Weis Markets, Wakefern, Schnucks, and More Leading Transformative Changes Across Grocery

Retailers and consumers alike have had to adapt to a number of challenges over the past several years as labor restrictions, supply chain issues, and rising inflation persist. The grocery segment has remained resilient, however, reinventing itself in the face of numerous headwinds. The retail industry at large can take the success stories and research highlighted below and in our recent Grocery Tech report to bolster their own businesses. Learn how grocers like Wakefern, Schnucks, Weis Markets, and more, have weathered the storm, transforming the industry through innovative technologies and approaches — with sustainability, inventory, and digital experiences in mind to reduce costs, increase profits, and elevate the consumer experience. In RIS’ latest webinar, senior editor Jamie Grill-Goodman takes a deep dive into the digital features that engage shoppers, maintain quality and efficiency at low costs, and create the perfect assortment, using research from the recently published Grocery Tech Trends report as the backdrop for the discussion. Tim Denman: Welcome, everyone to the “Grocery Tech Trends: Driving the New Customer Experience” webinar, which is hosted by RIS and presented in partnership with Oracle. I'm Tim Denman, editor-in-chief of CGT and RIS. Thank you for joining us today. As we all know, the habits of grocery shoppers are constantly evolving. Today's modern grocery customer wants options. They want options on how to shop, options in assortment, options for attaining their purchases. However, faced with supply chain disruption, inflation, sustainability concerns, and labor issues, how are grocers making smart tech choices to give the modern customer an experience they desire? How can grocers nail the perfect assortment, despite today's challenges? What are the digital features engaging today's shoppers? With us today, to explore the technology that's helping grocers create a seamless and enticing customer experience — in-store and out — as well as how to provide substitutions when digital hiccups occur, and maintain the perfect inventory and assortment despite sourcing, sustainability and labor challenges, are Paul Woodward from Oracle and RIS' Jamie Grill-Goodman. Paul and Jamie, thanks for joining us. Please take a moment or two to introduce yourselves and describe your role at your respective companies. Paul? Paul Woodward: Hi, I'm Paul Woodward from Oracle. I lead our strategy and direction of our sustainability, transparency, and traceability journeys across our retail platform. I'm also one of the proud founders of our grocery private label solution, celebrating 30 years next January, which is now the world's leading solution used by the who's who in the retail private brands market. Jamie Grill-Goodman: Hi, I'm Jamie, the senior editor of RIS News. I've been with the company for a little over seven years. In that time, I've worked on both RIS for the retail side and consumer goods technology, which is a sister publication here at EnsembleIQ, covering consumer goods. Before that, I worked in private label magazines, and covered that industry, as well. Denman: Thanks for joining us. Many of the topics that will be discussed today were covered in RIS' recently released “Grocery Tech Trends Special Report.” We're going to explore a number of key themes from the report here today, but we certainly encourage everyone that is interested to check out the report. The grocery segment has been challenged like never before, over the past couple years — whether it's COVID, labor restrictions, supply chain woes, or rising inflation — and the segment continues to reinvent itself in the face of numerous headwinds. Paul and Jamie, I’d like to discuss some of the biggest challenges grocers, both big and small, are facing as they look to meet changing customer demand, while battling numerous external forces. Paul, faced with all this disruption, how are grocers making smart tech choices to give shoppers the modern experience that they desire? Woodward: The key there is transparency. More than 90% of consumers are seeking transparency into grocery brand promises, from value, to fulfillment, through to the integrity of their operations, from dietary declarations and claims on back. From origin to the journey, through to sustainability initiatives, these are all opportunities, not siloed analytical problems. These are actionable insights that can impact both the top line, the margins, and the brand value of a grocer. Shoppers want to trust the grocery brand on all of these points. The store, the customer care, even the delivery associate is seen as a trusted advisor with the ability to answer the increasingly complex questions. Our clienteling and point-of-service solutions have a vital role in assisting all of these associates, providing added value to the over counter or delivery service. Data is the foundation behind all of that. Importantly, it's what you do with the data that differentiates a brand and opens up the opportunity. Retailers need a platform that enables actionable insights across all operations, enabling them to join sourcing at one end, to loyalty and the consumer experience in-store and online at the other. This enables the ability to make sourcing, assortment, allocation, and even recall decisions, in near real-time, creating agility in the provision and fulfillment, therefore, preventing, managing, and resolving disruption. It also provides the store, the associate and the consumer with true transparency, generating trust, increased value add, with better informed, up-to-date, and accurate information, regardless of the experience or skill of the actual associate. Denman: Jamie, how are retailers tapping tech in stores to overcome inventory and labor challenges, and provide the superior experience that shoppers demand? Grill-Goodman: Inside stores, the objective for grocers right now is to tap the labor that they have in the best way possible. What this means is retailers don't want to be wasting store employees on simple tasks when they could be redirecting them to help customers and provide better experiences. We recently spoke with Wakefern Food Corp.’s CIO, Cheryl Williams, on our “Tech Transformation” podcast, and she told us, "We're putting a really big focus on things that can help us reduce labor and use the limited labor that we have." For example, they have two stores with 100% electronic shelf tags to save labor. Now, they can deploy associates in those stores to consumer-facing tasks and not have to use them for simple things, such as hanging shelf tags. They're also testing shelf-scanning robots to understand where the out-of-stocks are for the inventory. That's something that Schnucks Markets has also been doing for a while. Last year they announced the deployment of robots to all locations. These robots go up and down the aisles three times a day to capture shelf data, including inventory, position, price accuracy, and promotional execution. When I talked with the grocer's VP of IT infrastructure and app development last year, he noted there's still a lot of skepticism on whether or not robotics plays in the space. However, he pointed out, if you look at your procedures and processes that were put in place on how you manage inventory, you'll see there's all kinds of flaws within it. That's what grocers are starting to do now — take a critical eye to how they've been managing inventory, how the labor they do have can best be utilized, and where tech can fill in the gaps. Another recent example of in-store robotics is Vallarta Supermarkets, which has 53 full-service markets in California. The grocer is testing autonomous robots to identify hazards at five stores, as well as manage inventory management capabilities at a sixth location. Grocers are starting to turn to self-service solutions in the store, which helps redirect labor to customer-facing roles. Our CIO of the Year, Greg Zeh from Weis Markets, was nominated and won for helping the grocer undergo a transformation to upgrade its self-checkout systems throughout its store base. Part of this transformation was not just doing self-checkout in a grocery store, but also doing it for large orders, as well as in the deli. It required upgrading a lot of systems, including their retail mobility solution for stores, with both new hardware and software solutions. In terms of store replenishment, this was a big adjustment for the associates because they were able to let a computer-generated ordering system rate the orders, with minimal store interaction. Greg told me, this has allowed the stores to focus on shelf-replenishment during a chaotic time. The new ordering system helped during the early stages of the pandemic, when they saw increased customer counts based on in-stock position, which they worked to maintain during the pandemic, and continue to focus on now as supply chains return to pre-pandemic levels. As you can see, grocery retailers are just beginning to tap technology inside stores in an effort to overcome inventory and labor challenges in many new, innovative ways. Denman: As you said, grocers continue to fine tune the in-store experience to meet new shopping behavior and overcome a multitude of disruptions. Digital shopping continues to rise in popularity in footstep with the in-store experience. Many shoppers were introduced to grocers' digital shopping options during the pandemic, and have remained loyal to this frictionless experience as we, hopefully, exit the pandemic. We continue to see digital engagement rise, in-store and out, and savvy retailers place digital solutions that improve the shopping experience at the top of their list when building the grocery store or grocery enterprise of the future. Jamie, what are some of the must-have digital features and solutions that are helping build engagement with today's fickle shoppers? Grill-Goodman: This is such a big, important thing to see how we can change the experience. One stat we saw in the report was from FMI: 86% of food retailers now have online sales. Online grocery shopping is here, but retailers are still in the experimentation phase with how to engage shoppers, both online and inside the store, through this. Albertsons is one example. The grocer launched meal planning and “Schedule and Save” capabilities. The meal plan feature helps customers by providing a way to plan meals and cook recipes. Loyalty members have access to shoppable recipes. Meanwhile, Schedule and Save allows customers to automatically replenish their frequently purchased items, across categories. The products scheduled for purchase are offered at a discounted price, which helps with inflation and are available for pickup and delivery. Another new feature for online grocer Farmstead, was pretty interesting. They've updated email receipts with “Eat This First” sections, which alert customers of certain products that should be used sooner than later, with the goal of reducing in-home food waste. For example, the receipt might remind a customer to eat the fresh salmon that they bought in that order first because that would be what would go bad first. We'll dive into sustainability later, but the company said they think the steps they're taking will become a model for the grocery industry. Denman: Thank you for that. Paul, how can grocers nail the perfect assortment online, despite all of these headwinds they're facing? Woodward: As Jamie mentioned, we are seeing grocers explore different added values, shopping experiences, and practices right now. Therefore, they’re understanding consumer journeys and the relativity to these is important. Are the journeys due to convenience, value, environmental factors, or simply a reaction to the market in global dynamics that we're seeing around the world? Linking consumer behavior with sales and assortment data, and utilizing embedded AI across all functions and the retail platform, enables closer collaboration between sourcing, supply chain, assortment planning, and retail operations and sales — and most importantly, the consumer experience. By enabling environmental, geographic, ethical, dietary, health, and safety factors to be utilized as actionable insights in the planning and promotion of those assortments, retailers have the confidence in these claims, which can open up significant opportunities in new ranges, categories, brands, and even circular retail practices coming into the market. When aligned with loyalty online, it can enable the tailoring of promotions, online searches and recommendations – all of which are enabling the retailers to create and generate a closer connection between the assortment itself and the customer. Denman: Building that connection with the assortment is vital to building that loyalty, but as we all know, things happen – items are out-of-stock, supply chain trucks didn't come, etc. What do retailers need to have in place to provide meaningful substitutions to shoppers, when these inevitable hiccups happen? Woodward: You've got to have a connected ecosystem across all retail operations, utilizing a single platform to join the dots and take action in the actual moment. It must be a connected collaboration with a fully evaluated supply chain to enable agility in the journey of an item, and expectation by utilizing and learning from the data insight and predicting risk, leveraging this to develop assortments and mitigate risk through transparency. It enables notifications, updates, and an effective and responsible response to the consumers. It's about having insight into all parts of the journey and a single source of the truth to ensure that we handle these hiccups. More importantly, the consumer can trust that we can handle these hiccups. Denman: We're going to shift topics a bit to sustainability, which is a subject near and dear to Paul's heart. Sustainability is on the tip of everyone's tongue these days. Grocers and shoppers alike are concerned about their impact on the environment, and are taking critical steps to ensure that environmental impact is as minimal as possible — from banning single-use plastic bags to deploying next-gen tech to lessen food waste, grocers and customers have gone all-in on sustainability. Shoppers are now making purchase decisions based on the authenticity of these sustainability initiatives. Jamie, food waste is, and always has been, a major concern from grocers from a business standpoint, but the concept is taking on new life, from a sustainability perspective. What are some creative ways retailers are tackling this problem? Grill-Goodman: On one end, having the right inventory is going to reduce this problem, but when you do have leftover fresh stock, it's important that it’s not wasted. Obviously, that’s a huge issue for the grocery industry. In addition to digital fixes, like the Farmstead example I mentioned earlier, a lot of grocery retailers are starting to explore mobile apps that help give food that’s about to expire at a discount. One example not in the report is Meijer. In an attempt to cut down on food waste, the company has begun a sustainability program. The initiative allows shoppers to purchase goods nearing sell-by date, at a discount, so the items don't end up in a landfill. Consumers can purchase eligible goods through the app, including meat, produce, seafood, deli, dairy, and bakery — all at up to 50% off. It's a decent savings that they're passing on. Then, shoppers simply order in the app and they pick up the food from a designated refrigerator or store rack, at the front of Meijer stores. The grocer launched the pilot program in November 2019. Following its success, which they said reduced in-store food waste by 10%, Meijer expanded the program to all stores in 2021, noting that consumers have purchased more than a million pounds of food through the program. That's an impressive start, for sure. If you're wondering how much food is being wasted overall in the industry, you're not the only one. Back in May, the Foundation for Food & Agriculture Research, together with the Kroger Company’s Zero Hunger | Zero Waste Foundation, launched the Food Waste Challenge. They did this to develop a methodology for quantitative measurement for food waste generated in U.S. households. These objective, quantitative measurements provide an accurate picture of the sources of food waste, and benefit efforts to reduce this waste across the food system. The first step to combating food waste is to understand the scale of the issue, which is what this Food Waste Challenge is trying to eliminate. Denman: Paul, when it comes to some of the things that Jamie has discussed, meal planning being one of them, labeling and sourcing as others. What are the key requisites that retailers need to have in place to operate more sustainably, while doing these new initiatives, such as meal planning, etc.? Woodward: First, you need to understand the journey of the product, of the item. The industry states, 80% of greenhouse gas emissions is coming from scope three, which is the supplier product, the journey of the product. Understanding your supply chain is vital. As part of a sourcing and procurement process, brands need to fully evaluate and assess suppliers, vendors, and supply chains against all aspects — environmental, ethical, health, and safety practices. Enabling the buyer to make in-the-moment sustainable and responsible sourcing decisions as part of their job, part of their role as a buyer, and throughout the life of a product. Initiatives in Ecolabelling, as you referenced, Tim, will drive item-level assessment and grading, giving the consumer choice at item-level on the label. As we've seen with nutrition, sugars, and salts in the industry, this will force and present the brands with the opportunity to promote ethical and environmental differentiation, whether that's on the digital format or the printed label. As Jamie suggested, as we track the assortment across the platform — through the planning, buying, moving, and sales process — we can track the data attributes to support the optimization of freshness, across the whole of the cold chain, for example. Or the ability to track shelf life and create promotions that can be automatically triggered to reduce waste. We have applications off the platform that enable us to do that. Upstream, we can use that same data and information to look at how we can track and adjust allocation, rooting to optimize the freshness of product before we get to the point of waste. Our platform enables us to connect sourcing data with the journey of the product through the consumer experience, empowering the retailer and operationalizing sustainability, as part of every process in that journey. Denman: Well said, Paul. Obviously, grocers and all retailers have to be a bit more flexible now, in the age of sustainability, especially when it comes to merchandising and assortment. What can retailers do to add that level of nimbleness to merchandising plans, keeping sustainability top of mind? Woodward: Let me fall back on my 30 years of experience for a second. If we take a look at private label and own-brand, for example, there has been a significant increase in private label sales during, and since, the pandemic as consumers have switched brands due to potentially economic uncertainty and convenience. We've also seen that 40% have continued to buy those bottles. Why? The quality of the item is equal, if not better, in many cases, than the national brand. The value is a factor in this, but they see the grocery retailer as the brands they can trust for all aspects and sustainability is a major part of that. These grocers are managing a large and wide variety of assortments, ranges, and categories, and thousands of production sites within the supply chain. They're doing that all under one brand label. This means that their risks are equally large and broad in nature — the consumers know this. Many of these retailers have invested in collaborative platforms, such as the Oracle Retail platform, to combine merchandising, private label management, sustainable sourcing, and assortment category planning into a seamless experience for both the brand and the entire supply chain. This enables all parties to develop and source ranges, based upon sustainability — dietary, safety and quality factors — which ensures the optimum level of diligence and governance during that process, to ensure integrity and full transparency for the consumer. Whilst innovating and rapidly bringing new ranges to market, having full due diligence and transparency provides the agility to manage situations, like the sustainability net zero pledges and targets, that are seen in the market across the whole of the product lifecycle. Grill-Goodman: Paul, you touched on loyalty. Private labels are now their own loyalty drivers because it's become so sophisticated over the last few years with the organic and different better-for-you brands that have rolled out. It's now their own driver of bringing shoppers into the store because that's the only place that you can get that product. Denman: As we know, inventories continue to be a major challenge for grocers. Not only are they dealing with new digital shopping models that require near real-time inventory data to operate effectively, but they're simultaneously navigating ongoing inventory shortages and supply chain disruptions that make keeping store shelves stocked increasingly difficult. Empty shelves equals disappointed consumers, and disappointed consumers often look to other groceries to fill their needs. Jamie, how has grocery fulfillment become more complex? What technologies are grocers exploring to ensure their inventory is accurate? Grill-Goodman: Over the last few years, the deployment of curbside pickup, and immediate pickup, has made inventory accuracy much more important than it ever has been. Everyone needs to be concerned about whether there is a digital arm to operations. From our own research, grocers are looking to improve inventory accuracy through machine learning: 22% ranked interest in machine learning as high, and 15% ranked computer vision as high. They're looking to these next-gen solutions to change how things are done. While supply chain issues might feel out of retailers' control, inventory issues can be lessened with the right tech and infrastructure. RIS research also found that 15% of grocers started an upgrade of real-time inventory management technology, and another 12% planned an upgrade within a year. We dove into inventory a little deeper in another special report, “Unveiling the Transformative Potential of AI and Automation Across the Supply Chain.” Finding ways to improve inventory has become vital, the more that curbside pickup and digital ordering become commonplace. Albertsons offers a curbside pickup service called Drive Up and Go, which is now in 2,000 stores and serves 99% of customers, noting that omnichannel households spend three times more than in-store shoppers. The retailer’s CEO said recently, "In online delivery, we expanded third-party partnerships to offer more choices and accelerate the speed of delivery, both in Drive Up and Go and online delivery. We reduced cost per order by adding five additional micro-fulfillment centers and three-way rooms, reconfiguring our picking software and staffing models, and improving our forecasting algorithms." Then, the company also modernized its tech platform with a cloud-first strategy, implementing an ERP solution, which is providing a platform for continued modernization and productivity. Denman: Paul, Jamie touched on the stores being leveraged through various new fulfillment options designed to improve the customer experience. What must be done, from an operational perspective, to ensure this all happens without a hitch and customers remain satisfied? Woodward: As mentioned earlier, we are seeing an absolute variety of consumer journeys, from order online, to pick up, to delivery curbs. Again, food to in-store food service, as well, with cafes and fast food delivery – almost an Uber Eats-style option being offered by the grocers. Effectively, this utilizes and capitalizes on investments made in the past across in-store bakery and manufacturing facilities. We are also seeing the rise of subscriptions, a box of pre-planned meals, delivered to home each week. Now, based on sustainability, we are also seeing the introduction of circular retail options — from refill capabilities, book sales – across food items in-store, where you can refill your coffee at many groceries. Many of the grocers are now offering a wide range of general merchandise, including homeware and even power assortments. That requires a platform to connect all these points, connect all of these aspects of the journey, generating data that can be recycled from each of those steps to improve each step through actionable insight. By combining this data, we can measure operational sales and sustainability performance. For example, taking the circular sales data and comparing it to the sourcing and procurement data in the same platform, allows us to understand the actual eco-effect, which in turn allows us to ensure that the retailer avoids misleading and greenwashing in the process. Utilizing sales data and recycled inventory can also help to understand the trends and the potential of complimentary assortments that consumers will buy whilst they're going on their circular journey, for instance. All of which gives the consumer greater choice in assortment, greater flexibility in choice of journeys, and hopefully, all of that meets their current and new lifestyles. Denman: What percent of groceries do you believe are capturing basket-level data and using it to market in a personal manner? Anecdotally, grocers, amongst retailers, are one of the greatest collectors of data, primarily because of their widely-used and accepted loyalty plans. Some of the biggest chains, such as Kroger, might have upwards of 100 million people using their loyalty plan, being members. That POS data is being captured at a very high level. The question is, how many grocers are using that to market to grocers, on a personal level? Paul, do you have any idea, could you venture a guess? Woodward: I don't know the percentage, but the question you raised is a valid point: how many are actually utilizing that data to make a difference upstream in the process? By understanding the basket, understanding the consumer behavior in-store and online, that information is valuable. If utilizing a connected platform allows us to be able to utilize that data, recycle that data, drive insight, and, more importantly, actionable insight back into our inventory process, assortment planning process, sourcing process, we can match those journeys more effectively with how we bring product to market. Denman: Paul, you mentioned the term greenwashing, that's a term that we've all heard a lot recently. Basically, it's when you're promoting yourself as sustainable or eco-conscious and using it as more of a marketing tool, than an authentic part of your brand. Can you talk a bit about greenwashing and how retailers could avoid falling into this trap, and be labeled as such? Woodward: It's not intentional — that’s the first thing. Greenwashing is not intentional, but we assume that any form of recycling makes us, or gives us, a sustainable label that we can utilize. The reality is, we don't know for sure because we don't know, for example, if you are renting products, is that seen as an environmentally-friendly process because it prolongs the life of a product and reduces waste. How much effect is that actually having on the sourcing and bringing of new assortments to market, which is where 80% of the emissions problem actually sits? If we have the data from both sides of that, and can bring that together into an assortment planning process that shows us that by planning for rental, by planning products and assortments that we are going to rent out or buy-back, we will see a knock-on effect on sourcing and the delivery of new products? Are we then able to make an actual eco-claim associated with it? None of this greenwashing is intentional. There's a lack of connected data between all of those points to be able to support the claim that's being made. Denman: In the news last week, Oracle came out with a new solution to help retailers with their ESG planning and reporting. Can you just tell us a little bit about that and the advantages? Woodward: Very proud of this announcement. It's a brand-new merchandising cloud service that we brought to market. As I’ve mentioned, it’s key to empower the people in the moment to make the right choices when it comes to sustainability. This is all about empowering the buyer and the procurement process to evaluate and assess supply chains as they onboard new suppliers — reevaluating those suppliers, assessing those suppliers — from a performance point of view. They've got the opportunity to evaluate their environmental, social governance, or ethical, environmental safety, quality performances, as part of that process to ensure they're the right suppliers to work with. If they score well, that's great. If they don't score well, what can we do to work and collaborate with that supply chain to improve ethical and environmental scores? It's not necessarily about scoring, it's about change management. How do we improve the supply chain and the environmental impact of the products that we're bringing to market? Denman: Jamie, in our recent Store Experience Study, which we released in January or February around the NRF time, for the first time in a decade, our research shows that a greater percentage of retailers are planning to renovate and remodel stores versus opening new stores and doing new store builds. What do you make of this? Why and where are grocers putting this money in-store, when they're doing these renovations? Where are you seeing that they're placing big bets? Grill-Goodman: A lot of it is creating that in-store experience — shoppers want to have a better experience in the store, since they can get it online. If they’re making the effort to get to the store, they want to have a better experience. This ties back into labor, where we are not going to overcome this labor issue soon. They want to be using the labor that they have in the store to be customer-facing, helping the customer, helping them get that better experience, creating these fresh food products that shoppers can grab and go. I'll also touch on what Paul said about the labeling, though. This week we did a feature about green practices for retailers. One of the five practices included is educating shoppers about green initiatives because it is very tough to make a claim and back up that claim. The whole industry needs to get behind how we're going to label properly and make sure that you're not making claims that aren't true. Connect the data, as Paul mentioned. It's very important to make sure that, as a grocer, you are being as sustainable as possible. There are so many data points to compare when we think about sustainability. For example, a while back I was in Costa Rica on a tomato farm. They explained to us that even though Costa Rica is far from Connecticut, you can ship this tomato there. Because of their practices — and it's easier to grow naturally in Costa Rica — it's more sustainable to buy that tomato from Costa Rica in Connecticut, than it is to buy a hot house tomato in Connecticut that's using resources to grow that tomato in an odd environment it's not supposed to be made in. I always think of that one tomato example. There's so much in the store. Knowing what your most sustainable choice is in products and packaging — now we have blockchain for sourcing and traceability — it's a complicated issue. However, it's going to be important, so we have to wrap our heads around everything. Woodward: It certainly circles back to what you were just saying as well, Jamie. It's about the need for the ability to give information and transparency to the associates in-store. We need to help with the value added service, clienteling applications, and point-of-service capabilities will support that. Online, the new generations out there expect to be able to Google the answer. Retailers need to be confident in those answers, confident in the accuracy of the data they're willing to publish and promote about their products. Denman: With all the inflation that we're all enduring right now, what is the short- and long-term impact on grocery? Is there anything grocers can do, to lessen the impact of rising prices on their business and their consumers? Paul, any thoughts on that? Woodward: We've been talking about sustainability a lot, but one of the hidden gems of sustainability is that 55% of sustainability initiatives save money. It reduces the costs associated with bringing products to market because you are evaluating a more streamlined supply chain. You are evaluating local sourcing, different manufacturing processes, or different production processes in the bringing of that product to market. Sustainability is not just an analytical problem. There's a real opportunity for retailers to utilize the sustainability train to be able to completely transition and transform their supply chains associated with bringing good ethical environmental products to market, but also streamlining the process and improving the margins, that hopefully they can pass on to the consumers. Denman: Adding value for the consumer, that’s a great place to wrap up. Thank you to Jamie and Paul for joining us today, and for your great insights. A big thank you to Oracle for sponsoring the report and this webinar. And, of course, thank you to everyone joining us, be safe, and until next time.

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