A Unique Multi Channel Solution Focused on Understanding Evolving Consumer Behaviours and Attitudes

Total Page:16

File Type:pdf, Size:1020Kb

A Unique Multi Channel Solution Focused on Understanding Evolving Consumer Behaviours and Attitudes CHANNEL PULSE A UNIQUE MULTI CHANNEL SOLUTION FOCUSED ON UNDERSTANDING EVOLVING CONSUMER BEHAVIOURS AND ATTITUDES © William Reed Business Media Ltd 2020. All rights reserved © William Reed Business Media Ltd 2020. All rights reserved METHODOLOGY The Channel Pulse methodology is built up from three sections, comprised of online feedback with a nationally representative sample of 1000 participants every week 1) Meal Share: Consumption in the last 24 hours % Consumption Needs? & Share of Meals Purchase Location Retailer/Operator Location Motivations 2) Channel Detail: Channel penetration in the last 7 days % Channel ? Retailer/Operator Visit Frequency Purchases Mission Penetration 3) Topical Content And Subject Deep Dives © William Reed Business Media Ltd 2020. All rights reserved PEAK CORONAVIRUS – QUARANTINE CONTENTS 1. Methodology 2. Key messages 3. Channel Pulse: Overview By day part: share of meals consumed, top channels used, top needs 4. Predicted Channel Swing 5. Channel Insights Convenience, Supermarkets, Discounters, Online Retail, Foodservice Delivery Overview, visit frequency, loyalty, missions, purchases, demographics, top retailers/operators … .visited © William Reed Business Media Ltd 2020. All rights reserved PEAK CORONAVIRUS – QUARANTINE OUR CORONAVIRUS LABELLING PRE CORONAVIRUS – PRE CORONAVIRUS – UNCERTAINTY refers to the February 2020 period and before. At this time little had UNCERTAINTY happened in the UK and Europe regarding the outbreak. Eyes were on events in China, with little understanding of what the impact on the rest of the world would be. PEAK CORONAVIRUS – PEAK CORONAVIRUS – QUARANTINE refers to the March-April period, the height of the pandemic for the QUARANTINE majority of Europe and other parts of the world. Government intervention led to widespread home working, school closures and reduced transport. Public encouraged to avoid non essential travel and implement social distancing. POST CORONAVIRUS – POST CORONAVIRUS – RECOVERY represents the time period following quarantine. This is predicted to be RECOVERY anywhere from 8-16 weeks away from March 2020. ADJUSTED NORMALITY ADJUSTED NORMALITY will follow the initial recovery period from the worst stint of the pandemic. What this looks like is uncertain, the competitive landscape of the F&B market from a Foodservice and Grocery retail perspective may be different. It is not unrealistic to expect some consumer behaviours e.g. grocery delivery, to carry on into the future. © William Reed Business Media Ltd 2020. All rights reserved PEAK CORONAVIRUS – QUARANTINE KEY MESSAGES Adapting to New Routines Needs: Price vs Quality Rise of the Recipe Box Breakfast, lunch and snack occasions gain The impact of coronavirus continues to squeeze Consumers expect to be ordering food delivery/ share this week. Choice as a need at lunch has incomes and consumers put price in the top 3 takeaway less in the week ahead. Recipe box grown by 5ppts as consumers seek inspiration needs at all meal occasions. However brand Gousto has moved into the top 5 meal to come up with different lunch options. In consumers are also seeking quality which has delivery operators for the first time. As terms of needs at dinner, quality has increased increased as a need across all meal occasions, consumers have more time on their hands and by 4ppt. Now four weeks into lockdown most strongly by 4ppts for dinner and snack. seek more variety in their meals they may be routines, many consumers will be looking for Consumers want good prices but are not more willing to try recipe boxes instead. affordable ways to spice up meal times. prepared to sacrifice quality as a result. © William Reed Business Media Ltd 2020. All rights reserved PEAK CORONAVIRUS – QUARANTINE DATA COLLECTED CHANNEL PULSE: OVERVIEW 13TH APRIL – 19TH APRIL BREAKFAST LUNCH DINNER SNACK 26.3% 25.8% 30.8% 17.1% % SHARE OF LW MEALS CONSUMED TW 26.8% 26.0% 29.8% 17.4% LW TW LW TW LW TW LW TW OTHER 7.2% 7.3% 12.5% 10.0% 9.9% 7.1% 8.7% 8.0% OOH DELIVERED 2.3% 2.2% 2.7% 3.9% 7.5% 9.1% 2.2% GROCERY 13.8% 15.8% 5.1% 14.0% 13.5% 13.2% DELIVERED 13.1% 12.9% 13.3% TOP CHANNELS FOR THIS DAY PART 76.8% 74.7% 72.1% 75.1% 76.6% IN STORE IN 70.5% GROCERY 69.3% 69.6% © William Reed Business Media Ltd 2020. All rights reserved NB: “Other” includes eating out of home at approx. 2% across all day parts PEAK CORONAVIRUS – QUARANTINE DATA COLLECTED CHANNEL PULSE: OVERVIEW 13TH APRIL – 19TH APRIL BREAKFAST LUNCH DINNER SNACK 26.3% 25.8% 30.8% 17.1% % SHARE OF LW MEALS 17.4% CONSUMED TW 26.8% 26.0% 29.8% TOP 1 Familiarity (46%) Familiarity (51%) Familiarity (49%) Prices (44%) IN NEEDS HOME 2 FOR THIS Prices (37%) Prices (42%) Prices (41%) Familiarity (42%) DAY PART 3 Quality (29%) Quality (33%) Quality (40%) Wide choice (34%) Prices CHANGING 1 Quality (+2pp) Proximity (+5pp) Quality (+4pp) IN (+5pp) NEEDS FOR HOME 2 THIS DAY Confidence (+2pp) Choice (+5pp) Confidence (+2pp) Quality (+4pp) PART Sold Out / Shut (- 3 Prices (-2pp) Sold Out / Shut (-1pp) Prices (+1pp) 1pp) NB: Sold Out/Shut = “My usual place was sold out or closed” © William Reed Business Media Ltd 2020. All rights reserved Confidence = “I knew they would have what I want” Familiarity = “It’s where I always go” PEAK CORONAVIRUS – QUARANTINE DATA COLLECTED CHANNEL PULSE: CRYSTAL BALL 13TH APRIL – 19TH APRIL Predicted Consumer Swing • For the fourth consecutive week in a row, shoppers Do you think you will visit the following channels more, less, or the same in the next say they expect to increase usage of supermarkets, week? ( Index calculation = More + Same, - Less) convenience stores and online retailers (in that order) in the coming week. Convenience Stores 31% • Predicted growth for instore supermarkets Supermarkets 39% continues to outpace online supermarket growth, Online supermarkets 20% with the latter seeing just a 1ppt increase in Food delivery/takeaway predicted consumer swing compared to last week. -2% Discounters 2% • Having seen an uptick last week, foodservice Restaurants delivery/takeaway is expected to see modestly C decreased usage in the next week. The biggest Pubs L barrier to usage is expense (25%). Given how treat- Bars O led this mission is and a potential squeeze on S Nightclubs household incomes as a result of coronavirus, this E could be deterring consumers from using takeaway Cafés and coffee shops D services. Hotels © William Reed Business Media Ltd 2020. All rights reserved CHANNEL DEFINITIONS RETAIL/ GROCERY SUPERMARKETS DISCOUNTERS CONVENIENCE MEAL DELIVERY ONLINE Asda Aldi Best One Abel & Cole Sainsburys.co.uk Farmfoods LIDL Budgens Deliveroo Tesco.com Iceland Co-op Graze Asda.com Morrison’s Costcutter Gusto Waitrose.com Sainsbury’s Day Today Hello Fresh Ocado.com Tesco Lifestyle Express Just Eat Amazon Fresh / Pantry Waitrose Little Waitrose Quiqup Morrisons.com Wholefoods Loco Uber Eats Iceland.co.uk Londis Hungry House M&S Simply Food Mace Martins McColl’s Nisa One Stop Premier Sainsbury’s Local Scotmid Simply Fresh SPAR Tesco Express Today’s © William Reed Business Media Ltd 2020. All rights reserved BESPOKE ANALYSIS CAPABILITES Using our wealth of data, channel expertise and advance analysis tools our consultants can produce tailored outputs, exclusively for you, in order to quickly react and answer your critical key business questions. We will be able to contextualise these trends through our existing out of home and retail trackers providing a historical perspective. EXAMPLE QUESTIONS WE CAN ANSWER Adaptable to be applicable for whether you’re a supplier, retailer or operator Who are your opportunity consumers and how can you connect with them? How does your offer need to change by day-part and season? Which channels are missed opportunities and how can you break into them? How can you maximise foodservice & retail for your category? How can you drive incremental visits, increased spend and loyalty’ What is your category penetration and how can you grow your category? DELIVERABLE OPTIONS Data tables Dashboards Reports Presentations & workshops © William Reed Business Media Ltd 2020. All rights reserved PLEASE GET IN TOUCH FOR MORE DETAIL CHANNEL Holly Franklin PULSE e. [email protected] © William Reed Business Media Ltd 2020. All rights reserved © William Reed Business Media Ltd 2020. All rights reserved.
Recommended publications
  • The State of European Food Tech 2021
    The State of European Food Tech 2021 MARCH 2021 2020 marked an inflection point Covid-19 accelerated egrocery Food production and for foodtech, as consumers adoption, and the emergence of transformation is catching up reassessed how they eat new food distribution models with consumer-facing foodtech The pandemic has driven radical changes in We believe the egrocery to be bigger than food B2B food companies may take longer to unlock consumer behaviour and accelerated adoption delivery, as total market for groceries is $2.1tn growth than B2C but the opportunity could be of meal and grocery deliveries, some of which is compared to $0.6tn for restaurants. Egrocery bigger representing €1.7bn of capital investment in 2020 . here to stay. It also highlighted big inefficiencies companies have seen skyrocketing growth in in the food supply chain and raised awareness 2020 (3x to 10x vs 2019), as convenience turned The pandemic highlighted inefficiencies in the for a healthier and sustainable food system. into necessity. food supply chain and the need for new technology solutions. Investments to enable 2020 saw continued growth in food startup As demand shifted away from food services, supply chain automation, or funding to indoor investor interest, with €2.4bn invested in 2020 meal kits companies efficiently stepped in and vertical farming have been on the rise. (+12x vs 2013) and an increase of foodtech together with virtual/dark kitchens, and Insect production and food waste management also attracted large VC funding. startup valuations (+156% vs 2019). removed previous doubts over these models. Quick-commerce startups (the 15 minute As consumer interest in sustainable alternatives European foodtech unicorns are now large, delivery from local dark stores), the last grows, so do investments and valuations in the international players, catching up with their US newborn in the grocery space, drew most plant-based and cell-based sector (10x in 5 counterparts (i.e.
    [Show full text]
  • The MARU/Matchbox Brand Awareness Rankings By
    Which of the following online personal care retailers have you ever heard of? Total 18+ Millennials 18-34 Gen X 35-49 Boomers 50-64 Seniors 65+ Male 18+ Female 18+ Category Brand awareness awareness awareness awareness awareness awareness awareness Personal care Dollar Shave Club 71% 70% 77% 74% 63% 73% 70% Personal care Birchbox 42% 54% 52% 35% 22% 28% 54% Personal care Harry’s 34% 37% 34% 34% 26% 46% 23% Personal care Smile Direct Club 32% 43% 39% 27% 19% 29% 36% Personal care Peloton 28% 29% 26% 30% 27% 27% 30% Personal care Ipsy 26% 40% 29% 20% 10% 17% 34% Personal care Rodan+Fields 21% 32% 28% 14% 6% 13% 28% Personal care PillPack 16% 19% 14% 14% 15% 17% 15% Personal care Noom 15% 21% 13% 13% 11% 12% 18% Personal care Hims 13% 20% 11% 10% 7% 20% 6% Personal care Hubble 12% 22% 13% 8% 5% 13% 11% Personal care ColourPop 9% 23% 9% 3% 1% 6% 12% Personal care eSalon 9% 18% 8% 6% 2% 10% 7% Personal care Glossybox 9% 17% 10% 4% 3% 10% 8% Personal care Lola 9% 22% 7% 3% 1% 8% 9% Personal care Glossier 8% 21% 7% 3% 0% 9% 8% Personal care Quip 8% 16% 7% 6% 1% 11% 6% Personal care Silk Therapeutics 8% 16% 9% 5% 1% 10% 7% Personal care BoxyCharm 8% 20% 8% 2% 0% 8% 8% Personal care 4moms 8% 19% 7% 3% 0% 9% 6% Personal care Native 7% 17% 7% 3% 1% 9% 6% Personal care Zocdoc 7% 21% 4% 2% 0% 10% 4% Personal care REN Clean Skincare 7% 15% 6% 3% 2% 8% 6% Personal care LunaPads 7% 18% 5% 1% 1% 9% 5% Personal care Thinx 7% 19% 6% 0% 0% 7% 6% Personal care Walker and Company 6% 16% 6% 2% 1% 9% 4% Personal care Keeps 6% 13% 6% 3% 2% 10% 3% Personal care
    [Show full text]
  • Delivering the Multisensory Experience of Dining-Out, for Those Dining-In, During the Covid Pandemic
    REVIEW published: 21 July 2021 doi: 10.3389/fpsyg.2021.683569 Delivering the Multisensory Experience of Dining-Out, for Those Dining-In, During the Covid Pandemic Charles Spence 1*, Jozef Youssef 2 and Carmel A. Levitan 3 1 Department of Experimental Psychology, Oxford University, Oxford, United Kingdom, 2 Chef/Patron, Kitchen Theory, London, United Kingdom, 3 Department of Cognitive Science, Occidental College, Los Angeles, CA, United States In many parts of the world, restaurants have been forced to close in unprecedented numbers during the various Covid-19 pandemic lockdowns that have paralyzed the hospitality industry globally. This highly-challenging operating environment has led to a rapid expansion in the number of high-end restaurants offering take-away food, or home-delivery meal kits, simply in order to survive. While the market for the home delivery of food was already expanding rapidly prior to the emergence of the Covid pandemic, the explosive recent growth seen in this sector has thrown up some intriguing issues and challenges. For instance, concerns have been raised over where many of the meals that are being delivered are being prepared, given the rise of so-called “dark kitchens.” Furthermore, figuring out which elements of the high-end, fine-dining experience, and of the increasingly-popular multisensory experiential dining, can be captured by those Edited by: Igor Pravst, diners who may be eating and drinking in the comfort of their own homes represents an Institute of Nutrition, Slovenia intriguing challenge for the emerging field of gastrophysics research; one that the chefs, Reviewed by: restaurateurs, restaurant groups, and even the food delivery companies concerned Alexandra Wolf, are only just beginning to get to grips with.
    [Show full text]
  • Technology Report
    2021 TECHNOLOGY REPORT ISBANK Subs�d�ary 1 ©Copyright 2021, all rights reserved by Softtech Inc. No part or paragraph may be reproduced, published, represented, rented, copied, reproduced, be transmitted through signal, sound, and/or image transmission including wired/wireless broadcast or digital transmission, be stored for later use, be used, allowed to be used and distributed for commercial purposes, be used and distributed, in whole or in part or summary in any form. Quotations that exceed the normal size cannot be made. If it is desired to do so, Softtech A.Ş.’s written approval is required. In normal and legal quotations, citation in the form of “© Copyright 2021, all rights reserved by Softtech A.Ş.” is mandatory. The information and opinions of each author included in the report do not represent any institution and organization, especially Softtech and the institution they work with, they contain the opinions of the authors themselves. 2021 TECHNOLOGY REPORT ISBANK Subs�d�ary Colophon Preamble Jale İpekoğlu Umut Yalçın M. Murat Ertem Leyla Veliev Azimli Ussal Şahbaz Lucas Calleja Volkan Sözmen Mehmet Güneş Prof. Dr. Vasıf Hasırcı Authors Mehtap Özdemir Att. Yaşar K. Canpolat Ahmet Usta Mert Bağcılar Ali Can Işıtman Muhammet Özmen Editors Bahar Tekin Shirali Mustafa Dalcı Aylin Öztürk Berna Gedik Mustafa İçer Fatih Günaydın Burak Arık Mükremin Seçkin Yeniel Selçuk Sevindik Burak İnce Onur Koç Umut Esen Burcu Yapar Onur Yavuz Demet Zübeyiroğlu Ömer Erkmen Design Didem Altınbilek Assoc. Prof. Dr. Özge Can Emrah Yayıcı Qi Yin & Jlian Sun 12 Yapım Eren Hükümdar Rüken Aksakallı Temel Selçuk Sevindik Fatih Günaydın Salih Cemil Çetin GPT-3 Sara Holyavkin Contact Görkem Keskin Selçuk Sevindik Gül Çömez Prof.
    [Show full text]
  • Annual Report 2019
    ANNUAL REPORT 2019 – HelloFresh SE – HELLOFRESH AT A GLANCE 3 months 3 months 12 months 12 months ended ended ended ended Key Figures 31-Dec 19 31-Dec 18 YoY growth 31-Dec 19 31-Dec-18 YoY growth Key Performance Indicators Group Active customers (in millions) 2.97 2.04 45.3% Number of orders (in millions) 10.54 7.42 42.0% 37.45 27.07 38.3% Orders per customer 3.6 3.6 - Meals (in millions) 79.6 54.7 45.6% 281.1 198.4 41.7% Average order value (EUR) (Exc. Retail) 48.6 48.6 0.0% Average order value constant currency (EUR) (Exc. Retail) 47.8 48.6 (1.7%) USA Active customers (in millions) 1.78 1.09 63.0% Number of orders (in millions) 5.98 3.84 55.7% 20.74 14.94 38.8% Orders per customer 3.4 3.5 (4.5%) Meals (in millions) 40.5 25.2 60.4% 138.2 99.2 39.3% Average order value (EUR) (Exc. Retail) 49.1 50.6 (3.0%) Average order value constant currency (EUR) (Exc. Retail) 47.6 50.6 (5.9%) International Active customers (in millions) 1.18 0.95 24.9% Number of orders (in millions) 4.56 3.58 27.4% 16.71 12.13 37.8% Orders per customer 3.9 3.8 2.0% Meals (in millions) 39.1 29.4 32.9% 142.9 99.2 44.0% Average order value (EUR) (Exc. Retail) 48.0 46.4 3.3% Average order value constant currency (EUR) (Exc.
    [Show full text]
  • Prospectus Arbn 625 684 068
    MARLEY SPOON AG PROSPECTUS ARBN 625 684 068 Prospectus for the Offer of 49,296,000 CDIs at A$1.42 each. JOINT LEAD MANAGERS IMPORTANT INFORMATION: Macquarie Capital (Australia) Limited Marley Spoon AG is a registered foreign company under the Corporations Act 2001 (Cth). Canaccord Genuity (Australia) Limited Marley Spoon is a German company registered under the German Stock Corporation Act (HRB 158261 B) IMPORTANT NOTICES Offer of CDIs affect the business, financial condition and Obtaining a copy of this Prospectus This Prospectus is issued by Marley financial performance of Marley Spoon. During the Exposure Period, an Spoon AG, a German stock corporation You should carefully consider these risks electronic version of this Prospectus established under the German Stock in light of your investment objectives, (without an Application Form) will Corporation Act (Aktiengesetz, AktG) financial situation and particular needs be available in electronic form at (ARBN 625 684 068) (Marley Spoon (including financial and taxation issues) https://events.miraqle.com/Marley-Spoon- or the Company) for the purposes of and seek professional advice from your IPO to persons who are Australian Chapter 6D of the Corporations Act accountant, financial advisor, stockbroker, residents only. Application Forms will not 2001 (Cth) (Corporations Act). The Offer lawyer or other professional advisor be made available until after the Exposure contained in this Prospectus is an initial before deciding whether to invest in Period has expired. public offering to acquire fully paid CDIs. There may be risks in addition to CHESS Depository Interests (CDIs) these that should be considered in light During the Offer Period, this over ordinary shares (Shares) in the of your personal circumstances.
    [Show full text]
  • How Is Online Grocery Shopping Addressing Consumer Demand And
    From the supermarket trolley to the virtual shopping basket: How is online grocery shopping addressing consumer demand and how can brands ensure they stay relevant in an ever evolving online shopping context? Shopping Report |2017 Free delivery, Next day delivery, Same day delivery, One hour delivery. Changing expectations of how purchases are delivered to us mean that supermarkets and online grocery suppliers are fighting for our custom. But are we ready to give up the weekly trolley-push and how do consumers really feel about the online shop? Overview Online is the fastest growing grocery channel in the UK. With own-brand sales up 6.7% year on year and with less of an Though it is estimated it will account for less than 10% of all emphasis on product promo- grocery retail sales by 2021, in 2017 alone it will pull in c£11 tions from retailers such as billion, making the UK online grocery market second only to Sainsbury’s (replaced by China globally. consistent, everyday low pric- ing strategies) online shoppers Almost half of consumers do some online grocery shopping, can cherry-pick the retailer with most still combining online and store-based shopping. that offers them the best And time pressed shoppers are increasingly turning to mobile online experience, choice, technology to make the shopping process even easier. delivery options and prices. Consumers are faced with near infinite choice in the virtual If an online grocery retailer supermarket, as in the physical shop, but the shopper journey is doesn’t offer the products you fundamentally quite different and the inherent lack of instore want, when you want them it has never been easier to take experience could be perceived as a challenge for brands.
    [Show full text]
  • CPG Transforms- Consumers Take Control September 2018
    32 Pleasant Street Sherborn, MA 01770 www.silverwoodpartners.com CONSUMER CPG Transforms- Consumers Take Control September 2018 Jonathan Hodson-Walker Lars Hem 508.651.2194 508.651.2110 [email protected] [email protected] Gwendalyn Moore Chuck Slotkin 508.651.8134 508.651.2194 [email protected] [email protected] MEMBER FINRA AND SIPC SILVERWOOD PARTNERS A specialized boutique investment bank focused on transaction advisory across three core industries TECHNOLOGY CONSUMER HEALTHCARE • Mobile & Wireless • Food and Beverage Products • HC Information Technology • LOHAS • Internet of Things (IoT) • HC Information Services • Natural • Big Data & Analytics • Organic • Technology Enabled Services • Augmented & Virtual Reality • Functional • Outsourced Medical Device • Artificial Intelligence • Active Lifestyle Products Technology • Media & Consumer Technology • Performance Apparel • OTC/Consumer/Pharma • Sports Equipment COPYRIGHT SILVERWOOD PARTNERS 2001-2018 PAGE 2 SPECIALIZED INVESTMENT BANK – GLOBAL FOCUS Silverwood combines Tier I transaction advisory capabilities with a global focus: • Clients and active contacts in the Americas, Europe and Asia Pacific • Deep expertise in cross border transactions – understand the complexities and intricacies involved in executing complex, cross border deals Representative Silverwood Engagements and Clients COPYRIGHT SILVERWOOD PARTNERS 2001-2018 PAGE 3 THE SILVERWOOD INVESTMENT BANKING TEAM Jonathan Hodson-Walker Lars E. Hem Founder, Managing Partner Managing
    [Show full text]
  • Europe Agrifood Tech Investing Report 2018
    ’18 YEAR IN REVIEW European AgriFood Tech INVESTING REPORT AgFunder is a global Venture Capital platform We invest in bold, exceptional entrepreneurs transforming our food and agriculture system Our in-house technology enables us to invest globally and at scale and helps us make smarter investment decisions. Through our media and research platform, AgFunder has built an community of over 60,000 members and subscribers, giving us the largest and most powerful network in the industry to help us support our portfolio companies and get them in front of decision makers. Are you a Corporate, Startup, or Investor? See our portfolio companies: Learn how to get engaged agfunder.com/listings agfunder.com F&A Next is dedicated to accelerating innovation in Food and Agriculture by connecting major players. The F&A Next community consists F&A Next Founders of entrepreneurs, corporates, investors and scientists, who are dedicated to innovation in food and agriculture. F&A Next is expanding its community. Join us! AGRIFOOD TECH FUNDING REPORT: YEAR REVIEW 2018 | AGFUNDER.COM 3 INTRODUCTION AgriFood Tech on the rise. Expertise, research and available capital have improved sharply, boosting overall startup activity in the industry. A healthy funnel of quality earlier stage Funding in Europe: companies is being developed along with a (slowly) growing number of seed stage investors. Later stage 2018 capital for sizable follow-up rounds, however, is still underdeveloped. Corporate venture capital is slowly While the global food tech ecosystem has shown gaining relevance in the European startup ecosystem remarkable growth in recent years, Europe has clearly but overall Europe is still playing catch up.
    [Show full text]
  • La Siguiente Etapa Millenial
    La Siguiente Etapa Millenial. LaLa SiguienteSiguiente EtapaEtapa MillenialMillenial La Siguiente Etapa Millenial. ÍNDICE - Trabajo Millenial: Prioridades en el Trabajo - Valores y precio: La ecuación del gasto Millennial. - La economia centrada en el hogar de los Millennial. La Siguiente Etapa Millenial. Trabajo Millenial: Prioridades en el trabajo. Para el año 2020 los millennials conformarán más del 50 % de la fuerza laboral. Puesto que este grupo rápidamente está copando la mayor parte del mercado laboral, es esencial comprender sus prioridades y cómo darán forma al futuro del trabajo. Antonio Sortino La Siguiente Etapa Millenial. Para los Millenial sus priorida- des son la educación y los lo- gros económicos por encima del matrimonio y los hijos. En la actualidad, solo el 24 % de - Los millennials conforman una mayoría impor- tante de la fuerza laboral. Mientras compiten por los millennials estadouniden- contratar a los mejores talentos, “las empresas ses se casa alrededor de los deben tratar el proceso de contratación como 25 años, mientras que el 55 % un proceso de venta, porque eso es lo que es. no considera muy importante Por lo tanto, si usted está intentando atraer a formar una familia. De hecho, clientes o a postulantes para su empresa, debe dirigirse a ellos de un modo que cree una co- el 32,1 % aún vive con sus nexión”, explica Adam Robinson, CEO de la pla- padres. taforma de contratación y talentos Hireology. – Esta generación de trabajadores está atenta al modo en el que las empresas transmiten sus valores y si ofrecen oportunidades constantes de educa- ¿Qué significa esto cuando este ción y asesoramiento.
    [Show full text]
  • Food Delivery Services UK
    Fastuna test results Name: 603 Food delivery services UK Solution: DIY Date: 04.02.2021 Status: Completed Questions: 10 Who did we ask? UK, 18-65 yo, MF, users of food delivery/take away/foodboxes P2M, United Kingdom Option: Standard, 100 people per survey, (total 100 interviews) Multi code Which food delivery services have you used during the recent lockdown (within the last 2 months)? Deliveroo 50% Just Eat 70% Uber Eats 50% Foodhub 6% Gousto 3% Mindful Chef 1% Hello Fresh 6% Other ready-to-eat/recipe 1% food boxes I ordered directly from the restaurants/cafes/pubs/fast- 27% food chains Generated by Fastuna (www.fastuna.com) None of the above 4% Multi code Did you order food /picked up a take away from those chains during the recent lockdown? Burger King 21% Domino’s 39% Greggs 21% KFC 42% McDonalds 60% Nando’s 14% Subway 17% Pizza Hut 24% Costa Coffee 15% None of the above 16% Single code Please, recall the last time you ordered a food delivery/grabbed take away. How many people have you ordered for? Generated by Fastuna (www.fastuna.com) Just for me 20% For 2 41% For 3 13% For 4 18% For 5 and more 8% Single code How has your usage of food delivery services changed, if at all, during the past year since the first lockdown? I started using food delivery services more often since the 57% first lockdown About the same as before 37% I started using food delivery services less often since the 6% first lockdown Single code How frequently have you been using food delivery/or grabbed take away during the past 2 months? Few times a week 18%
    [Show full text]
  • Parsley Box Food Retail 16 March 2021
    Spotlight – IPO report Parsley Box Food retail 16 March 2021 Price N/A Delivering growth in an expanding market Market cap N/A Parsley Box is a leading UK direct to consumer (D2C) provider of ambient Share details ready meals, targeting customers aged over 60 years. Its differentiated Code MEAL product offer and high level of customer service that are geared to Listing AIM maximising customer convenience provide a clear opportunity to grow its customer base and their level of spend with the company in structural Shares in issue N/A growth markets. Management expects its capital-light business model will Last reported net cash as at 31 £0.9m December 2020 (excluding lease enable it to scale its product range to enhance its appeal to existing and liabilities) new customers, and also enter new geographies. Business description Parsley Box is a UK direct to consumer provider of Differentiated product offer and service ambient ready meals, targeting customers who are The average customer age is in the mid-70s. Growth drivers include exposure to over 60 years old, with a high level of customer service. It has a capital light business model. this fastest growing age group, currently underserved, and the ongoing shift in spend on food to e-commerce. This offers a significant opportunity for Parsley Box’s Bull customer service-oriented business as the market for D2C ready meals, and their ◼ Targeting growing demographic that is wealthy, share of the overall online food market, increases. It is the only D2C ready meal loyal and underserved. provider offering easy to prepare meals requiring no cold storage.
    [Show full text]