Fmcg sector, retail and ecommerce, social business, digital economy report

Social Business
FMCG - Retail and Ecommerce
By Eileen McCabe, Brendan Hallahan & Christina Giliberti

Social Business - FMCG – Retail and Ecommerce www.digitalmarketinginstitute.ie www.ahaingroup.com
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Table of Contents
Executive Summary …………………………………………………………………………………………………………………………..… 3
Consumer Behaviour ……………………………………………………………………………………………………………..…………... 5
The Survey ………………………………………………………………………………………………………………..………………………… 6
Market Analysis ……………………………………………………………………………………………..………………………………..… 9
Website Analysis – Features and Functionality ………………………………………..………………………………………… 10
Key Recommendations for New Entrants …………………………………………………..……………………………………… 15
Further Factors for Consideration ………………………………………………………..…………………………………………... 17
Tesco Case Study ……………………………………………………………………………………………………………………………… 18
Appendix 1 - Survey Responses ……………………………………………………………………..………………………………… 20

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Executive Summary
Online shopping is growing inexorably. Maximising the online business potential and optimising the consumer’s
online shopping experience are two separate issues, but are both of major importance to any retailer seeking to
take advantage of the increased spending by consumers online.
Irish shoppers spent €2.96bn online in 2010, an increase of 39% on 2009; this growth rate has not been seen in the
online grocery market, however, which accounts for approximately 1% of this, or some €29.6 million.
The value of the total grocery market in Ireland increased from €6.0bn in 2001 to a peak of €9.3bn in 2008; it fell to
€8.8bn in 2010, and has since risen slightly. It is currently valued at just under €8.9bn.
In 2010, the total grocery market in the UK was £150.8bn; the online proportion of which is some 8%.
Retailers benefited hugely during the economic boom. However, as a result of the recession, shoppers are making
more regular shopping trips for smaller amounts of groceries. Store loyalty has decreased hugely, consumers now
visiting more stores, shopping around for the best deals.
Shoppers have a much greater choice of grocery products but are purchasing the same number of products.
Shoppers are much more accepting of non-branded or private label (PL) goods. They are responding to price
increases by either purchasing more items on promotion or trading down to cheaper products.
Savings, convenience and the opportunity to purchase items which are not available from Irish stores are
influencing factors in online purchasing behaviour.

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The survey carried out by The Ahain Group, showed a significantly higher number of consumers shopping online
for groceries than industry statistics from 2010 would suggest. Half of our respondents said they have bought
groceries online. Despite the limited choice of suppliers, the majority of purchasers were satisfied with their
experience of grocery shopping online. Price is the top consideration for consumers both offline and online.
Convenience, security, discounts, peer reviews, fast, reliable delivery and easy website navigation, all rated highly
as influencing factors.
The survey revealed that the Irish online Fast Moving Consumer Goods (FMCG) sector is under-developed by the
existing vendors in the market compared to elsewhere - 1% of the sector’s sales in Ireland are purchased online
against 8% in the UK. The results suggest that there is a ready market for the service, with 50% of those surveyed
saying they had bought groceries online already.
The Irish grocery consumer has been conditioned by purchasing of other goods and services online. High-cost
items, such as electronics and flat screen TV’s, are now bought online as a normal purchasing experience - the
FMCG sector should be no different. The retailers have to overcome some issues (outlined herein) and need easy-
to-use websites, community building and leveraging of social media by developing an online strategy, which would
operate in tandem with their existing offline marketing strategies.
Developing an efficient delivery service, with high national penetration, is a challenge which has to be addressed as
a matter of importance; only Tesco has come close in this regard. Ireland has embraced the Internet and social
platforms in very large numbers. It is up to the Ireland-based retailers to expand their online marketing budgets so
they can take advantage of the digital and social revolutions.

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Consumer Behaviour
The Ahain Group’s survey shows that shoppers are now
1
:
 Compensating for reduced levels of disposable income
 More price aware
 More deal aware
 Willing to buy cheaper alternatives
A VISA 2010 survey found that:
 The average spend per Irish online shopper was €1,550
 Half the respondents indicated that they save between 11% and 30% by shopping online; 25% of survey
participants believed it was more convenient as there was better choice and shoppers could make
purchases any time of day
 Shoppers are also more inclined to purchase items online that they cannot find in Irish stores
 96% of shoppers are confident that the online retailers from whom they are purchasing, are secure - 86%
saying that they know what to look for on a site to confirm this
The 2010 European Consumer Barometer
2
also offers some interesting insights into Irish consumer behaviour
when shopping online:
 56% of Irish consumers will research retail purchases online and value online shopping for its convenience
 19% will make a purchase after their research, which represents a conversion ratio of approximately 30%
as against the conversion ratio of 20% in the grocery sector
 75% of shoppers use search engines for online research
 5% of Irish shoppers research their groceries online however only 1% purchase groceries online
The Ahain Group survey was carried out over two weeks in late November and early December 2011. The online
survey generated 643 responses. A target group comprising members of MyKidsTime (which provides online local
listings of kids’ activities, classes, events and services) contributed 614 responses and the remaining 29 were from
members of the general public. The industry data was correlated with the survey results and the findings analysed.
The methodology employed in the survey included a combination of:
(a) Sourcing and analysing data from the grocery industry
(b) An online survey of grocery consumers
The analysis provides valuable insights into the market and potential customers.
1
Kantar Worldpanel, November 2011
2
http://www.iabeurope.eu/media/41911/consumer%20commerce%20barometer%20-%20ireland.pdf

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The Survey
Industry statistics
3
state that only 1% of the Irish online community shopped online for their groceries in 2010 and
a further 4% researched their grocery shopping online but did not place an order.
The response from our survey group showed that 50% of the respondents had bought their groceries online,
suggesting that a tech-aware online group will avail of online retailers’ offerings despite a certain lack of support
infrastructure, such as nationwide delivery - presently none of the retailers offer this service. Tesco comes closest,
with its claim of 85% penetration countrywide.
Of the 50% respondents that do shop for groceries; 70% purchase from Tesco with Supervalu and Superquinn
combined accounting for 11%. The delivery capability may be the main driver behind the Tesco statistic. No other
company has managed to match their coverage of the country. With its purchase of Superquinn, Musgrave has
significantly increased their online market and delivery capability. Tesco’s dominance of the online trade may
3
http://www.iabeurope.eu/media/41911/consumer%20commerce%20barometer%20-%20ireland.pdf

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create a potential issue for new entrants if they plan to source some of its grey market products from the same
importers as Tesco.
The high percentage figures for Travel and DVD / Books are predictable given the nature of the goods. The good
news for the FMCG sector is that 27% of respondents said that they have bought food and drink online, 28% have
bought cosmetics and toiletries and 23% have bought other non-perishables. This supports the belief that there is
a strong online market for such products - once the broadband and infrastructure for these kinds of purchases is in
place.
Price (64%) and tangible incentives (47%) were the main factors that influence the decision to start shopping
online. Delivery to the purchaser’s home (37%) and speed of delivery (41%) also featured significantly. 10% said
nothing would make them shop online. Delivery to work addresses received the lowest rating for shopping online
for groceries - a mere 3%.
That price is important is not surprising, the tangible incentives are more so however. It is a reflection of the
current reality that Irish consumers are now interested in vouchers and coupons, something unheard of in the

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‘Celtic Tiger’ era. The fact that work delivery did not rate well as an incentive suggests that seeking facilitation of
delivery and storage of bulky goods could create tension or discomfort at one’s workplace.
The cost of weekly grocery shopping is between €100 and €200 for 62% of respondents; just over a fifth (21%) of
respondents spend between €76 and €100. This includes food, drink (alcoholic and non-alcoholic), cleaning
products, toiletries, and household goods. Industry statistics show that an increasing number of consumers are
seeking discounted goods and are willing to buy non-branded products.
4
This indicates that an effective,
competitive, online service with a national reach for delivery has strong potential to secure a percentage of the
market. The potential for success will depend on how effectively the online community is managed from the
outset, since the product listing will be small to start with. Price and incentives will play a major part in building the
community and offsetting the start-up limitations in product range. Consumers are now shopping around in
multiple stores for their groceries, so capturing some of that revenue through an online grocery service seems
highly achievable.
Despite the limited choice of online grocery services in Ireland, 61% of respondents described the experience of
buying groceries online as either ‘good’ or ‘very good’. The challenge for new entrants is to create such a high-
quality service that it will become Irish consumers’ online grocery service of choice.
4
Come On Ireland: winning with shoppers at home and abroad in 2011’, David Berry, Kantar Worldpanel 2011

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Market Analysis
How Much Is The Market Worth?
Tesco is the largest in both the Irish online and offline retail markets and it tops the UK grocery market, pushing
Asda (owned by Walmart) into second place. Since retailers release broad statistics and keep their specific sales
figures confidential, the best estimate for the value of the Irish grocery market is €29.6 million. The UK market
provides a good model for comparison, allowing one to see where the trends are heading and where the Irish
market may go over the forthcoming years. British shoppers spent £58.8bn online in 2010
5
- 8% of this on buying
groceries online - £4.8bn.
6
Will The Market Grow?
So why is the gap between the Irish and UK markets so large? Bigger choice, better delivery infrastructure and
broadband penetration are contributing factors. The value of the UK online grocery market is predicted to nearly
double in size by 2014
7
, which is three times the growth rate predicted for the traditional grocery trade. This
growth will be reflected in the Irish market as well. Tesco UK had plans to launch a revised website
8
, with
increased functionality, by June 2012 and is currently upgrading its delivery van fleet by adding 350 vans
nationwide in the UK. They have also introduced a commuter inspired website, which highlights a strong emphasis
on lifestyle trends and the modern shopper
19
.
Why would Tesco be investing in such a manner? Simply because of projected growth of the UK online grocery
market. And it is reasonable to assume that, if Tesco is analysing market trends and customer behaviour in the UK,
it is very likely to be doing the same in its Irish operation. The research suggests that Tesco is doing just enough to
be better than the opposition here in Ireland - which is not difficult - but it is also in a position to upscale very
quickly when consumer demand for a high quality online grocery service increases and its competitors elevate
their services.
Maximising Online Business Potential as a Retailer
There is a growing e-commerce market in Ireland for the grocery sector, with consumers that are both value-
conscious and online-aware. New entrants can benefit from having early-mover advantage in a traditional retail
sector that (so far) appears either unwilling or unprepared to offer a comprehensive, high-quality online service.
The successful online retailers have attached importance to addressing areas such as site design, usability, social
and mobile integration, and clearly the results are some of the more significant reasons for their success. It is
critical that significant attention to detail is given to these areas and that they are developed and resourced
accordingly.
Our survey leads us to conclude that the incumbent most likely to react to competition from new entrants is Tesco.
Tesco is recognised and respected internationally as a business that leverages the digital world effectively. While
the online offering in Ireland remains poor, it has demonstrated elsewhere that it has both the acumen and the
capability to leverage technology.
The size of the available market is very encouraging and the predictions that it will continue to grow, creates a
significant opportunity for new entrants. If the growing number of Irish producers and suppliers who can’t access
the bigger retailers is also considered, it becomes apparent that new entrants could quickly grow to become a
significant player in the Irish online grocery sector.
5
http://www.guardian.co.uk/business/2011/jan/21/online-shopping-monthly-record-december
6
http://www.igd.com/index.asp?id=1&fid=1&sid=7&tid=26&cid=94
7
http://www.igd.com/index.asp?id=1&fid=2&sid=2&cid=634
8
http://www.tescoplc.com/media/197025/statement_of_results_-_26_weeks_ended_27_august_2011.pdf
19
http://www.tesco.com/groceries/zones/default.aspx?name=working-week&icid=Working_Week_Nav_Home

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Website Analysis – Features and Functionality
After comparing and contrasting the features and functionality on the websites of the leaders in Irish and
International e-Commerce, we identified actions required to optimise online business potential, as outlined here.
Sign-up Process
A significant difference in the sign-up process is evident across the sites analysed. Many were unnecessarily
complex and badly designed. Traditional retailers scored poorly whereas retailers, who sell exclusively online,
performed much better.
Key recommendations would include –
 Give users more options when signing up/logging in, the most effective sites allowed new users to sign-
up/log in using:
o E-mail
o Facebook
o Twitter
 Create an intelligent and user-focused sign-up process
An example of a good sign-up process is that offered by Groupon, which has created an intelligent sign-up
with some smart additional calls to action. It requires new users to do more while ensuring that the
experience remains natural, streamlined and incentivised.
 Include additional calls to action when signing up, so users can opt in as they are interacting
As part of signing up, for instance, a pre-formatted invitation is presented that can be edited and sent to
the users’ friends via:
o E-mail
o E-mail address book
o Facebook
o Twitter
 Incentivise the sign-up process and the introduction of friends

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The online retailers who performed better were those pro-actively encouraging new users by providing
them with a gift on sign-up. In many cases, users were further incentivised to introduce friends.
Product Layout
 Create an enhanced product layout
While Walmart’s online grocery presentation of individual products was the best; both Groupon and
Living Social’s layouts were impressive too.
 Leverage customer reviews and social actions
The most successful sites leveraged customer reviews. Walmart and Amazon Food are particularly
impressive. Walmart has a slider feature of top-reviewed products and allows users to share their reviews
to Twitter and Facebook.
 Create a specialist diet rating system
Because specialist dietary requirements are now widespread, a visual rating feature is recommended
where users can quickly identify whether or not certain products match their individual requirements.
 Use ‘deals’ to manage stock and build loyalty
Outside of the deal-specific sites, Amazon food is also including a deals section. 120,000 consumers in
Ireland purchased online deals in July 2011
9
from the sites such as Living Social, Groupon (CityDeal) and
GrabOne. These deals were worth an estimated €3.9 million-worth of sales in July - more than double
what they generated in May 2011. Having a ‘deals’ functionality may facilitate better management of
stock, increasing the value for money offering and rewarding the user community.
 Create an ‘Add To Shopping List’ feature
One way to leverage the potential of the reverse Groupon model would be to create an ‘Add To Shopping
List’ feature, where users can add products that they would like to see carried. This would provide an
evidence-based mechanism to manage the growth of a popular product range and ensure optimal sales
levels.
 Introduce a dynamic account with information that matches the user’s needs
Amazon is a great example of how dynamic content based on previous purchases and similar products can
instigate sales, plus it doubles as sticky content – increases time on site and pages viewed per visit.
 Research the market and discover lifestyle changes or trends that can be adapted for targeting
Tescos ‘Commuter Zone’
19
website uses this approach to tap into a growing market segment. The layout is
split between grouped product choices based on convenience shopping.
Building Your Community
 Include social sharing
Include social sharing through Facebook, Twitter, Digg, Reddit, StumbleUpon, etc. Inclusion of social
media features on e-Commerce sites has several advantages, not least the integration of social media
marketing with on-site content and promotions.
10
In addition to integrating social capabilities throughout
9
www.sift.ie / Irish Internet Association, 2011
10
Irish Internet Association, AMAS, 2011

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the website, it is important to have and utilise social channels to engage with Irish consumers. These
channels should monitor the brand online and amplify the brand message.
 Allow users to send vouchers or products to their friends as a gift
Groupon allows users to send vouchers to friends and Living Social allows users to send products to
friends as a gift. Gifts is also a new feature to Facebook and this association makes it more desirable.
 Use competitions to encourage new members and to reward existing ones
Many of the sites were using competitions to drive membership and reward members. Pigsback, in
particular, has an impressive and active competition section.
 Use monthly user league table(s)
Sinirgy uses an ‘active local’ league table to highlight and reward its most active users, top users win
prizes.
Highlighting Your Suppliers
 Create a supplier spotlight section
Some sites have a section where they highlight and provide information about their suppliers, thus
providing a good way to nurture supplier relationships and to appeal to new ones.
 Use coupons to encourage new members and reward existing ones
A feature of the Pigsback site that stood out was the ‘coupons’ section. Users can avail of coupons that
are redeemable in stores. This could be effective to drive community footfall to supplier’s physical
locations.
 Share values, ethics and community projects undertaken by suppliers
Statistics show that food retailers, who invest in ethical practices and community-based projects, gain on
average a more positive sentiment. Sharing these activities will boost public opinion and serve as a way of
off-setting carbon (usually during air travel).
Using Mobile

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Mobile is the future. 54% of our respondents use their mobile phone to access the Internet and 20% have made
an online purchase through their phone. Amárach is predicting that the acceleration in smartphone use will
stimulate demand for mobile commerce in Ireland and forecasts that €800 million worth of transactions will be
conducted through mobile devices in 2012.
 Create a friendly mobile site for users to transact (M-commerce)
All the successful online retailers had invested in ensuring that their sites were mobile-ready, through having:
o Mobile versions of their website
and
o Smartphone applications
Smartphone ownership is 49% in Ireland
11
and location-based marketing for retail stores like Macys and Walmart
is an excellent way to entice shoppers to the store.
Virtual Currency
 Reward community members with virtual currency (online store credit) for participation/adding value
Smarter retailers (offline and online) leverage virtual currency and consumer database management e.g. Tesco
Club points.
An extension of this would be to reward community members with virtual currency for participation/adding value.
Promoters could incentivise membership to spread the message through rewarding those members that carry out
tasks i.e. get friends to join/create a video review.
Video
 Use video as a marketing tool and to create “how-to” videos
YouTube is now the second biggest search engine in the world, after its owner, Google. So having a
presence on YouTube is a great way of elevating a site’s SEO (search engine optimisation) and ensuring
that it secures a high page rank in search results.
 Video is also one of the most popular types of content that people engage with and share online, so it
creates an incentive for internet users to promote a site through online ‘word of mouth’. Below are
examples of how Groupon and Boards.ie are using video marketing:
o Groupon Marketing Video
12
o Boards.ie Ad 1
13
o Boards.ie Ad 2
14
 Use video to personalize the brand and add personality
 Video has value for searches (SEO)
 Video is deemed as more interactive and carries greater weight on search engines
 Video – if delivered correctly – can go viral and amplify your message(s)
11
http://amas.ie/online-research/state-of-the-net/state-of-the-net-issue-25-summer-2012/
12
http://www.youtube.com/watch?v=QhkecE3-VRs
13
http://www.youtube.com/watch?v=a-v4gaD7K9Q
14
http://www.youtube.com/watch?feature=endscreen&v=1sFJFFfFIJk&NR=1

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 Videos can be produced to align with campaigns, but many videos (either planned or unplanned) can go
viral. Popular examples would include humorous videos like Bodyform’s spoof marketing video
15
.
Opportunities
 There is now a growing online grocery market in Ireland
 Consumers are both value-conscious and online-aware
 Sites which prioritise design, usability, social and mobile integration achieve success
Predictions for the next 5 years
 4% growth in grocery market
 3.6% increase in population growth rate
 Aldi & Lidl will grow their market share to 14%
 Sales of non-branded goods will increase by 11% to 48%
15
http://www.youtube.com/watch?v=Bpy75q2DDow

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Key Recommendations for New Entrants
“Invest resources in setting the best price and running the best promotions. Also invest in activities that encourage
consumers to return to your brand rather than in activities that work at recruiting new shoppers.” - Tom Harper
The Ahain Group recommendations that emerge from consideration of the survey results include the following:
 As trust and safety are paramount create a pop-up/page to reassure people that their credit card data is
safe
 Focus on home delivery, rather than delivery to the workplace plus keep delivery costs low
 Create incentives for people to order more, recommend to friends and become a returning customer
 Be innovative to gain attention
 Put technology in place to connect with suppliers who are being ignored/side-lined by large multiples, to
extend access to products
 Consider establishing a minimum purchase threshold to ensure every delivery is financially viable
 Create personal and preference-based functionality
 Establish the role of Community Manager and provide training, if required
 Assign one (or more) individual(s) responsibility for IT, creating online databases, changing prices on the
website and internet security
Distribution and Pricing Models
Two common food retailer pricing strategies would be EDLP and Hi-Lo pricing. Both offer considerable benefits and
are linking to brand positioning as much as price. A retailer using Hi-Lo pricing, could utilise introduction of a
private label as a supplement.
Private Label (PL)
Private (Own Label brands) are designed to absorb costs for consumers by allowing production to be achieved in-
house, decreasing added costs that contribute to the final retail price.
Musgrave is beginning to focus strongly on Private Label, an avenue that Tesco and Asda have both taken.
While this approach is cost-effective for retailer and consumer, it can impact negatively on established brands.
These brands may then recoup losses from decreased supply by utilising online channels.
Central Distribution and Distribution Centres (CD / DCs)
Dunnes Stores is moving towards the 'central distribution' (CD) model via Distribution Centres (DCs) i.e. instead of
delivering to individual stores, a manufacturer such as Proctor & Gamble would deliver into a central warehouse
and transportation vehicles will then deliver to the stores. Any supply/transport charges are applied to the retail
selling prices in store. This elevates the cost to the brand of dealing with Dunnes, which might increase the appeal
of selling through an online retailer.
The benefits of DCs are that they:

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• Improve productivity and efficiency
• Lower production costs
• Improve product availability
• Break down bulk for retail chains
• Are an additional (larger) storage area
• Improve scale economies by combining individual orders
Distribution Centres alleviate the strain on stock and labour of alternative forms of shopping i.e. online, and act as
an intermediary between the suppliers and the retail outlet. Examples of businesses using distribution centres are
John Lewis, Asda and Costco. For the multiple retailer, DCs are perfect for distribution as they stream-line the
supply chain operation (see diagram below).
The structure of distribution including ecommerce channel
Producers Regional distribution The Internet Regional outlets Consumers
Centre

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Further Factors for Consideration
Further factors that require consideration are:
 Quick Response systems and Efficient Consumer Response (ECS)
 Supply Chain Management (SCM)
Market Opportunity for Entrants
There is a growing e-commerce market in Ireland for the food retail sector, with consumers that are both value-
conscious and online-aware. New entrants can benefit from having early-mover advantage in a traditional retail
sector that appears either unwilling or unprepared to offer a comprehensive, high-quality online service.
The successful online retailers have prioritised areas such as site design, usability, social and mobile integration
and clearly these are some of the significant reasons for their success. It is critical that these areas are given
special attention to detail and will need to be developed and resourced accordingly.
Our survey leads us to conclude that the competitor most likely to react to competition from new entrants is
Tesco. Tesco is recognised and respected internationally as a business that leverages the digital world effectively.
While the Tesco online offering in Ireland remains poor, it has demonstrated elsewhere that it has both the
acumen and the capability to leverage technology.
The size of the available market is encouraging and the predictions that it will continue to grow creates a
significant opportunity for new entrants. If the growing number of Irish producers and suppliers who can’t access
the bigger retailers is also considered, it becomes apparent that new entrants could quickly grow to become a
significant player in the Irish online grocery sector.

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Tesco Case Study
Tesco has been leading the way in digital usage, global expansion and ethical practices.
On the digital side a notable campaign would be:
Tesco expanded into South Korea and researched the market to compete against E-Mart Co20. The results of their
research showed that a high number of people work long hours and commute via the subway. Tesco responded by
setting up virtual stores within subway stations, that commuters could simply scan their goods by smartphone.
16
Being green and conscious of CSR is as much to do with carbon taxing as it is to do with consumer perception –
according to a recent Mori poll
17
, 28% of shoppers look to buy locally-sourced foods. As consumers are
supermarket customers, being green may have started out as a way to gain a commercial edge over competitors,
however it is now a way of being sustainable – for the environment and in business.
This chart titled the ‘Main/joint household shopper’
17
shows that, since 2006, consumers have progressively been
buying foods that are locally sourced, which means that supermarkets can look to source locally-produced items in
line with consumer demands and decrease food miles and high carbon.
Retailers seeking to continue to improve their carbon footprint, will need to make changes in line with Tesco:
• Carbon offsetting
• Pollution control – Less air travel, rotting food methane fuel for lorries
• Climate change - Rainwater for toilets, gas in freezers
• Energy - Building a sustainable store, more natural light in stores and improving how trucks are
driven
• Food – more environmentally-friendly products, cutting prices for these products, carbon
labelling on products
• Recycling - vegetable oil recycled to generate energy to run ovens in the in-store bakery
16
http://www.adverblog.com/2011/06/23/tescos-subway-virtual-store
17
http://www.retailresearch.org/retailethics.php

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Contact the Ahain Group:
info@ahaingroup.com
Unit B1 | Fota Point Enterprise Park | Carrigtwohill | Cork
http://www.facebook.com/AhainGroup
https://twitter.com/AhainGroup
http://www.linkedin.com/company/Ahain-Group
Contact the Digital Marketing Institute
www.digitalmarketinginstitute.ie/contact-us
93 Upper Georges St | Dun Laoghaire| Dublin
http://www.facebook.com/DigitalMarketingInstitute
https://twitter.com/dmigroup
http://www.linkedin.com/company/digital-marketing-institute

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Appendix 1 - Survey Responses

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Fmcg sector, retail and ecommerce, social business, digital economy report