Brick-and-mortar stores—which include discount stores, specialty stores and department stores—remain the main channel at which surveyed men most often purchase menswear, for a total share of 78.3% as of June 2016.
The majority of surveyed men have purchased menswear online, with 67.0% having done so in June 2016. However, those who do over half of their menswear shopping online remained a small minority, representing only 14.8% of surveyed men, whereas those buying most often online was a niche segment, at 2.6%.
The number of Amazon menswear customers has doubled over the past five years―23.4% of those surveyed bought menswear at the online retailer in the three months prior to June 2016, up from 9.4% in June 2011. However, those buying menswear most often at Amazon remained a niche segment, with a share of 2.1% in June 2016.
Amazon, Kohl’s and Walmart appeal to price-sensitive customers―over 85% of their customers cite price as the reason they shop there. Macy’s positioning differs slightly, in that it has an edge on selection and style compared to the other top retailers.
Deborah Weinswig, a top-ranked global retail analyst who writes about retail and tech, recently authored “The ‘Recycling’ Of Department-Store Shoppers — And Why Amazon Could Gain From Macy’s Closures” for Forbes.com. In the article, Deborah uses unique consumer insights from Prosper Insights & Analytics to show how Macy’s store closures will benefit Amazon. This article is timely for anyone in the retail industry and we think you will enjoy it.
It’s been five years since Best Buy unwittingly acquired the “showroom” moniker thanks to online-upstart-turned-serious-competitor Amazon.com. I’ve previously detailed the showroom showdown between the two electronics giants as well as Best Buy’s issues converting its shoppers into buyers. And since then, Best Buy has made concerted efforts to improve its profile among consumers by investing in customer service, updating the in-store experience (e.g. the Samsung Experience Shop), and promoting the Internet of Things (IoT) while minimizing the space out-of-date products waste on the sales floor (so long, digital cameras). Perhaps more importantly, though, Best Buy implemented a competitor price matching policy aimed at preventing shoppers from leaving stores (or abandoning its website) empty-handed. So how have consumers reacted to Best Buy’s changes? New analysis from Prosper Insights & Analytics’ monthly survey of more than 6,000 U.S. consumers nationwide reveals the progress Best Buy has made with shoppers over the past five years as well as the challenges that continue to haunt the electronics retailer in its battle with Amazon. Continue reading →
Prosper Insights & Analytics™, a leading provider of business intelligence solutions, has released a new report available for purchase titled, “Prime Risk: A Retailer’s Guide to Understanding Amazon Prime Members.”
Over the past several years, as Amazon.com has grown its market share, loyal customer base, and product lineup, it seems that many competing retailers and brands underestimated – or were in complete denial of – Amazon’s impact on the retail industry and shifting shopping habits as consumers increasingly became comfortable purchasing online. Amazon is no longer an abstract digital pest for retailers – it’s a full-blown disruption to the industry as a whole. Shoppers, who are increasingly becoming Prime converts, LOVE the change, which in turn threatens the livelihood of every other retailer in the industry. As they gravitate toward Amazon in search of products, information, and other digital services, traditional retailers are left to compete for shrinking share of consumers’ wallets.
For retailers no longer in denial about the effect Amazon has had on both shoppers and the retail industry, this report is to serve as a guide to understanding Amazon Prime from the point of view of consumers, identifying which retailer shopper groups and formats are most at risk for losing customers to the Amazon vortex. Continue reading →
Prosper Insights & Analytics, a leading provider of advanced business intelligence, released the Holiday 2016: Top Trends at the Morgan Stanley Global Consumer and Retail Conference today. Pam Goodfellow, principal analyst for Prosper, presented unique trends that are emerging this holiday season.
Anxiety and frustration regarding the 2016 presidential election seem to have affected consumers’ holiday spending outlook, which was recorded in early October. Planned spending per person on items such as gifts, décor, cards, foods and flowers is expected to be $796* in 2016, compared to $819 last year. However, as of early November, several of Prosper’s broader financial trackers indicate that consumers have become less conservative with their spending plans month-over-month and year-over-year, suggesting that, despite political uncertainty, shoppers are gearing up for holiday spending. Continue reading →
Building on a strengthening housing market, Home Depot and Lowe’s each recently reported Q2 gains that bucked general shopper trends for traditional retailers, leading many to speculate that the home improvement titans were more immune to current digital pressures, aptly titled the “Amazon Effect.” With Home Depot arguably the stronger performer of the two – I’ve previously detailed the struggles Lowe’s has had in the past with attracting male shoppers as well as with its regional competitor Menards – recent analysis of the digital generation, a.k.a. Millennials, exposes vulnerabilities that Lowe’s in particular faces with this next great generation of spenders. Continue reading →
Guest post by Ron Lunde, Senior Marketing, Advertising Executive & Market Strategy Consultant
Choices = Disruption What must companies do today to generate billions of dollars in revenue, create thousands of jobs, reward investors and sustain the environment —Survive? They have to think about it. They have to make new choices. They have to think outside the box, they have to think in new boxes. They must reframe both their personal and corporate mental & business models. They have to be able to Innovate and Re-Innovate.
Cell phones weren’t introduced by AT& T
Online mapping was not introduced by Rand McNally
Overnight package delivery wasn’t introduced by the U.S. Postal Service
Diet and caffeine-free soft drinks weren’t introduced by Coke
There is a significant lost opportunity and cost inflicted on companies if their management teams are mired in the status quo, teams that don’t or can’t tackle the hard work of Innovation and Re-Innovation. Continue reading →
The recent record-setting acquisition of e-commerce start-up Jet.com has certainly given Wal-Mart Stores its fair share of headlines lately. The deal, which is still subject to regulatory approval, has been heralded as Wal-Mart’s strike back at rival Amazon.com and a jolt to the discounter’s standing in the digital retail arena, vis-à-vis Jet.com’s innovative Smart Cart technology as well as it’s potentially lucrative base of younger (read: Millennial) and more affluent shoppers. However, recent analysis of consumer data collected by Prosper Insights & Analytics suggests that Walmart.com is struggling with deeper, core customer issues that the Jet.com buyout isn’t likely to fix. Continue reading →
Nearly a year after its test launch, Wal-Mart Stores recently revamped its ShippingPass delivery subscription program, rolling back the price of a yearly membership by $1 – to $49/year – and speeding up the delivery time frame from three days to two. At the time of these changes, mid-May, the program appeared to be invitation-only, allowing interested shoppers to sign up for a wait list for membership. As of late June, while ShippingPass is still termed a “pilot” program, Walmart – per its website – has opened up subscriptions to “everyone, no invitation required.” With Walmart now offering comparable shipping speed at half the price of Amazon’s popular Prime membership, has consumer interest ignited for ShippingPass? Continue reading →
It’s been nearly a year since Jet.com, a direct challenger to the Amazon.com e-commerce empire, launched onto the retail scene. And over this relatively short time period, Jet.com has dropped its initial membership model, instead offering free shipping on orders over $35, two-day delivery on common household essentials, and an almost game show style shopping experience where customers unlock new deals and discounts when they waive free returns, buy in multiples, pay with debit cards, or add specific items to their online carts. On paper, this business model seems like a surefire way to gain savings-hungry, free shipping-loving shoppers’ attention. So is Jet.com making inroads with consumers? Or is the site destined to become another blip on Amazon’s radar, à la once hot flash-sale sites like One Kings Lane? For this analysis, we’ll take a look at Prosper Insights & Analytics’ latest consumer insights on Jet.com shoppers – including repeat purchasers – as well as how the Jet.com shopping experience stacks up against Jeff Bezos’ behemoth. Continue reading →