case study on online grocery

The next horizon for grocery e-commerce: Beyond the pandemic bump

Over the past 24 months, e-commerce in the North American grocery industry has continued to mature and scale. The pandemic served as an accelerator for grocery e-commerce, with much of the sector experiencing the equivalent of more than five years of growth in just five months .

About the research

We recently completed extensive research that included surveys of grocery CEOs, functional and operations executives, and consumers (see sidebar, “About the research”). Our surveys confirmed that consumers will continue to favor e-commerce as one of many ways to shop. However, many grocers don’t believe they have the necessary capabilities to manage this channel. In this article, we examine the actions organizations must take to win in e-commerce.

E-commerce takes hold

About the authors.

This article is a collaborative effort by Vishwa Chandra, Prabh Gill, Sajal Kohli , Varun Mathur, Kumar Venkataraman, and Janice Yoshimura.

The industry is now on the edge of the next transformation in e-commerce: grocery executives expect e-commerce penetration to more than double for their own organizations in the next three to five years, to an average of 23 percent (Exhibit 1).

Executives are even more bullish on e-commerce’s upside potential, noting that penetration could nearly triple to as high as 35 percent (nearly $600 billion versus about $150 billion at 11 percent penetration). Our research suggests continued support for e-commerce from consumers, who indicated a positive net intent to buy more groceries online (click and collect as well as delivery) in 2022 (Exhibit 2).

The main drivers of e-commerce’s growth during COVID-19 were safety and convenience, but our research found consumers also value the channel’s unique features—such as product comparisons, assortment, and personalized promotions. In parallel, consumers increasingly prefer home delivery (a rise from 48 percent in December 2020 to 63 percent a year later, which translates to an approximately $100 billion market today) and appreciate its product and service enhancements, including speed, reliability, assortment breadth, and flexibility (Exhibit 3).

We are also seeing consumers demonstrate different preferences for how their digital orders are filled based on need and occasion, a shift that reflects continued maturity in consumers’ approach to online grocery (Exhibit 4). Their use of different options based on occasion (Exhibit 5) compels retailers to offer a full portfolio of e-commerce options (such as same-day delivery, two-hour delivery, instant delivery, and click and collect). As demand spreads across different trips, the result is smaller baskets.

This degree of channel shifting within the grocery sector has precedents. Over the past couple of decades, the emergence and adoption of new offerings and channels have spurred significant changes in consumer behavior. For example, the rise of mass merchants with 150,000-square-foot stores created a different in-store experience than the one offered by the traditional neighborhood store. The mass-merchant category now accounts for about 26 percent of the market. Similarly, club retailers encouraged consumers to buy in bulk, and the rapid growth of discount and value grocery, featuring a predominantly private-label offering, defied the conventional wisdom that consumers wanted only consumer-packaged-goods (CPG) brands. Each of these “new” offerings has been accompanied by changing consumer behavior.

Keeping pace with e-commerce growth

As consumers have shifted toward e-commerce, two-thirds of retailers don’t feel well prepared to meet the dual challenges of delivering on growth while achieving profitability. Our research revealed that retailers feel some trepidation. Two-thirds of respondents expect to lose some share in the shift to digital, and more than half believe it will be difficult to attract the necessary talent to support digital growth (Exhibit 6). Meanwhile, grocers are considering how to allocate capital across multiple parallel efforts, including supply chain resilience, store remodels, digitalization, and talent acquisition.

To enhance their capabilities in the short term, grocers have responded by implementing three specific strategies.

First, some grocers are building partnerships with technology companies. To expand fulfillment capabilities, grocers such as Ahold Delhaize, Wakefern, and H-E-B have partnered with microfulfillment center (MFC) technology players like Dematic, Takeoff Technologies, and Swisslog. Google and Microsoft are also working with grocers to introduce artificial intelligence in replenishment and commerce (for example, to enable consumers to build grocery lists while shopping online).

Second, grocers continue to rely on third parties to manage costs and expand their e-commerce offerings. Instacart became a leader through its early market entry, but it has been joined by players such as Shipt and DoorDash. The latter handles fulfillment for Albertsons, alongside Instacart and Uber. Grocers are also using partnerships to provide new and innovative value propositions to customers. In Europe, for example, Morrisons has partnered with Deliveroo to make deliveries in as little as ten minutes.

Last, the shift to e-commerce is also challenging how retailers think about capabilities across the e-commerce value chain, from in-store digitalization and pricing and promotion to trade spending and media and advertising. The role of the store will continue to be significant, with grocers investing in digitalization to improve the in-store experience for consumers—for example, through self-checkout and grab and go.

How grocers can win in e-commerce—delivering on both growth and profitability

To excel in the next horizon of e-commerce, grocers need to develop an integrated value proposition that meets consumer needs while protecting their own profitability.

Our research found consumers are looking to save money, be healthier, build on their (rediscovered) joy of cooking, and find the best promotions more easily. For each of these needs, an evolved digital presence (both app- and web-based) can help grocers highlight their assortment, personalize their promotions, and engage consumers in a more meaningful manner—something that a purely brick-and-mortar offering cannot do. Organizations, especially retailers that have underinvested in the past, are planning to make aggressive investments in their digital capabilities to support these tasks.

However, simply redefining the value proposition will not be enough. To draw more consumers to e-commerce, retailers must offer lower costs, reduce minimum order requirements, protect quality and freshness, and enhance the breadth and discoverability of their assortments (Exhibit 7).

To deliver on the dual objective of growth and profitability, grocers need to take a range of simultaneous actions:

Engage customers meaningfully in their omnichannel journeys and invest in user experience

Omnichannel has become table stakes. After spending the past few years building this core offering, grocers are now focusing on retention efforts by forging personal relationships with customers to increase basket size through upselling and increased frequency of trips, both online and in store. Grocers are also experimenting with new ways to engage shoppers in omnichannel. For example, mobile scan–based product information and scan-and-go commerce are changing the way shoppers interact with grocers in-store and on apps. Establishing and maintaining a social connection with consumers and reaching out daily will be important for grocers hoping to move from share of stomach to share of mind. A social-first, video-rich capability will also be a must-have. E-grocer Weee, for example, which specializes in products for Asian and Hispanic shoppers, uses gamified, video-rich social media offerings to nurture a highly engaged customer base.

To draw more consumers to e-commerce, retailers must offer lower costs, reduce minimum order requirements, protect quality and freshness, and enhance the breadth and discoverability of their assortments.

The convergence of value propositions across the industry is raising the bar on user experience in e-commerce. Consumers increasingly value the ability to find products quickly and build their baskets while shopping online. Grocers are responding by investing in e-commerce capabilities and forming partnerships with technology companies to improve the user experience. For example, Albertsons and Google have partnered to create in-store shoppable maps with dynamic hyperlocal features, AI-powered conversational commerce, and predictive grocery-list building.

At the same time, retailers must enhance the in-store experience through continued investments in store technology. Solutions include self-checkout, digital shelf tags, and payments innovation to improve personalization and efficiency.

All of these offerings will have the dual objective of enabling growth while increasing profitability. However, focused investments will be needed to build both the talent bench and the core technology infrastructure. Successful grocers will seek to attract the right talent to their organizations and address the legacy technology debt from the past couple of decades.

Successful grocers will seek to attract the right talent to their organizations and address the legacy technology debt from the past couple of decades.

Build a distinct—but connected—capability in e-commerce category management

Because e-commerce is set to account for a significant share of overall business, retailers are starting to be more deliberate about standing up channel-specific management capabilities and getting sharper on assortment choices (breadth and depth, online versus offline), pricing, and online-only promotions, among other factors. Grocers need to make investments in data, analytics, and IT infrastructure to get a deeper understanding of their online business performance—for example, the effectiveness of online promotions and digital shopping trends by consumer segment. They must also dedicate resources to building their organizational muscle through efforts such as upskilling merchants. These capabilities should be integrated into a broader omnichannel category management strategy, which can provide a holistic and thoughtful merchandising experience anchored in a single view of the customer.

As consumers continue the shift toward buying through mobile apps, grocers are starting to use the full suite of e-merchandising levers—such as product placement, product recommendations, personalized promotions, and digital media—to monetize their digital assets  with consumer goods companies. The launch of retail media networks (such as Instacart’s new Carrot Ads platform) allows retailers to capture a greater share of marketing spending from brands beyond what they have traditionally captured. This source will be a key driver of profitability for grocers in the coming years.

Making this shift will not be easy, and our survey indicates that retailers recognize this challenge. Retailers and CPG companies have deep and complex ways of optimizing trade promotions and advertising in the brick-and-mortar channel. There are dozens of mechanisms through which CPGs and retailers invest in advertising and trade, and ROI is often hard to track and measure. Both retailers and CPGs will need to lean on digital capabilities to optimize their investments for greater impact on revenue and profitability.

Develop a portfolio of fulfillment options that are aligned to individual markets’ needs

As demand for online grocery continues to scale, grocers are going to have to revisit how and where they fulfill orders. The network of the future for grocers will encompass a mix of automated MFCs, manual dark stores, and store fulfillment. Matching the right fulfillment option to each specific location based on a market’s demand profile and service promise will be critical.

Retailers are conducting pilots with automated MFCs and manual dark stores. Many grocers are now locating MFCs close to their customers to improve speed at a lower cost. Both aggregate demand and consistency of demand are key factors in ensuring ROI. Grocers are also implementing centralized fulfillment centers to handle larger order volumes and support next-day delivery in highly concentrated geographies.

In parallel, grocers are experimenting with new last-mile models (for example, autonomous vehicles with precise delivery slots) and tech-enabled logistics optimization to lower costs while maintaining service levels.

While automation will be a key lever for retailers to increase efficiency and speed, grocers will need to make at-scale investments to build out a comprehensive network along with a focused effort to drive volume at each node. Since the benefits of automation will accrue to all participants in the industry, there is an opportunity for collaboration among grocers, technology companies, marketplaces, and CPG companies to rapidly scale these networks.

Use e-commerce as a way to innovate and harness the broader ecosystem

Grocers are approaching e-commerce as an opportunity to push the boundaries of their current offerings. Some retailers are deploying e-commerce to strengthen their current assortments (for example, to push private brands and prepared meals) and to promote new offerings (such as meal kits, partnerships with dark kitchens and local restaurants, and expansion into catering services to capture new meal occasions).

In response, grocers need to define their operating models to fully harness their own capabilities while participating in third-party ecosystems to serve customers through different missions. Retailers should also seek to engage consumers where they are spending their time; whether on social channels, on content sites (for example, Eater magazine online), or in the metaverse, grocers need to be there.

Grocers must also quickly determine which components of their end-to-end e-commerce value chain they want to fully own as a core capability and what partners can provide. The answer will vary across the value chain as retailers assess where they can compete with distinctive offerings and where they have the requisite capabilities and resources. Efficiency and speed will be critical factors in deciding whether to invest in in-house solutions or partner with a third party. The market is likely to be segmented into large retailers with the resources to develop efficient in-house capabilities and smaller companies that must rely on third parties.

Implications for other industry players

While many of these recommendations are applicable to all grocery players, the rapid growth of e-commerce has significant additional implications for various players within the broader ecosystem. Besides Amazon, players such as Cornershop by Uber and DoorDash also offer marketplaces for shoppers. Investments continue to pour into instant delivery, with multiple players including Instacart, Gopuff, Gorillas, and JOKR now testing and offering delivery in less than 30 minutes. More first-party services are also emerging: Gopuff and DashMart by DoorDash are now playing in this space with their own warehouse-based grocery-delivery models.

Digital-native third-party marketplaces have notched significant growth in the past few years. They now have an opportunity to use their technical capabilities to ensure their retail partners have access to the best digital technology and user experiences. Another priority will be improving efficiency and reducing costs to customers through the accelerated adoption of technology (such as microfulfillment), increased batching of grocery e-commerce orders on delivery milk runs, and shared resources in delivery across vehicles and drivers. Marketplaces can also unlock additional value pools (such as advertising) that used to flow to media players outside the sector—for example, by luring spending from traditional media channels such as television ads to grocery marketplace advertising via retail media networks.

Pure-play, first-party online grocers have the opportunity to make headway by deploying different delivery models (such as a scheduled, milk-run approach), expanding their offerings to address more need states and occasions, and further distinguishing themselves from traditional competitors (for example, through subscription models). They can also differentiate their offerings by assortment authority (including breadth, depth, and brands covered) and experiment with adopting social-first, video-first offerings to engage consumers.

Despite the substantial growth of online grocery and the increased number of players, the market truly is on the verge of its next transformation. Executives should recognize that the leaders of today are not guaranteed to be winners tomorrow. Retailers that take decisive action and make strategic investments today will be well positioned to carve out a profitable position for the future.

Download the full report here .

Vishwa Chandra is a partner in McKinsey’s San Francisco office, Prabh Gill is an associate partner in the Vancouver office, Sajal Kohli is a senior partner in the Chicago office, where Kumar Venkataraman is a partner and Janice Yoshimura is a consultant; Varun Mathur is an associate partner in the Austin office.

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The next S-curve of growth: Online grocery to 2030

Customer Behaviour in eCommerce

Case Studies from the Online Grocery Market

• © 2023
• Šárka Zapletalová 0 ,
• Halina Starzyczná 1

School of Business Administration in Karviná, Silesian University in Opava, Karviná, Czech Republic

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• Analyses how to increase customer loyalty in eCommerce
• Discusses the business strategies of online trade enterprises
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Table of contents (5 chapters)

Front matter, strategy of trade organizations.

• Šárka Zapletalová, Lucie Vavrušková

Customer Behaviour

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Loyalty in E-Commerce

• Daniel Kvíčala, Halina Starzyczná

Online Sales of Regional Brands

• Ondřej Mikšík, Halina Starzyczná

Šárka Zapletalová, Halina Starzyczná

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• Online Groceries

About this book

Online shopping is undergoing significant changes around the globe, evolving in the food and non-food segments alike. Representing a vital distribution channel that reaches countless customers, sales from online shopping have long-since exceeded USD 1000 billion per year and are growing steadily. This book is intended for general readers and professionals interested in companies’ strategic orientation in connection with their online format and building and strengthening customer loyalty. In this regard, their business strategies are not considered in their full scope and complexity; instead, the book focuses more narrowly on the relationship between business strategy, buying behavior and customer loyalty.

Editors and Affiliations

About the editors.

Halina Starzyczná is Associate Professor at the Department of Business Economics and Management, School of Business Administration in Karviná, Silesian University in Opava (Czech Republic). Her teaching and research interests focus on retail enterprises, management, and marketing of retail enterprises and concept CRM.

Bibliographic Information

Book Title : Customer Behaviour in eCommerce

Book Subtitle : Case Studies from the Online Grocery Market

Editors : Šárka Zapletalová, Halina Starzyczná

Series Title : SpringerBriefs in Business

DOI : https://doi.org/10.1007/978-3-031-23574-0

Publisher : Springer Cham

eBook Packages : Business and Management , Business and Management (R0)

Copyright Information : The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2023

Softcover ISBN : 978-3-031-23573-3 Published: 12 February 2023

eBook ISBN : 978-3-031-23574-0 Published: 11 February 2023

Series ISSN : 2191-5482

Series E-ISSN : 2191-5490

Edition Number : 1

Number of Pages : XIII, 108

Number of Illustrations : 1 b/w illustrations

Topics : Business Strategy/Leadership , Trade , e-Commerce/e-business , Customer Relationship Management , Online Marketing/Social Media

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AmazonFresh: Rekindling the Online Grocery Market

By: Rory McDonald, Clayton M. Christensen, Robin Yang, Ty Hollingsworth

More than a decade after the high-profile failures of several early online grocers, grocery remains the largest single U.S. retail category and one of the few that has not yet migrated online. Amazon…

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More than a decade after the high-profile failures of several early online grocers, grocery remains the largest single U.S. retail category and one of the few that has not yet migrated online. Amazon began testing its grocery-delivery service, AmazonFresh, in Seattle, in 2007; five years later, the company has made significant progress. The case traces the evolution of AmazonFresh's business model and describes the operating capabilities necessary to compete with brick-and-mortar supermarkets like Wal-Mart and Safeway and with new digital grocery startups. Now Amazon needs to decide on AmazonFresh's next step. Should the company continue refining its business model in Seattle or expand to another city? What factors should it take into account when planning its next move?

Jul 9, 2014 (Revised: Aug 15, 2014)

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An equity-oriented systematic review of online grocery shopping among low-income populations: implications for policy and research

Angela c b trude.

1 Department of Pediatrics, University of Maryland School of Medicine, Baltimore, Maryland, USA

Caitlin M Lowery

2 Department of Nutrition, University of North Carolina at Chapel Hill, Chapel Hill, North Carolina, USA

Shahmir H Ali

3 Department of Social and Behavioral Sciences, New York University School of Global Public Health, New York, New York, USA

Gabriela M Vedovato

4 Institute of Health and Society, Federal University of Sao Paulo, Santos, Sao Paulo, Brazil

Associated Data

Online grocery services are an emerging component of the food system with the potential to address disparities in access to healthy food.

We assessed the barriers and facilitators of equitable access to healthy foods in the online grocery environment, and the psychosocial, purchasing, and dietary behaviors related to its use among low-income, diverse populations.

Data Sources

Four electronic databases were searched to identify relevant literature; 16 studies were identified.

Barriers to equitable access to healthy food included cost and limited availability of online grocery services in food deserts and rural areas. The expansion of online grocery services and the ability to use nutrition assistance benefits online were equity-promoting factors. Perceived low control over food selection was a psychosocial factor that discouraged online grocery use, whereas convenience and lower perceived stress were facilitators. Findings were mixed regarding healthfulness of foods purchased online. Although few studies assessed diet, healthy food consumption was associated with online grocery use.

Researchers should assess the impact of online grocery shopping on low-income families’ food purchases and diet.

Systematic Review Registration

PROSPERO registration no . CRD: 42021240277

INTRODUCTION

In the United States, noncommunicable diseases such as obesity, type 2 diabetes, and cardiovascular diseases disproportionately affect diverse racial and ethnic groups, including Black, Hispanic, and Native American populations. 1 , 2 Disparate access to and availability of healthy food, combined with economic inequality, have contributed to health disparities in diverse communities in the United States, 3–5 which are more likely to be under-resourced, underserved, and at high risk for poor diet, food insecurity, and obesity. 6

Of note, efforts to address income-related disparities in access to healthy food have focused on improving the availability of healthy foods at local food vendors, including the Healthy Food Financing Initiatives, 7 Staple Foods Ordinances, 8 and the Healthy Corner Stores Initiatives. 9 However, structural barriers to food access remain because households in low-income communities may have limited access to reliable transportation and live disproportionately far from sources of healthy foods, compared with predominantly White and high-income neighborhoods. 10 In response, there has been an emerging focus on interventions aimed at addressing physical barriers to healthy food by bringing food to people, such as the green cart program in New York City 11 and a virtual supermarket in Baltimore, Maryland. 12 Nevertheless, there is a pressing need to expand and refine these approaches.

Online grocery shopping is a new and growing component of the food system that addresses barriers related to physical access to healthy foods. In 2018, 34% of US shoppers reported purchasing groceries online at least sometimes. 13 Of those, 30% were from low-income households (<   $40   000 annual household income) and 64% were parents with children. 13 In the United States, from January 2020 to January 2021, online retail sales increased by 39%. 14 Specifically for families living in low-income areas who may lack access to grocery stores and personal vehicles, 15 online grocery services have the potential to address barriers related to transportation. However, many underserved families have not been able to realize the benefits of online grocery shopping, due to disparities in technology access 16 and digital literacy, 17 limited delivery services, 18 delivery and membership fees, and minimum order policies. 19

The 2014 Farm Bill mandated a pilot program with food retailers to test the feasibility of allowing the use of Supplemental Nutrition Assistance Program (SNAP) benefits as payment for online grocery orders. 18 The ability to use the SNAP Electronic Benefits Transfer card online may address barriers related to physical access to healthy foods and the card provides an alternative payment method for purchasing groceries online for low-income households. Additionally, during the COVID-19 pandemic, online purchasing became a safe, socially distanced option to purchase groceries, which motivated the rapid expansion of the SNAP Online Purchasing Pilot (OPP) to 48 states and additional retailers. 20 The SNAP OPP expansion marked an important change in online grocery access among low-income populations in the United States: redemption of government benefits online increased to 67 times the amount of prepandemic redemptions. 21 Although increasing use of online grocery services has the potential to improve access to healthy foods, understanding barriers to its use and possible unintended consequences of online grocery shopping on food purchases and dietary habits among low-income and diverse populations is critical for the development of health- and equity-promoting policies.

In a previous scoping review, Jilcott Pitts et al 22 described barriers and motivators to online grocery shopping. However, few studies included in the review focused on diverse populations from low-income backgrounds, which are at greatest risk for health and social disparities. Furthermore, the Jilcott Pitts et al 22 review was conducted before the implementation of the OPP and the COVID-19 pandemic. Since then, online grocery shopping has become more accessible and additional studies on the topic have been published. In the present systematic review, we aimed to synthesize the existing evidence of the perceptions about and impact of online grocery shopping on low-income and diverse populations and to identify opportunities to inform policy and promote equity in the online food retail space. Therefore, using an equity lens, we examined online grocery shopping behaviors among diverse, low-income populations and aimed to answer the following questions: (1) What are the barriers to and enablers of equitable access to healthy food in online grocery services? (2) What are the psychosocial, purchasing, and dietary behaviors associated with online grocery service use among families from low-income backgrounds?

This systematic review was registered with the Prospective Register for Systematic Reviews CRD: 42021240277.

Data sources

Four electronic databases were searched for applicable articles: MEDLINE, PsycINFO, Web of Science, and Business Source Ultimate, spanning the public health, behavioral sciences, and business literature. The systematic search took place from September 2020 through October 2021 and included relevant studies on online grocery shopping targeting low-income families and diverse ethnic or racial populations.

Search strategies

A search strategy was developed on the basis of Medical Subject Heading terms and information from key articles identified a priori. 23–25 Boolean operators were used to combine keywords and Medical Subject Heading terms for a more focused search. Three topics were developed on the basis of the study research question: online, grocery shopping, and low income. Search terms included: online, internet, grocery shopping, grocery purchasing, food, produce, food assistance, Supplemental Nutrition Assistance Program, Women Infants Children Program, low-income, racial, and ethnic diverse groups. The complete search strategy is described in Appendix 1 in the Supporting Information online.

Eligibility criteria

This review included interventional or observational studies implemented in real-world settings, that used quantitative and/or qualitative methods, and were conducted among low-income populations experiencing food insecurity, participating in supplemental nutrition assistance programs (SNAP or the Special Supplemental Nutrition Program for Women, Infants, and Children [WIC]), and/or racially or ethnically diverse groups. Outcomes of interest included psychosocial, purchasing, and dietary behaviors, or equity promotion of access to healthy food in the online grocery environment. No restrictions were placed on geographic location of studies or the date of publication. Systematic, scoping, or narrative reviews; conference or dissertation abstracts; and general information articles were excluded. Study selection was completed using Covidence (Melbourne, Victoria Australia), following the methods outlined in the Preferred Reporting Items for Systematic Reviews and Meta-Analyses guidelines. The eligibility criteria are described in Table 1 , using the PI(E)COS (population, intervention/exposure, comparison, outcome, and study design) criteria.

PICOS criteria for inclusion and exclusion of studies

Abbreviations: SNAP, Supplemental Nutrition Assistance Program; WIC, Special Supplemental Nutrition Program for Women, Infants, and Children.

Data extraction

Title, abstract, and full-text extraction were conducted by 2 research assistants independently using Covidence with a random agreement of 90%. Two reviewers (C.M.L., G.M.V.) analyzed each study independently. A third author (A.C.B.T.) was available to resolve disagreements. Backward reference searching of included articles was conducted to identify additional papers.

Critical assessment

The methodological quality of each paper was assessed using JBI’s critical appraisal tools, 26 which have published checklists for most study types (eg, analytical cross-sectional studies, randomized control trials, qualitative research). No checklist was available from JBI for mixed-methods studies and case studies. Thus, the Mixed Methods Appraisal Tool was used for critical appraisal of studies using mixed-methods designs 27 and the Center for Evidence-Based Management’s critical appraisal of a case study was used for case studies. 28

The checklists included questions to determine the extent to which a study addressed the possibility of bias in its design, conduct, and analysis, and required the following responses for the JBI tool: “yes,” “no,” “unclear,” “not applicable”; and, for the Mixed Methods Appraisal Tool and Center for Evidence-Based Management’s too, “yes,” “no,” “can’t tell.” The answer “yes” means that a given appraisal criterion for satisfactory quality was met. The quality threshold was set by the research team a priori, in which studies scoring between 60% and 100% were deemed of moderate to high quality and were included in the review.

Evidence synthesis

An adjudication approach informed by the theory of planned behavior (TPB) 29 and health equity framework 30 was used for evidence synthesis. Domains for extraction included methods and findings related to the 4 pillars of the health equity framework (ie, reduce deterrents, build community capacity, improve social and economic resources, and increase healthy options) and psychosocial constructs of the theory of planned behavior (ie, perceived barriers, attitudes, social norms, and perceived behavioral control), in addition to purchasing and diet assessment and outcomes. Additional data extracted included target population, model or theory, study aims, target foods and food groups, diet and purchase measures, sample size, study design, methods, results, equity considerations, quality of research, study limitations, and study recommendations. Meta-analysis was not possible owing to the heterogeneity of the study designs, exposures or interventions, and outcomes.

Search results

The search criteria returned a total of 1612 citations, which dropped to 466 citations after the removal of duplicates ( Figure 1 ). Two additional articles were included from the bibliographic review. All titles and abstracts were screened and a total of 43 full-text articles were reviewed for eligibility. Overall, 16 articles were included for evidence synthesis, including 4 cross-sectional studies, 18 , 31–33 5 mixed-methods studies, 12 , 19 , 24 , 34 , 35 3 qualitative studies, 36–38 2 case studies, 39 , 40 and 2 experimental studies. 23 , 41 All studies were of moderate to high quality after the critical assessment.

Preferred Reporting Items for Systematic Reviews and Meta-Analyses flow diagram of studies included in the systematic review. 61 Abbreviations: SNAP, Supplemental Nutrition Assistance Program; WIC, Special Supplemental Nutrition Program for Women, Infants, and Children

Study characteristics

Studies included in this review were published between 2013 and 2021, all conducted in the United States ( Table 2 ). Nine studies targeted food insecure or low-income, racially diverse populations, 12 , 19 , 23 , 31 , 32 , 35 , 39–41 5 were conducted among individuals participating in nutrition assistance programs (SNAP or WIC), 24 , 34 , 36–38 1 targeted regions with low access to healthy foods or food retailers, 18 and 1 examined US states participating in the SNAP OPP expansion. 33 For most studies (n = 11), whether the work was informed by a theoretical model or theory was not reported. Of those articles in which that information was provided (n = 5), 2 studies were based on the theory of planned behavior, 24 , 37 2 on the nudge theory, 23 , 41 and in 1 study, the authors used a service ecosystem framework. 19 Sample size varied across the studies depending on whether the study was targeted at the regional (eg, 1250 census tracts in the OPP states), 18 retailer (eg, 2 retailers 34 or 1 retailer 39 ), or individual (eg, ranging from 7 36 to 206 adults 19 ) levels. Among the studies reporting a nutrition outcome (n = 9), 3 focused on specific healthy and unhealthy food and beverage items, 12 , 23 , 24 1 looked at fruits and vegetables only, 35 and 5 assessed all grocery items purchased. 19 , 23 , 31 , 34 , 41

Description of the studies included in the systematic review by domains of the equity-oriented framework to promote healthy food purchasing and diet in online grocery environments targeted at underserved populations

Abbreviations : EBT, electronic benefits transfer; F&V, fruits and vegetables; HEI, Healthy Eating Index; NYC, New York City; OPP, Online Purchasing Pilot; SNAP, Supplemental Nutrition Assistance Program; Rx, prescription; WIC, Special Supplemental Nutrition Program for Women, Infants, and Children; USDA, US Department of Agriculture.

Online grocery services

The types of online grocery ordering services varied across the studies. The majority of the studies (n = 9) were conducted in the context of a grocery store or food retailer that accepted orders online and offered grocery pick-up and/or delivery. 18 , 19 , 23 , 24 , 36–40 Of those, 3 studies were implemented with a pick-up option at a community location, 12 , 19 , 35 3 with store pick-up only, 32 , 34 , 36 and 3 offered pick-up or delivery services. 23 , 31 , 39 Six studies examined topics related to the SNAP OPP. 18 , 19 , 24 , 39 , 40

Barriers and enablers of equitable access to healthy foods via online grocery services

Figure 2 summarizes the findings from this systematic review. This is an equity-oriented framework focused on health promotion in online grocery services building on the 4 domains of Kumanyika’s framework for equity in obesity prevention (ie, reduce deterrents, build community capacity, social and economic resources, and increase healthy options). 30 Central to the present conceptual framework are the 4 equity domains that act as pillars for policy or systems interventions and community capacity to ensure that the online food environment supports equitable healthy food availability and access. In turn, the online food environment influences and is influenced by an individual’s perception of barriers, attitudes, and intentions to purchase groceries online, in line with the theory of planned behavior. 29

Equity-oriented framework to promote healthy food purchasing and diet in online grocery environments targeted at underserved populations . Abbreviations: SNAP, Supplemental Nutrition Assistance Program; WIC, Special Supplemental Nutrition Program for Women, Infants, and Children

Equity in online grocery shopping refers to the differential impact of policies and retailers’ practices (ie, disparate cost of grocery items online vs in the store 19 ) on online grocery shopping uptake and healthy food selection among rural and urban populations, 18 and groups of different ages, incomes, and races or ethnicities. 39 Five studies included in this review highlighted the importance of reducing deterrents to online grocery shopping to increase uptake and improve the quality of foods purchased by low-income, racially or ethnically diverse populations. 18 , 19 , 32 , 39 , 40 Disparate cost of equivalent grocery items at online retailers was reported in 1 study, in comparison with brick-and-mortar vendors in low-income neighborhoods in the United Sates 40 In another study, authors motivated by the SNAP OPP found that grocery ordering and delivery services were rarely available in rural food deserts. 18 Researchers who examined receipts from 2 retailers serving primarily low-income communities in Maine found that shoppers with lower incomes and who enrolled in a nutrition assistance program were less likely to shop online than their higher-income counterparts. 32 Authors of an analytical essay examining neighborhood variation in SNAP enrollment in NYC highlighted the importance of considering environmental and social barriers to SNAP participation, as well as disparate grocery costs and declining purchasing power of SNAP benefits. 19 In terms of uptake of online grocery services, a case study in Alabama reported that older, rural populations were not using SNAP online as frequently as younger shoppers were, and that online SNAP purchases made up a smaller share of all online purchases (20%) compared with in-store purchases (40%). 39 Four qualitative studies with SNAP and WIC families explored reasons for the low use of online grocery programs and all highlighted the perceived lack of control over grocery selection, especially of fresh produce and meats, as one of the major barriers, in addition to cost. 24 , 36–38

Study authors recommended future programs and interventions build community capacity to order groceries online by improving customer control in the online environment, 24 and by improving state communication about the SNAP OPP to include nutrition and health information. 33 Two interventions intended to build community capacity to select healthier foods online tested nudges, using a healthy default shopping cart. 23 , 41 The pilot program was promising; participants in the intervention arm selected more healthier items than those in the control condition (receiving nutrition education materials). 23 , 41 Although provision of health and nutrition information is lacking in state communications about the online policy, 33 Coffino et al 23 , 41 empirically demonstrated that consumers benefit from a virtual food environment that is supportive of healthy food choices. Additionally, 3 studies recommended that the US Department of Agriculture allow the use of WIC benefits online as a means to increase social and economic resources to improve food access for disadvantaged groups. 34 , 36 , 38

In 3 studies, researchers pilot tested approaches to increase healthy options in the online grocery environment among socially disadvantaged communities. 12 , 31 , 35 One intervention (Virtual Supermarket Program) facilitated grocery delivery and SNAP payment at community hubs for low-income, urban older adults. 12 Participants placed and received grocery orders in designated hubs, including public libraries, schools, and senior housing centers. 12 The Internet Grocery Service tested the feasibility of a grocery delivery service to increase access to healthy foods in a low-income urban food desert by providing vouchers for groceries and delivery fees. 31 Last, an intervention in rural communities tested the feasibility of an online produce market where participants redeemed Fruit and Vegetable Prescription Program vouchers and picked up orders from a community site. 35

Psychosocial factors of the TPB related to online grocery shopping

In 10 studies included in this review, authors assessed psychosocial behaviors related to online grocery shopping. In most of these studies (n = 6), psychosocial domains were assessed qualitatively 19 , 24 , 34 , 36–38 ; quantitative survey items were used in the other 4 studies. 12 , 23 , 31 , 35

Overall, attitudes toward online shopping varied by study. Some authors reported a lack of interest in or low perceived benefit of online shopping. 24 , 37 In others, participants expressed interest in online grocery services, although most seemed to view it as an occasional convenience rather than a complete substitute for in-store shopping. 31 , 36 , 38 For example, after the Internet Grocery Service intervention, 54.5% of participants responded that they would use the service 1–6 times per year, 24.3% said they would use it at least monthly, and only 9.1% reported they would never use it in the future. 31

Concerns about control over food selection emerged as a major barrier to uptake of online grocery services, 19 , 24 , 36 , 37 particularly with regard to the quality of fresh items 37 and the potential for losing money on unsatisfactory purchases. 19 Perceived high cost of online grocery shopping was another barrier to its uptake by underserved families. The potential for losing money on unsatisfactory purchases was a main concern 19 , 36 , 37 ; participants cited fees and the relative paucity of deals online compared with in-store purchases as disincentives for online shopping. 36 Additionally, the lack of social interaction during grocery shopping was another reported deterrent to online shopping, although some participants felt that the benefits offset the loss. 38

Online grocery ordering was perceived to be less stressful than in-store grocery shopping among women with children enrolled in WIC, because it eliminated the need for transportation and addressed the challenges of shopping in a store with children. 38 Although the evidence supporting reduced impulse purchases when shopping online is mixed, 23 , 36 participants also felt that online grocery shopping might result in fewer impulse buys of both unhealthy (eg, sweet snacks and chips) and sometimes healthy (eg, fruits) foods, compared with in-store purchases. 38 Additional benefits of online grocery services identified by participants included saving time and delivery of heavy or bulky items. 19

Both perceived behavioral control and normative beliefs positively influenced use of online grocery shopping during an intervention that was co-created by residents of a low-income housing community and researchers. 19 Participants reported that ordering groceries online was easier than they had anticipated, 19 a finding that was echoed by mothers participating in WIC in another study. 36 Participants also noted that although they were generally wary of online shopping, they trusted residents of their community and were willing to try the online grocery pilot. 19

Purchasing and diet behaviors related to online grocery shopping

Of the 11 studies in which researchers assessed online food purchasing behaviors, 12 , 19 , 23 , 24 , 31 , 32 , 34–36 , 39 , 41 consumer purchasing data were collected from itemized store receipts in 7 studies, 19 , 24 , 31 , 32 , 34 , 36 , 41 from online data monitoring in 1 study, 35 from stakeholder interviews and document review from a retailer in 1 study, 39 and were self-reported in 2 studies, 12 , 35

In 2 studies, authors quantitatively assessed impulse buying during online grocery shopping. 23 , 36 Participants in 1 study purchased more on impulse online than they did when shopping in a store, although not all impulse buys were unhealthy. 36 In another study, Coffino et al 23 did not find a difference in impulse purchases between consumers who received nutrition education (the control condition) and those who received the healthy-default shopping-cart intervention. 23

The impact of online grocery shopping on nutritional quality of purchases was mixed. A healthy-default shopping cart increased the healthfulness of food purchases and decreased fat, sodium, and cholesterol from foods purchased, 23 and led to greater overall nutritional quality. 41 The most frequently purchased items in the Internet Grocery Service pilot were animal proteins, fruits and vegetables, and caloric beverages. 31 SNAP Electronic Benefits Transfer online purchases were higher in sweet and salty snacks and lower in fruits than non-SNAP online purchases in a study 24 and had greater nutritional quality. In other studies, researchers were limited in their ability to quantitatively assess the impact of online grocery services on the healthfulness of food purchases, because of low uptake of online grocery shopping. For example, after a planned randomized controlled trial of online ordering failed due to low uptake, Martinez et al 24 pivoted to a mixed-methods design to understand low use of online services. Cohen et al 19 did not report on the food types that were purchased but noted that online orders made up a small percentage of dollars spent on food (∼3.1%).

Dietary intake was assessed in only 2 studies. In 1 study, authors assessed changes in daily servings of fruits and vegetables among children and their caregivers in response to an online food-market program. 35 The online program resulted in improved self-reported fruit and vegetable intake among children and decreased household food insecurity. 35 No dietary change was observed among caregivers. In the other study, self-reported intake data related to the Virtual Supermarket Program were collected. 12 Customers reported purchasing more fruits and vegetables and sugary drinks since the start of the virtual program. They also attributed eating more healthfully and perceived having greater access to affordable foods due to the program. 12

In this systematic review, we examined the potential for online grocery services to promote equitable access to healthy foods among underserved populations. Interest in the topic has grown substantially over the past few years, as evidenced by the burgeoning research and the SNAP OPP. Perceived barriers and TPB constructs associated with online grocery shopping identified in this systematic review focusing on low-income, diverse populations are consistent with findings from a previous scoping review. 22 Furthermore, the perspective afforded by the equity-oriented framework advanced the understanding of the main deterrents to online grocery shopping among low-income and diverse populations (eg, perceived high cost) and identified promising strategies to build on community capacity (eg, improving customer control over online purchases), opportunities to improve social and economic resources for food access (eg, allowing use of government benefits online), and strategies to increase healthy grocery options (eg, expanding online ordering and delivery services of healthy food vendors).

This investigation identified low availability of online grocery services in rural communities, perceived high costs, and perceived low behavioral control over food selection as important barriers to uptake of online grocery services by disadvantaged groups, which could widen inequities in access to healthy food. The ability to pay for groceries online with SNAP benefits was a motivator, 24 , 31 making an important case for future research on the expansion of the US Department of Agriculture online purchase pilot to other programs such as WIC and the Fruit and Vegetable Prescription Program. Pilot interventions tested strategies to improve healthy-food purchasing that could be incorporated into existing online grocery programs, including the default healthy-food online grocery cart, 23 , 41 and centralized delivery locations like public libraries and schools in hard-to-reach communities. 12 , 19 , 35 More research is needed on the feasibility of the use of other government benefits (eg, WIC, Fruit and Vegetable Prescription Program) in the online grocery environment as a means to improve social and economic resources for access to healthy food. Furthermore, researchers should examine and compare the cost-effectiveness of creating hubs for community grocery pick-up, expanding delivery buffers, and/or creating more supermarkets, with a particular focus on rural communities. Partnership with community centers and retailers to create community hubs and reduce delivery fees may be a promising strategy to improve access to healthy foods.

The few studies in which online food purchasing and dietary behaviors were examined among underserved populations reported potential increases in both unhealthier and healthier food choices. Fewer impulse purchases and reduced influence of children on parents’ buying behavior (ie, “pester power”) in the online environment are possible mechanisms to explain fewer unhealthy food purchases online. These findings are also supported by the multiple selves theory, because ordering groceries for delivery in the (relatively) distant future predicts more healthy food choices (should-self), whereas immediate purchases predicts more unhealthier food choices (want-self). 42 , 43 Conversely, the potential for targeted online marketing and personalized recommendations have been hypothesized to increase unhealthy food purchases online. 44 , 45 Although, to our knowledge, the effect of online marketing on unhealthy food selection has not been empirically tested, various simulated, online-grocery, experimental studies have demonstrated that targeted online marketing of healthy foods and provision of nutrition information were promising strategies to improve quality of foods purchased in the virtual environment. 46–48 On the other hand, there is plausible evidence that food and beverage industries have disproportionately targeted marketing of unhealthy items to low-income, diverse populations across media markets. 49–51 Authors of a 2013 study, which was outside the scope of the present review, assessed the nutritional quality of Bronx, NY–based grocery store circulars available online and found that >84% of products advertised on the first page were processed. 52 The influence of grocery store circulars on online grocery purchases merits further investigation. Given the potential for personalized online marketing of unhealthy foods in the online grocery environment, there is a need to better understand existing online marketing in the virtual grocery environment and to explore avenues for interventions to support selection of healthy foods online among underserved populations.

One mechanism that could explain greater purchases of healthy items online is through future episodic thinking, which is required for planning grocery shopping, 53 and aligns with the premise of the TPB to understand behavioral intentions. However, no study in this systematic review tested the influence of meal planning on online grocery purchases of healthy items. In 1 study included in the present review, authors held community cooking classes as part of an intervention to improve access to fruits and vegetables. 35 They reported an increase in fruit and vegetable consumption by children. 35 In a recent study among a sample of majority non-Hispanic White women in Maine, researchers reported that online purchases were associated with lower spending on sweet snacks and desserts compared with in-store purchases. 54 A potential explanation for the findings suggested by the authors included meal planning and the shopping lists built in to online grocery services. 55 Those authors also found that consumers spent more dollars per transaction online compared with in-store shopping. 54 Given that affordability of food is 1 of the main barriers to healthy diets among low-income populations 56 and that disparities in the cost of foods have been found between online and physical stores, 19 studies should be conducted to examine the financial impact of online purchases compared with in-store grocery purchases on low-income consumers’ spending. Most studies in which the influence of online grocery shopping on nutrition outcomes was evaluated relied on self-reported measures of purchase and diet. Therefore, the impact of online grocery shopping on supporting healthy eating practices should be further examined. Investigation of how the ability to use national food and nutrition assistance benefits online affects healthiness of food selection and dietary behaviors is another area that warrants more investigation.

Policy and research implications

Studies included in this review highlighted the importance of research to inform, develop, and evaluate policy and program efforts in the online grocery environment to promote the purchase and consumption of healthy foods among underserved populations. Findings from various studies underscored the need to make online grocery services more attractive to low-income groups through improving consumers’ perception of control over grocery selection 24 , 36–38 and addressing financial barriers by offering deals comparable to those in-store. 19 , 37

Environmental and social barriers to SNAP participation exist, especially for low-income populations in areas with a high cost of living. 40 In 6 studies, researchers explored perceptions and attitudes toward online grocery shopping among SNAP participants. Researchers identified barriers to online grocery services and suggested strategies to promote more equitable food access for low-income populations, including increased transparency and customer control, 24 competitive prices, 1-day delivery, SNAP Electronic Benefits Transfer online payment acceptance, 31 and use of hand-held devices to allow for payment at delivery, 12 some of which have already been included in the OPP expansion. Nonetheless, the low availability of grocery delivery service in the US Department of Agriculture–defined food deserts and rural areas is still a deterrent to equitable access to healthy foods. 18 , 39 It is crucial to maintain support for SNAP online post-pandemic and to expand online access to other food assistance programs, like WIC. 39 Zimmer et al 38 highlighted the potential benefits of online ordering to facilitate WIC food retail operations, and Jilcott Pitts et al 36 noted that the ability to use WIC online could help with linkage to nutrition education programs, improving access and food literacy for disadvantaged groups.

All but 2 studies 33 included in this systematic review collected data before the COVID-19 pandemic, which has affected the food system and families’ purchasing and dietary habits. 57–59 The pandemic also prompted the US Department of Agriculture OPP’s rapid expansion to most US states and the inclusion of additional authorized retailers, thus increasing access to online grocery services among underserved populations. 21 However, most studies included in this review were conducted prior to the roll out and expansion of the OPP when online grocery purchasing surged. 60 Therefore, interest in and uptake of online grocery shopping among low-income diverse populations presented in this systematic review are likely underestimated. Because of the increase in online grocery shopping uptake, social norms, attitudes, and barriers may have shifted, thus necessitating evaluations to examine changes among underserved populations due to the pandemic.

Limitations

This systematic review has some limitations. First, although information on online grocery shopping may be available in gray literature reports, websites, or other unexamined documents, we focused exclusively on peer-reviewed literature. The exclusive use of peer-reviewed literature helps ensure reasonable quality of the research reported. Second, the use of only peer-reviewed literature may lead to publication bias because studies with negative or null outcomes are less likely to be published. Third, the tools used to assess quality of study varied by study design and may not be comparable with each other, although all the tools are widely used and were selected to enhance comparability with other reviews. Fourth, studies included in this review varied methodologically in terms of study design, sample size, and locale. Only 2 studies had randomized controlled design; most studies had small and convenient sample sizes. Thus, findings should be interpreted with caution and may not be generalizable. Yet, the inclusive search strategy of a wide array of disciplines using both quantitative and qualitative designs is a strength of this review. Fifth, all studies included in this systematic review were conducted in the United States, despite the extensive literature on online grocery shopping in European countries. Given the focus of this study on low-income, diverse populations, the European-based studies did not meet the eligibility criteria for this review. More research examining online grocery shopping behaviors among underserved populations is needed outside of the United States. Last, given the variability in outcomes reported in the studies, it was not possible to conduct a meta-analysis to evaluate the pooled effect of online grocery shopping on health equity, healthy food purchasing, and diet among low-income, diverse populations.

CONCLUSIONS

Barriers to equitable access to healthy foods in online grocery services included higher cost and scarcity of delivery services in rural and food desert areas. The expansion of online grocery services and other grocery delivery programs paired with nutrition assistance programs were enablers of equitable access to food through online grocery shopping. Most studies included in this review assessed psychosocial factors associated with online grocery shopping uptake, which acted as deterrents to online grocery shopping (ie, lack of control, concerns around food selection, perceived high cost, lack of social interaction) or facilitators (ie, perception of less stress, less impulse buying, convenience, time-saving). Studies included in this review reported mixed findings related to healthiness of foods purchased online; in the few studies in which dietary behaviors were assessed, authors reported increases in consumption of healthy foods associated with online grocery uptake. Future research should examine the effects of online grocery shopping on purchasing and diet using validated, empirical measures, including itemized grocery receipts and food frequency questionnaires or multiple 24-hour dietary recalls. In light of the OPP expansion and emerging studies on the feasibility of accepting WIC online, more research is needed to test interventions to improve equitable access to healthy food via online grocery services and assess its impact on food purchases and dietary behaviors of low-income families.

Supplementary Material

Nuab122_supplementary_data, acknowledgements.

We thank Yunting Fu and Stephen Maher for their assistance with the search terms and search strategy. We thank Joy Lloyd-Montgomery and Meghan Sadler who conducted a first literature search.

Author contributions . A.C.B.T. designed the study and coordinated the literature search. A.C.B.T., C.M.L., and G.M.V. extracted and interpreted the data. All authors drafted and critically revised the manuscript, and approved the final version of the manuscript.

Funding . This work was supported by grant 77246 from Healthy Eating Research, a national program of the Robert Wood Johnson Foundation to A.C.B.T.

Declaration of interest . The authors have no relevant interests to declare.

Supporting Information

The following Supporting Information is available through the online version of this article at the publisher’s website.

Appendix S1   Systematic Review Search Strategies

The 24 Best eCommerce Retail Case Studies Worth Reading

In the fast-paced world of retail and eCommerce, staying ahead of the game is not just a goal; it’s the lifeline of our industry. For seasoned retail executives, inspiration often comes from the experiences and successes of industry giants who paved the way with their innovative thinking and managed to thrive through thick and thin. That’s why we’re excited to bring you an exclusive collection of the 30 best eCommerce case studies meticulously curated to provide you with a wealth of insights and ideas to fuel your strategies. These case studies are more than just success stories; they are beacons of guidance for retail professionals navigating the ever-changing landscape of our industry.

In this article, we delve deep into the journeys of retail giants who have not only weathered the storms of disruption but have emerged as trailblazers in eCommerce. From adapting to shifting consumer behaviors to mastering the art of online engagement, this compilation offers a treasure trove of wisdom for the modern retail executive. 

Table of Contents

• > Case studies for grocery/wholesale eCommerce retailers
• > Case studies for fashion eCommerce retailers
• > Case Studies for home & furniture eCommerce retailers
• > Case Studies for health & beauty eCommerce retailers
• > Case studies for electronics and tools eCommerce retailers
• > Case Studies for toys and leisure eCommerce retailers

Case studies for grocery/wholesale eCommerce retailers

Retail case study #1: tesco .

Industry : Grocery stores

Why worth reading: 

• Historical evolution: Understanding Tesco’s rise from a group of market stalls to a retail giant provides valuable lessons on growth and adaptation to market changes​.
• Customer service focus: Tesco’s long-term emphasis on customer service, which is consistent across their physical and online platforms, showcases the importance of customer-centric strategies.
• Innovation in eCommerce: The case study covers Tesco’s pioneering of the world’s first virtual grocery store in South Korea, a testament to its innovative approach to digital retailing.
• Crisis management: Insights into how Tesco handled the Horse Meat Scandal, including efforts to tighten its supply chain, contributing to its logistical success​.
• Financial integrity: The study discusses the Accounting Scandal, offering a sobering look at financial transparency and the repercussions of financial misreporting.

Read the full Tesco case study here .

Retail case study #2: Walmart 

Industry : Discount department and grocery stores

• Data-driven success: The case study provides a wealth of data, showcasing Walmart’s remarkable achievements. With an annual revenue of almost $570 billion, a global presence in 24 countries, and a customer base exceeding 230 million weekly, it’s a testament to the effectiveness of their strategies.
• Marketing strategies: The case study delves deep into Walmart’s marketing strategies. It highlights their focus on catering to low to middle-class demographics, the introduction of the Walmart Rewards loyalty program, and their commitment to environmental sustainability, all of which have contributed to their success.
• eCommerce transformation: As eCommerce continues to reshape the retail landscape, this case study details how Walmart shifted significantly towards omnichannel retail. Readers can learn about their innovative technologies and approaches, such as personalized shopping experiences and augmented reality, that have helped them adapt to changing consumer behavior.
• Supply chain innovation: Walmart’s proficiency in supply chain management is a crucial takeaway for retail executives. Their decentralized distribution center model , in-house deliveries, and data-driven optimization exemplify the importance of efficient logistics in maintaining a competitive edge.

Read the full Walmart case study here .

Retail case study #3: Sainsbury’s 

Industry : Grocery stores

• Omnichannel success amidst pandemic challenges: With the fastest growth in online shopping among major retailers, the study illustrates how Sainsbury’s adapted and thrived during unprecedented times.
• Dynamic brand positioning: The analysis delves into Sainsbury’s strategic shift in brand positioning, demonstrating a keen responsiveness to changing consumer preferences. This shift showcases the brand’s agility in aligning with contemporary health-conscious consumer trends, supported by relevant data and market insights.
• Supply chain and quality assurance: The study highlights Sainsbury’s commitment to a stellar supply chain, emphasizing the correlation between high product quality, ethical sourcing, and customer loyalty. With data-backed insights into the extensive distribution network and sourcing standards, retail executives can glean valuable lessons in maintaining a competitive edge through a robust supply chain.
• Innovative technological integration: Sainsbury’s implementation of cutting-edge technologies, such as Amazon’s “Just Walk Out” and Pay@Browse, demonstrates a commitment to providing customers with a seamless and convenient shopping experience. 
• Diversification beyond grocery: The case study unveils Sainsbury’s strategic partnerships with companies like Amazon, Carluccio’s, Itsu, Leon, and Wasabi, showcasing the brand’s versatility beyond traditional grocery retail. 

Read the full Sainsbury’s case study here .

Retail case study #4: Ocado 

• From startup to industry leader: The Ocado case study presents a remarkable journey from a three-employee startup in 2000 to becoming the UK’s largest online grocery platform.  
• Omnichannel excellence: The study emphasizes Ocado’s success in implementing an omnichannel approach, particularly its early adoption of smartphone technology for customer engagement. 
• Operational efficiency: From automated warehouses with machine learning-driven robots to digital twins for simulating order selection and delivery processes, the data-rich content sheds light on how technology can be leveraged for operational efficiency. 
• Navigating challenges through innovation: Ocado’s strategic response to challenges, particularly its shift from primarily a grocery delivery service to a technology-driven company, showcases the power of innovative thinking. The case study details how Ocado tackled complexities associated with grocery deliveries and embraced technology partnerships to stay ahead.  
• Strategic partnerships: The study sheds light on Ocado’s strategic partnerships with grocery chains and companies like CitrusAd for advertising opportunities on its platform. 

Read the full Ocado case study here .

Retail case study #5: Lidl

Industry : Discount supermarkets

• Longevity and evolution: The article provides a detailed overview of Lidl’s origins and evolution, offering insights into how the brand transformed from a local fruit wholesaler to a global retail powerhouse. Understanding this journey can inspire retail executives to explore innovative strategies in their own companies.
• Global success: Retail executives can draw lessons from Lidl’s international expansion strategy, identifying key factors that contributed to its success and applying similar principles to their global ventures.
• Awards and recognitions: The numerous awards and accomplishments earned by Lidl underscore the effectiveness of its marketing strategy. Marketers and eCommerce professionals can learn from Lidl’s approach to quality, innovation, and customer satisfaction. 
• Comprehensive marketing components: The article breaks down Lidl’s marketing strategy into key components, such as pricing strategy, product diversification, and target audience focus. Readers can analyze these components and consider incorporating similar holistic approaches in their businesses to achieve well-rounded success.
• Omnichannel transformation: The discussion on Lidl’s transformation to an omnichannel strategy is particularly relevant in the current digital age. This information can guide executives in adopting and optimizing similar omnichannel strategies to enhance customer experiences and drive sales.

Read the full Lidl case study here .

Retail case study #6: ALDI

Industry : FMCG

• Omnichannel approach: Aldi’s growth is attributed to a robust omnichannel strategy that seamlessly integrates online and offline channels. The case study delves into how Aldi effectively implemented services that can overcome the intricacies of a successful omnichannel approach in today’s dynamic retail landscape.
• Target market positioning: Aldi’s strategic positioning as the most cost-effective retail store for the middle-income group is explored in detail. The case study elucidates how Aldi’s pricing strategy, emphasizing the lowest possible prices and no-frills discounts, resonates with a wide audience. 
• Transparency: Aldi’s commitment to transparency in its supply chain is a distinctive feature discussed in the case study. For retail executives, understanding the importance of transparent supply chain practices and their impact on brand perception is crucial in building consumer trust.
• Differentiation: Aldi’s successful “Good Different” brand positioning, which communicates that low prices result from conscientious business practices, is a key focus of the case study. Effective differentiation through brand messaging contributes to customer trust and loyalty, especially when combined with ethical business practices.
• CSR Initiatives: The case study highlights Aldi’s emphasis on social responsibility to meet the expectations of millennial and Gen-Z shoppers. By consistently communicating its CSR efforts, such as sustainable sourcing of products, Aldi creates a positive brand image that resonates with socially conscious consumers and builds brand reputation.

Read the full Aldi case study here .

Retail case study #7: ASDA

Industry : Supermarket chain

• Omnichannel implementation: The case study details how ASDA seamlessly integrates physical and virtual channels, offering customers a diverse shopping experience through in-store, digital checkouts, Click & Collect services, and a dedicated mobile app. 
• Market segmentation strategies: The incorporation of partnerships with young British designers and influencer collaborations, coupled with socially progressive messaging, reflects a strategic shift that can inspire marketers looking to revitalize product lines.
• Crisis management and ethical branding: The study highlights ASDA’s strong response to the COVID-19 crisis, with ASDA’s actions showcasing a combination of crisis management and ethical business practices. This section provides valuable insights for executives seeking to align their brand with social responsibility during challenging times.
• Product and format diversification: ASDA’s product categories extend beyond groceries, including clothing, home goods, mobile products, and even insurance. The case study explores how ASDA continues to explore opportunities for cross-promotion and integration.
• Website analysis and improvement recommendations: The detailed analysis of ASDA’s eCommerce website provides actionable insights for professionals in the online retail space. This section is particularly beneficial for eCommerce professionals aiming to enhance user experience and design.

Read the full ASDA case study here .

Case studies for fashion eCommerce retailers

Retail case study #8: Farfetch

Industry : Fashion retail

• Effective SEO strategies: The Farfetch case study offers a detailed analysis of the company’s search engine optimization (SEO) strategies, revealing how it attracted over 4 million monthly visitors. The data presented underscores the importance of patient and dedicated SEO efforts, emphasizing the significance of detailed page structuring, optimized content, and strategic backlinking.
• Paid search advertising wisdom and cost considerations: The study delves into Farfetch’s paid search advertising approach, shedding light on its intelligent optimization tools and the nuances of running localized advertisements. Moreover, it discusses the higher cost of visitor acquisition through paid search compared to organic methods, providing valuable insights for marketers navigating the paid advertising landscape.
• Innovative LinkedIn advertising for talent acquisition: Farfetch’s unique use of LinkedIn advertising to attract talent is a standout feature of the case study and highlights the significance of proactive recruitment efforts and employer branding through social media channels. 
• Strategic use of social media platforms: Exploring the brand’s highly consistent organic marketing across various social media channels, with a focus on visual content, highlights Farfetch’s innovative use of Instagram’s IGTV to promote luxury brands. The emphasis on social media engagement numbers serves as a testament to the effectiveness of visual content in the eCommerce and fashion sectors.
• Website design and conversion optimization insights:   A significant portion of the case study is dedicated to analyzing Farfetch’s eCommerce website, providing valuable insights for professionals aiming to enhance their online platforms. By identifying strengths and areas for improvement in the website’s design, marketers, and eCommerce professionals can draw actionable insights for their platforms.

Read the full Farfetch case study here .

Retail case study #9: ASOS

Industry : Fashion eCommerce retail

• Mobile shopping success: eCommerce executives can draw inspiration from ASOS’s commitment to enhancing the mobile shopping experience, including features such as notifications for sale items and easy payment methods using smartphone cameras.
• Customer-centric mentality: ASOS emphasizes the importance of engaging customers on a personal level, gathering feedback through surveys, and using data for continuous improvement. This approach has contributed to the brand’s strong base of loyal customers.
• Inclusive marketing: ASOS’s adoption of an ‘all-inclusive approach’ by embracing genderless fashion and featuring ‘real’ people as models reflects an understanding of evolving consumer preferences. Marketers can learn from ASOS’s bold approach to inclusivity, adapting their strategies to align with the latest trends and values embraced by their target audience.
• Investment in technology and innovation: The case study provides data on ASOS’s substantial investment in technology, including visual search, voice search, and artificial intelligence (AI). eCommerce professionals can gain insights into staying at the forefront of innovation by partnering with technology startups.
• Efficient global presence: ASOS’s success in offering a wide range of brands with same and next-day shipping globally is attributed to its strategic investment in technology for warehouse automation. This highlights the importance of operational efficiency through technology, ensuring a seamless customer experience and reduced warehouse costs.

Read the full ASOS case study here .

Retail case study #10: Tommy Hilfiger 

Industry : High-end fashion retail

• Worldwide brand awareness: The data presented highlights Tommy Hilfiger’s remarkable journey from a men’s clothing line in 1985 to a global lifestyle brand with 2,000 stores in 100 countries, generating $4.7 billion in revenue in 2021. This strategic evolution, exemplified by awards and recognitions, showcases the brand’s adaptability and enduring relevance in the ever-changing fashion landscape.
• Adaptation and flexibility to changing market trends: The discussion on how the brand navigates changing trends and overcame market saturation, particularly in the US, provides practical insights for professionals seeking to navigate the challenges of evolving consumer preferences.
• Successful omnichannel marketing: Tommy Hilfiger’s success is attributed to a brand-focused, digitally-led approach. The analysis of the brand’s omnichannel marketing strategy serves as a map for effective promotion and engagement across various channels. 
• Decision-making and customer engagement: The case study emphasizes the brand’s commitment to data-driven decision-making with insights into customer behavior, leveraging data for effective customer engagement.

Read the full Tommy Hilfiger case study here .

Retail case study #11: Gap

• Overcoming challenges: The case study provides a comprehensive look at Gap Inc.’s financial performance, and growth despite the challenges. These insights can offer valuable takeaways into effective financial management and strategies for sustained success.
• Strong branding: Gap’s journey from a single store to a global fashion retailer reveals the importance of strategic brand positioning. Understanding how Gap targeted different market segments with unique brand identities, can inspire retail executives looking to diversify and expand their brand portfolios.
• Omnichannel adaptation: The case study delves into Gap’s omnichannel strategy, illustrating how the company seamlessly integrates online and offline experiences.
• Unique use of technology: By exploring the technologies Gap employs, such as Optimizely and New Relic, retail executives can learn about cutting-edge tools for A/B testing, personalization, and real-time user experience monitoring. This insight is crucial for staying competitive in the digital retail landscape.
• Inspiring solutions: The case study highlights challenges faced by Gap, including logistical, technological, financial, and human resource challenges. 

Read the full Gap case study here .

Retail case study #12: Superdry

• Success story: The case study emphasizes SUPERDRY’s successful transition to an omnichannel retail strategy, with in-depth insights into their adaptation to online platforms and the integration of technologies like the Fynd app. 
• Mobile-first and social-first strategies: As mobile internet usage continues to rise, understanding how SUPERDRY leverages videos and social media to engage customers can offer valuable takeaways for optimizing digital strategies.
• Sustainable fashion focus: Executives looking to appeal to environmentally conscious consumers can gain insights into how SUPERDRY navigated the shift towards sustainable practices and became a leader in eco-friendly fashion. 
• Data-driven marketing strategies: The case study delves into SUPERDRY’s social media marketing strategies, showcasing how the company uses targeted campaigns, influencers, and seasonal keywords. 
• Global market understanding: By exploring SUPERDRY’s experience in the Chinese market and its decision to exit when faced with challenges, the case study offers valuable insights into global market dynamics. 

Read the full SUPERDRY case study here .

Retail case study #13: New Look 

Industry : Fast-fashion retail

• Strategic pivots for profitability: A decade of revenue contraction led New Look to adopt transformative measures, from restructuring credits to withdrawing from non-profitable markets.
• Omnichannel strategy: Marketers and eCommerce professionals can study New Look’s journey, understanding how the integration of physical stores and online platforms enhances customer experience, reduces costs, and improves profitability.
• Social media mastery: The case study underscores the pivotal role of social media in engaging audiences, showcasing how New Look leverages user-generated content to build brand loyalty and maintain a positive brand perception. 
• Effective partnerships for growth: New Look strategically partners with major eCommerce platforms like eBay & Next to expand its brand presence, and tap into new audiences and markets.

Read the full New Look case study here .

Retail case study #14: Zara

• Rapid international expansion through innovative strategies: Zara’s unique approach to continuous innovation and quick adaptation to fashion trends fueled its global success. Marketers can learn how to build brand narratives that resonate across diverse markets, and eCommerce professionals can glean strategies for seamless international expansion.
• Revolutionary eCommerce tactics: The case study provides a deep dive into Zara’s eCommerce strategy, emphasizing the importance of agility and responsiveness. The brand can be a bright example of implementing supply chain strategies for a swift market adapting to rapid fashion cycles. 
• Visionary leadership: Amancio Ortega’s low-profile persona and visionary leadership style are explored in the case study, aiding retail executives to learn about leadership strategies that prioritize customer-centric business models. 
• Omnichannel marketing and integrated stock management: Zara’s successful integration of automated marketing and stock management systems is a focal point in the case study. With insights into implementing integrated stock management systems to meet the demands of both online and offline channels, Zara can inspire professionals to improve their operations.
• Co-creation with the masses: Zara’s innovative use of customer feedback as a driving force for fashion trends is a key takeaway. Marketers can learn about the power of customer co-creation in shaping brand identity, and eCommerce professionals can implement similar models for product launches and updates.

Read the full Zara case study here .

Case Studies for home & furniture eCommerce retailers

Retail case study #15: john lewis.

Industry : Homeware and clothing retail

• Omnichannel perspective: The data-driven approach, especially in tracking orders and customer behavior, serves as a blueprint for any retail business aiming to enhance its omnichannel experience.
• Strategic growth factors: This case study offers concrete data on the strategies that contributed to the company’s sustained success, inspiring similar endeavors. 
• Innovative customer engagement: John Lewis’s take on customer engagement showcases the brand’s agility and responsiveness to evolving consumer needs, supported by data on the effectiveness of these initiatives.
• eCommerce best practices and pitfalls: The analysis of John Lewis’s eCommerce website provides a data-backed evaluation of what works and what could be improved. The critique is grounded in data, making it a valuable resource for those looking to optimize their online platforms.

Read the full John Lewis case study here .

Retail case study #16: Argos 

Industry : Homeware catalog retail

• Adaptation to the changing retail landscape: Argos’s journey from a catalog retailer to a retail giant demonstrates its ability to successfully adapt to the evolving retail landscape. 
• Omnichannel success story: The case study provides a detailed analysis of Argos’s omnichannel strategy, showcasing how the company effectively integrated online and offline channels to achieve a seamless shopping experience across multiple touchpoints.
• Market share and financial performance: The inclusion of data on Argos’s market share and financial performance offers retail executives concrete metrics to evaluate the success of the marketing strategy. Understanding how Argos maintained a robust market share despite challenges provides actionable insights.
• Technological advancements: The case study delves into the technologies employed by Argos, such as Adobe Marketing Cloud, New Relic, and ForeSee. 
• Overcoming obstacles: By examining the challenges faced by Argos, including logistical, technological, financial, and human resources challenges, retail executives can gain a realistic understanding of potential obstacles in implementing omnichannel strategies. 

Read the full Argos case study here .

Retail case study #17: IKEA

Industry : Home & furniture retail

• Data-driven evolution: This detailed case study offers a data-rich narrative, illuminating the brand’s evolution into a leader in omnichannel retail.
• Pandemic response: This exploration delves into the integration of eCommerce strategies, online expansions, and the balance between physical and digital customer experiences.
• Advanced mobile apps and AR integration: A deep dive into IKEA’s innovative applications, notably the AR app “IKEA Place,” showcases how the brand leverages technology for a seamless customer experience.
• Democratic design approach: The study meticulously breaks down IKEA’s success factors, emphasizing the brand’s holistic approach through the lens of “Democratic Design.” 
• DIY mentality and demographic targeting: A detailed analysis of how IKEA’s affordability is intertwined with a Do-It-Yourself (DIY) mentality. The case study explores how IKEA strategically tapped into a shift in consumer behavior, particularly among younger demographics, influencing not only purchasing patterns but also reshaping industry norms.

Read the full IKEA case study here .

Retail case study #18: Marks & Spencer

Industry : Clothing and home products retail

• Valuable lessons in eCommerce: The Marks & Spencer eCommerce case study offers a profound exploration of the brand’s journey from a latecomer to the online scene to a digital-first retailer.
• Real-world application of effective solutions: By diving into the history of Marks & Spencer, the case study provides tangible examples of how a retail giant faced setbacks and strategically pivoted to revitalize its eCommerce platform. 
• Data-driven analysis of eCommerce failures: The case study meticulously analyzes the pitfalls Marks & Spencer encountered during its eCommerce journey, offering a data-driven examination of the repercussions of a poorly executed website relaunch. 
• Multichannel customer experience: Marks & Spencer’s shift towards a multichannel customer experience is dissected in the case study, emphasizing the significance of a seamless user journey for increased customer satisfaction and loyalty.
• Embracing technology: Exploring Marks & Spencer’s technological innovations, such as the introduction of an intelligent virtual assistant can enhance the customer shopping journey, foster engagement, and contribute to revenue growth.

Read the full Marks & Spencer case study here .

Retail case study #19: Macy’s 

Industry : Clothing and homeware retail

• Resilience and adaptability: The case study showcases Macy’s ability to navigate and triumph over obstacles, especially evident during the COVID-19 pandemic. Despite hardships, Macy’s not only survived but thrived, achieving $24.4 billion in net sales for 2022.
• Omnichannel innovation: Macy’s successful transition to omnichannel retailing is a standout feature. The case study delves into Macy’s implementation of a seamless omnichannel strategy, emphasizing the integration of physical and digital retail channels. 
• Private label strategy: The introduction of new private brands and the emphasis on increasing the contribution of private brands to sales by 2025 provides a strategic lesson. Retailers can learn from Macy’s approach to enhancing control over production and distribution by investing in private brands, ultimately aiming for a more significant share of profits.
• Groundbreaking retail media strategy: Macy’s innovative approach to retail media and digital marketing is another compelling aspect. For marketers, this presents a case study on how to leverage proprietary shopper data for effective advertising, including entry into connected TV (CTV).
• Community engagement and social responsibility: The case study explores Macy’s “Mission Every One” initiative, highlighting its commitment to corporate citizenship and societal impact, integrating values into business strategies.

Read the full Macy’s case study here .

Case Studies for health & beauty eCommerce retailers

Retail case study #20: the body shop .

Industry : Beauty, health, and cosmetics

• Activism and ethical values: The Body Shop has pioneered promoting eco-friendly, sustainable, and cruelty-free products. The brand’s mission is to empower women and girls worldwide to be their best, natural selves. This strong ethical foundation has been integral to its identity.
• Recycling, community fair trade, and sustainability: The Body Shop initiated a recycling program early on, which turned into a pioneering strategy. It collaborates with organizations to create sustainable solutions for recycling, such as the Community Trade recycled plastic initiative in partnership with Plastics for Change.
• Product diversity: The Body Shop’s target demographic primarily focuses on women, but it has expanded some product lines to include men. Its products include skincare, hair and body treatments, makeup, and fragrances for both men and women.
• Omnichannel strategy, technology, and eCommerce best practices: The Body Shop has embraced an omnichannel approach that incorporates personalization, customer data and analytics, and loyalty programs. The Body Shop utilizes technology, including ContactPigeon, for omnichannel customer engagement, personalization, and data-driven decision-making.

Read the full The Body Shop case study here .

Retail case study #21: Boots

Industry : Pharmacy retail

• Long-term success: Boots’ rich history serves as a testament to the effectiveness of the brand’s strategies over time, offering valuable insights into building a brand that withstands the test of time.
• Strategic omnichannel approach: The Boots case study provides a deep dive into the marketing strategy that propelled the brand to success, with valuable insights into crafting effective omnichannel growth. 
• Impactful loyalty program: Marketers can glean insights into designing loyalty programs that resonate with customers, fostering brand allegiance. 
• Corporate Social Responsibility (CSR) as a pillar: The case study sheds light on how Boots addresses critical issues like youth unemployment and climate change, showcasing how a socially responsible approach can positively impact brand perception.
• Adaptive strategies during crises: Boots’ proactive role during the COVID-19 pandemic, offering vaccination services and supporting the National Health Service (NHS), demonstrates the brand’s agility during crises. 

Read the full Boots case study here .

Retail case study #22: Sephora

Industry : Cosmetics

• Authentic customer experience-focused mentality: Backed by an impressive array of data, the case study meticulously outlines how Sephora transforms its in-store spaces into digital playgrounds, leveraging mobile technologies, screens, and augmented reality to enhance the customer shopping experience. 
• Exceptional omnichannel business plan: The early adoption of an omnichannel strategy has been pivotal to Sephora’s ascendancy. The case study delves into the mobile app’s central role, acting as a comprehensive beauty hub with data-driven insights that drive the success of groundbreaking technologies. 
• Omnichannel company culture: The case study illuminates this by detailing how this amalgamation allows a holistic view of the customer journey, blurring the lines between online and in-store interactions. This unique approach positions Sephora as a global leader in turning omnichannel thinking into a robust business strategy.
• Turning data into growth: Sephora’s adept utilization of mobile technologies to harness customer insights is a beacon for retailers in an era where data reigns supreme. The case study dissects how a surge in digital ad-driven sales, showcases the power of data-driven decision-making.

Read the full Sephora case study here .

Case studies for electronics and tools eCommerce retailers

Retail case study #23: screwfix.

Industry : Tools and hardware retail

• Innovative omnichannel approach: The case study highlights how the company strategically implemented online ordering with in-store pickup, creating a seamless shopping experience that contributed to a significant sales growth of 27.9% in just one year.
• Customer-centric strategies: Marketers can gain insights from Screwfix’s emphasis on customer experience. By studying customer feedback and incorporating personalized shopping experiences, Screwfix achieved success in the competitive home improvement sector. 
• Supply chain management for rapid growth: The company strategically opened distribution centers to keep up with demand, ensuring efficient inventory management for both online and in-store orders.
• Mobile-first approach for trade professionals: With a customer base primarily consisting of trade professionals, the company’s mobile app allows for easy inventory search, order placement, and quick pickups, catering to the needs of time-sensitive projects.
• Commitment to employee well-being and community: Retail executives and marketers can draw inspiration from Screwfix’s commitment to building a positive workplace culture.

Read the full Screwfix case study here .

Case Studies for toys and leisure eCommerce retailers

Retail case study #24: lego.

Industry : Toys and leisure retail

• Global reach strategies: LEGO’s case study meticulously outlines LEGO’s focused approach, investing in flagship stores and understanding the local market nuances.
• Diversification and licensing brilliance: LEGO’s commitment to diversification through licensing and merchandising emerges as a beacon for marketers. The collaboration with well-established brands, the creation of movie franchises, and themed playsets not only elevate brand visibility but also contribute significantly to sales. 
• Social media takeover: The case study unveils LEGO’s unparalleled success on social media platforms, boasting over 13 million Facebook followers and 10.04 billion views on YouTube. LEGO’s adept utilization of Facebook, Instagram, and YouTube showcases the power of social media in engaging customers. 
• User-generated content (UGC) as a cornerstone: LEGO’s innovative use of digital platforms to foster a community around user-generated content is a masterclass in customer engagement. This abundance of UGC not only strengthens brand loyalty but also serves as an authentic testament to LEGO’s positive impact on users’ lives.
• Education as a marketing pillar: LEGO’s unwavering commitment to education, exemplified by its partnerships and $24 million commitment to educational aid, positions the brand as more than just a toy. Aligning brand values with social causes and leveraging educational initiatives, builds trust and credibility.
• Cutting-edge mobile strategy: Sephora’s foresight into the mobile revolution is dissected in the case study, presenting a playbook for retailers aiming to capitalize on the mobile landscape.

Read the full LEGO case study here .

Tons of eCommerce retail inspiration, in one place

In the realm of business, success stories are not just tales of triumph but blueprints for aspiring executives to carve their paths to growth. The case studies explored here underscore a common theme: a mindset poised for evolution, a commitment to experimentation, and an embrace of emerging trends and technologies are the catalysts for unparalleled growth.

For any executive eager to script their growth story, these narratives serve as beacons illuminating the way forward. The dynamic world of retail beckons those ready to challenge the status quo, adopting the strategies and technologies that promise scalability. The key lies in constant optimization, mirroring the agility demonstrated by industry leaders.

As you embark on your growth journey, consider the invaluable lessons embedded in these success stories. Now is the time to experiment boldly, adopting new trends and technologies that align with your brand’s ethos. If you seek personalized guidance on navigating the intricate landscape of growth, our omnichannel retail experts at ContactPigeon are here to assist. Book a free consultation call to explore how our customer engagement platform can be the linchpin of your growth strategy. Remember, the path to scaling growth begins with a willingness to innovate, and your unwritten success story awaits its chapter of transformation.

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Case Study: BigBasket Became Online Grocery Marketplace with Digital Marketing Strategies

About Bigbasket

BigBasket.com with 18000+ products and 1000+ brands listed on their catalogue is known to be India’s largest online food and grocery store. It offers a wide range of options in every category to provide you with the best quality products at the lowest prices which include – fresh Rice and Dal, Fruits and Vegetables, Spices and Seasoning’s, Packaged products, Beverages, Personal care products, Meats, and many more.

As of now, BigBasket is a purely internet based company .

How BigBasket started?

It all began in 1999, when Hari Menon along with five of his friends- VS Sudhakar, Vipul Parekh, Abhinay Choudhari and V S Ramesh launched their online retail website called ‘Fabmart’. Even though they did manage to get some traction but since their idea was way ahead of its time, they could not shake the masses.

They decided to start their online business again and focused all the energies on ‘Fabmall’, their physical retail chain of grocery stores. They also merged this chain with another grocery retail chain called – ‘Trinethra’. Within a period of seven years they expanded their business to 200 stores across Andhra Pradesh, Tamil Nadu, Karnataka and Kerala. At that point of time they decided to sell their business to Aditya Birla Group but Krishnan Ganesh an entrepreneur concluded to go ahead with it. And finally in December 2011, they launched BigBasket.com!

They failed to get some traction as their idea was way ahead of its time, so they could not work for the masses.

That was the time when they all decided to put the online business on the backseat and focus totally on ‘ Fabmall’ with all their energy. Fabmall was their physical retail chain of grocery stores. They too merged this chain with another grocery retail chain known as ‘Trinethra’.

Implementing many strategies and with hard work, in a matter of seven years, they succeeded to expand their business to 200 stores across Andhra Pradesh, Tamil Nadu, Karnataka and Kerala. Around the same time, they also decided to sell-off the business to Aditya Birla Group.

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Funding Received

Soon after their launch, they received their first funding of $10million from ChrysCapital co-founder Raj Kondur and Ascent Capital.

There were 15 funding rounds of more than $100 million in the whole year of 2014. So far this year, BigBasket has raised $150 million in fresh round of funding led by UAE’s Abraaj Group to expand its services into smaller cities. Existing investors Bessemer Venture Partners and Helion Advisors along with International Finance Corp and Sands Capital also participated in the round.

Business Model

When BigBasket started its operations, it adopted the ‘just-in-time model’ means  they were purchased-to-order. In this model, the delivery boy directly picks up the item from the retailer, and directly delivers it to the customer.

Current Scenario

BigBasket has been implementing a Hyper-local strategy, wherein, it has joined hands with more than 1,800 neighbourhood grocery stores across India to deliver goods within an hour.

Looking for the current scenario – BigBasket now processes almost 20,000 orders a day, with the involvement of 2000 team members.

Earlier they had acquired a hyper-local delivery start-up ‘Deliver’, to further strengthen its delivery service. Although, the company still functions as an independent firm, but the co-founders of Deliver have also been included in the management team of BigBasket.

This acquisition has helped BigBasket in their Express Delivery model, to delivery groceries in one hour.

Moving on, around the mid of 2015, BigBasket also roped in Bollywood actor – ‘Shah Rukh Khan’ as their brand ambassador, for an undisclosed sum; following which, they also launched a high volume television, digital and print media campaign as well.

They are now operational in 20 cities which include six metros, and are in plan to expand to 50 more tier two cities soon. They will also be opening 8 large warehouses in metro cities.

1 thought on “Case Study: BigBasket Became Online Grocery Marketplace with Digital Marketing Strategies”

Hello, Thanks for sharing such a great blog. very helpful article. Online grocery business in India is rapidly growing.I like your article because now a days everyone looks for latest technologies and easy done.

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Attention, Walmart shoppers: Retailer may owe you up to $500. Here's how to file a claim.

By Kate Gibson

Edited By Alain Sherter

Updated on: April 5, 2024 / 2:35 PM EDT / CBS News

Walmart shoppers who bought certain weighted groceries or bagged fruit have two months left to claim part of a $45 million settlement resolving allegations the retailer overcharged for the items.

Customers of the retailing giant may be entitled to as much as $500 as part of the class-action settlement over the claims Walmart overcharged for packaged meat, poultry, pork and seafood, as well as bagged citrus. 

Consumers eligible to file a claim include anyone who made an in-store purchase of weighted goods or bagged citrus at any of Walmart's 4,615 U.S. stores between Oct. 19, 2018, and Jan. 19, 2024, according to the settlement administrator. Those who bought an eligible product and have a receipt are entitled to get 2% of the total cost of their purchase, capped at $500, according to the settlement  site . 

Walmart customers without a receipt for their purchases during the designated time period can still  submit a claim for between $10 and $25, depending upon how much they attest to buying. 

The class-action, filed in October 2022, alleged the prices stated on the sold-by-weight goods exceeded the a their actual per unit costs, resulting in Walmart shoppers paying more than the lowest in-store advertised price for the food items.

Walmart denied any liability or wrongdoing in the case, according to the settlement  agreement filed with a federal court in Tampa, Fla., in November.

"We will continue providing our customers everyday low prices to help them save money on the products they want and need," a spokesperson for the company stated . "We still deny the allegations, however we believe a settlement is in the best interest of both parties."

Customers have until June 5 to submit a claim to participate in the settlement, which still needs to receive final approval at a hearing scheduled for June 12. Those who want to be excluded from the settlement have until May 22 to opt out.

—The Associated Press contributed to this report.

Kate Gibson is a reporter for CBS MoneyWatch in New York.

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New study shows effect of socio-economic factors—housing, food, neighborhood—to predict diabetic patients’ risk of heart failure

A recent study by  Case Western Reserve University  used national data from U.S. military veterans with diabetes to validate and modify a widely accepted model used to predict the risk of heart failure in diabetic patients.

The model, called the WATCH-DM score, is used to predict the likelihood of heart failure in diabetes patients within five years.

But because it overlooks the influence of social determinants of health‚ such as housing, food and a patient’s neighborhood, the researchers used a social deprivation index (SDI), a multi-component summary score, to adjust the WATCH-DM score. 

The SDI, introduced by the  Robert Graham Center,  a group of clinical researchers, can quantify the level of disadvantage in particular areas using food, housing, transportation and community conditions. Prior research demonstrated this score is directly proportional to the level of health disparities observed in communities.

The study identified about 1 million U.S. veterans with type 2 diabetes without heart failure treated as outpatients at Veterans Affairs medical sites nationally in 2010.

Researchers used patient zip codes to obtain their SDI, which was then entered into the risk calculator to determine how likely they would be hospitalized for heart failure within five years.   

While the hospitalization rate for heart failure for the whole cohort of more than 1 million patients was 5.39%, this incidence varied from 3% (in the least socially deprived) to 11% (in the most deprived). 

Researchers found that, depending on the patients’ other clinical information, adding the SDI into the risk-prediction model could even double the probability of that patient developing heart failure in the next five years.

The team of investigators then optimized the WATCH-DM score for each SDI group using a statistical correction factor and improved its predictive accuracy across the whole range of the social determinants of health. 

“We found that adding the SDI enhanced the WATCH-DM score’s ability to forecast risk,” said Salil Deo, an associate professor in the  Department of Surgery  at Case Western Reserve School of Medicine, who led the study. “These results highlight the necessity of including social determinants of health in any future clinical risk prediction algorithms. This will increase their accuracy, which will benefit patients by improving their health outcomes.”

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“We hope our study encourages healthcare providers to adopt a wholistic approach when treating patients in the future,” Deo said. “Understanding and quantifying social inequity is likely the first step we can take toward trying to ensure that it does not affect the health of our patients.” 

For more information, contact Patty Zamora at  [email protected] .

Online food delivery menus missing key nutritional information: Study

Researchers from the University of Sydney investigated menu items on major online food delivery outlets and apps.

IANS | New Delhi | April 15, 2024 2:03 pm

As more and more young people increasingly use apps to make food purchases, a new study warned on Sunday that most advertised items are missing nutritional information in online food delivery menus that would otherwise help consumers make healthy choices.

They found that less than 6 per cent of menus of food outlets on online food delivery apps like UberEats, Menulog and Deliveroo had complete nutritional labelling.

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A total of 482 menus from UberEats, Menulog and Deliveroo were reviewed by the researchers in the study published in the journal Public Health Nutrition.

“There are multiple studies that show menu labelling having real-world impact that consumers who were provided with nutritional information selected meals with significantly lower energy content,” said lead study author Sisi Jia.

“Although there is increasing demand for food delivery services, it is unknown how well menu labelling is implemented by online platforms,” added Jia from the Charles Perkins Centre and Susan Wakil School of Nursing and Midwifery at the University of Sydney.

The use of online food delivery services has grown rapidly, including during the pandemic.

Online food delivery is also making it easier for people to buy food of low nutritional quality, according to the researchers.

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Clinical Benefit and Regulatory Outcomes of Cancer Drugs Receiving Accelerated Approval

• 1 Program on Regulation, Therapeutics, and Law, Division of Pharmacoepidemiology and Pharmacoeconomics, Department of Medicine, Brigham and Women’s Hospital and Harvard Medical School, Boston, Massachusetts
• Original Investigation Therapeutic Value of Drugs Granted Accelerated Approval or Conditional Marketing Authorization Kerstin N. Vokinger, MD, JD, PhD, LLM; Aaron S. Kesselheim, MD, JD, MPH; Camille E. G. Glaus, BSc, JD, LLM; Thomas J. Hwang, MD JAMA Health Forum
• Research Letter Exposure to Cancer Drugs Without Confirmed Benefit After FDA Accelerated Approval Ravi B. Parikh, MD, MPP; Rebecca A. Hubbard, PhD; Erkuan Wang, MA; Trevor J. Royce, MD, MPH; Aaron B. Cohen, MD, MSCE; Amy S. Clark, MD, MSCE; Ronac Mamtani, MD, MSCE JAMA Oncology
• Research Letter Time to Confirmatory Study Initiation After Accelerated Approval of Drugs in the US Shelley A. Jazowski, PhD, MPH; Avi U. Vaidya, MPH; Julie M. Donohue, PhD; Stacie B. Dusetzina, PhD; Rachel E. Sachs, JD, MPH JAMA Internal Medicine
• Original Investigation NCCN Recommendations of Cancer Drugs Edward R. Scheffer Cliff, MBBS, MPH; Rachel S. Rome, MD; Aaron S. Kesselheim, MD, JD, MPH; Benjamin N. Rome, MD, MPH JAMA Network Open

Question   What is the clinical benefit of cancer drugs granted accelerated approval, and on what basis are they converted to regular approval?

Findings   In this cohort study of cancer drugs granted accelerated approval from 2013 to 2017, 41% (19/46) did not improve overall survival or quality of life in confirmatory trials after more than 5 years of follow-up, with results not yet available for another 15% (7/46). Among drugs converted to regular approval, 60% (29/48) of conversions relied on surrogate measures.

Meaning   Although accelerated approval can be useful, some cancer drugs do not end up demonstrating benefit in extending patients’ lives or improving their quality of life.

Importance   The US Food and Drug Administration’s (FDA) accelerated approval pathway allows approval of investigational drugs treating unmet medical needs based on changes to surrogate measures considered “reasonably likely” to predict clinical benefit. Postapproval clinical trials are then required to confirm whether these drugs offer clinical benefit.

Objective   To determine whether cancer drugs granted accelerated approval ultimately demonstrate clinical benefit and to evaluate the basis of conversion to regular approval.

Design, Setting, and Participants   In this cohort study, publicly available FDA data were used to identify cancer drugs granted accelerated approval from 2013 to 2023.

Main Outcomes and Measures   Demonstrated improvement in quality of life or overall survival in accelerated approvals with more than 5 years of follow-up, as well as confirmatory trial end points and time to conversion for drug-indication pairs converted to regular approval.

Results   A total of 129 cancer drug–indication pairs were granted accelerated approval from 2013 to 2023. Among 46 indications with more than 5 years of follow-up (approved 2013-2017), approximately two-thirds (29, 63%) were converted to regular approval, 10 (22%) were withdrawn, and 7 (15%) remained ongoing after a median of 6.3 years. Fewer than half (20/46, 43%) demonstrated a clinical benefit in confirmatory trials. Time to withdrawal decreased from 9.9 years to 3.6 years, and time to regular approval increased from 1.6 years to 3.6 years. Among 48 drug-indication pairs converted to regular approval, 19 (40%) were converted based on overall survival, 21 (44%) on progression-free survival, 5 (10%) on response rate plus duration of response, 2 (4%) on response rate, and 1 (2%) despite a negative confirmatory trial. Comparing accelerated and regular approval indications, 18 of 48 (38%) were unchanged, while 30 of 48 (63%) had different indications (eg, earlier line of therapy).

Conclusions and Relevance   Most cancer drugs granted accelerated approval did not demonstrate benefit in overall survival or quality of life within 5 years of accelerated approval. Patients should be clearly informed about the cancer drugs that use the accelerated approval pathway and do not end up showing benefits in patient-centered clinical outcomes.

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Liu ITT , Kesselheim AS , Cliff ERS. Clinical Benefit and Regulatory Outcomes of Cancer Drugs Receiving Accelerated Approval. JAMA. Published online April 07, 2024. doi:10.1001/jama.2024.2396

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