08 Jan 2019
Gartner

Gartner’s Market Guide for Unified Price, Promotion and Markdown Optimization Applications, Update 2018

Now more than ever, pricing based on solid data is necessary for retailers to succeed in this increasingly competitive market. This latest report from Gartner gives an overview of the different levels of pricing automation, and finds that most optimization service providers aren’t keeping up with the needs of retailers.

Gartner Curve
Tiers of Integrated Price Optimization by Gartner

Unlike most vendors in the space, Engage3 has developed a platform capable of bridging the gap between pricing models and algorithmically-driven pricing. Uniquely, Engage3 starts with the cleanest competitive data available, making sure that your optimizations are based on a solid foundation. Check out our cross-channel Competitive Intelligence Platform offering here.

We also combine decades of expertise in retail pricing with strategic insights made possible through data science. Our Competitive Price Response lets you manage your price image goals vis-a-vis your profitability goals. For more information on the theory of Efficient Frontier, the science behind our optimization schemes, watch the video here.

You can find the rest of Gartner’s report and their review of Engage3’s offerings here.

To learn more about how Engage3 leverages big data and machine learning in the UPPMO landscape, request our White Paper here.

18 Dec 2018

The Aldi Effect: Are Walmart prices higher in locations where there is no Aldi store?

When European retailer Aldi started opening stores up and down Britain in 2016, people who lived close to a new retailer location started noticing that the value of their homes went up by as much as £5,000. It was called the “Aldi Effect” by the local media and, soon enough, the vicinity of an Aldi store to a piece of property became a listing feature.

Aldi started putting up more stores all over the U.S. starting in 2011, with a total of 1,600 stores to date. And just like in the U.K., it would seem that there is yet another advantage to having an Aldi store in your neighborhood – lower prices for everyday groceries at your local Walmart store.

Walmart and their everyday low price (EDLP) approach has consistently driven a low price image across the U.S. With their limited assortment and private label focus, Aldi has also worked to deliver customer value through low prices. When both retailers are present in a market, they have demonstrated an ability to fight head-to-head for low-price leadership.

Engage3 collects and monitors grocery pricing in markets across the U.S., and identifies pricing patterns and market trends.

For this study, we created a basket of 50 grocery staples that were price checked at three Walmart locations within each of the four Texas markets studied – Austin, Dallas-Fort Worth, Houston, and San Antonio. Dallas and Houston have 36 and 50 Aldi store locations, respectively, while Austin only has 1 store location and San Antonio has none. The competitive landscape in Dallas-Fort Worth and Houston is much more robust, with not only Aldi in the mix, but Kroger and Safeway banners as well.

Our study revealed that in Austin where there is only 1 Aldi store location (north in Pflugerville), Walmart pricing for the basket of staples was 16.2% higher than in Dallas, and 17.6% higher than it was in Houston.

Aldi Report Austin

In San Antonio where Aldi has no store presence and where H-E-B and Walmart are the dominant grocery players, we found that the Walmart basket was between 21% and 22% higher than the exact basket in Dallas-Fort Worth and Houston, respectively.

Aldi Report San Antonio

 

While the average pricing differences in the four cities taken together were between 6% and 11%, some pricing disparity on items like peanut butter and mac and cheese were fairly significant. The chart below shows peanut butter at a Walmart store in Dallas-Fort Worth priced at $1.18, while the same jar was priced at $2.18 in Austin – a whopping 54% difference. Similarly, the mac and cheese, priced in the Dallas-Fort Worth stores at $0.34, was double the price at $0.68 each in Austin.

Aldi Report Table Austin DFW

The same pattern can be seen in Houston, where there are currently 50 Aldi stores. The chart below shows peanut butter at a Walmart store in Houston priced at $1.78, while the same jar was priced at $2.58 in San Antonio, or 45% more. The same mac and cheese, priced in the San Antonio store at $0.68, is 100% more expensive than in Houston at $0.34.


The market basket data used in this analysis is objective and precise. But while the same 50 items were used across all markets, the correlation of Aldi’s effect on a market is still subjective.  Based on Engage3’s observations of competitive pricing data across the U.S., we have determined consistent patterns of Aldi’s influence and effect on market pricing.

Pricing has always been like a chess game, where each retailer is reacting to their competitor’s moves, while trying to predict how their competitor will react to their maneuvers.  But, unlike chess, this game is often played with 3 or more players, and aggressive moves can make it difficult to discern strategy from reactive tactics.

For more information on how to build a strategic competitor assessment and market price monitoring program, watch our competitive pricing video here,  request our white paper on how to leverage AI and big data in competitive pricing here, or contact us at 530-231-5485.

 

 

17 Dec 2018
Grocery Bill

What’s Driving Up Your Grocery Bill? The Costs Explained.

Food Costs on the Rise

USA Today recently came out with a report about which grocery item costs have risen the most in the last ten years. The increases ranged from 26 percent to 92 percent during the period, and affected a wide variety of products – from shelf-stable to frozen items to fresh produce. The causes identified for the price increases are shortage, demand, and regulation, and each has an impact on your grocery bill.

Shortage

The most drastic price change in the shortage category included oils and fats, particularly peanut butter. Since 2008, the category has seen a 34.9% price increase, and coincides with peanut shortages throughout the U.S. The combination of smaller yields and consumer preferences has caused many families to reconsider buying peanut butter.

According to an investigative report by NPR in 2011, peanut butter manufacturers were paying almost double what they were before the shortage. Farmers were trading in their peanut fields for cotton, and droughts that year had peanuts soaring to astronomical prices. Trader Joe’s even pulled their private label peanut butter from shelves for a short time.

Organic Peanut Butter

On top of this, demand for the pantry staple rose sharply. Tiffany Arthur from the U.S. Department of Agriculture noted in the 2011 article that, “Peanut butter consumption…jumped by 10 percent since 2008. Usually it goes up just one or two percent in a regular year,” she said.  The shift in preference was an economic one. Peanuts are an inexpensive source of protein, and the U.S. recession shifted consumer tastes towards shelf-stable peanut butter. Though farmers have recovered from the shortages since that time, peanut butter hasn’t returned to its pre-shortage price.

Demand

Himalayan Salt

Salt and food seasonings went up by 36 percent, marking a change in the way people are cooking at home. One of the most significant additions to shoppers’ kitchens is Himalayan salt, which has recently grown in popularity. Supermarket shelves today are filled with different brands of this gourmet pink salt.

 

 

Canned VegetablesCanned vegetables have become a staple, partly due to the increase in food-borne illnesses and recalls. The latest Romaine lettuce scare, among other outbreaks, could be contributing to consumers buying more canned goods. Health-conscious shoppers are also buying and cooking more vegetables at home, and prices for canned green beans, corn, peas, and the like have gone up 26.9 percent as a result.

 

Demand for seafood has put pressure on the fish farming industry, as seen by the 41.4 percent increase in shelf-stable seafood prices and 28.7 percent increase for frozen products. Poultry and beef shortages have also contributed to higher fish consumption. On top of this, new diets focusing on healthy fats and meat-centric meals have helped this trend along.

Regulation

Apart from supply and demand, government intervention has played a large part in the increased cost of goods. The number one increase over the last ten years was for cigarettes, nearly doubling their price in the United States. From 2007 to 2017, cigarettes became 92.2% more expensive, primarily due to federal taxes on tobacco products. Research shows that a pack of cigarettes that, on average, sold for $4.91 in 2004 increased to $8.41 ten years later (24/7 Wall St.) The bulk of the cost is due to cigarette taxes like California’s, which raised the cigarette tax by 2 dollars per pack last year.

Cigarette Taxes

We may see more tobacco taxes in the near future because of mounting health concerns. The Campaign for Tobacco-Free Kids, an advocacy group, claims that every 10 percent increase in cigarette prices could lead to as much as a 5 percent decline in cigarette smoking, a statistic that contributed to support for the 2017 California tax. Out of all the grocery items whose prices went up in the last ten years, cigarettes and tobacco products are the most politically charged. Regardless, the costs and taxes show no signs of slowing down. According to the U.S. Bureau of Labor Statistics, prices for cigarettes were 171.55% higher in 2018 versus 2000, resulting in a $8.58 difference in value.

Effects On Your Grocery Bill

Though the cost of groceries has gone up at a higher rate than inflation, there is now a much greater variety of products to choose from. Organic foods have grown in popularity and specialty grocery stores are thriving in the current market. Apart from some items that have increased a dizzying amount such as cigarettes and prescription drugs, prices have remained relatively stable. In addition to all this, the private label trend in recent years has allowed for prices to remain at the level of inflation. For detailed information on private labels and similar categories, you can read our Q1 2018 Pricing Report here.

05 Dec 2018

The Rise of Agent-based Shopping

 

Retail is at a tipping point

This was a main theme at GroceryShop’s inaugural event last month in Las Vegas. The event was attended by over 2,200 retail and CPG executives and was billed as the industry’s leading event for innovation.

Opinions about the tipping point were punctuated by Nielsen’s prediction: in 5-7 years, as many as 70% of U.S. consumers will regularly purchase consumer packaged goods online (“Digitally Engaged Food Shopper”). By 2022, they speculated consumers could spend $100 billion per year for online groceries (equal to $850/year/household).

For shoppers, digitization lowers barriers, making it easy to source product, compare buying options, find offers, transact, and take possession. For retailers, this means further downward pressure on price as competition evolves across more market segments than ever before: store, product, time, customer, channel, pickup and delivery options, cross-sell alliances, marketplaces and shopping apps.

 

Direct to consumer

Another big topic at the show was brands going Direct To Consumer (DTC) via Instacart, Amazon, and other platforms. For shoppers, it’s only getting easier as computers and AI get better at sourcing, comparing, and finding buying options that best meet a shopper’s current need. In this digital future, relevant offers will find a shopper based on her context (location, preferences, urgency, etc.). Margins will follow a retailer’s ability to make its assortment, offers, and delivery hyper-relevant to a shopper’s context.

 

Artificial Intelligence

Innovative retailers are leveraging AI to defend margins by segmenting markets better and by personalizing services and offers. In her talk, Google’s Laura Antonolli demonstrated Google’s AI-driven conversational assistant, in a machine-to-human interaction. Traditionally, a sales assistant’s role is to connect, understand, personalize and serve. In Laura’s demonstration, Google’s AI assistant searched for a hair salon, called to coordinate calendars for an appointment, and selected a haircut from an array of services.

 

Agent-based shopping

We are witnessing the rise of a new paradigm in retail – agent-based shopping. Laura said shopping agents and voice-activated search are a new battleground, stating that 22% of Google’s mobile search is voice. Forrester Research Analyst George Lawrie reported that “digital is no longer just a marketing channel, it’s now a sales channel.”

In one retail use-case, George shared that Alexa users spent, on average, £8 (eight British pounds) more per basket than at Morrisons. As of today, use cases for digital agents and household consumables are limited. That said, the promise ahead is for agents to create hyper-relevant offers and close sales based on an individual shopper’s context, values, and preferences.

 

Demand-side attributes

In large part, limitations come from the need to understand how shoppers compare substitutable product offerings and how those comparisons change under different pricing and offer scenarios. This applies to both within and beyond a retailer’s four walls. As an industry, we’re really good at supply-side product attribute data (i.e. weight, size & ordering info.). But we have yet to understand product attributes on the demand-side. Whether online or in-store, the old adage “price drives sales like no other factor” still holds true. From that perspective alone, comparability of pricing and offers within a category and across the marketplace are significant dimensions of demand-side attributes.

Comparability lies at the heart of understanding shopper values and preferences. As such, this represents a central value driver in any automated shopper feedback system. Without comparability information, offer personalization is largely blind to a shopper’s context, i.e., blind offers are not relevant.

 

Data takes a new turn

This brings me to a second take-away from the event. We are witnessing a fast acceleration in the variety of demand-side data elements offered by vendors in the space. At GroceryShop, these companies included: Engage3 (my company), Nielsen, Gladson, 1010data, EnterWorks, Label Insights and many more. Each of these companies offer unique data elements relating to different and new demand-side attributes.

As an example, Engage3 provides store-specific comparable pricing data. Nielsen provides measurement data aligned with many causal data elements. Label Insights provides detailed on-package attribute, ingredient and claim data. Data sharing and data feed integration between data vendors is also accelerating. These sharing and integration relationships open new paths to support the full promise of agent-based retailing.

Given the importance of product comparability, expect comparability to emerge as a primary focal point for integration. At Engage3, these sharing and integration relationships are beginning to yield new benefits, including:

All of this helps retailers automate and increase ROI from their pricing, offer generation, segmentation and personalization efforts.

In his talk, Earth Fare’s CEO, Frank Scorpiniti, spoke about AI as an “invisible advantage” that “removes repetition.” He reported that price promo and promo cadence all together yielded ROI of 300 basis points (3% of sales).” Adding “automation requires data quality” and that Engage3’s data has “near 100% accuracy.”

Getting data trustable is one step. Preparing integrated data for automation & advanced analytics is a step beyond. Supporting a client often means integrating a variety of data feeds from across a client organization with that of multiple data vendors. And building those feeds into a model is crucial so decisions can be automated in a controlled way.

Adding to the momentum, research dollars are beginning to flow as universities define research priorities in this space. One university we spoke with plans to create a center for excellence in food through the integration of personalized health, nutrition, and sustainability. Their effort would align both industry executives and academics from the business, engineering, supply chain, medicine & nutrition schools.

Agent-based shopping is set to emerge as a new battleground. Retailers that are positioned to make use of these new data feeds will climb the evolutionary path faster. Expect the industry to evolve rapidly in support of agent-based shopping.  It’s an amazing time to be in retail!

For more information on competitive pricing, go to our blog “What to look for in a competitive pricing platform.”

 

 

30 Nov 2018
Tariffs

Pricing in a Post-Tariff Market

Pricing in a Post-Tariff Market

As the markets closed on September 17th, the United States announced another round of tariffs against Chinese products. The tariffs, this time consisting of $200 billion worth of goods, were implemented on the 24th and will increase from 10% to 25% over the coming months. In return, China fired back with a list of 5,207 U.S. imports to be taxed, totaling $60 billion. National retailers like Walmart have responded by voicing concerns to US Trade Representative Robert Lighthizer and addressing potential costs to American consumers (CNN).

What started as a way of bolstering American business has become an all-out trade war between the two countries, with retailers in the crossfire. In such a situation, it can be difficult for affected retailers to implement new strategies quickly and effectively. Thankfully, with some insights into their competition and the national price leader, the most prepared retailers can come out on top.

 

Effects on Price Image

The prime question is this: who is going to pass on the cost to consumers first? Every retailer in the nation is waiting with bated breath for the answer. Private letters from Walmart and Target, among many others, have hinted at increased costs on the horizon, but there is no certainty of the first retailers to implement them (CNBC). The issue is that whoever passes the cost first hurts their price image the most. Items that were not hit by tariffs may still drop in sales because of the price adjustment, making the threat far greater than anticipated.

Still, this is only the beginning. The first retailer experiences the largest effects of the tariffs, but the next retailers to pass on the cost to consumers are also affected. This is where real-time competitive data can make a difference. Imagine that competing Store A raises the cost of a certain tinfoil to $8 in a market, and you are able to monitor that increase. From there, you can raise the price on that same product at your store to a lower price point than Store A. Though both products are affected by the tariff, your price image for tinfoil is maximized because 1) you were not the first in the market to raise the cost and 2) you are selling that product at a lower price than Store A.

 

Sliding Scale Tariffs

What makes these observations more crucial is the nature of the tariffs themselves. The increased cost for the latest affected products will go from 10% to 25% by January 1st, 2019, meaning that these small-scale retail battles will be happening on a weekly or even daily basis. Having up-to-date information on your competitors—both on a local and national scale—will translate to more victories.

The reality is that most retailers will face losses in the coming months because of tariffs, and stores hit especially hard by the increases have already taken steps to address them (USA Today). Accurate and timely competitive data can help to mitigate losses, especially when monitoring the national price leader. This is where store-level pricing is most important, because some price zones will be more heavily affected than others. Competitive data can inform a retailer when their competition is responding to tariff costs and how they can respond effectively. Implementing enterprise-level decisions in stores and going down to the local level can translate to a significant competitive edge in a post-tariff market.

 

A Watchful Eye

With the tariffs increasing to 25% by the end of the year, the market is racing to recover losses—the earlier a retailer can adopt a competitive strategy, the better. Because most retailers operate on low profit margins per item, an increase of even 10% on a product adds up quickly. In the case of a KVI, the increased cost to the retailer could negate any profit on that item, or even come at a loss. Figuring out a competitor’s pricing strategy and how often they update prices makes for valuable insights for decision-making.

At any point in the timeline, a strong price image is necessary to drive traffic to your stores. As we get further into the year, keeping an eye on the local effects of tariffs will be as important as pricing on a national level, and accurate competitive data can make all the difference. With the right insights, the tariffs present a unique opportunity for retailers in the coming months. Click here to learn more about Engage3’s automated price monitoring and register to receive information.

27 Nov 2018
4-star

Amazon 4-Star Review

November 8, 2018 – BERKELEY, Calif.

With the launch of the latest store, Amazon now has three Amazon 4-star retail locations in the United States. The second store opened last week in Lone Tree, Colorado, surprising consumers that expected the Berkeley, California location to open first. Engage3 took a trip to the opening last week to see it in person, and here are some of our observations.

The Amazon 4-star in Berkeley opened its doors on November 5th to a short line of people, but soon the store was full of shoppers and press eager to see the products available. In the weeks leading up to the launch, I had read comments from small businesses in the area expressing their concern, but seeing it in person made it clear that the 4-star experience is not directly competing with these business owners.

Online Goes Offline

Compared to Amazon’s other retail ventures, 4-star is fairly tame; the concept of the store is to offer well-reviewed products from the online site in a brick-and-mortar location. No tracking cameras are set up and no cashier-free checkout is offered, making the store more like a traditional retailer than a cutting-edge convenience store competitor (Business Insider). We were allowed to openly browse the selection of products once inside.

What makes the store unique is how it approaches brick-and-mortar selling. Customer reviews are the basis for which items are sold in the store; if something is for sale, it means a large amount of online customers enjoyed the product. Amazon 4-star is also localized to the surrounding area, displaying a selection of products popular with Berkeley customers. These curated collections are available in the Lone Tree and Manhattan as well, and we will likely see this trend continue as more stores open.

4-star Welcome
The products in stock are all highly rated, pushing for quality over quantity.
4-star Books
Books and recommendations make up a large portion of the store, similar to Amazon Books.
4-star Trending
Items are curated for the surrounding area and based on popular orders.

Aside from the tables lined with trending purchases, the majority of items in the store were hanging on the walls with little separation. As soon as I left the table area, the number of items became overwhelming and difficult to sort through. If found myself looking at the curated collections more than anything else, and the shoppers around me were doing the same.

Compared to looking for gifts on the Amazon site, the experience of looking through seemingly endless shelves felt lacking. The categories were clearly displayed, but I had no interest of going row by row to look for something specific. A large Roomba vacuum exhibit dominated the back half of the store where the electronics were kept, and few customers were venturing into that territory. Shoppers focused on the curated tables and book displays instead. The scene reminded me of another brick-and-mortar bookseller in a condensed format.

To recreate the online shopping experience, recommended and related items appeared next to each other throughout the store. Online reviews and short descriptions accompanied many of the store’s products, but these when afterthoughts when compared to the Amazon Prime integration.

Gifts and Presence

While I went through the store, I noticed that many products have two price points: one for Prime members and one for non-members. The e-ink displays clearly tell a shopper the online rating for the product and how much they are saving with their membership. Every item had an Electronic Shelf Label that the employees could change when necessary.

The labels caught my attention, because they displays the online rating and number of reviews. Amazon was meticulous on this point, making sure every single item in the store had a dynamic label.

Many shoppers and news outlets are comparing the 4-star experience to existing “everything under one roof” retailers. The store has even been called a Millennial Brookstone (Forbes). However, what sets Amazon apart from these retailers is a focus on membership and community interaction.

The Berkeley location seemed more welcoming than Amazon’s other physical stores, especially compared to Amazon Go. Most of the customers in the store were curious families and couples, and it is refreshing to see the online retailer focus on more than their usual tech-savvy demographic.

Overall, the Amazon 4-star favors a traditional layout over revolutionary tech. It shares a target demographic with the retailer’s convenience stores, but offers a more reserved shopping experience. Even though the store was overwhelming at times, it felt warmer and more human than any of Amazon’s previous brick-and-mortar attempts. With its wide product selection, I can see holiday shoppers close to these stores turning to 4-star for their gift-giving.

25 Oct 2018

Known Value Items – Drivers of Price Image

A Shopper’s Store-switching Decision

A KVI is a known value item. It’s an item that disproportionally drives the price value perception. So, in a grocery store it would include eggs and an automotive store might include motor oil, and a convenience store it might include cigarettes.

The reason that KVIs are important is because they drive a shopper’s store switching decisions. If the retailer’s prices are out of alignment with the prices that shoppers remembered, then the shopper can reevaluate their decision to shop with that retailer.

A question you can ask a shopper is, what items do you stock up on? And at what price points do you stock up? And you’ll begin to understand what a KVI is with the answers you get to that question.

A Tiny Number of Items

Another element that’s really important with the known value items is that it’s a very tiny number of items that drive a retailer’s perception in the marketplace. Typically, about a third of the price perception comes from only two-and-a-half percent of the products. It’s a very concentrated number of items, and this holds true across grocery, drug, mass,convenience, pet, auto—virtually all retail sectors. So, getting it right is critical.

Dynamic KVIs

Traditionally, retailers will evaluate their KVIs once a year. Over time it’s gotten to a more periodic basis where they’re doing it more often, but the market’s changing faster today than it’s ever changed before. Things are getting localized, things are getting personalized, and with that the shopper’s price perceptions are being set more dynamically.

All of these things mean that calculating KVIs based at the enterprise level is the wrong way to do it. The analysis needs to come down to the store level, down to the shopper level, down to the daily level, and have items coming in and out of the KVI list at those lower levels.

Increased Complexity

The challenge is that all this results in a lot more complexity that needs to be managed. The comp shop programs that were easy for one person to manage before now explodes the amount of competitive data that’s needed and the amount of management time that’s required.

A Platform to Manage Margins and Price Image

The retail marketplace is only going to get more competitive, and retailers need a platform to support themselves in this new environment. At Engage3, we’re on a journey to build that platform to enable the retailer – the early adopters – to outpace their competition so they can outperform them in terms of Margin and Price Image.

20 Oct 2018
grocery

A History of the Grocery Cart

“The wonderful thing about food is that everyone uses it, and they only use it once.” – Sylvan Goldman

The grocery cart, now a retail standard, originally looked nothing like it does today. In 1936, Sylvan Goldman and a young mechanic by the name of Fred Young invented the first commercial grocery cart. It was humble at first, but the pair’s invention went on to change the retail world forever.


The First Cart

original grocery cart
The original design was two metal folding chairs stacked on top of one another with wheels at the base of the legs to roll the cart around a supermarket.

In 1934, Goldman bought the grocery chains Piggly Wiggly and Humpty-Dumpty, both based in Oklahoma City. Around this time shoppers were buying new, heavier kinds of products but still using hand baskets to carry them. The increase in canned goods and refrigerated items inspired Goldman to make shopping easier for his customers. He grabbed his handyman Fred Young and a few supplies, and the two spent a night coming up with a prototype of a rolling grocery basket.

At first, Goldman’s plan didn’t succeed. Women compared the cart to a baby stroller and refused to push around the cart while they shopped. “I’ve pushed my last baby buggy,” they told him. Men were offended at the idea that they could not carry all their groceries around the store, and worried that the carts made them seem weak. Still, Goldman persevered.

He hired young women to model the carts and push them around his supermarkets, demonstrating their utility. This strategy immediately converted a few people. He then recruited male and female actors of all ages to advertise his grocery carts, and suddenly his stores were filled with happy shoppers unburdened by their groceries. Goldman began selling his carts to competitors, and quickly turned his former folding chairs into a booming business.


Trouble on the Horizon

Watson's telescoping cart design
Watson’s telescoping cart design

The grocery industry, however, would soon be introduced to a landmark invention: telescoping carts. In Missouri, business owner and machinist Orla Watson came up with a design for a grocery cart that improved upon Goldman’s basket-carriers. The cart allowed for space-saving convenience in supermarkets and parking lots by nesting multiple carts together instead of disassembling them. Watson filed for a patent in 1946, but had his invention contested by Goldman. In the meantime, Goldman produced replicas of the nesting carts to compete against the new challenger. Goldman sold his new carts for three dollars less than Watson’s, using his manufacturing resources to effectively drive his competitor out of the market. Finally, after an extended legal battle, Watson was granted the patent in 1949. Goldman was required to pay him royalties for each nesting cart produced.

The design of the grocery cart would remain the same for decades, but minor additions helped to shape the cart into what it is today. Most notably, carts were outfitted with seats for children beginning in the mid-1950s. These seats cemented the grocery cart as a supermarket necessity.

The shopping cart can be found today in any website with a product to sell, but its history is rooted in a late-night idea and some tinkering in an Oklahoma supermarket. In the next installment of this history of the shopping cart, we’ll be looking at some of the modern additions to grocery cart design, ranging from security devices to complete redesigns and the jump to online shopping. We’ll also look at where cart-less retailers stand in the market today. Click here to subscribe to our newsletter, and stay up-to-date on future videos and publications.

18 Oct 2018

Ken Ouimet at UC Davis

Ken Ouimet, CEO of Engage3 and distinguished College of Engineering alumnus, is giving a talk at Kemper Hall on the UC Davis campus. Join us on October 26th from noon to 1PM. Register at bit.ly/kenouimet