Woolworths Supermarkets’ Post

Loads in the press recently regarding Asda. Not much of it is positive. However, there are some incredible people in my network that have joined, or remained in, the business - these people have incredible track records in driving and delivering exceptional technological, operational and people oriented change that is capable of propelling the business forwards. It’s worth noting that Asda have absolutely lost some incredible talent of late. Some really key people to the business… But they have also done some great work regarding talent acquisition and talent retention. What I think is KEY to Asda’s future success is the appointment of an inspirational, transformation and turnaround focussed leader, who can build cohesion between the executive leadership team(s), and an effective and consistent communication channel that inspires and informs the wider business - from top to bottom. As well as building a strategy that sees the customer being of paramount importance. The core, central strategic cog. A short-term leader is great, who can initiate change and foster motivation and a sense of togetherness internally. But a longer term leader who has successfully lead similar transformation and turnaround efforts is critical. A new strategic direction, and a clear roadmap is also essential! The technology transformation, that’s come off the back of the separation from Walmart, needs to be turned around and sped up - but the talent is absolutely there to deliver this, so long as there is a clear strategic vision and consistent, inspiring communication from top down, with open ears to ideas and current feelings from bottom up. Some modernisation is needed across areas like clothing, home and household - sure. But getting to grips with pricing, loyalty and promotions across the grocery business should help with driving footfall and traffic to the brand, across their various channels and store-types, to increase profits and revenues, closer to those of past times. This is a perfect case of transforming the business with the customer being the priority. Modernised technology solutions will help, but not for technologies sake. A strong strategy and direction needs to be devised, with internal customers buy-in being key. Technology will be a strong enabler to create the customer journey and experience, and to improve the experience of the internal customers, but people and processes are more important - especially in this case! Massively exciting to watch from the outside, and I really hope Asda can turn this around!

🛍️🏬 A Decade and a Half After Woolworths: The High Street's Surprising Resilience! According to Glynn Davis, CannyInsights.com's #Woolies15 report reveals a hopeful tale. 83% of former Woolworths stores remain bustling with activity, showcasing retail's adaptability. From Poundland's dynamic moves to the rise of diverse high street uses - leisure, housing, healthcare - our high streets are evolving into vibrant community hubs. https://lnkd.in/gW54wUEE #RetailRevival #HighStreetEvolution

🚨 Attention Tesco, Asda, Morrisons, and Sainsbury's drivers! 🚨 If you're a regular driver for these major retailers, you may want to pay attention. Recent reports have warned about a potential driving ban affecting delivery drivers for Tesco, Asda, Morrisons, and Sainsbury's. The issue is being treated as a matter of urgency, and it's important for all drivers to stay informed and take any necessary steps to avoid any disruptions to their work. Stay updated and keep an eye out for further developments on this issue. Let's ensure the smooth functioning of our delivery operations. #Tesco #Asda #Morrisons #Sainsburys #DeliveryDrivers #UrgentUpdate https://ift.tt/gi7yKs0

Selling product is at the heart of what we do

I was sad to read that "Asda has scrapped its refillable product stations across some of its stores." The company ran trials of #refill stations in four of its supermarkets and is exiting all of them. Why? The company stated the following in its latest #sustainability report: "...we have experienced operational issues and commercial challenges with our existing approach. Our research showed that the key #barriers which included cost, convenience, cleanliness, and perceived product quality have prevented customers from engaging with the refill proposition.” (https://lnkd.in/eCCzjCTF) It's worth mentioning that Asda introduced in 2022  "a ‘refill price promise’ to ensure refill products would be cheaper than their packaged counterparts." Nevertheless, this wasn't enough to drive sufficient consumer interest. I'm glad that Asda remains committed to learning and plans to start new trials (though it's not clear when and where). The lesson here, which is applicable almost everywhere, is that while we know WHAT needs to be done when it comes to redesigning businesses, we don't know HOW to do it well, certainly at scale. Hopefully, with a much more #design-centered approach and focus, we can start figuring it out. Link to the article: https://lnkd.in/esaxQDas

Surely this proves that price isn't everything?! Tesco were voted Britain’s Favourite Supermarket for the 10th year in NIQ’s latest annual Homescan survey. They hold the top spot across 6 of the 10 attributes below, but they aren't in the top 2 for price. Aldi UK and Lidl GB are gaining share, but the grocers that are winning (Tesco and Sainsbury's) are the ones that aren't trying to compete on price alone (like Asda seemingly are). What do you think? Is there more to retail competitiveness than price? #fmcg #grocery #categorymanagment Image from The Grocer (https://lnkd.in/eu5YGfVC)

Service Complacency..If your self service is not aimed at delivering great and differentiated experience the initial gains will be shortlived and your competitors wil thank you. Example: I now actively put off going in to Woolworths Supermarkets or Coles Group supermarkets because the almost compulsory self service experience, and associated atmosphere, is so poor. I shop at Harris Farm Markets, it's faster and more pleasant. (I have no connection to Harris Farm). Driving spend to your competitors and allowing them to secure lifelong customers is the result of service complacency and will end in tears... #customerexperience #stoneism #servicetransformation #retailtransformation

A simple explanation would be helpful.

Asda's move to price match both Aldi UK and Lidl GB on 287 everyday products is an interesting strategic shift in the supermarket landscape. By reducing costs by an average of 17%, Asda aims to provide customers with competitive prices, aligning with the discounters' offerings. This initiative covers essential items like milk, bread, cheese, tea, coffee, and fresh meat, catering to everyday needs. What makes this move noteworthy is Asda's commitment to being a customer champion, emphasising its role in local communities to help families make the most of their budgets. The decision to check and match prices twice weekly shows a dedication to staying competitive in real time and providing ongoing value to consumers. This pricing strategy aligns with Asda's established customer value propositions, such as Price Drop and Asda Rewards. Overall, Asda's proactive approach to pricing and commitment to supporting families financially adds an interesting dynamic to the supermarket competition, setting the stage for potential shifts in consumer preferences. Follow Retail Savvy on LinkedIn: https://lnkd.in/etXuWN48 #Asda #PriceMatch #SupermarketCompetition #ConsumerValue #RetailStrategy #RetailSavvy #SavvyInsights

In a retail environment where shrink is an increasing problem for both colleague safety and profitability, and in a channel where square footage often limits range, it is brilliant to see technology enabling choice, category growth and fulfilling shopper missions.