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CONTENTS
Introduction........................................................................... 3
What we learned................................................................... 6
Drilling down......................................................................... 8
Simply measuring channel sales misses the larger trend........... 9
Consumers use digital very differently by category................ 11
In-store shopping has digital at its core................................. 15
How can retailers evolve?..................................................... 18
Measure for measure............................................................ 19
Analysis methodology.......................................................... 20
Related materials.................................................................. 21
Contact us .......................................................................... 22
INTRODUCTION
While it was our belief that this hypothesis was true, what
All in all, our research confirms our view that retailers and the
consumer behavior.
Sales calculated based on U.S. Census Bureau Quarterly Retail E-Commerce Sales, 4th Quarter 2014.
slow to react.
wisdom of omni-channel.
eCommerce sales
2
Channel sales calculated based on U.S. Census Bureau Quarterly Retail E-Commerce Sales, 4th Quarter 2014;
excluding Gas Stations and Non Store Retailers from physical store sales due to survey scope.
$1.70T
$0.97T
$0.30T
Concen
Gini coefficient of l
Concen
Gini coefficient of l
5
Indexing volatility
While looking closely at the impact of digital on the
Figure
Figure
2. 2.
U.S.U.S.
retailer
retailer
share
share
volatility
volatility
overover
time
time
U.S.U.S.
retail
retail
industry
industry
concentration
concentration
overover
time
time
20%
20%
15%
15%
10%
10%
5%
5%
0%
0%
0.735 0.735
Year-over-year
Year-over-year
change
change
0.730 0.730
0.725 0.725
0.720 0.720
0.715 0.715
0.710 0.710
06-07 06-07
07-08 07-08
08-09 08-09
09-10 09-10
10-11 10-11
11-12 11-12
12-13 12-13
Concentration index4
25%
Concentration index4
25%
2006 2006
2007 2007
2008 2008
2009 2009
2010 2010
2011 2011
2012 2012
2013 2013
Calendar
Calendar
year year
4
4
The Gini
The
coefficient
Gini coefficient
measures
measures
the relative
the relative
dispersion
dispersion
of market
of market
share where
share where
1 is 1 is
a pure amonopoly
pure monopoly
and 0 means
and 0 means
every firm
every
has
firm
equal
has share
equal share
Deloitte Retail Market Share Index, 2015. The concentration index is based on the Gini coefficient,
which measures the relative dispersion of market share where 1 is a pure monopoly and 0 means every firm has equal share.
WHAT WE LEARNED
Many of the key findings from
Figure
3. Mobiles and Digitals Influence on In-store Sales
Figure 3. Digital and mobile influence on in-store sales
$1.70T
$1.10T
$0.33T
DIGITAL
36%
49%
$0.59T
$0.16T
14%
2012
MOBILE
2013
2014
19%
5%
2013
2012
$0.97T
28%
2014
this may indicate that consumers are using digital more for
in 2012.
Definition
Digital influence factor
The percentage of in-store retail sales influenced by the shoppers use of any digital device, including: desktop
computers, laptops, netbooks, tablets, smartphones, wearable devices, and in-store devices (i.e., kiosk,
mobile payment device.) It is an accelerating phenomenon that is both shaping how consumers shop and
make decisions in-store and setting new, higher expectations for retailers digital offerings.
7
Certain groups of consumers are using digital more often
to shop, specifically Hispanic and Latino Americans and
Digital
influence
projection
80%
70%
64%
60%
49%
50%
40%
36%
30%
20%
14%
10%
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
Year
Our projection
An overwhelming majority of retailers, it would seem, believe
is really happening.
DRILLING DOWN
1. Simply measuring
channel sales misses
the larger trend.
10
To succeed in capturing the sale, retailers need to find ways
to compete for a position in the consideration set earlier
Moment
Definition
Finding
Find
Inspiration
media.
advertisement.
Browse and
Research
the item.
11
Retailers
influence
declining,
category by category
Figure 5. Digital
and mobile is
influence
by category
DIGITAL INFLUENCE
Electronics
Home Furnishings
35%
59%
Automotive
55%
29%
Entertainment
55%
29%
Baby/Toddler
Food/Beverage
29%
52%
Apparel
37%
62%
Health/Wellness
MOBILE INFLUENCE
30%
49%
23%
39%
Misc. Supplies6
20%
35%
17%
31%
0
10%
2013 Metric
20%
30%
40%
50%
60%
70%
10%
20%
30%
40%
50%
60%
70%
2014 Metric
Combination of Furniture and Home Improvement categories from last years publication.
Miscellaneous Supplies includes such sub-categories as pet products and office supplies.
12
Apparel
Baby/Toddler
Furniture/
Home Furnishings/
Home Improvement
Electronics
Food/Beverage
Find Inspiration
Browse/Research
Select/Validate
Purchase/Pay
Return/Service
consumers are less aware of the products to start off with and
communication.
and investments.
core categories.
13
Figure 7. Percentage of consumers that use social media during their shopping journey by category
Electronics
31%
Home Furnishings
40%
Automotive
32%
Entertainment
18%
Baby/Toddler
56%
Apparel
29%
Health/Wellness
33%
Food/Beverage
21%
0
10%
20%
30%
40%
50%
60%
70%
less available?
High frequency shoppers in a given category are defined as those who take greater than seven trips within a three-month period.
Low frequency shoppers take fewer than three trips within that same period.
14
Which categories will be the next to tip?`
decision during that trip the store was likely one of their
15
Figure 7.
The impact of social media
16
Shoppers are 29 percent more likely to make a purchase the same day when they use social media
to help shop either before or during their trip (90 percent vs. 70 percent conversion).
Consumers who use social media during their shopping process are 4x more likely than non-users
to spend more or significantly more on purchases as a result of a digital shopping experience.8
Respondents who consider themselves somewhat or very influenced by social media are 6x more likely to
spend significantly more than non-users (42 percent vs. 7 percent) due to their digital shopping experiences.8
Note: Somewhat more = spent up to 25% more; significantly more = spent 25+% more.
maintain trust.
Note: Shoppers who spent somewhat more spent up to 25 percent more. Shoppers who spent significantly more spent over 25 percent more.
17
GETTING PERSONAL
Consumers are coming into stores with not only a specific objective in mind, but a specific path sketched out. Although they are more focused, the data clearly shows
that consumers continue to use digital once they have entered the store. Despite the fact that consumers are increasingly mission-driven, retailers should not overlook this
opportunity to continue to impact the path to purchase through digital.
18
become best-in-class.
For more on the topic of business ecosystems, please refer to Deloittes 2015 publication Business Ecosystems Come of Age.
19
and thrive.
Clearly, as technology develops and the next generation
of devices take the place of smartphones in the hands of
shopping journey.
ANALYSIS METHODOLOGY
Survey methodology
This survey was commissioned by Deloitte and conducted
online by an independent research company on November
21-26, 2014 and January 13-20, 2015.
The survey polled a national sample of 3,016 random
consumers. Data were collected and weighted to be
representative of the U.S. Census for gender, age, income,
and ethnicity. A 90 percent confidence level was used to
test for significance.
Below are the margins of error for specific sample sets in
this study:
National Random Sample 90 percent confidence,
margin of error 1-2 percent (+/-)
Device Owners 90 percent confidence, margin of
error 1-2 percent (+/-)
Smartphone Owners 90 percent confidence, margin
of error 2-3 percent (+/-)
20
RELATED MATERIALS
The New Digital Divide
Retailers, shoppers, and the digital influence factor
The dawn of
mobile influence
Discovering the value of mobile in retail
21
The New Digital Divide: Retailers, Shoppers, and the Digital Influence Factor
www.deloitte.com/us/digitalinfluence
CONTACT US
AUTHORS
Kasey Lobaugh
Jeff Simpson
Lokesh Ohri
Principal
Director
Senior Manager
klobaugh@deloitte.com
jesimpson@deloitte.com
lohri@deloitte.com
CONTRIBUTORS
Caroline Hoyle
Eric M. Brown
Senior Consultant
Consultant
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