As retailers continue their existential shift to multiformat operators, eCommerce/delivery engines, content platforms, media channels, and healthcare providers, retailers and suppliers will fundamentally change both their own work and the language of their joint business planning.
Supplier work becomes both bigger (to tackle broader challenges) and smaller (to attack targeted growth opportunities), while joint business planning becomes broader, long term, and strategic. In addition, big suppliers and retailers will find that their most disruptive competitors are not the big established players, but small, nimble competitors with new and different business models.
Retailers and suppliers should be aware of these trends:
- Big stores: Realigning space to new shopper needs
- Small stores: Curating and targeting stores to more specific shopper/trading area needs
- Big shopper: For shoppers who want less stuff and different stuff delivering the right stuff
- Small shopper: How addressable, behavioral, and contextual platforms change shopper marketing
- Big planning: Understanding the true competitive environment (including eCommerce, specialty, discount, and niche) and the true economics of the retailer/supplier relationship
- Small planning: Knowing how to build granular activities into a coherent, overarching whole.
Demanding shoppers have rationalized their retailer portfolios, requiring that their chosen fewer retailers engage them personally and contextually. Driving loyalty by leveraging deployable insights to activate commerce will require more precision marketing and prioritizing retailer collaboration efforts.
More targeted shopper clusters, formats, and promotional opportunities will drive ROI.
- Growth will continue to derive from non-scale-based formats, smaller stores, and specialized banners. How can you balance scale and growth?
- How will changes at big boxes like Walmart and Target impact your sales forecasts?
- How should you redeploy insights and account management resources to focus more precisely?
- What is your supply chain's agility capacity?
- Is digital a bolt-on, or is it incorporated into your trade marketing strategies, from beacons to store pickup?
Health and Wellness
The future of retail health and wellness will be consumer-driven and feature more general practice medicine taking place in a store than in a doctor's office. Consumers will demand that retailers and leading CPG brands create a seamless path to purchase where OTC solutions, insurance coverage, adherence goals, big data, and new technology platforms are all conveniently interconnected.
- By 2025, U.S. healthcare costs are projected to rise to 25% of GDP, or $12 trillion. Do you know what retail channels are in the best position to capitalize on this growth?
- Do you understand where your products fit into the retail health and wellness shopper spectrum? Do they satisfy more functional or emotional needs?
- Do you have the necessary above-the-line and below-the-line spend to influence the negative one moment of truth?
- How do shopper health and wellness attitudes differ by demographic group?
- How do we reprioritize resources for the hyper-personalized demands of Centennials and Millennials?
- How will technology companies transform consumers' expectation of quality care?
- Ahold USA
- BJ's Wholesale
- Bartell Drugs
- CVS Health
- Dollar General
- Family/Dollar Tree
- Farmacia Guadalajara
- Fred's Pharmacy
- Health Mart Pharmacy
- Home Depot
- Jean Coutu
- London Drugs
- Rite Aid
- Sam's Club
- Shoppers Drug Mart
- Thrifty White Pharmacy
- Walgreens Boots Alliance
- Walmart US
For more information about this report visit http://www.researchandmarkets.com/research/q6z3xx/2016_nacds_annual.
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