For specialty retail, shopper experience has always been
the key point of difference. While the tactics may be chang-
ing, the basic premises of service, selection, and engagement
remain constant. What feels different today to consumers are
the added factors of purpose and belief.
Many consumers are inclined to support small busi-
nesses. But, as a retailer, how do you earn such belief in
your store's success that your consumers will regularly act
on that inclination?
• We believe in you when you show us—and not just with
a friendly message on the register receipt—you care that
we came into your store.
• We believe in you when good employees choose to work
for you.
• We believe in you when your staff is motivated to ex-
pand our food horizons.
• We believe in you when you teach us something about
the food you sell.
• We believe in you when you adapt your business to mod-
ern circumstances. For example: Can we just as easily
grab-and-go as we can browse and explore? Can a parent
order online and safely pick up without unstrapping a
carload of toddlers?
FROM THE PUBLISHER
Why We Believe in Specialty Retail
SPECIALTY FOOD
ASSOCIATION MEMBERS:
Discuss this topic in the Solution
Center on specialtyfood.com
Chris Crocker
Director, Media Development
ccrocker@specialtyfood.com
When we learn that you show
any purpose that's bigger than
your business—and not just
because it looks good for your
business—we believe in you.
When we learn that you support the local food bank,
employ the disadvantaged, support small farms, promote
fair trade, or otherwise show any purpose that's bigger
than your business—and not just because it looks good for
your business—we believe in you.
What can undermine our belief in you? Food snob-
bery ... or any kind of snobbery, for that matter. Disdain
for your employees. Enabling disdainful employees. Pre-
tending you know something you don't. Expired product.
Unsafe food handling. Discovering that we're paying a pre-
mium price for substandard product.
Satisfying our belief can be costly. It involves invest-
ment in people, products, and practice. As a general rule,
the prices your customers are willing to pay will be directly
proportionate to the experience they have in your store
and to their desire for you to succeed.
A
lot has been said about the brick-and-mortar shopping experience in the face of almost
unlimited online access to products. Retailers of all shapes and sizes are focusing on how
to better compete by enhancing how they engage consumers both inside and outside of the store.
FALL 2019 5
