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May 07 2021
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Back to the future: Retailers need a new approach for winning customers

The easing of lockdown measures, although slow and steady, has come as a welcome relief for retailers. We can now work towards rebuilding through the eventual easing of all restrictions.

While the lockdowns have been long and painful, the appetite to return and shop in-store remains strong. But it would be naive to just act as though it was still 2020 in reopening and returning to the same plan. It is incumbent on retailers to recognise how consumers have changed their shopping behaviours.

Successful retailers have always understood the motivators and triggers for different customer groups and then offering an appropriate, tailored approach. This needs to be recognised and acted upon.

We recently took the temperature of the nation with a survey of changed shopping behaviours – with some interesting and encouraging results. The vast majority polled (70 per cent) revealed they were planning on visiting stores as much, or more than pre-pandemic. Only two per cent of respondents said they wouldn’t return to the high street. But digging into the detail we can start to see some distinct trends within this.

Localism remains strong

A new appreciation of localism has been one big factor that has brought our communities closer and changed perceptions that local perhaps meant less choice, as 35 per cent of respondents said they have purchased from a local or independent store that they would not have done pre-pandemic.

Meanwhile, the expectation might have been the very oldest might be the most loyal to the high street; interestingly, 35-44 year olds in our survey were the most loyal.

With the different factors motivating consumers to return to shops, 27 per cent of over-55s said the enjoyment of shopping was the thing they were looking forward to most. But this compared with only 15 per cent of under-55s. 81 per cent of respondents cited convenience as a key factor; this trend was most prominent in 18-24 year olds.

There is potential for physical retailers to target younger consumers with a focus on the unparalleled customer experience in-person shopping can achieve.

Flaws in online

Despite the huge choice online, the idea that consumer behaviour has been entirely different digitally was somewhat dispelled by the research. 49 per cent of respondents said they mainly shopped from the same stores online that they always used to visit offline.

But our research also really highlights the flaws in the online experience. A massive 58 per cent cited issues with ordering as a key disadvantage to online shopping. Interestingly, issues with orders was selected most prominently in people aged 34 and under.

Those most concerned by returns were 55-64 year olds in comparison with 18-24s who were least concerned. This highlights the different ways people have been brought up shopping. Given environmental issues are a concern to younger shoppers, we should perhaps emphasise more the fact physical retail can reduce a consumer’s carbon footprint.

A hybrid approach

Rather than just focusing on one channel now at the expense of another, if the pandemic has taught us anything it is the strength of having a hybrid omni-channel offering – being agile and flexible to respond to changing customer requirements.

Certainly consumers seem adept at mixing and matching their in-person and online shopping. For example, 38 per cent would use new online skills to research an item online and then buy it in-store, and over-65s are the most likely to do this (54 per cent).

This underscores the need for a joined-up brand and retail experience. This is particularly the case with the considered purchase sector; as we came out of previous lockdowns, consumers have shown a willingness to ‘shop with purpose’ in-store for items they have researched online.

As we return to something akin to normality, it is clear just rolling out a 2019/2020 strategy won’t cut it. The desire for physical retail is there, but we need to understand people’s changed realities.

Retail is one of the most dynamic industries, and changing to meet the needs of consumers has been the hallmark of great retailers in the past and will be tomorrow. Let’s get back to the future.

To read the full article please visit ERT.

The photo that accompanies this article is by Amina Filkins on Unsplash

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Oct 18 2019
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Click And Regret: Brits Wasting Over Half A Billion Pounds Every Year Shopping Online

Gekko Retail Marketing Male Phone Travel

A new survey from marketing agency, Gekko, has revealed the shocking waste now involved with online shopping. According to the ‘Click and Regret’ report, £641m is the astonishing figure consumers are wasting online every year buying goods they don’t want and failing to return them.

The survey of 2,000 UK adults conducted by One Poll on behalf of Gekko revealed that 27 per cent of respondents (equating to 12.4m UK adults) order goods online they regret buying but fail to return. The average amount wasted every year is £51.90 per person, equating to £641m overall. Nearly a third of UK adults (31 per cent) also confess to being lured into buying items they don’t want or need and 70 per cent regularly regret buying things online so send them back.

Despite people seemingly unable to resist the temptation of spending money online, nearly half felt that the ease of shopping online fuels extensive shopping habits and 43 per cent said they also spend more money online than they originally intended.

Although internet shopping is meant to be time efficient, a whopping 65 per cent said they spent more time shopping online than they expected because there’s too much choice 69 per cent, they want to hunt for the best prices 54 per cent and they feel compelled to shop around 34 per cent.

However, respondents also claim to be concerned about the environmental impact of online shopping, with 75 per cent worried about the excessive use of packaging and single use plastics. Meanwhile, 70 per cent said they were concerned about the societal impact on the high street and local economy of increasing online shopping.

Daniel Todaro, MD at Gekko, commented: “It’s clear from this research that online shopping can be a false economy. Although in theory we can return the goods we buy, many of us are too busy to bother, so what starts as convenient soon becomes costly and inconvenient. This results in unwanted goods cluttering cupboards, gathering dust in wardrobes or heading for landfill at an alarming rate.

“With our high street suffering and many people still enjoying its benefits such as try before you buy, excellent customer service and immediate purchasing experience, people should be more mindful before they click and get out and support their local businesses, help the environment and their pockets.”

To read the full article please visit ERT.

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May 09 2019
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Making a show of yourself

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The most successful of retailers that continue to occupy the high streets and retail parks of this great shopping nation do so because they have adapted. Adapted to provide the consumer, of all generations, with an experience that resonates with them. Now I’m not suggesting that this is some magical panacea or that they have discovered the proverbial fountain of retail youth but what they did do successfully is see into the future. An uncertain future in retail has been a dark shadow for several years now, so how did those who failed not get the message and adapt? And let’s face it, we all know that stores that are left bereft of investment do not create a positive experience for consumers.

So who does do experience well? Lush, who have just abandoned social media, knows what it takes to create the theatre and experience needed to entice the shoppers who will undoubtedly spend in their stores. Its ambience is an extension of the brand voice and its interactive nature immerses the consumer in the brand and its products which works irrespective of whether they are familiar with the brand. Its latest store opened in Liverpool last month and is circa 1,380 sqm. the biggest Lush in the World where ‘every detail has been carefully considered to create a fully immersive brand experience’. Some might say that’s bold and brave in the current climate, but I’d suggest it’s a move from a brand confident in its own ability to ‘retail well’.  Because above all the experiential hype, it’s the employees that create the true experience for Lush, something Debenhams perhaps forgot to acknowledge, so busy were they trying to keep the wolf from the door.

Experiential at the point of purchase is nothing without the support of well trained staff to carry the consumer through the journey and ultimately close the sale. The retailers who get this, win. They win by retaining motivated staff who feel valued and customers who having enjoyed the experience may well return in the near future or at the very least refer the retailer through recommendation.

On a recent shopping expedition with my Generation Alpha (under 9) son and daughter I sought to buy my son trainers. The displays were impactful and easy to navigate to what my son wanted but above all, it was the staff. An early 20s Generation Z shop assistant who spoke ‘indirectly’ to my son through his actions suggesting colours and designs. Disaster struck and the trainers my son wanted were not available in his size. Immediately considering another retailer or even going online, the sales assistant jumped in with “you can order these now on line from the store, pay for them here and have them delivered to your home for free”. Without hesitation, I said yes. We walked away all winners enjoying the experience, my son getting his trainers, the store not losing out on a sale and the sales assistant earning the kudos of the sale in his name. That’s omnichannel retailing in its purest form for you. How often has that happened to you?

No matter what you sell or who you believe your target market to be, the experience within your store will either make or break you. Think high end retail, are you kept waiting to be served? Are you unimpressed by the displays, the staging, the cleanliness or the ambience? I suspect the answer to all this is a resounding no. It is therefore unlikely that these stores succeed purely on their brand equity alone and before you all start saying that they can afford to do it, so can every retailer within their budget. At all levels of retail, the ability to create an experience that is worthy of your attention by consumers to entice them to spend is within your capability and budget of a retailers’ imagination and bravery.

For the retailers that succeed, they do so because they consider the experience it offers your customers. Is it engaging? Is it visually appealing? Does it speak to many of the few? Does your staff know how to bring this to life as a sales tool and succeed?

Consider John Lewis, a stalwart in British retail that if you were to base its appeal on its longevity should have failed by now. Having most recently invested £33 million in its new Westfield White City store, it also did it differently. The layout, the decor, the feel and more importantly the staff. Partners, as they are known in John Lewis, are attentive, knowledgeable and in abundance. The store’s secret is its appeal to those with disposable income and to those who aspire to shop there. It enables consumers to linger and take up as much of a Partners time to ask questions and explore a product. It works because they understand not only their audience but also the importance of never underestimating the worth of the shopper.

In hard economic times retailers and brands have to work harder to appeal to an individual’s tastes, requirements and above all budget. When failed retailers pretend not to know why they failed, they are not being honest. They failed to create an experience that appealed to a wide audience and their staff by not engaging with them positively to be the best they can. Ignorance is bliss for directors who don’t shop in their own stores.

The experience within any retailer is borne through your staff and the ability for staff to be brand advocates first and sales assistants second. Make the consumer feel special and they will listen. Keep the consumer informed and they will feel listened to. Keep the consumer engaged and they will shop.

To read the full article please visit ERT.

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Feb 19 2019
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Grab your piece of the action

ERT Blog

With Smart Home product sales set to boom over the coming years now is the time to get in on the action and here, Rupert Cook, Sales and Marketing Director at Gekko, looks at how this can be done.

Here at Gekko we’ve been talking about the Smart Home for over four years now. Back in 2014, we commissioned research into ‘the connected home’ and asked consumers what they thought of having digitally connected devices in their homes. The vibe coming back from the 2,000 respondents wasn’t exactly positive.  When asked about what kind of product they would consider, smart thermostats came top of the list with 44% expressing an interest. Over a quarter said they wouldn’t be interested in any form of smart device.   The principal concerns cited were expense and the technology being deemed as not necessary.

Thankfully for us all, things have moved on from then and the numbers speak for themselves. Analysis by PWC The global market for smart home is expected to be worth $50bn by 2022. Around 30% of people are planning to purchase a smart home device for the home in the next two years and looking at just one product category in the smart home arena, Smart Speakers, further illustrates the potential. In 2017 Amazon sold 33m Echo devices whilst Google dominated selling more than one Home device per second from its launch in October 2017 to mid-2018.

Consumers aren’t only purchasing smart home products; they’re also discussing the merits online. A study by Crimson Hexagon indicates that positive sentiment is growing from 60% to 80% in the last year, another sign that smart home technology sales are poised for blockbuster growth.

So what will 2019 bring for the smart home. Well CES, the annual consumer electronics trade show in Las Vegas, is only just around the corner and a quick search for the subject on their website schedule brings up roughly 100 talks, seminars and events on the topic. Smart home is without a doubt going to be one of the lead stories for many journalists and the category will become more diverse, with new innovations and services coming to the mainstream. Looking beyond just the smart home, it’s worth noting that 5G technology is on it’s way in 2019 as it’s rolled out to certain cities in across the UK. With speeds 20 times faster than 4G, the advance is only going to hasten the Internet of Things and connectivity in general and will in future open up new possibilities for consumers. Everything from refrigerators and window shades to your family car will be linked, while housekeeping robots and next generation digital assistants facilitate day to day activities.

The potential is there for CE retailers to capitalise on the opportunities and as indicated by the ERT Turning Point survey back in October, 45% of respondents have been looking at the Smart Home as a new area for their businesses. There are however challenges that have meant slow consumer adoption. To be successful at selling smart home solutions, retailers need to acknowledge and overcome these barriers.

The perceived complexity of systems is one of the principal hurdles for consumers, so it’s essential that the sales approach simplifies the options available and doesn’t overwhelm the shopper. It’s easy to get carried away and attempt to impress by reeling off the endless possibilities of what can be done; ‘if you buy this, install these, connect it to that, then you’ll be able to get Alexa to run the household…’   The chances are that you’re going to elicit the response ‘Great but I’m never going to do that’.

Our Smart Shopper research from earlier in the year showed that 21% of people love the idea of the smart home tech but were intimidated by the complexities.  Look to address this and you can have these types of customer eating from the palm of your hand.

The idea of complexity isn’t helped by the challenges of market fragmentation. On a typical shop floor, product groups tend to be disconnected – smart lighting, smart speakers, thermostats, security, home appliances etc. all displayed in separate areas. This makes it hard for consumer picture the totality of what’s actually possible within their home. All the shopper can see is competing brands, competing products and competing technologies. There is a general fear that if you buy into a particular brand then you’re on a committed pathway as there is no guarantee you’ll be able to integrate with other devices or solutions.

Retailers must plan, order and merchandise to overcome these inconsistencies and create a conducive sales experience. As an example, the Google Smart Tables in some multiple retailers bring together their devices with compatible third party products such a Philips Hue and in doing so bring the category to life.

Intrinsically linked to the above points is the need for the human touch. For all the great interactive displays that can be installed to bring the concept and possibilities alive in-store, there needs to and effective sales person on hand to guide and advise the customer. Otherwise, what will happen? The shopper will do their own research from the comfort of home before making an online purchase.

In creating effective sales people, the approach to training is obviously fundamental. For retailers, sales teams should be able to present an agnostic solution, understanding the bigger smart home picture rather than focusing on specific product types. Retailers should also tap into the product training on offer from suppliers and take up any offers of seeded or loaned kit, creating users and thus advocates of the products.

Consumer education is the key to expanding the use of smart technology into the modern home and retailers sit on the front lines of that effort. For all the pessimistic talk surrounding physical retailing it should be remembered that it still accounts for 80% of consumer sales in the UK. There’s an opportunity for bricks and mortar retailers to demystify the smart home and become the shop of choice for consumers looking to invest in the tech. And our recently published study shows how shoppers desire great retail experiences, with 81%  claiming the personal touch has disappeared from customer service in modern British retailing. Moreover, a third said that the personal touch is more likely to make a repeat purchase, with a fifth saying it would make them spend more. By offering up a great experience, education, advice, opinions and added value services such as installation, the smart home is certainly a category where you can battle against online retailers.

To read the full article please visit ERT

For more information on our research please visit Gekko.

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Jan 09 2019
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Consumers want ‘real people not robots’ from retailers

ert blog

A study launched this week by Gekko, a marketing agency, titled – ‘Service not Sci-fi’ reveals that UK shoppers would rather deal with real people not robots or artificial intelligence when it comes to shopping.

The study found that 81 per cent of UK shoppers claim the personal touch has disappeared from retail customer service in modern Britain, with almost a third (32 per cent) blaming an over reliance on technology for this decline. And half of those polled think that companies in the UK are using technology to save money, rather than improve customer experience.

Despite living in a world driven by technology, most people don’t want technology at the sacrifice of humans’ opinions and experience. Only 30 per cent said they would like to see ‘smart pricing’ initiatives adopted by retailers, where prices change in real time depending on demand, 22 per cent smart mirrors that show a 360 view of themselves, 16 per cent a virtual reality changing room, 14 per cent augmented reality to help visualise products in the home and nine per cent a talking robot assistant.

When it comes to buying online, 43 per cent of UK shoppers have had their screen freeze while trying to make a purchase, so when asked what makes a great bricks and mortar shopping experience, 49 per cent of those polled said it was down to having good staff on the shop floor, staff that know the products (49 per cent) and staff that go the extra mile (47 per cent). Coupled with this, 61 per cent of the nation would prefer to deal face-to-face when complaining, 59 per cent when enquiring or trying to find out more about a product and 73 per cent when getting a refund.

And businesses take heed – a third of Brits say that the personal touch is more likely to make a repeat purchase, and more than a fifth (22 per cent) claim they always spend more money in a shop if they are served by a good assistant, incrementally adding to sales. Over a third (34 per cent) of shoppers stated that a poor experience has driven them to buy from another retailer.

The research also highlights the impact of the decline of the local shop, with a quarter of Brits saying they miss shopping somewhere where people recognise them, 16 per cent confessing they preferred the days when they could talk through a purchase with a someone in-store, and a quarter saying online shopping is less fun than buying something in a real shop. The convenience of a store’s location is also stated as important by 43 per cent of respondents, which means that as retailers consolidate their estates, many will notice the effects, further emphasising the need to carefully consider the experience being provided in-store and the staff needed to deliver the experience.

According to the research we waste almost an hour and a half a month interacting with automated technology, only for a human to have to step in and help. In addition, 47 per cent of shoppers have experienced self-service checkout failure that’s had to be rectified by a shop assistant.

In fact, more than three quarters (77 per cent) of UK shoppers admit they’d much rather use a checkout with a person on it, rather than taking the self-service option.

Daniel Todaro, MD of Gekko, said: “Everyone is talking about technology and innovation within retail, but our research clearly shows that what consumers really want is the human touch. With traditional retail under more pressure than ever and an astonishing 81 per cent of people feeling that the personal touch has disappeared from shopping, businesses need to focus on the customer experience in these tough trading times to help keep the high street alive.”

To read the full article visit ERTonline.

To find out more about our ‘Service not Sci-fi’ research please visit our Research page.

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Dec 07 2018
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Retailers, It’s time to be relevant to consumers

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What’s happening to the British High Street? It is facing record levels of store closures in the first half of 2018. According to research by PWC, on average, 14 stores a day, 4,400 in the first 6 months, are closing their doors with 85,000 jobs lost in the first 9 months of this year. The industries most affected by the closures are fashion and electrical stores. Not far behind them are pubs and restaurants. There are few brands that haven’t been affected with coffee Shops and ice cream parlours accounting to the small amount of store openings.

As a nation of shoppers, why are we turning our back on the high street?

It is predicated that due to the large amount of choice now in the consumer’s hands the way they shop will change. Online shopping is predicated to account for 25% of non-food sales by 2022 which is a 5% increase on what it is today. The consumer now has the ability to shop across a variety of platforms from the high street, e-commerce, m-commerce and social commerce.

The choice to shop this way will increase through generations that grew up with the internet at their fingertips coming of age, working and having disposable income to spend. The generation that grew up with ordering something in the evening and having it delivered to their door the next day may not see the attraction of the high street. As shops close their closest functioning high street might get further away and less appealing to travel to when after a few clicks their product is brought to their door. The impact of online is a self-fulfilling prophecy and once the heart of a community is gone, it’s very difficult to entice it back as many councils are finding Public Houses, Restaurants are also affected due to digitisation – if you can order Italian food to your door are you going to leave to go to a restaurant? In-Home Leisure – If you have a huge TV/Projector, top of the line speakers, streaming service are you going to pay £30 to go to the cinema? Or go to watch the Football in a pub? Supermarkets interestingly do not seem to be affected at the level, perhaps due to people buying their own food to cook at home in line with changing dietary trends and therefore becoming more conscious of eating out?

The impact of the changes being posed may be too late. So what’s being done?

The introduction of a review for all retailers in England with a rateable value of £51,000 or less, intended to cut their business rates bill by one third is a positive step realising an annual saving of up to £8,000 for up to 90% of all independent shops, pubs, restaurants and cafes.

In some locations this is perhaps too late when you consider the vacant properties on the diminishing high street. The PWC research highlights that London has the highest change between closures and openings with Wales having the lowest. The numbers might be big for London but when you consider the size of some of the high streets in Wales compared to those in London -22 shops could be the closure of a whole High Street.

It also does not help those retailers, multiple or independent, with a larger footprint. For stores which anchor the high street such as Debenhams, HoF, M&S etc. the reduction in business rates for these retailers by local authorities, delivers a longer term tangible wealth to the community.

“This government constantly refers to a ‘dividend’ for all, which is used entirely in the wrong context, as there’s no dividend for communities whose high street have already been decimated and resemble ghost towns.”

What can retailers do for themselves?

The industries that were least affected by the closures such as Ice cream parlours and coffee shops could be down to the public still enjoying the little pleasures in life. It could also be that the brands have realised that consumers are now looking for personalised experiences. Millennials seek out experiences and value experience over material items. Those retailers serving the Instagram generation are offering them locations, products and experiences that are picture worthy and have bragging rights. Acknowledging these trends and the new way people shop are perhaps the key differentiators that have kept them from closure and continue trading successfully.

Although the numbers, for many, paint a negative picture for considered purchases there is still time for them to turn it around. Our research has highlighted that over a third of shoppers still prefer to go to bricks and mortar shops to buy their technology. There are still consumers who want to feel and touch products before purchasing. They are also looking for advice from staff and an immersive experience which some retailers do recognise however sadly many do not and are destined to failure unless they acknowledge and change soon. The investment made in retail by many brands is treatment to this consumer desire.

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Aug 20 2015
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Can the In-Store Experience Complement Online Retail?

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With e-commerce growing at an exponential rate, the value of bricks and mortar is often overlooked. Yet, with 95% of all retail purchases worldwide still made in-store according to Deloitte, the high street and retail outlets are not the dying breed we’re sometimes led to believe. In-store purchases are projected to grow by over £190 million by 2018, so brands should be putting emphasis on improving the in-store experience to help customers make more informed purchasing decisions.

For brands to fully engage with consumers in-store they need a deeper understanding of the shopper journey as a whole. It’s about getting to grips with increasingly complex buying behaviours. With consumers using both online and in-store research to make purchasing decisions, particularly on considered ‘high ticket’ products, brands should be proactively using online data to enhance the customer experience in-store.

Getting the blend right

Researching products online whilst in-store, using smartphones and even smartwatches is becoming more common among consumers. As shoppers become increasingly more connected, 20% of shoppers measure high street prices online and purchase products via mobile devices in-store, according to research by Shopper Tribes. It’s clear that new technologies are having a significant impact on the retail experience.

To meet the ever-demanding needs of consumers, forward-thinking brands are increasingly using social media to engage with their target audience. Among 18 to 35 year olds, 14% are using Facebook to ‘check-in’ to stores and 15% use social platforms to discuss products with their peers. While social media is a popular way to engage with the younger generation, brands need to understand how to cater to every age group. For example, shoppers aged 55 and over prefer to use online research to help them make informed decisions when purchasing electronic goods in-store. In an evolving omnichannel landscape, a one size fits all approach will not work if brands seek to cater to consumers across the board.

Making it personal

While e-commerce is changing the way people shop, the average online shopping basket is broadly made up of smaller purchases. As such, when it comes to high ticket consumer and luxury brands, the high street remains the destination of choice for making a purchase. As shoppers, we will always be motivated by the ability to touch, feel and experience products before making considered purchases. Living in a digital world, the brand you desire to wear and use remains an expression of your identity and lifestyle. Having the opportunity to view products in-person rather than through a screen is a rewarding experience for shoppers.

Ultimately, the benefits of shopping in-store can outweigh the convenience of purchasing items online. However, for consumers to realise the unique selling points of the in-store retail experience, integrating an omnichannel approach is key. If consumers are researching products online, branding in-store should be streamlined to improve sales and product recall to enhance the customer journey. By using ATL advertising across digital platforms, including social media, brands can drive shoppers in store, leading to improved conversion rates and profitability long term.

Retail outlets and the high street can offer a sensory experience for shoppers that the virtual world struggles to compete with. It’s about building and enhancing this emotional connection with customers to make the in-store experience memorable and rewarding.

 

Read more at: http://performancein.com/news/2015/08/12/can-store-experience-complement-online-retail/

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Oct 30 2014
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Nostalgic Christmas ads might be a thing of the past

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Another year brings another fanfare as mid-Autumn ads from the big brands are rolled out to entice consumers to spend big both in-store and online this Christmas.

Last year we had Debenhams highlighting its elegant clothing, M&S taking us down the rabbit hole, and of course – who can forget – John Lewis’ Bear and the Hare. Christmas ads inevitably form part of the national psyche in the run-up to the festive period, so it’s crucial that brands get it right. It’s a huge opportunity to connect with and reach consumers at a time when their attention turns to budgeting for Christmas.

The best Christmas ads can warm consumers to a brand by harnessing the emotional attachment many people have with the period. However, get it wrong and you risk being remembered for all the wrong reasons long after the decorations have come down. So what do I think we can expect this year?

Whilst it’s difficult to predict with certainty how brands will approach their ads each Christmas, it’s been noticeable that in the last couple of years there’s been brands that have played safe and brands that have pushed the boat out and taken risks.

In 2012, the likes of Sainsbury’s, M&S and Tesco played it safe with product-focused ads. By contrast, Morrisons and Asda ran extraordinarily similar ads which critics felt reinforced gender stereotypes about Mums doing all the work at Christmas. Asda’s alone prompted 620 complaints to the ASA.

Perhaps owing to this backlash, both Morrisons and Asda ran pared down ads in 2013, and it was Sainsbury’s and Tesco’s turn to run similarly themed campaigns. Both focused on family at Christmas time, and both were decidedly saccharine.

However in 2014, we’re facing a significantly more challenged retail market than even a year ago, and brands have to reflect this in their advertising campaigns.

According to the British Retail Consortium (BRC), sales were down 0.8% in September 2014 compared with 2013 on a total basis. The BRC also recently announced that September showed an annual drop of 0.2% on the amount people spent on food.

Consumer confidence is high – Barclaycard said total spending on UK debit/credit cards rose 4.8% in September – it’s just that consumers will no longer tolerate feeling ripped off. They want the best deals and though a glitzy ad might entertain, it won’t necessarily be enough to get people in-store if the value or shopping experience isn’t worthwhile.

I therefore expect to see a little less glamour, perhaps fewer celebrities and a little more humility. John Lewis has already set this scene by apologising for the hype surrounding last year’s advert.

If the ads match the current retail climate, this could be the year for managing or resetting consumer expectations. With Tesco in freefall, grocery in general fighting a case for value against the disruptors of Aldi and Lidl, and more shoppers comparing prices online whilst in-store, it’s likely many Christmas ads will target cost-conscious shoppers.

It’s a tricky one for grocers like Sainsbury’s and Tesco to negotiate, as by continuing to slash prices to compete with the budget supermarkets, to many it may seem like they’ve knowingly overcharged for years. Something which is in direct contrast to John Lewis’ “Never knowingly undersold” tagline.

It seems likely that many brands will put the sentimental and nostalgic journeys they’ve taken us on over the past couple of Christmases to one side. Instead there will be a renewed focus placed on showing consumers they really do understand their needs when negotiating Christmas on a budget and have real value to offer all this festive period.

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