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Speed

Speed


For this study, speed is defined as getting in and out of the store quickly and a fast checkout. In the Covid Era, Speed became synonymous with Safety, more strongly correlated than any other driver. Shoppers wanted to avoid crowds and get in and out fast to stay away from germs. But Safety also threw unprecedented hurdles at shoppers to execute a quick shopping trip with the safety measures that stores enacted, such as one-way aisles and lines to get in the store

Furthermore, it was not uncommon that when shoppers would get in the store, some of the items they had lined up for wouldn't be there, feeling like time wasted. So, retailers who helped shoppers overcome these hurdles, save time and stay safe during Covid increased the likelihood of capturing bigger baskets and a greater share of trips during Covid. Albertson's and Raley's improved customer perceptions of Speed compared to last year. Raley's coupled their Speed gains with established Digital performance to achieve above average momentum and a move up the RPI ranking.

Speed and Covid:Voice of the customer

"One-way aisles take much longer to navigate, especially if you forget an item & have to go back or want to compare prices on items in different aisles. Also entering the store on one end & exiting it on the other creates a greater distance from where I normally park."

FOR RETAILERS

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FOR BRANDS

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Retail leaders must objectively understand how their business currently considers Customers before trying to set a more Customer-centric direction and focus. There are some formal assessment methodologies, like dunnhumby's Retail Preference Index (RPI) and Customer Centricity Assessment (CCA), which offer detailed evaluations of a business' capabilities, strengths and weaknesses based on Customer perceptions (RPI) or global best practices (CCA).

The approach outlined below is not intended to replace these formal tools; rather, these observations are intended as a kind of 'toe in the water' to help retail leaders form early hypotheses and points of views. These are rules of thumb, heuristics culled from global experience. Later, leaders might use these observations to informally check progress from time to time as a way of assessing whether the "program in the stores matches the program in our heads".

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