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Lewis, who turned 50 and got married last year, just as he was trying to jump-start the Tesco juggernaut, says his focus so far has been on getting existing shoppers to spend more.
But it illuminates the company's strategy of focusing its marketing on existing shoppers and increasing basket size and value, whereas more conventional grocery store marketing is geared toward driving customers into the store.
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Instead, they say, future sales growth will come as existing online shoppers buy more.
But rather growth is down to existing web shoppers spending more of their time and money online — and spending it on a variety of goods.
But rather growth is down to existing web shoppers spending more of their time and money online — and spending it on a variety of goods.
The focus has shifted to cost cutting, streamlining the business and pulling in more shoppers to existing stores.
And retail's simple moneymaking ways of yesteryear find a catchy concept, fuel growth by opening new shops and attracting more shoppers to existing ones, use your growing size to squeeze suppliers for better margins have run out of steam.
Wal-Mart has turned its focus from opening stores to capturing more shoppers at existing ones with in-store foods brands, which are especially profitable.
It's an extension of Tesco's existing "price promise" scheme, where shoppers received a voucher if their basket of goods was available cheaper elsewhere.
So the success of Whole Foods' new chain relies on a strategy that both differentiates it from other grocery stores and does not steal shoppers from Whole Foods' existing stores.
Each state must now decide whether to go along with the changes, which would let would-be exchange shoppers extend their existing coverage.Buy-in from the states is far from assured.
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