consumer Goods (TCG) in Europe continued to grow. Explore our infographic for more key facts.
Did you know that, each month, we publish country-by-country findings on a new topic from our international study? As 2016 comes to a close, let’s take a look back at the survey results and the sentiments from consumers around the world.
For the first month of 2016, we looked at people’s reasons for trying to look good and the time they spend on personal grooming. What we found in this study was that peoples’ top three motivations for wanting to “look their best” are in order to feel good about themselves, to make a good impression on people they meet for the first time, and to set a good example for their children. Italians, Argentinians and Americans spend the most time on personal grooming each week, and the top three motivations for looking good change depending on respondents’ ages.
In February, we looked at virtual interactions, asking participants if they felt that virtual interactions can be “as good as being there”. Internationally, 23% of online consumers agreed that virtual interactions with people and places can be as good as being there in person. Brazil and Turkey have the highest level of agreement, while Germany and Sweden disagreed with the statement the most. Internet users aged 20-29 and 30-39 years old were the age groups most likely to agree.
Company responsibility was the topic for March. We asked over 27,000 people worldwide to select the top three most important responsibilities for companies today. The three most important were providing good jobs for people (47%), producing good quality products or services (41%) and being environmentally responsible (37%).
For April, we discovered that savers just outnumber fun-lovers internationally, asking people in 22 countries if they want to “enjoy life today and worry about savings and investments later”. We found that women are more likely to be savings-minded, and that twenty-somethings beat teenagers on highest percentage of fun-lovers. Out of all the countries surveyed, Hong Kong was the only country where over half of the online population favored saving today.
In May, we studied which countries have the biggest percentage of pet owners, and what kind of pets were the most popular. Among the results were that over half of people internationally have a pet living with them, and that Argentina, Mexico and Brazil have the highest percentage of pet-owners, while Asians are least likely to own a pet.
For the month of June, we asked participants how strongly they agree or disagree that “to me, it is important to always be reachable, wherever I am”. Nearly half (42%) of the connected population internationally firmly agreed with the “always reachable” mindset, while 11% firmly disagreed. Germany, Sweden, Canada and Netherlands had the highest level of disagreement with the importance of being always reachable.
Are consumers always concerned about their safety and security? This was our focus question for July, and we found that 32% of the online population firmly agree that they are “always concerned about my safety and security”. Brazil and Turkey have the highest levels of safety concern, while Sweden, Germany and Netherlands lead for feeling safe. Age has little impact on numbers concerned for personal safety and security.
Home improvement aspirations was the topic for August, looking at which aspects of the home that people would most like to improve if they could. 39% of those surveyed chose the “interior décor or design” of their home as the area most needing improvement, while “the overall size or layout” and “the furniture” closely followed (38% and 35%, respectively). Women were more likely to choose décor, while men were more concerned about the size and layout of their homes.
September showed us that a third of the people surveyed track their health or fitness using an online or mobile application, or using a fitness band, clip, or smartwatch. China leads all countries in this trend, with 45% of its online population monitoring their health and fitness. Brazil and USA are at 29%, with Germany (28%) and France (26%) following. China, Russia, France, Australia and Canada have more women tracking their health or fitness than men.
For the month of October, we looked at consumers’ physical concerns around aging and which conditions they worried most about having now or in the future. Internationally, the top five concerns are eyesight getting poorer, not being as mentally alert, lacking energy, having trouble taking care of themselves physically, and losing mobility / being unable to walk or drive. In Russia, “losing your teeth” was a top five concern, while “getting wrinkles or sagging skin” rated highly in Japan and Korea.
The final topic for 2016 looked at how often people in different countries help others or do volunteer work. People in the Netherlands and the USA are the most generous with their time, with a quarter of their online populations helping others or doing volunteer work at least once a week or more. They are followed by Mexicans at 22%. Internationally, less than a quarter of people say they never help others or do volunteer work.
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In a world increasingly active online, more and more questions arise to define the ‘digitally savvy’ population. We know Millennials, those reaching adulthood around the year 2000, have been born into a digital world, but are they more engaged with e-commerce brands?
Using Millennials as a target group has been criticized, as marketers broadly categorize individuals at different life stages, with different interests and attitudes. However, this cohort of digital natives have already shown differentiating behavior in terms of social media usage, gaming and life priorities including health, marriage, having children or buying a house. For all the myths, Millennials are one of the largest consumer groups in history, they have an affinity with technology and are about to reach their prime working and spending years (Goldman Sachs).
Each year InternetRetailing UK releases a list of the top e-commerce and cross-channel retailers. We have taken the top 50 brands and added them to our GfK Crossmedia Visualizer platform to see how behavior varies among different age groups.
When looking at the UK online population during the first half of 2016, reach is the highest among the over 45’s, particularly females. This questions the extent to which larger e-commerce and cross-channel retailers have moved their marketing focus towards the Millennial demographic, querying the untapped purchasing potential of this target group. However, although reach amongst Millennials is lower, when looking at the average duration of time spent on these sites those in the young Millennial age group (16-24) over-index significantly. This reflects that although larger retailers don’t reach as high a proportion of Millennials compared to other age groups, those they do reach are more engaged for a much longer duration.
This higher level of engagement is particularly noticeable for retailers in the areas of Fashion, Personal Care/Cosmetics and Animals/Pets.
Although young Millennials (16-24) spend more time visiting these sites, they do so less frequently. Younger Millennials therefore may seem difficult to reach, but with engaging content should stay on site for a much greater duration of time.
No demographic group is homogeneous, yet we still find distinct differences for young Millennials compared to other age groups. When looking at the top 20 retail sites that over-index for a Millennial target group compared to the average reach for the total UK online population, sites related to Fashion and Education have much greater reach for young Millennials (16-24). Combined these industries account for 80% of the top 20 sites.
In comparison, more mature Millennials (25-34) are attracted to a wider variety of e-commerce sites, visiting more general retailers including department stores and multi-content pure play brands. Mature Millennials also shop more for other people including children, engaged with sites relating to Mother/Baby and Toys. This pattern also follows for Millennial retail sites with the greatest level of engagement.
Young Millennials are the only demographic where the top 20 sites in terms of engagement are mutually exclusive to all other age groups. This implies that Millennials are primarily engaged with brands that directly target their age cohort, including Topshop, Forever21 and Student Beans.
When looking at the top 20 e-commerce retailers with the greatest Millennial reach and engagement we have found that sites are directly targeted at this specific demographic. Therefore if retailers want to target Millennials they will generate significantly greater levels of engagement with relevant, targeted content.
However, this is only the case for younger Millennials. We have found key differences in the e-commerce activity of young Millennials (16-24) and more mature Millennials (25-34). Younger Millennials spend a significantly greater amount of time per month visiting the top 50 retailers according to InternetRetailing UK. This is primarily due to Fashion, a key e-commerce industry appealing to young Millennials with brands providing targeted content. This demonstrates an opportunity for e-commerce brands to increase awareness and purchase intent, as the first digitally native demographic reaches its prime.
Deep drills into the UK’s top e-commerce and cross-channel retailers is just a starting point when getting familiar with your audience’s cross-media and cross-device usage. The above case study on Millennial e-commerce behavior is fully based on data provided by the GfK Crossmedia Visualizer. This cutting edge tool offers up to date, clear and deep insights into all relevant indicators of online usage across different devices (PC, smartphone and tablet). Moreover the internet usage data from this platform is linked to unique users’ consumer profiles, including all relevant socio-demographic data and further profiling attributes such as media usage, TV consumption and lifestyle data.
Amy Warwick is a digital senior research executive at GfK. For more information or to share your thoughts, please email firstname.lastname@example.org.
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Tech companies are constantly releasing their latest product “innovations” as they attempt to find the growth that the sector craves. From new versions of tablets and smartphones to kitchen appliances, these aren’t the game-changing innovations that will halt market stagnation and prevent decline. Where is the growth in the tech sector going to come from?
Innovation, in the true sense of the word, means finding new and different ways to solve customers’ problems. Genuine growth in the technology sector can only be achieved this way. If the prevailing approach of evolution rather than revolution persists, many of the companies that are around today will no longer exist in the next ten years. It’s not just me who thinks this. John Chambers, former CEO of CISCO, agrees: “If you don’t reinvent yourself; change your organization structure; if you don’t talk about speed of innovation, you’re going to get disrupted. And it’ll be a brutal disruption – the majority of companies will not exist in a meaningful way in 10 to 15 years from now.”
Technology is a competitive and disruptive industry. We’ve seen startups with the backing and funds threaten established players with ground-breaking innovations that change consumers’ lives for the better. They are meeting a need. Today’s Connected Consumers and B2B customers are more demanding, better educated and less forgiving than ever before. They’re hungry for genuinely new technology. And they are increasingly adept at identifying – and ignoring – slightly updated versions of technology they already have. This approach simply can’t generate the kind of sustainable growth that technology companies all over the world are trying to achieve. Put simply, product innovation is getting harder in this sector.
So how exactly do you go about being innovative? The most important requirement arguably is to let go of the obsession with the product. For the longer you focus on the technology, the less likely you are to invent something that is genuinely innovative. The real route to innovation lies with the end customer. It is only by focusing on your target audience – whether domestic or business – that you will be able to create technology that is genuinely new, necessary, relevant and desirable.
We’re not just considering product innovation in this discussion. It’s worth remembering that innovation comes in many forms. You can innovate the experience, position or re-position a brand, optimize existing portfolios and invent new brand strategies, identify and target new markets, business models, channels and customers.
I believe there are three key elements to successful innovation:
Whether it’s for consumers or businesses, how you communicate your innovation is crucial. You must anticipate the different factors that enable adoption. An emotional connection with your innovation is every bit as important as the product itself, perhaps even more so. Get this right and you’ll have the “eureka” moment you’ve been waiting for. Get it wrong and your latest innovation won’t make it further than the early adopters and a review in the specialist press.
If there’s one thing that I would like the technology industry to remember it is this: customers, customers, customers. Whether you target the B2C or B2B market, if we’re more passionate about the technology than we are about the end users who will – or won’t – use it, then John Chambers’ doom-laden prediction may come true. I am more optimistic. I believe that together we can create the radical departures needed to reinvigorate the global technology sector. We can find genuine innovation that will lead to the growth we yearn for. But only if we can put the end customer – not the technology – at the heart of the creative process.
Karl Pfister-Kraxner is the Global Head of Technology at GfK. For more information or to share your thoughts, please email email@example.com.
Shoppers love bargains. From coupons to product samples, which promotions work best with women and which with men? Our infographic reveals the answer.
With the election season now behind us, Americans can now set their sights onto a new season (with perhaps the same level of uncertainty – for marketers, brands and companies at least): holiday shopping. This year the National Retail Federation expects holiday sales to reach $630.5 billion. Additionally, online sales are expected to increase to as much as $105 billion. While we all wait for Black Friday, Cyber Monday, and the rest of the shopping season to arrive, here are a few prominent trends – both old and new – that companies need to keep top of mind.
One of the first things that might come to mind for holiday shoppers is deals and sales. With good measure too – GfK Consumer Life data shows that about eight in ten Americans get “really satisfied, even excited, when they get a really good deal”. And the timeframes for these deals are only getting longer to help companies stay close to the consumer – Amazon already launched holiday deals on November 1 as part of its Black Friday Deals Store. We as consumers cannot get away from the ‘value’ we get out of a product based on the price we pay for it. Whether it’s through coupons or just plain visually seeing a ‘price-slash’, sales and deals will certainly have to be a mainstay to draw holiday shoppers in.
Innovative shopping experiences continue to emerge as consumers want the ‘best of both worlds’ from both online and in-store. Nearly eight in ten Americans agree the worst part of shopping in stores is “having to deal with crowds and long lines” (hello, Black Friday…). Yet nearly an equal number agree that “it’s fun to browse in stores to see what’s new”. Along the same lines, three in four believe they can find “a variety of items online that are hard to find in stores”. But most consumers also feel that they “don’t like shopping online because they can’t see, touch, or try on things before buying”.
Where are the opportunities then? It seems as though consumers really can’t decide which channel they prefer – so a hybrid of both is an emerging solution that will continue to penetrate. Successful companies and marketers will combine positive facets from both channels to play into consumer tendencies. For example, Boston-based retailer Wayfair is implementing virtual reality headsets as a new way for consumers to browse and buy products virtually in the comfort of their own home; it also allows users to drop a virtual product into any room to see how it fits.
While consumers will continue to go to standard e-tailers for their online shopping, look for them to further streamline. More than seven in ten (72%) Americans are “always looking for ways to simplify my life”. Since online shopping itself incorporates streamlining more so than in-store shopping (as noted above under ‘convergence’), how can companies further simplify for the consumer? More and more, it really is turning into a speed & efficiency game. Take Instagram’s newest rollout, for example – aligning product links between social apps and retailer sites can be far more efficient than finding a product of interest on a standalone site, only to have to “re-find” it again on a separate site.
While ‘more of the same’ still exists with holiday shopping (see: sales & deals), innovations in both the online and in-store shopping areas are continuously emerging. The smart company and marketer will still leverage deal-based promotions to target the basic inclinations of the holiday shopper, while balancing the ‘good’ from both online & in-store outlets. New and innovative ways that appeal to their needs around simplification & efficiency of the shopping process will also generate success this season and beyond.
Mihir Bhatt is a Senior Consultant on the Consumer Life team at GfK. He can be reached at firstname.lastname@example.org.
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How to discover the attitudes and behaviors of today’s connected consumer? Knowing their values, their motivations and learning why they act the way they do, is the path for your brand to engage and connect with customers all around the world. GfK Consumer Life provides you with a rich source of global consumer insights and trends. The main benefits? An exclusive client portal, offering on-demand access to all the insights that are essential to make the right decisions for your business - from launching a product to building sales or establishing a brand identity.