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Trend nel food retail, Epta presenta strategie e modelli

“I comportamenti d’acquisto guidano, da sempre, la trasformazione dei modelli di business nel mondo Retail. Se il 2020 sarà ricordato come l’anno che ha condotto le Insegne a una più rapida evoluzione delle loro strategie, è troppo semplicistico sintetizzare il bilancio del 2021 e le previsioni per il 2022 come transizione verso il new normal” dichiara Giorgio de Ponti di Epta – gruppo multinazionale specializzato nella refrigerazione commerciale – che continua: “Il cambiamento profondo nella vita personale e lavorativa delle persone ha, infatti, drasticamente influenzato la sociologia dei consumi, con conseguenti impatti sulle strategie di marketing dei brand e dei Retailer, oltre che sull’organizzazione degli spazi cittadini.”

Approfondiamo con il Product Strategy Manager di Epta i principali trend in atto nella Distribuzione Organizzata.

“Prossimità, customer journey e sostenibilità sono le parole chiave della nuova concezione di fare Retail, che trovano conferma nel concept “ville du quart d’heure”. Si tratta di un modello virtuoso, a misura d’uomo e rispettoso dell’ambiente, studiato per trasformare gli spazi urbani in realtà policentriche basato su economie locali. Un luogo dove i cittadini, sfruttando al massimo le opportunità offerte dalla tecnologia, possono trovare tutto ciò di cui hanno bisogno in un perimetro percorribile a piedi in 15 minuti. Nel mondo della GDO questo si concretizza, oltre che nell’accelerazione della crescita dei negozi di vicinato – già in atto da diversi anni – nell’ascesa, negli ultimi mesi, di un format inedito, il quick commerce”.

Quali sono le caratteristiche chiave del quick commerce, l’innovativa formula che sta rivoluzionando il settore grocery?
“Il quick commerce nasce per soddisfare l’esigenza di ordinare prodotti online e di riceverli, a domicilio, in una manciata di minuti. Il servizio, proposto da nuovi player, permette, tramite apposite APP, di ricevere un determinato set di articoli, in modo comodo e rapido. In dettaglio, la consegna viene effettuata entro 15 minuti, suddivisi tra fase di picking (circa 3 minuti) dal magazzino urbano limitrofo e delivery (circa 12 minuti) tramite operatori muniti di bicicletta elettrica. I magazzini di prossimità preposti allo stoccaggio di prodotti anche freschi e surgelati sono situati in posizioni strategiche nelle grandi metropoli e riforniti dei principali beni di consumo, con un assortimento di circa 1500-2000 referenze. Lo scopo è, infatti, rispondere con un’offerta mirata ai gusti e alle preferenze degli acquirenti, garantendo altresì prodotti perfettamente conservati nelle loro caratteristiche organolettiche.” e continua “In questo scenario sempre più dinamico, Epta supporta i Retailer con soluzioni in grado di governare la complessità del nuovo paradigma. Le soluzioni ad hoc proposte da Epta per il format sono le celle modulari Misa e banchi a gruppo incorporato per freschi e surgelati firmati Costan.”

Quali sono i plus dell’offerta integrata Epta?
“I plus della nostra offerta integrata sono principalmente due: il rispetto dei vincoli acustici e tecnico-progettuali previsti per la creazione di questa tipologia magazzini nei centri cittadini e un uso razionale degli spazi di stoccaggio, requisito fondamentale del quick commerce. Le soluzioni Epta assicurano bassi livelli di rumorosità e, essendo self-contained, sono adatte per locali privi di sala macchine. È infatti fondamentale disporre di soluzioni di refrigerazione che possano migliorare l’efficienza della logistica. Le celle Misa sono disponibili con dimensioni minime di 40cm e moduli successivi di 20cm, per un’ottimizzazione degli spazi che rende funzionale il layout. È possibile optare per pannelli con spessore da 60, 100 e 130mm, finiture esterne e interne in acciaio inox e porte a cerniera o scorrevoli. Inoltre, a garanzia della massima food safety le soluzioni Misa sono trattate con il sistema antibatterico a ioni d’argento Epta Food Defence, per una protezione a contatto, permanente per tutta la sua vita utile.” e continua “Inoltre, i banchi verticali a gruppo incorporato per freschi e surgelati Costan offrono una visibilità potenziata degli articoli preconfezionati grazie alle ampie vetrate, a favore della massima velocità di prelievo dei prodotti. Questa si combina con performance energetiche ottimali, dimensioni compatte e un’elevata capacità di carico, all’insegna della redditività dei Retailer. Infine, il massimo rispetto dell’ambiente è garantito dall’utilizzo del refrigerante naturale propano R290.”

Come evolve il rapporto tra canali fisici e online?
“In Italia, nel 2021, l’incidenza dell’online grocery share ha raggiunto il 5%*. Seppure il tasso di penetrazione di questo format sia destinato a crescere nel futuro, la spesa presso i negozi fisici continuerà ad essere centrale. Il nostro Paese, infatti, si caratterizza per una solida cultura enogastronomica, che coniuga le eccellenze tradizionali con sapori etnici e ricette salutari. Scegliere personalmente, in-store, ingredienti freschi di qualità per la realizzazione dei propri piatti è un must per la maggior parte degli italiani, incluse le nuove generazioni. Inoltre, superate le restrizioni del 2020, riaffiora la voglia di shopping ed esperienzialità. In tal senso, Epta è al fianco dei Retailer nell’ideazione di aree espositive su misura. Il primo passo è l’analisi delle esigenze, seguito dalla creazione di aree ad hoc. Un processo completo, offerto dal marchio EptaConcept, che si articola dalla definizione dell’allestimento, selezione e customizzazione delle vetrine, scelta di materiali, colori e illuminazione per creare la giusta atmosfera, fino all’installazione. L’obiettivo è la valorizzazione dell’esposizione di cibi e bevande e una maggiore interazione tra i consumatori, i prodotti e il personale. Per il Team EptaConcept concepire un punto vendita esteticamente piacevole significa disegnare anche il sistema di relazioni. La teatralizzazione dei corner porta infatti il Cliente ad avere una percezione più alta della qualità del cibo, a favore di una superiore fidelizzazione”.

Come ulteriore spinta al cambiamento nel mondo Retail, è sentita la necessità di creare un rapporto con i consumatori basato sulla condivisione dei valori?
“Certamente, oggi i consumatori sono alla ricerca di qualcosa di più del semplice acquisto di un prodotto. A seguito della crisi sanitaria, sta emergendo un’economia dell’integrità: i Clienti prediligono quindi Insegne e brand sostenibili, in grado di veicolare valori positivi nei quali riconoscersi. Epta, in linea con il principio della Sustainable Innovation supporta i Retailer nel mettere in luce un approccio virtuoso, consapevole che il “patto con il Cliente” si basi sempre più su fiducia e responsabilità. Il Gruppo, ad esempio, propone sistemi a refrigerante naturale e banchi best-in-class nell’ambito del nuovo regolamento Energy Labeling. Inoltre, le nostre soluzioni di refrigerazione all’avanguardia contribuiscono altresì all’incremento della shelf life e riduzione del food waste. Questi fattori permettono alle Catene della GDO di entrare in maggiore sintonia con i Clienti e raggiungere un pubblico più ampio e sensibile. Abbracciare una filosofia orientata alla sostenibilità a 360° risulta, infatti, premiante e riveste una forte attrattiva per i Consumatori, che, con le loro scelte, si sentono parte di un cambiamento che influenzerà positivamente il futuro”.

Food exports: also retailers are moving and Coop starts with China

For decades it has been said that Italian retailers should have expanded abroad, but that the companies were not of a sufficient size to take the leap and measure themselves against the big international players. Then they arrived in Italy.

Some have gone, others are medicating their wounds. Others will arrive. Today, however, in 2015, albeit with the difficulty of establishing oneself abroad, with the opportunities of e-commerce and the interest of almost every country in the world for Italian food, things have changed somewhat. This was recently forcefully underlined at Fruit Innovation by the President of ICE, Riccardo Monti: “There is a huge demand from abroad for products of the Italian food industry. Today we are recognised leaders in quality, we must also become so in quantity”.

Maurizio Martina (Ministro delle Politiche Agricole, Alimentari e Forestali con delega ad  Expo Milano 2015), Carlo Calenda (Vice Ministro dello Sviluppo Economico) e Riccardo Monti (Presidente dell’ICE – Istituto per il Commercio Estero).

The goal which the Government has given itself is 50 billion in export turnover for 2020, compared to the 33 billion of today. “A goal within reach – said Agriculture Minister Maurizio Martina (on the right) – that can also count on a single agrifood made in Italy logo”, presented at Expo. The single logo is represented by an Italian flag with three waves that recall the concept of growth and development and by the wording The Extraordinary Italian Taste. The plan selects three segments: established, emerging and new markets. And in June the first campaign aimed at the United States and Canada will start with an investment of 30 million euros out of a total of 150 million envisaged overall.

“From today Italian agrifood – explained Minister Maurizio Martina – will be stronger and more recognisable on international markets. We finally have a single logo that will help consumers and operators to immediately identify the promotion of our products. We are starting with Expo Milano 2015 to take advantage of this extraordinary opportunity for visibility and continue with the activities envisaged in our internationalisation plan on strategic markets. Over the next three years we will invest over 70 million euros in promotion, learning to work as a team and not spreading our resources too thinly. With the single logo we intend to work on recognisability, create a leit motiv that links all the promotion activities of the real Italian product on the international stage. Our goal is to support companies that in recent years have fielded their energy, ability to get things done and passion, companies that have enabled Italy to record a growth of 70% in agrifood exports in the last 10 years. We closed 2014 with 34.4 billion euros, in the first quarter of 2015 we are at over 8.7 billion euros and our objective is to reach 36 billion by the end of the year. Also by properly exploiting the Universal Exhibition in Milan we can make it and aim to achieve 50 billion in exports in 2020”.

Also large-scale distribution can play its part. In fact something is moving, precisely in the direction of using the many riches of Italian agrifood to develop business abroad. There have been examples in the past, so much so that Crai is present in Switzerland and Malta with 160 stores. The methods are different, but the two major Italian groups, Conad and Coop, have finally moved.

The Cooperative of retailers landed in China in February with a mixed formula, for the moment envisaging five stores and a network of vending machines with a wide selection of products that can also be purchased via the Internet.

The project of Coop Italia, on the other hand, has just started, with the creation of a specific company – Coop Italian food – to develop contacts with international retailers or distributors of Italian products abroad, to which to propose private label products and those of small suppliers.

The first episode of this new adventure is in China: according to inStoremag information, ItalMenu has been established, a company based in Hong Kong whose business is to import and distribute Coop branded products in the retail and HORECA channels. Three weeks of promotional activities with ICE are planned for June and July in 40 stores of the PARKnSHOP chain, which belongs to the Hutchison Whampoa group.

Mergers: “super Coop” is born

The new Coop resulting from the merger of Coop Adriatica, Coop Northwest Consumers and Coop Estense will be the biggest cooperative of Italy, with 2,600,000 members, 4.2 billion in turnover, 334 stores – including 45 hypermarkets – and 19,700 employees. The Boards of Directors of the respective companies unanimously voted a guideline resolution giving the green light to the proposed merger of the three major consumer cooperatives of the Adriatico District, whose objectives and industrial and social content will be submitted in the coming months to the shareholders’ meetings of the cooperatives themselves.

“With this decision we want to contribute to supporting and relaunching the role and effectiveness of the cooperative mission, in the regions of both the North and the South of the country, confirming the suitability and utility of the cooperative model in very different social contexts” says a note.

Supermercato24, the alternative to click and collect, soon in the UK and France

Supermercato24 is a start-up from Verona founded in September 2014 that allows you to do your shopping online in a supermarket of your choice and have it delivered at home within one hour or one day. A kind of contract e-commerce, which uses 1200 delivery staff today activated in 58 Italian provinces of Central-Northern Italy (including Rome). E-commerce in the grocery sector, as we know, has never taken off in Italy. So what is the meaning of this project? We spoke to the founder and CEO, Enrico Pandian, 35 years old and with a series of on-line initiatives implemented since he was a boy to his credit.

Enrico Pandian
Enrico Pandian, founder of Supermercato24

“We started last September in Verona to see people’s reaction, then we expanded to other provinces in Veneto and Lombardy and in January we arrived in Rome. We entered a market area currently unoccupied: in Italy there is only one supermarket doing e-commerce, Esselunga, and some experimentation. Our model was the American Instacart. Our strength? Delivery in one hour”. Can you explain how it works? We are not a supermarket but a logistics network that works in crowdsourcing. The customer goes to the website (there is no app but it is optimised for tablets and smartphones) and finds all the supermarkets of at least 600 square metres within a radius of ten kilometres. He can choose from 8/15 thousand products of the chosen supermarket and delivery at home in one hour (requested by 25% of customers) or one day (requested by 9 out of 10 customers). Thanks to an algorithm, the delivery man closest to the supermarket is contacted, who takes the order, does the shopping and takes care of delivery. Today we have 1200 delivery men that will soon become 2000, small businesses but also private individuals who start with a few deliveries and then open their own business. The customer can pay cash and recently also by debit card. The average expenditure has in fact recently increased from the initial 40 euros to more than 130, a sign that customers have tried the service, trust it and buy more. In short, a kind of shopping Uber. But what do you gain? We have various types of agreements with the supermarkets, ranging from communication to sharing: each supermarket has its own approach. Our goal is to ensure the customer the best possible service. We take a percentage of the expenditure, ranging from 5 to 15%, while the delivery man gets the delivery fee that depends on the volume and the amount spent. The prices are indicative, we cannot change them in real time, but the customer can choose the supermarket he knows and so he is already aware of the price at that store. Your strength? Above all, speed. People see the fridge empty and want the shopping to cook the next meal. Even the few supermarkets that do e-commerce deliver the next day. Our delivery men have priority access to the check out, but we have the flow data of the store and so we know at what time to arrive to avoid queues. We have also seen that the provinces, which are not covered by e-commerce, are very receptive. We can deliver even in the most remote villages. And that’s not all. We are beginning to expand the offer with new types of products, such as lunch or dinner. In Verona we are testing an agreement with a fast food chain. And we are also thinking of over-the-counter drugs. It’s the customers who are telling us what they need, and our idea for the future is to deliver any type of goods, in one hour. Are not you afraid that the supermarkets will “wake up” and begin to think seriously about e-commerce? No, because they are not structured to make deliveries in one hour, so much so that many of our customers ask us to do the shopping at Esselunga. On the contrary, we have had requests from companies who want to use us to deliver their goods. How do you use the data? It is our most valuable asset because we know what kind of shopping our customers do and where they do it. In the future we will use it to make targeted and customised proposals on the website, in one month we will launch the new and completely revamped website. But we could also sell the non-aggregated data to the supermarkets, for example. What are your plans for the future? We are already working on opening in London by June and starting with the service in September, also making agreements with similar situations such as Just Eat (home deliveries for restaurants, ed) and focusing on two areas: central London and the surrounding area, which has an approach similar to that of Italy. Then we will start up in Paris, because one of our investors is asking us to do so, the French fund 360 Capital (in January, supermercato24 won 360 thousand dollars in the 360by360 competition, ed). In Italy for now we will consolidate the provinces we have. But we are studying the South, in particular Puglia where we see potential.

Pete’s Fresh Market and the American Dream

Pete’s Fresh Market is yet another classic expression of an “American Dream”. An independent chain ready to undermine the leadership of Whole Foods Market.

So writes Daniele Tirelli, President of Popai Italia, in the latest number of inStore, now available in the online browsable version, presenting an independent American retailer, Pete’s Fresh Market, operating in the Chicago area and which is going against the tide, setting up its stall in the suburbs of the great American city, looking for a target “snubbed” by the large retailers and focusing, however, on the quality and variety of the range, in particular fresh produce.

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“The need for a healthy, varied, appetising, genuine and fresh diet is an increasingly essential and basic value now down to the first level of the Maslov hierarchy. As can be seen from the layout – writes Tirelli – Pete’s proposes an elliptical perimeter path for the fresh produce departments that begins with fruit and vegetables and ends with the long counter of ready-to-eat in-store or take-away hot dishes. The grocery section which occupies just over 40% of the area is situated in the middle. The management of Pete’s has thus defined its positioning, focusing on quality and variety of the “perishable” offer as illustrated on the very well-designed website. So, for example, Kenny, the fruit and vegetable buyer skilled in the search for specialties such as nopales, bok choy, daikon, methi leaf, dragonfruit and quenepas, is full of advice on choosing and preserving fruit and vegetables, in synergy with the juice bar corner with the most advanced proposals in this field.

In short, one aspect of Pete’s strategy is communication. In addition to the website and the house organ, it focuses on in-store communication and, above all, on the constant practice of “demos”. In essence, the presentation of new products, specialties, seasonal products, etc. is part of building a superior consumption culture in order to get out of the doldrums of the pure price war. Pete’s Fresh Market also presents itself as one of the “greenest” supermarket chains in the United States, thanks to the use of recycled materials and the adoption of advanced heating, air conditioning and dehumidification technologies, ceiling energy recovery systems, controlled lighting and attention to hygiene, such as, for example, the use of air curtains to expel flying insects in the various departments. In conclusion, Pete’s Fresh Market represents another very interesting case-history of that world of local independent chains that takes consumer goods retailing innovation to the highest quality standards and from which there is much to be learned”.

Read the entire article here (in Italian)

Fight against food waste: Carrefour France has extended the expiry date of 350 products

The fight against food waste also involves the tons of expired products sent to landfills every year. Various solutions have been found by the supermarket chains to counter the phenomenon: recently many are offering discounts close to the date, a sort of last minute on yoghurt or cream cheese, or are sending damaged or food about to expire to charities (such as the “Ugly but Good” of Coop).

Carrefour in France has gone further. After the vote of the French Senate that effectively suppressed the use of the wording “Best before” (the one on non-perishable products), and a series of quality controls and food tests, it has taken a stand by changing the expiry date on 350 commercial brand products. Among these, the date of the wording “Best before” has been extended on 135 products such as cereals, rice, nuts, preserves; and there is no date at all on 50 products, including salt, sugar and vinegar. On fresh produce the “Best before” date has been extended from 7 to 10 days on yoghurt and from 2 to 8 days on spoon desserts.

A contrasting position comes from Denmark, where two of the major chains, Dansk Supermarked and Coop, have said they are against the new rule issued by the DVFA, the Danish Veterinary and Food Administration, which has lifted the obligation on retailers to remove all products with an expired “Best before” date from the shelves. The justification is that if the product is properly preserved and has not been opened, it can be safely consumed beyond the date indicated. The goal is, also in this case, the fight against waste.

Meanwhile, technology enters the arena, with a plethora of Apps that alert the user that in the shop or bar near their home there are products or sandwiches at discounted prices since close to the expiry date. Like the Turin start-up LastMinutesottocasa.

In any case, in May the EU had already proposed to abolish the expiry of certain non-perishable products such as pasta, rice and coffee. We will see whether Italy will decide to follow suit.

Carrefour is testing the shopping experience with the smart watch

The Carrefour hypermarket in Villeneuve-La-Garenne, near Paris, since last April is a veritable laboratory in which the French retailer is testing the supermarket of the future. At the heart of it all is an App, C-où, which provides access to a number of innovations such as the location of the items on your shopping list in the store and identification of the shortest route to do your shopping.

This is made possible by the electronic labels with NCF technology. Now C-où can also be connected to smart watches, for now only the Samsung Gear S (but in the coming months it will also be enabled for other Android smart watches), where you can also upload your loyalty card for immediate access to the checkout tills. The partners of the operation are Publicis Shopper and the French start-up Think&Go.

The first tests were carried out in December, and now the technology is available to all customers with the smart watch mentioned above. According to the monthly magazine Linéaire, there are still very few customers using these advanced features. But in the technology field, the acquisition of new technologies is proceeding at leaps and bounds and not being part of it can be very painful, while the early adopters will be able to secure at least an initial competitive advantage not to be sneezed at.

The first automated Coop store makes it debut in Sicily

The first automatic Coop (the most important Italian retailer) store called Coop Qui (here) is situated in the car park of a large electrical component and semiconductor company in Catania, STMicroelectronics. Objective: allow the 4000 workers, average age 40 years, many of whom work in research and development, to do their shopping and collect it on site before going home, 24 hours a day, 7 days a week.

Coop Qui is a kind of vending machine enabled for e-commerce and with a wider range of goods. Employees, in fact, have two options: they can make their purchases directly on site or online via a PC, tablet or smartphone, “selecting” from a virtual catalogue that offers food, personal hygiene and household products.  The store was created by WIB, acronym for for Warehouse In a Box, a Sicilian start-up which developed the innovative concept. The multiple withdrawal technology patented by WIB allows an entire automated shopping list to be managed with a single withdrawal of several items, regardless of their shape, weight or fragility.

An experiment for Coop Sicily, certainly, but if it “works” it could be replicated elsewhere. “We adopted the initiative of WIB, a young start-up which, starting from Sicily, has managed to receive worldwide recognition, with conviction.  A company that demonstrates that the skills and creativity of this region can also be expressed in a sector of great innovation. With this initiative, Coop intends to make a concrete contribution to the entrepreneurial growth of Sicily and to offer to an extraordinary company the experience and the name of the largest Italian distributor – said Lucio Rossetto, CEO of Coop Sicily -. We are grateful to STMicroelectronics for having been the first to provide space for this experimental project. Coop hopes that this model will meet with the approval of consumers and that it can be replicated in various locations in Catania, Italy and worldwide”.

WIB Machines in fact make it possible to set up a real store with limited investment and low operating costs. “We are proud – said Nino Lo Iacono, CEO and founder of WIB – to have reached the market with a very innovative, high-tech solution. The feedback from ST employees has already provided us with -suggestions for improving the quality of the service”.

The smartphone is not enough: at Tesco stores you shop with Google Glass

Google Glass: not everyone can afford it, it costs more than 1000 euros and is currently a whim (with a tendency for breach of privacy), but that “wearables”, wearable and connected devices, will spread exponentially in the coming years is a fact. And so Tesco, the main British brand, is doing an operation of image rather than substance, certainly, but which promises to be talked about. Shopping online with Google Glass: even more technology, which uses the Google voice device (“OK Glass, start shopping”) and the scanning of barcodes to put together shopping lists, obtain nutritional information and ship the order, which will later be delivered to the home. The software was developed by the team of engineers and computer experts at Tesco Labs. The video shows how the App works.

Digital Innovation: where is italian food retail on this issue?

Technological innovation at the point of sale is a crucial issue because it can bring customers (back) to the physical store in conjunction with online channels. But where is large-scale distribution in Italy on this issue? From a comparison with other channels, a picture of positives and negatives emerges: highly advanced in certain cases and in certain types of innovation (self-scanning and self check out, digital coupons, in part Apps), but definitely behind in others (online sales, mobile in particular).

In food, a sector characterised by lower margins, high competition, repetitive low unit-value purchases and a long supply chain, most retailers are still focused on investments in the back-end, aimed primarily at integration with suppliers, creation of more efficient operations and effective stock management. But now they are turning to the point of sale, while still very little consideration is given to the multichannel approach.

A comparison with other sectors

While the intelligent changing room is a technology obviously designed for the clothing industry, there are also other innovations that make sense only in certain situations. For example, RFid tags are scarcely used in large-scale distribution at the point of sale due to the excessive cost compared to the product in question.

On the other hand, speeding up the buying process, according to the analysis of the Observatory

On Digital Innovation in Retail of the Politecnico di Milano, is one of the key factors influencing the adoption of innovative technologies (along with marginality, internationalisation, competition with the Dot Coms and supply chain structure). In food, 53% of the sample have already invested into self scanning and smart cart systems, which support the customer in the buying process, and 26% intend to do so in 2015. 50% of Italian retailers in the food sector of the sample have developed self check out systems, i.e. unattended tills capable of speeding up the customer exit process. Auchan and Coop Estense are experimenting Mobile self-scanning solutions in which customers use their mobile phone to scan products to be purchased.

Fast scanning (crucial in the point of sale where a large number of items are bought) but also fast payment (appreciated by everyone): Esselunga has already enabled all checkouts for contactless payment via NFC and smartphone, encountering slow but steady growth in this initial phase. On the other hand, another system gaining popularity and appreciated in department stores with interaction with sales staff which would not make much sense in large-scale distribution is the Mobile POS, tablet or smartphone transformed into check-out systems that allow the layout of the store to be significantly modified by bringing the till closer to the consumer.

There is a lot of interest in coupon and loyalty acceptance systems (digital or Mobile) that allow promotions to be sent in proximity and digital coupons to be redeemed directly at the store check out. With a dual objective: increase customer purchasing opportunities and increase the use of loyalty cards (23% of the sample have already invested and 43% intend to do so in 2015). Bennet and the PaM group are experimenting a Mobile couponing system promoted by telephone operators in interoperable mode.

Lagging behind in e-commerce

Two or three are doing it and only one in a widespread manner: we are speaking of e-commerce in large-scale distribution. Food is the sector that uses it least (13%) and the market share is still below 1%, while the most developed sectors are information technology and consumer electronics, where 88% of the sample sells online, publishing with 83% and clothing with 72%. Evident in these cases is the fierce competition from the more aggressive Dot Coms. Followed by cosmetics with 60%, furniture with 57%, do-it-yourself with 43% and department stores with 20%.

Esselunga, an early adopter, claims double-digit growth: “E-commerce helps bring the customer to the store and has now become Esselunga’s first store – said Luca Sorichetti, Director of Information Technology – while the App, developed for a bit of fun by a number of students in 2011, is now in full release and provides the possibility to customise product offerings to be purchased in the store, where kiosks are widely used by those still tied to the physical point of sale”.

The click and collect system that starts to be included in certain situations (Tigros, Auchan, Coop and Carrefour in certain stores) could change things significantly, as has been the case in France (+75% and 4 billion euros of turnover, equivalent to 5% of total large-scale distribution revenues).

Also the presence in mobile, increasingly used both inside and outside the store, is amongst the worst performers: as much as 44% has no presence. It must be said that among the Apps of Italian retailers, few have developed ad hoc features to be used in store.

Finally, social media are in a limbo for almost everyone; they are not widely implemented and there seems to be no interest in doing so.

A look to the future

There are certainly many services that can be delivered through multiple devices. The famous kiosks, for example, are used by Tesco to enable the comparison of smartphone models available in the store (technical specifications and prices) while Thomas Pink, again in the UK, uses digital tables to customise shirts and to provide interactive entertainment while waiting. The American StopandShop chain with smart carts, a self scanning system and custom coupons proposes products related to those scanned by the customer for purchase, with an increase in the average receipt of 10%.

The future at home? According to Luca Sorichetti it will be in the adoption of social media “where we have so far done very little”, in greater customer involvement through the multi-media narration of product features, in the co-creation of initiatives with customers and in the involvement of the next generation of “digital natives”.

 

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