"The e-commerce food business we've been building is important not only because of the volume it's driving but, strategically, it's helping to grow the number of omnichannel customers we serve," McMillon said, adding that customers who shop online and in stores spend almost twice as much as other customers.
But he denied that the huge migration of retail sales online represented a threat to the high street, adding that John Lewis customers who shopped both online and in-store spent more with the retailer.
In-store spending slid 2.3% in the first 10 days of December according to Barclaycard, while online spending rose 9.4%, leaving overall spending virtually flat year on year.
Surprisingly, conducting prior online research on the retailer's own site or sites of other retailers led to 13% greater in-store spending among omnichannel shoppers.
First is the "cash-back payments to consumers" model, where catalogue-style discounted outlets such as Quidco give you money back on in-store spending — but only on a store-by-store basis.
Customers can also check-in via the digital card app in order to earn points with the store, or, if the business chooses, customers can collect points based on their in-store spending amounts instead.
For instance, in a commercial by BBDO New York, two candidates for City Council who meet in a FedEx Office store spend the 30 seconds insulting each other.
"Then there are the guys with John Lennon glasses who spend too much time in record stores, spend more money in them now because they have jobs, and their wives and kids worry about them because they're so serious.
This is followed by in-store training employees spend time making beverages, talking to customers, and learning the business on the floor.
A shopper who received a location-based coupon for the same store spent about 13½ minutes in the store, and spent $41.25, whereas a recipient of a random coupon roamed the store for more than 28 minutes and spent just $23.50 on average.
The state Court of Appeal reversed the trial judge, finding that managers in different stores spent their time in such different ways that they were not similar enough to be treated the same in a mass trial or settlement.
