Lessons From Online Groceries

Recent research sheds light on some of the reasons behind the spectacular successes and failures in the online grocery industry. Initial findings of a three-year, ongoing study, “Internet Disintermediation of Food Delivery: Spanning the Last Mile,” funded by the National Science Foundation, conclude that some of the industry's early efforts (such as Webvan, Streamline and Home Grocer) failed as operating business models because they ignored key insights now being applied by today's successful online groceries.

The research is being conducted by Kenneth Boyer, associate professor of operations management, Tomas Hult, associate professor of marketing and supply chain management, both at Michigan State University's Eli Broad Graduate School of Management, and Mark Frohlich, assistant professor of operations and technology management at the London Business School. It includes interviews and survey data from most of the industry's major competitors, such as Sainsbury's and Ocado in Britain and Peapod, Lowes Foods To Go and Albertsons in the United States, and incorporates customer survey data from four online grocers, each of which employs a distinctly different marketing and supply-chain strategy.

The researchers suggest the study reveals broadly applicable principles for any company trying to market and sell through the Internet. For example, survey evidence clearly shows that successful online retailers strike a balance between their range of offerings and the ease of fulfillment and synchronize their marketing and supply-chain strategies. For instance, a root cause of Webvan's failure was its promise to deliver groceries at the same price as in-store service, which it was unable to do profitably. Today's successful online sellers now charge a delivery or pickup fee, designed not only to help offset the increased supply-chain costs, but also to identify and sift out target customers. Customers in the study uniformly rated the importance of convenience much higher than price, indicating they were aware of, and prepared to pay for, increased costs associated with convenient pickup and delivery. In general, online customers clearly appear to be conscious of the tradeoffs they make between product assortment, price and reliable delivery.

Another lesson from the study, say the authors, is that learning curves are critical for both the seller and the customer. The failure of Webvan and the success of Tesco, among other online grocers in Britain, illustrate the need for sellers to carefully educate customers about new services and coach them in how to get the most benefit from the service.

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