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grocery store

August 15, 2018

Gallup Poll: Grocery Shoppers Prefer In-Store to Online, Shun Meal Kits

A recent poll by Gallup shows that the 84 percent of U.S. adults say they “never” buy groceries online, and 89 percent never order meal kits. By contrast, 81 percent say that they shop for groceries in person at a store at least once a week. (Hat tip: Food Dive)

The Gallup poll reinforces other studies which found that people like to shop for groceries in-store so that they can see and touch them. But it also highlights two trends to watch: meal kits’ continued shift away from mail order, and the transformation of grocery stores into curbside fulfillment centers.

We’ve been skeptics of mail order meal kits for some time, so seeing Gallup’s statistic that 89 percent of respondents never ordering a meal kit isn’t that surprising. Look at the current meal kit landscape: Home Chef is owned by Kroger, Plated is owned by Albertsons, Chef’d abruptly shut down last month, and its assets were purchased to focus on retail. Even stalwarts like Blue Apron and HelloFresh are both rolling out retail strategies.

Part of this is because mail order meal kits deny people the convenience that they want. According to research by Acosta and Technomic, 85 percent of U.S. diners decide what to eat for dinner the day of, which is why placing meal kits in grocery store aisles makes more sense than requiring people to pre-order meals days (or weeks) in advance. People in the grocery store can grab what they want to eat that night — no pre-planning required.

For meal kit companies looking to make the move to retail, however, it might already be too late. As mentioned, Krogers and Albertsons own their own meal kit companies, but they’re far from the only ones: Amazon makes its their own meal kits, Walmart has started to. On a smaller scale, regional grocery stores like New Seasons are getting in on the action, too. There’s only so much grocery shelf space, and a retailer is probably going to promote its own branded kit over a third party’s.

Meanwhile, the in-store shopping experience is going through its own transition. Large grocery stores are starting to be outfitted with robotic micro-fulfillment centers and expanded drive-through pick up options. Alert Innovation is building out such a center for Walmart and Takeoff will announce its first in-store robot operation later this year. These fast, automated centers inside local grocery stores will allow for online grocery order pickup within a half hour to better fit in with people’s busy schedules of errand running or grabbing something on the way home from work.

Additionally, the ability to pick up items in person allows people to inspect their purchases on the spot for quality and freshness — and return something if necessary — while still at the store. They get the convenience of ordering online, the ability to pick up while already out (without having to wait at home for a delivery window), and the power to make adjustments before heading home.

But wait, Gallup said people aren’t buying groceries online. That’s correct… for now! If you look at the demographic break down, 14 percent of adults with children under 18 and 12 percent of adults aged 35 – 54 order groceries online. Compare that to the 8 percent of people 55 and older who buy groceries on the web. And sure, only 9 percent of adults aged 18 – 34 purchase groceries online (they are mostly ordering takeout), but this is a generation being raised on digital convenience.

If these demographic trends hold true, it seems like as though as younger generations age up and start families, the number of people comfortable with ordering groceries online will grow.

With all these changes, I’m looking forward to seeing the same Gallup poll five years from now.

April 4, 2017

Dutch Grocery Delivery Service Picnic Cuts out the Middleman and Possible Profits

All eyes are on Amsterdam-based grocery-delivery startup Picnic, fresh out of a 100 million euro ($123.5 million dollars) investment from a number of Dutch firms which will allow them to fund a national rollout of their service. The Hague, the third largest city in the Netherlands, will be the newest marquee name added to the company’s delivery footprint. Picnic symbolizes hope for clever newcomers to digital commerce who believe they can make inroads in a David vs. Goliath battle for home shoppers.

Picnic, which is free to customers, works directly with suppliers to deliver fresh goods to homes using energy-efficient, custom-designed electric vehicles made in France and Italy. The company’s strategic advantage is its mastery of logistics; rather than following the lead of most on-demand delivery services, Picnic follows set routes somewhat akin to milkmen of the ‘50s and ‘60s.

The company piloted its service one and a half years ago in Amersfoort where it grabbed a sizeable market share from existing competitors. Picnic then expanded to Leusden, Soest, Utrecht, Maarssen and Almere with a warehouse in Utrecht. Picnic now has 90 electric carts roaming the streets of The Netherlands and has garnered 30,000 customers.

Despite the large investment, Picnic’s future is under debate. In addition to its free delivery, the company offers low prices but is faced with the enormous resources available to competitor Albert Heijn.  Owned by parent company Ahold Delhaize, Heijn is the largest supermarket chain in The Netherlands with ah.nl as its digital grocery delivery/in-store pickup business. Ahold, which has more than 1,000 stores Heijn stores, and owns the majority of U.S. online grocery retailer Peapod, has yearly revenue of more than 38 billion euros. Beyond heavily financed rivals, many question Picnic’s business model of free delivery. This begs the question as to whether Picnic is aiming become a major player or sell its logistics “value chain” to a larger competitor with a pan-European customer base.

In a 2013 report on the future of grocery delivery in Europe, McKinsey and Company, the consulting firm predicted that the market for online grocery will play out differently in different countries based on geography, product margins and consumer interest. It cited pricing, selection and online experience (including issues about payment security) as obstacles that had to be overcome to win marketshare, either in individual countries or across the continent. The past four years have shown McKinsey to be right on the money with its analysis.

The U.K. represents a microcosm of the dynamics of the European grocery delivery market opportunity estimated by Euromonitor to be worth about 10 billion pounds—representing a major tipping point. As in the Netherlands, competitive forces pit local supermarket chains Tesco, Waitrose, Morrisons and Sainsbury against online-only retailer, Ocado. Sensing the U.K. market was ripe for its massive reach, Amazon began its Amazon Fresh service in mid-June 2016 to Central and East London. It is Amazon’s first grocery-delivery foray outside the U.S.

Amazon’s service is available only to Prime Members which costs 79 pounds per year. On top of that fee, after one free month, customers pay an additional seven pounds per month fee on top of their Prime membership.  For each delivery over 40 pounds (weight) there is no additional charge; for smaller ones there is another four pounds tacked on.

And then there’s Asda, a large British grocery chain that is a wholly owned subsidiary of Walmart. With stores primarily in the North of England, its grocery delivery service was not highly rated by shoppers in a 2015 survey. However, it does provide the U.S. retailing giant with a base to invest and expand at any point.

February 21, 2017

Why Amazon Needs Automation To Drive Retail Profit

Amazon is one of the biggest retailers in the world, with total value at the end of 2016 surpassing the value of other U.S. retail giants like Wal-Mart, Kohl’s, Target, Sears, Macy’s and Nordstrom’s combined. So at $355.9 billion market value, it’s a little surprising to see Amazon continue to post slim profit margins on its e-commerce sales, by far the largest portion of the company’s business. Amazon’s continued investment and exploration into things like automated grocery stores and drone delivery start to make even more sense when you dive into their 2016 numbers.

A recent peek into their annual filing by Bloomberg reveals some interesting stats around Amazon’s subscription and cloud services, big growth areas with much higher margins and less overhead than retail goods. Where retail margins are low, largely due to the high costs of shipping, subscription fees (including Prime) are growing at 40% annually. In 2016, Amazon brought in $6.4 billion from Prime and other subscription services such as e-books and movie rentals – a little less than the company spent on net shipping costs for the year.

Credit: Bloomberg

People flock to Amazon for their value on retail products but also their convenience – whether it’s fast shipping, greater availability or the ease of ordering on non-traditional platforms like Amazon’s Echo voice assistant or Dash button subscription service. But the company’s commerce volume only slightly makes up for the high cost of shipping those products around the globe.

Amazon is investing in higher margin areas of its business, like Amazon Web Services, which boasted almost 25% profit margins in Q4 of 2016, compared with retail’s 3%. But the company is also using technology and exploring areas where it can automate and upgrade its method of product delivery to grow retail without growing its shipping costs.

Future Of Grocery

Back in December, The Spoon covered Amazon’s move to create automated grocery stores using a combination of sensors, visual recognition and deep learning. The project, called Amazon Go, uses “Just Walk Out,” a system of technology that identifies shoppers via facial recognition, identifies products using sensors and RFID tags and ultimately learns what you buy and what you thought about buying so they can market to you later.

Amazon Go - Just Walk Out

Currently, Amazon offers consumers grocery items via its Amazon Pantry program, which lets customers fill a box of dry goods (food, cleaning, hygiene, etc) and ship everything for a flat $5.99. The appeal for Amazon Pantry shoppers is not just convenience but also price as Pantry goods are usually cheaper or on par with Wal-Mart and Target prices – taking direct aim at both traditional grocers and competitor retailers. But the program still drives hefty shipping expenditures – and only offers those “middle of the grocery store” items. Amazon Go could offer both fresh and dry goods using methods of automation technology that would greatly reduce overhead.

The Robots Are Coming

The other major area where Amazon is investing R&D is the use of robots, mainly drones, for delivery as opposed to the traditional UPS driver. Prime Air has been an Amazon initiative that takes airborne unmanned drones to drop packages at our doorsteps, using remote charging stations and coordinate technology to significantly reduce the cost of bringing those brown boxes to customers. The first package was delivered back in December to an Amazon customer in the UK and it looks like the company is still working on ways to make Prime Air a feasibility in the heavily regulated U.S. airspace.

Last week, the U.S. Patent Office awarded Amazon a patent for a method of air delivery that does not involve landing a drone in your front yard but rather using parachutes, magnets and sensors to hover above and drop the package from the air. The patent application explains that this method could be a safer and less intrusive way for drones to deliver customer packages. Despite the patent and other testing and work Amazon has done with Prime Air in the U.S., the method of using unmanned machines to navigate package delivery is still illegal.

Nevertheless, Amazon’s strategy to create different avenues of lower-cost delivery models when it comes to its retail business make sense, especially when you look at where they are currently profitable and where investors would like to see higher margins. The grocery store of the future and robotic delivery certainly seem futuristic and neither are mass market options for Amazon today. But it’s clear based on its financials and initiatives in the space that Amazon is looking for ways to make retail more profitable and efficient in the not too distant future.

January 27, 2017

Kroger Gives Tech Initiative IoT Spin As Amazon Turns Up The Heat

Back in 2014, grocery store giant Kroger began to discuss its digital shelf technology, where they would replace traditional shelf labels with digital shelf labels to enable features such as dynamic pricing. Over time, this effort would expand to include personalized information for the shopper.

By late 2015, the digital shelf tech had rolled out from a few dozen stores to over two thousand nationwide and had begun to incorporate dynamic pricing and nutrition info.

Now the company is looking to power-up its digital shelf technology with IoT. According to a report from the Wall Street Journal, Kroger “is testing sensors and analytics technology to let shelves and products interact with shoppers walking the grocery aisles.” The new system would be able to detect individual shoppers and created targeted advertising using the electronic shelf display screens.

This new effort, which looks to employ location-sensing and authentication technology that at least sounds similar to what Amazon is talking about with Amazon Go, is currently in 14 stores in the company’s home market of Cincinnati.

Can grocery giants like Kroger employ IoT tech to make the shopping experience better? They better hope so. After all, it’s not like Amazon is slowing down its grocery ambitions. The Wall Street Journal reported in December that Amazon has plans that go beyond the smaller concept store unveiled in Seattle in late 2016.

As Allen Weiner wrote about the effort earlier this week, “Amazon will test two other concepts, including a drive-through version and a larger, expansive store to compete with Target and Wal Mart. Based on its tests, Amazon will move quickly into expansion mode with a full-scale, nationwide rollout. The initial batch of such IoT grocery stores will likely be based in states where Amazon has large fulfillment and warehouse centers.” The Journal reports Amazon could open up to 2,000 such stores under the planned rollout.

For grocery store companies, this move towards context-aware and IoT-powered shopping is nothing new. What is new is Amazon taking things next-level with Amazon Go, which uses IoT and AI to go beyond incremental changes and entirely rethink how grocery shopping should work.

And now, slowly but surely, established players like Kroger are trying to figure out what it means when the leading online retailer moves into their world of brick and mortar.

December 10, 2016

Dash & Go: Amazon’s Strategy To Attack The Grocery Market

I can’t stop thinking about Amazon Go.

If you missed it this past week, Amazon blew our collective minds with the unveiling of their rethink of the grocery store. I wrote, “if you’re a grocery store and aren’t worried about what Amazon is doing, you should be. With Just Walk Out, they are looking to utilize IoT, AI and mobile to extend their dominance from the online and in-home commerce world to the corner grocery store.”

How does this fit together with what else they’re doing in the grocery realm? I’d describe it as a strategy of ‘Dash & Go’, where they ‘Dash‘ towards the middle of the store filled with dry goods and commodities and then ‘Go‘ after what I call the “fresh edge”, around the perimeter of the grocery store where everything is fresh, artisanal, green.

This strategy crystallized for me when I read the following description of Amazon Go:

“We offer delicious ready-to-eat breakfast, lunch, dinner, and snack options made fresh every day by our on-site chefs and favorite local kitchens and bakeries. Our selection of grocery essentials ranges from staples like bread and milk to artisan cheeses and locally made chocolates. You’ll find well-known brands we love, plus special finds we’re excited to introduce to customers. For a quick home-cooked dinner, pick up one of our chef-designed Amazon Meal Kits, with all the ingredients you need to make a meal for two in about 30 minutes.”

That’s the fresh edge, folks.

When you look at Amazon’s Dash partners, you see a whole lot of packaged goods, whether that means bottles of fizzy drinks, cleaning supplies, or toiletries, etc. It’s the high-volume, sometimes boring stuff that consumers know they need and just want to make sure they have at all times.

Some have speculated Amazon Go is a proof of concept meant to showcase the technology to potential customers like, well, grocery stores. I disagree. Just Walk Out, the technology platform at the center of Go, is certainly interesting and something other grocery chains would want. But here’s the thing: I’m not sure Amazon is in the innovation business to help other grocery stores.  While they may “lend out” their innovation in the areas of cloud computing and Alexa through as-a-service models and APIs, I can’t see them creating a massive reinvention of the grocery store concept for others to use without first trying to capture as much of this market themselves as possible.

Some may also wonder why I don’t see Amazon Fresh, Amazon’s grocery delivery business, as a “third leg of the stool” in this grocery strategy. I’m not ruling out that the delivery of fresh will some day become a very important business for Amazon, but you have to wonder why a grocery delivery business they’ve been working on for a decade hasn’t been scaled very widely yet. This tells me that they may realize home grocery store delivery, which has been a dream of Internet innovators since the days of Webvan, may not be the most efficient way to get food to consumers.

Lastly, I don’t think Amazon is done. They hint in the video (see below) they’ve been working on Go for four years, which makes you wonder what else they are working on. I’ve heard from multiple Amazon folks they have a bunch of new tricks up their sleeves in 2017 (one of which could be a “kitchen computer”), so there’s a good chance the company will blow our minds next year as well.

Introducing Amazon Go and the world’s most advanced shopping technology

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