The Social Shopper - Delvinia · 2011-03-07 · By digging deep into consumer insights, retailers and manufacturers can better identify social and time-starved consumers—those who

Insights for your business

IssueFebruary 2011

The Social Shopper:A Lens into the Future of

Retail Experiences

2Insights for your business

EXECUTIVE SUMMARY

For retailers and product manufacturers, the importance of knowing who their customers are—and how they shop—has never been more essential than it is today. As we all know, the Internet and social media have created a landscape where consumers are a more significant force than ever before.

That is why, at Delvinia, we wanted to better understand the consumer-retailer/manufacturer relationship. We asked ourselves: In a world with so many available options, what should retailers and product manufacturers be doing to court this new consumer?

Based on our research, we identified seven major trends.

1. Digital dominates pre-purchase research

2. Product categories influence pre-purchase behaviour

3. Price is the top consideration

4. Offline channels are still preferred for confirming availability

5. Consumer reviews are the preferred choice for vetting products

6. Appetite for social content extends to mobile

7. Consumers are increasingly clicking in-store

Delvinia’s proprietary AskingCanadians™ online research community has been collecting information about the attitudes and digital behaviours of Canadians for the past four years. Digital behaviours vary from product to product, but they also vary from person to person. This is just one tool that confirms this. Understanding which behaviours are most common amongst the consumers of a particular product or retailer, and then determining how those consumers interact with that product or in that retail environment, is key.

When it comes to creating a digital strategy, retailers and manufacturers need to ground their approach in a deep understanding of consumers, including the role the product plays in their lives and the experience they want to gain from buying it. It requires listening to and learning from the consumer and establishing a response that demonstrates a desire to place them at the centre of the experience. As much as any product or retail environment needs to communicate a unique brand experience, to an even greater degree it needs to connect with the individual customer.

In fact, highly social and digitally-inclined shoppers are the lens into the future of retail experiences. Retailers need to find out what proportion of their customers are highly social users of technology, and from there they can determine the urgency of integrating digital technologies into their customer experience. Understanding the retail experience through the eyes of those consumers will provide retailers a glimpse into the future of all customers.

By digging deep into consumer insights, retailers and manufacturers can better identify social and time-starved consumers—those who are leading the way in the digital space. Those who fail to take their cues from these connected shoppers are missing an opportunity. These are the customers of the future and they will respond positively to efforts to connect digitally.

By sharing and acting on customer insights, retailers and product manufacturers can leverage digital media to create customer experiences relevant to the needs of each consumer group. Just keep asking the question: How does this experience validate and reward my consumer? There are only a few on the new digital frontier who really understand this.

contents

Introduction ............................................................................................................... 4

Survey findings ..................................................................................................... 5–12

Digital Canadians: which are your customers? .................................................... 13–15

Implications for retailers and product manufacturers .......................................... 16–17

Conclusions ............................................................................................................ 18


introduction

For retailers and product manufacturers, the importance of knowing who their customers are—and how they shop—has never been more essential than it is today. As we all know, the Internet and social media have created a landscape where consumers are a more significant force than ever before.

Consumers have the ability to research products on brand and retail websites that provide buying guides, detailed product reviews and the ability to make direct comparisons. While price remains the number one piece of information individuals search for online, consumer reviews and recommendations are sought out more often than any other item, including product details, promotional offers, product availability and expert opinions.

Given the ease of access to online information, combined with the even greater scope of social media dialogue, retailers and product manufacturers need to acknowledge that consumers—specifically digitally-savvy consumers—have greater control in the retail environment. And although that group may be small in size, it is growing rapidly.

That is why, at Delvinia, we wanted to better understand the consumer-retailer/manufacturer relationship. We asked ourselves: In a world with so many available options, what should retailers and product manufacturers be doing to court this new consumer?

To answer this question, we decided to start by getting to know them better. Which channel do they prefer at each stage of the buying process and why? Does this preference differ from product to product, or retailer to retailer? Where does mobile come into play? Exactly how important is social media? These and many more questions were the focus of a survey we conducted with members of our proprietary AskingCanadians™ panel in November of 2010. Delvinia’s research revealed the following seven trends.


survey findings

1. DIGITAL DOMINATES PRE-PURCHASE RESEARCH

Online shopping is here to stay and online research is an integral part of the shopping experience. Sixty-one per cent of Canadian shoppers surveyed say they research products online prior to making purchase decisions for at least one out of every two purchases (Figure 1) i. Furthermore, at least half of all shoppers report that the Internet is their preferred channel, over telephone and in-store, for six out of seven pre-purchase activities (Figure 2).

Approximately how often do you research products online prior to making

purchase decisions?

Less than 10% of the time 6%

10% to 24% of the time 14%




Base: Canadians who research purchases online, N=360.

Which environment do you typically find most useful for completing each of the following activities?

Direct purchasing a product

Determining whether an item is in stock / available

Comparing prices

Gathering information about the general product type

Gathering specific information about a particualar product(s)

Seeking coupons or other promotions

Trying to locate a store that carries the product

Hearing recommendations or reviews 22% 56% 1% 21%

26% 58% 5% 11%

29% 53% 17%

35% 55% 9%

35% 49% 15%

42% 51% 1% 7%

45% 32% 12% 10%

83% 13% 4%

In store On the internet Telephone No preference / I do not do this

Base: Have purchased online in the past 6 months, N=500.

Figure 2.

Figure 1.


2. PRODUCT CATEGORIES INFLUENCE PRE-PURCHASE BEHAVIOUR

When it comes to researching products prior to making a purchase, Delvinia finds that consumers are five times more likely to opt for the Internet over the in-store environment when shopping for home electronics, media, and appliances – digital and technological products in themselves. By contrast, shoppers prefer to conduct in-store research for more personal, consumable items like apparel, beauty and cosmetics, and groceries. In fact, consumers are 68 per cent more likely to gather pre-purchase information about apparel in-store than online (Figure 3).

Beyond pre-purchase information gathering, consumers of packaged goods in general, including pet products and health supplements, favour in-store interactions to satisfy most information needs, including product recommendations and price comparisons.

Most useful channel for pre-purchase information gathering on a specific product by category

Clothing

Groceries

Beauty and cosmetics

Pet products

Health / nutritional products (e.g. supplements)

Home decor and accessories

Household appliances or furniture

Children's toys baby products

Media (books, music, videos)

Home electronics or computers

Internet In store

83%15%

73%19%

69%

63%

58%

55%

44%

54%

41%

40%

49%

50%

25%

31%

32%

36%

34%

32%

Base: Have purchased online in past 6 months, N=500.

Figure 3.


3. PRICE IS THE TOP CONSIDERATION

Finding the best price is critical for everyone and it represents the number one information item that consumers search for on manufacturer and retail websites. In total, 93.1 per cent of respondents search for information related to price, retail stores with the best price, or promotional offers online (Figure 4)ii.

What information are you looking for when you research products online?

Other, specifiy

New product launches

Ideas / solutions

Retail locations

Consumer reports

Expert opinions recommending the best product

Product availability

Promotional offers

Retails Store(s) with best price

Product specifications / details(colour, size, capabilities, etc.)

Consumer review / recommedations

Price 84.9%

65.0%

60.1%

57.3%

49.9%

48.4%

45.3%

45.0%

35.0%

29.3%

2.0%

62.4%

Base: Research purchases online, N=346

Figure 4.


4. OFFLINE CHANNELS ARE STILL PREFERRED FOR CONFIRMING AVAILABILITY

Only when it comes to checking the availability of stock does online trail the in-store experience. (We also glimpse a continued role for the telephone.) Overall, only 32 per cent find the Internet useful in determining whether an item is available or in stock at a particular store (see Figure 2 above). For some retail categories, this is more consequential than others. This is particularly true for furniture and large appliances, where timeliness and shipping are significant factors in making a decision to buy. Here, 46 per cent prefer to check in-store for product availability, while 34 per cent of shoppers prefer to log on, and 17 per cent simply pick up the phone (Figure 5).

In contrast, consumers of electronics and media share a strong preference for checking stock online, and are among the least likely to wait until they are in a store to confirm product availability. For these buyers, if retailers fail to offer reliable stock information online, they also risk losing sales from those shoppers who prefer to purchase in-store.

Preferred channel for determining if an item is in stock

Groceries

Beauty and cosmetics

Clothing

Pet products

Health / nutritional products

(e.g. supplements)

Household appliances

or furniture

Home decor and accessories

Children's toys, baby products

Media (books, music, videos)

Home electronics or computers

56%

56%

56%

23%15%

31%7%

7%

43%

35%17%

17%

37%

42%

10%

34%46%

17%

30%47%

11%

11%

18%

18%

54%13%

59%

63%

14%

14%

Internet In store Telephone

Base: Have purchased online in past 6 months, N-500.

Figure 5.


5. CONSUMER REVIEWS ARE THE PREFERRED CHOICE FOR VETTING PRODUCTS

Word-of-mouth has always been a key factor in the purchase process, but the Internet has increased its power ten-fold. In fact, for online shoppers, peer reviews are second only to price. Delvinia’s research finds that 65 per cent of Canadian shoppers look for consumer reviews and recommendations while researching online (see Figure 4 above).

From the brand perspective, peer ratings and reviews can be uncomfortable because they require brands to surrender control of their message. However, onsite discussion allows shoppers to gather rich insight into products with minimal effort, while delivering equally rich consumer feedback to brand and product managers, and retailers alike. In fact, peer feedback is so highly valued that consumers would prefer retail websites provide peer reviews over fancy tools to help them select products (Figure 6).

“ Everyone likes to feel that they’ve made

the best decision when shopping, and

peer reviews are often a way for buyers

to confirm their choice—whether they

are mobile users or not. Retailers who

use shelf space or in-store display

to highlight constructive discussion

about products and their benefits can

enhance the shopping experience and

gain consumer trust, as they validate

their desire to be informed. ”Amy SullivanV.P. Customer Insight


When you are shopping on a retail website, how important is each of the following features to you?

Very important Somewhat important

Base: Prefer Internet over other channels for any part of the purchase cycle, N=462.

Has selection tools to identify therecommended for you

Can zoom in or rotate image of product

Can read consumer product reviews

Can compare features of different productson one site

Provides store contact information

Return policy is easy to find and read

Can compare prices of different products

Can locate stores near to you

Shipping policy is easy to find and read

Product information in comprehensive

27% 42%

40% 40%

46% 42%

45% 40%

52% 35%

56% 35%

56% 33%

58% 29%

27% 42%

66% 28%

Figure 6.


6. APPETITE FOR SOCIAL CONTENT EXTENDS TO MOBILE

Not only are shoppers increasingly using peer ratings and reviews to guide their purchase decisions--their use is going mobile. Delvinia’s research finds that nearly one in five Canadian smartphone owners use their phones to search for product recommendations while shopping (Figure 7). In fact, the number of smartphone users who search for this information rises dramatically to 40 per cent when iPhone owners are isolated.

Which of the following activites have you completed online, using your smartphone, in the process of shopping?

None of the above

Write a product review / rate a product

Post to a social network about apurchase experience

Use a QR code to get product information or a better price

Directly purchase a product

Post to social network about a product

Determine whether an item is in stock

Download a coupon or other promotion

Contact customer service

Find product recommendations or reviews

Gather specific information about a particular product(s)

Compare prices

Gather information about the generalproduct type

Locate a store that carries the product

Take a picture of a product in-store 32.5%

43.9%

26.6%

24.9%

23.2%

22.4%

19.0%

16.9%

13.5%

11.0%

8.0%

7.6%

6.3%

5.5%

4.2%

Base: Smartphone owners, N=237.

Figure 7.


7. CONSUMERS ARE INCREASINGLY CLICKING IN-STORE

Another growing element of the mobile shopping experience is the use of camera phones. Delvinia’s research finds that one-third of Canadian smartphone owners have used their phone to take a picture of a product while shopping (Figure 7). A further 9.7 per cent cent have used their phone to post to a social network about their experiences.

However, many retail locations prohibit the use of cameras in-store, with the intention of ensuring the security of merchandise and curtailing efforts to copy it illegally. For mobile-savvy shoppers, however, this can cause frustration and diminished loyalty, and importantly, it can cost sales. Notes one individual in a discussion of the issue at Yahoo! Answers, “I take photos in stores all the time. I use these photos to show my wife what is on sale, or an item that I’d like for her to return to the store later to check out.” He concludes, “Businesses cannot afford to alienate customers.”

Retailers who want to connect with today’s shoppers need to revisit these policies and weigh the risks against the consequences. While the pros and cons may vary from retailer to retailer, or even product to product, those in the business of serving young, digitally-savvy consumers in particular, need to find ways to bridge this gap.

“ Some consumers are using the

in-store visit as an extension of

browsing online. Using their mobile

phone to snap pictures of items as a

reference for themselves or to send to a

friend or spouse is a common behaviour.

A quick snapshot of a product sent

home with the quick text message ‘is

this the right product?’ can save a lot of

frustration later. ”Randy MathesonDirector, Emerging Media


digital Canadians: which are your customers?

The analysis above illustrates typical uses of digital media in the purchase process. Digital behaviours vary from product to product, but they also vary from person to person. Delvinia’s proprietary AskingCanadians™ online research community has been collecting the attitudes and digital behaviours of Canadians for the past four years. This is just one tool that confirms this.

Every year we collect data from more than 25,000 of our panellists regarding their attitudes towards, and usage of, digital technology. Working with Generation5 Mathematical Technologies, these responses have been projected across every postal code in Canada, providing the foundation for a segmentation model using Generation5’s mosaic clustering system based upon Canadians’ ownership versus social usage of technology. Overall, this segmentation clusters together into three large groups distinct from the average—social, time-starved and lagging.

Socially-engaged Canadians include those for whom technology is not just a means of keeping organized, but it is also a lifeline to family and friends and to the digital universe at large. The time-starved segment includes groups of Canadians for whom technology is a means to an end. It is a tool to help them manage their hectic lives. They tend to own a number of devices, including smartphones, and are comfortable in the digital space, but their use of technology for social purposes is limited. Distinct from each of these groups are the laggards. These individuals tend to be late-adopters or do not own technology at all, they may be overwhelmed or alienated by digital media and they rarely leverage it for social or other purposes (Figure 8).

Understanding which segments are most common amongst the consumers of a particular product or retailer, and then determining how those consumers interact with that product or in that retail environment, is key.

At Delvinia, we help our clients understand this by looking at a customer experience through the lens of a particular digital segment. For example, if a large proportion of an organization’s customer base are high social users of technology, we would look at creating an experience that reflects their perspective and brings them in touch with other consumers in that product category.

To illustrate this way of thinking we have created two scenarios based upon the diversity of consumer/retailer relationships and the way customers use digital media. Scenario 1 is typical of the savvy, socially engaged consumer, while Scenario 2 reflects the life of a more time-starved consumer.

Digital behaviour major segments

Ownership of technology

So

cia

l usa

ge

of

tech

no

log

y

Social

Time-s

tarv

ed

Average

Lagging

Figure 8.


SCENARIO 1: TOM SHOPS FOR A DIGITAL CAMERA

Tom is a gadget junkie who is entirely at home online. He enjoys using his new toys as much as he enjoys shopping for them. Today he is in the market for a digital camera.

He begins by looking online to learn about new developments in the technology. He wants to understand whether he should buy a digital SLR or a point and shoot. He does some reading on websites for photography enthusiasts, including sites published by some of the established photography magazines. Then he lobs a few questions out in some forums, hoping to reel in advice from a pro. The users at one site point him to a Twitter feed from a photojournalist who also writes tech reviews. He takes in all the chatter with ease and enthusiasm. From his perspective, the more information the better.

Finally, he decides to buy a digital SLR. Now he needs to create a shortlist of brands and models and get a sense of the investment he needs to put down. He searches for digital cameras on Google and locates some sites with product reviews from consumers and experts. He zeroes in on a Leica, and visits the manufacturer site to learn more. The site gives him product specs, but it also recommends different models for different types of photographers and provides tips on how to get the best shots under different circumstances. He’s learning about landscape photography, and becoming more intrigued.

Next Tom plugs his preferred make and model into a couple of shopping sites to establish an acceptable price range. He realizes that this will be a sizable investment, so he ultimately prefers to make the purchase offline, at a reputable shop within a reasonable proximity. That way, he can handle the camera a bit before buying, and chat in-person with someone knowledgeable, who can help him out if he has any troubles later.

With all of this freshly gathered information in mind, he pulls up a map of camera retailers nearby and links through to their sites to see who has the product in-stock at his preferred price. Tom identifies Pics Plus as having the best price and he has confirmed that they have the camera onsite. But the users at Shutterbug.com rave about the sales staff there, and they too have the camera available at a fair price. He can buy it today! He drops by Shutterbug after work and tries it out. Because he no longer needs to know the basics about the camera, he has time to consider some great auxiliary products recommended to him by the store staff. Tom completes his purchase and heads home for a weekend of shooting. Now he always consults the staff at Shutterbug when he wants added insight.

“ Making the transition seamless from the online experience to the offline experience is

the challenge. If there’s a gap in service levels or a process misalignment, retailers lose

credibility and consumers lose momentum. ”Sara DurningDirector, Strategy & Experience Design


SCENARIO 2: MOLLY BUYS GROCERIES

Molly is a busy career mom with a three-year-old daughter. She rarely has time for herself, much less to surf or chat online like some of her friends. She’s unlikely to shop online; there’s just too much information to wade through and not enough time. But she’s not averse to technology. She has a smartphone and a penchant for any app that helps her day go more smoothly.

On the weekends she shops for groceries and usually brings her daughter along. While at the store this weekend, Molly refers to her grocery list on her smartphone and notices an alert that there is a children’s mobile game from Fruity-O’s available for free. The game was created by Fruity-O’s and made available to shoppers by the retailer while in-store.

Molly downloads it and offers it to her daughter. The game is subtly branded and it promotes healthy eating, so she feels good about letting her child play. While her daughter is preoccupied with the game, Molly is able to navigate the store with ease.

At the end of the game, Fruity-O’s offers a coupon along with a message from the retailer, indicating which aisle has the product. Molly makes her way to the correct aisle and picks up a box of Fruity-O’s on her way out. At checkout, she shows the clerk the coupon on her smartphone and receives a discount on the cereal.

Not only did Molly enjoy some savings on this trip, but with her child occupied and her own hands free, Molly enjoyed a coffee from the in-store café, took in the atmosphere, and treated herself to some new products that caught her eye along the way. She also told three friends about the experience before the weekend was over.

“ Many years ago, not being able to get

enough information about products

and services was a pain point for

consumers. Today, consumers have

the opposite problem. They are

overloaded with disjointed pieces

of information. Consumers want a

succinct and consistent presentation

of product and service information. As

a customer experience advocate and

a consumer, I look forward to seeing

better curation of product and service

information and experience through

stronger collaboration between

retailers and product brands. After all,

who has the time to sift through all that

disjointed information? ”Rosalina Lin-AllenDirector, Client Strategy


implications for retailers and product manufacturers

When it comes to creating a digital strategy, retailers and manufacturers need to ground their approach in a deep understanding of consumers, including the role the product plays in their lives and the experience they want to gain from buying it. It requires listening to and learning from the consumer and establishing a response that demonstrates a desire to place them at the centre of the experience. As much as any product or retail environment needs to communicate a unique brand experience, to an even greater degree it needs to connect with the individual customer.

Retailers and manufacturers can’t assume that all consumers are alike. Remember, they vary in their comfort levels with digital technology. Some shoppers feel empowered by all that the Internet has to offer, while others are overwhelmed.

Consumers also vary in the experience they seek when buying different products. The information junkie may want to cut to the chase when buying the critical item he needs today, but he may bask in the dialogue for that more discretionary treat. Which consumer are you courting? Take a close look at the intersection of your product with their life in the digital space.

Highly social and digitally-inclined shoppers are the lens into the future of retail experiences. Retailers need to find out what proportion of their customers are in fact highly social users of technology, and from there they can determine the urgency of integrating digital technologies into their customer experience. Understanding the retail experience through the eyes of those consumers will provide retailers a glimpse into the future of all customers. If retailers don’t make an effort to understand these new consumers, they are missing the opportunity to connect with the customer of the future.

For product manufacturers, we recommend connecting with consumers to understand drivers, such as: What’s unique about his lifestyle that compels him to buy the product? Which of the brand values resonate with her and why? What else is happening in their lives at the time that this product becomes relevant? What added value can the brand provide to address complementary needs in the daily lives of my consumers? Are my consumers digitally engaged, and if so, how?

“ Consumers’ expectations of brands have shifted in powerful ways. Brands can’t lead just

by making more noise than the other guy. The other guy has changed. Interaction points

have changed. Consumers are more empowered. It’s not about what you say; it’s about

what you do and what other people say about it. Hoping they have nice things to say isn’t

much of a strategy. ”Andrew KinnearV.P. Customer Experience


We invite product manufacturers to share these insights with their retail partners, and in turn encourage retailers to build on the insights by asking questions like: How do the needs addressed by this product at home also find expression from the consumer when she’s in my store? What other needs remain unmet that we can address? How do consumer attitudes toward this product extend to their attitudes about their preferred retail environment? What does this suggest about how the product can best be merchandized, priced and promoted through my store? How do my customers use digital channels to shop for the products I stock? How else are they engaged online? How do they use mobile?

We encourage clients to expand their dialogue with business partners to establish a more comprehensive understanding. Retailer/manufacturer collaboration only increases the likelihood of success. By sharing and acting on consumer insights, retailers and product manufacturers can leverage digital media to enhance the customer experience in ways that are uniquely relevant to their specific consumers and product category.

In short, at Delvinia the first step is always to listen and learn—dig deep into consumer needs, attitudes and behaviours. We look for ways that the product brand and the retailer are linked through the customer online. These connections facilitate the creation of seamless, synergistic shopping experiences that help the customer solve a problem, spark an idea, or start a conversation.

With a rich knowledge of your consumer, you can then evaluate the experience through their eyes. In the two scenarios illustrated above, brand managers and retailers tapped into this knowledge to deliver an experience that reflects an appreciation of their consumers’ needs beyond the basics. Shutterbug may have leveraged segmentation insights to help staff recognize Tom as an informed buyer and prosumer, and thus engage him in a richer conversation. The makers of Fruity-O’s, together with the retailer, understood all too well how stressful grocery shopping can be with a busy toddler. Each of them listened to their consumers and learned from them, considered their product category, and met them where they are at.

The grocery and cereal partners in particular showed tremendous innovation and a willingness to experiment, or play, with digital technology to connect with shoppers. They delivered a solution that employed the lens we at Delvinia recommend. That is the lens that is found at the intersection of four critical inputs in to the retail experience: consumer digital behaviour, channel, product category and brand. That is to say, know who your customers are, how digitally engaged they are, how they leverage different channels when shopping for in your product category, and how they relate to your brand specifically.

Retailer Customer Product brand

Productcategory

Channel

Brand

Consumerdigital

behaviour

CustomerExperience

Strategy


conclusions

By digging deep into consumer insights, retailers and manufacturers can better identify social and time-starved consumers—those who are leading the way in the digital space. Those who fail to take their cues from these connected shoppers are missing an opportunity. These are the customers of the future and they will respond positively to efforts to connect digitally.

Retailers must also understand how each of these groups uses technology to interact with their products and must be receptive to the changing needs and wants of their customers. They need to revisit the fundamentals of their business—product, place, price and promotion—and be prepared to adjust and respond effectively. But the power to modify the old four P’s is no longer exclusively the purview of the retailer or product manufacturer, and the context in which these decisions are made extends well beyond the in-store environment.

Retailers must also listen to their customers to determine how to develop digital strategies that enable them to connect. Simply ignoring or refusing to inhabit the digital world can result in mutual consumer/retailer alienation, leaving both retailers and manufacturers to grapple with shrinking consumer loyalty and sales. Get closer to these consumers by providing solutions and experiences that reflect a knowledge of their lives overall, not merely as buyers of specific products or patrons of specific retail outlets. These consumers will reward you for the risks you take. The social shoppers in particular will reward you with valuable feedback that you can use to learn and further refine your offer.

By sharing and acting on customer insights, retailers and product manufacturers can leverage digital media to create customer experiences relevant to the needs of each consumer group. Just keep asking the question: How does this experience validate and reward my consumer? There are only a few on the new digital frontier who really understand this.

END NOTES

i This data is derived from a separate proprietary survey conducted by Delvinia from September 28 to October 18, 2010 with a representative sample of 360 Canadians online.

ii ibid


ABOUT DELVINIA

Founded in 1998, Delvinia is a digital strategy and customer experience design firm. With customer insight capabilities powered by AskingCanadians™, our online community of 160,000 Canadians, we are able to gain customer intelligence to fuel our award winning strategy and design team. Delvinia is dedicated to helping its clients in the financial, media, education, retail and technology sectors craft effective digital solutions anchored in customer behaviour.

Our mission is simple: create experiences that enrich people’s lives. We work in partnership with our clients to inspire new thinking and approaches that deliver results. We believe digital platforms can create deeper connections between companies and consumers; by focusing on relevancy, utility and ongoing engagement. We also believe that great experiences are built in collaboration with the people that use them and continually evolve to meet their changing needs.

STAY TUNED

Watch for your invitation to the next Delvinia Webinar featuring more insights from our latest retail research, including case studies that bring the Delvinia perspective to life.

Contact Delvinia today to discuss the significance of these insights for your business.

Delvinia370 King St WestToronto, ONM5V 1J9www.delvinia.com

ABOUT THIS RESEARCH

This proprietary survey was conducted from November 19 to 22, 2010 with a sample of 500 Canadians who shop online. Respondents were sourced from Delvinia’s own AskingCanadians™ panel. Established in 2005, AskingCanadians™ is Canada’s most influential online survey community with a panel of more than 160,000 members across Canada. Joining the AskingCanadians™ panel is free to Canadians who are in the age of majority in the provinces they reside, or have the permission of their parents or legal guardian. Qu’en pensez-vous™ (www.quenpensez-vous.com) is the sister community in Quebec. www.askingcanadians.com is owned and operated by Delvinia Data Collection for more information go to www.delvinia.com/askingcanadians. Delvinia also wishes to acknowledge Shoptoit (www.shoptoit.ca), which surveyed a sample of 360 customers about their online shopping behaviour, for their contribution to this report.

Documents

The Social Shopper - Delvinia · 2011-03-07 · By digging deep into consumer insights, retailers and manufacturers can better identify social and time-starved consumers—those who