Ease, joy and affordability are the pillars of the retailer’s framework for differentiating itself to customers, Chief Growth Officer Christina Hennington and Chief Food and Beverage Officer Rick Gomez said during the National Retail Federation’s conference in New York earlier this week.
Link: 5 ways Target is pushing customer-driven innovations in omnichannel, grocery | Grocery Dive
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All good stuff and very familiar to me from the similar efforts of the past decade from the big, full line grocery stores in the UK (the likes of Tesco, J Sainsbury, and to a lesser extent, Waitrose and Booths). All of which have had limited success on same day grocery ecommerce (delivered or pickup) and none offer a “curbside” coffee delivery option (despite in-store cafes often being operated by Costa, who are very much the Starbucks of the UK).
Asda (formerly owned by WalMart) has been laser focussed on price for a long time, acting as a hypermarket version of Aldi/LIDL (but, since takeover by a smaller UK retailer with PE money, has been “eating glue in the corner” while they segregate themselves from WalMart’s systems).
CoOp (regional green and national blue) largely focussed on convenience retail and provincial/rural stores.
M&S has long been a champion of distinctive own brand (“it’s not any xxx it’s a M&S xxx”), with their ownership of Ocado starting to provide a cheaper price point of private label into their stores.
Wm. Morrisons has long taken a different approach of vertically integrated food processing, with a significant amount done in store. But is now also PE owned, and has been a bit quiet of late.