Tesco next down the pan?
- Thread starter exbluejob
- Start date
Ah the SABC from @ancienturion. The sure sign of the hard of understanding.
No, spoken like someone who knows something of the subject. And you're wrong about where I live as well.
I know, and between you and I this is something that people in my line of work sometimes forget, that data does not drive outcomes. It is the evidence of activity is all. The activity of what you so condescendingly call the majority of the UK population, urban and rural dwellers. The point of data and business analysis is not to change peoples behaviours, but to deliver to businesses insights and understanding of those behaviours in order to better serve them.
The large supermarkets did not rise to dominance by springing into existence in a creationist moment and then tempting in shoppers from the butcher, the baker and the candlestick maker. They rose up and expanded into the space created by a change in shoppers expectations and behaviours. This was driven by a number of factors including, but not limited to, a change in family working patterns, increased shopper mobility, changing tastes and demands, domestic refrigeration and food technology.
Village shops, the ones that have survived, adapted to this by changing their focus from offering a little bit of quite a bit to convenience items with the occasional bit of local produce thrown in. They cannot, so do not, compete with the supermarkets for range or price. I accept that there are exceptions to every rule, near me for example is a farm shop complex that does a roaring trade in meat, veg, dairy and high end dried goods. Ironically, it's principle customer base is urban families with high disposable income. People from the village tend to go elsewhere to the supermarkets.
Simply, supermarkets did not put village shops out of business. Customers, or rather the lack of them, did that. Those that have survived did that through adaptation. The supermarkets themselves are now facing an adapt or die moment driven by, amongst other things, changing working patterns, changing customer concerns and priorities, the rise of internet retail, changing demographics etc
I know, and between you and I this is something that people in my line of work sometimes forget, that data does not drive outcomes. It is the evidence of activity is all. The activity of what you so condescendingly call the majority of the UK population, urban and rural dwellers. The point of data and business analysis is not to change peoples behaviours, but to deliver to businesses insights and understanding of those behaviours in order to better serve them.
The large supermarkets did not rise to dominance by springing into existence in a creationist moment and then tempting in shoppers from the butcher, the baker and the candlestick maker. They rose up and expanded into the space created by a change in shoppers expectations and behaviours. This was driven by a number of factors including, but not limited to, a change in family working patterns, increased shopper mobility, changing tastes and demands, domestic refrigeration and food technology.
Village shops, the ones that have survived, adapted to this by changing their focus from offering a little bit of quite a bit to convenience items with the occasional bit of local produce thrown in. They cannot, so do not, compete with the supermarkets for range or price. I accept that there are exceptions to every rule, near me for example is a farm shop complex that does a roaring trade in meat, veg, dairy and high end dried goods. Ironically, it's principle customer base is urban families with high disposable income. People from the village tend to go elsewhere to the supermarkets.
Simply, supermarkets did not put village shops out of business. Customers, or rather the lack of them, did that. Those that have survived did that through adaptation. The supermarkets themselves are now facing an adapt or die moment driven by, amongst other things, changing working patterns, changing customer concerns and priorities, the rise of internet retail, changing demographics etc
Read again what you have written. That is an logically inconsistent statement. If you're using any kind of inference engine based upon that, you're fceked.
A Tuxer should and must do better. Bet you were a Mandrake user to boot. You definitely wouldn't have been able handle Slackware, bit like an SA80 user trying to upgrade to THAT rifle. M'eh.
The loyalty card, it took a long time for most people to catch on to what they are for. The wife still doesn't understand how they work and why they want your info. They know that your secret passion is snuff and your wife is orange bubble bath and send each of you different vouchers when new products are online.
As to the villagers capacity to travel, that is why we now have home delivery. My son used it a lot when he was in Lincoln (he can't drive), now he is in Edinburgh and has a Tesco and Sainsbury within 150m he does not need it. Co-Op is the village shop in the villages round me and they seem to do ok even if you have a Tesco, M&S, Morrisons, Asda, Lidl, Iceland x3, Farmfoods, Sainsbury and Aldi all within 15mins drive but you get that if you live in a small rural town.
As to the villagers capacity to travel, that is why we now have home delivery. My son used it a lot when he was in Lincoln (he can't drive), now he is in Edinburgh and has a Tesco and Sainsbury within 150m he does not need it. Co-Op is the village shop in the villages round me and they seem to do ok even if you have a Tesco, M&S, Morrisons, Asda, Lidl, Iceland x3, Farmfoods, Sainsbury and Aldi all within 15mins drive but you get that if you live in a small rural town.
Hush child, you're embarrassing yourself.
In small words for the hard of understanding. Supermarkets did not put village shops out of business. The customers did when they decided to stop going to the village shop but to the supermarket instead. Because the supermarket sold what they wanted. That is why the village shop went out of business.
Ok now? Or do you want to insert another amusing reference about an obsolete battle rifle?
In small words for the hard of understanding. Supermarkets did not put village shops out of business. The customers did when they decided to stop going to the village shop but to the supermarket instead. Because the supermarket sold what they wanted. That is why the village shop went out of business.
Ok now? Or do you want to insert another amusing reference about an obsolete battle rifle?
Loyalty cards are more complex; operate at a macro level, locking people into shopping only in the provider whilst providing a platform to up and cross sell to customers. Stuffing up one element can be disasterous as Coles in Aus have found out in recent years.
Coles operates a loyalty card called Flybuys, which can be used in other Westfarms outlets including Shell petrol stations and Liquorland bottle shops (you can’t buy booze in the big Aussie supermarkets, which both own off licence chains.
The card gave great cross-outlet discounts; spend in Coles, get cheap booze and cash of fuel. So people became fiercely loyal to Flybuys, doing all their shopping in Coles, buying only Shell fuels. Until they broke the chain.
Since global fuel prices started to rise again, Shell fuel is on average 20 cents more a litre than some other fuels. So a 4c voucher makes no difference. As a result, people go elsewhere for fuel and no longer build up the big cash back deals on their food. So they shop in Aldi, which does sell booze. So they buy their booze at Aldi, not Liquorland.
And so on. Without the macro effect of loyalty, the up selling and cross selling piece is irrelevant.
Coles operates a loyalty card called Flybuys, which can be used in other Westfarms outlets including Shell petrol stations and Liquorland bottle shops (you can’t buy booze in the big Aussie supermarkets, which both own off licence chains.
The card gave great cross-outlet discounts; spend in Coles, get cheap booze and cash of fuel. So people became fiercely loyal to Flybuys, doing all their shopping in Coles, buying only Shell fuels. Until they broke the chain.
Since global fuel prices started to rise again, Shell fuel is on average 20 cents more a litre than some other fuels. So a 4c voucher makes no difference. As a result, people go elsewhere for fuel and no longer build up the big cash back deals on their food. So they shop in Aldi, which does sell booze. So they buy their booze at Aldi, not Liquorland.
And so on. Without the macro effect of loyalty, the up selling and cross selling piece is irrelevant.
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