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Your client, FreshMart, sells both in-store and online. The exhibit breaks customers into four mutually exclusive behaviors: In-store only, Online only (delivery/ship), BOPIS (buy online, pick up in-store), and Subscription (auto-replenishment). Totals vary by year.
Analyze the exhibit and answer the following:
1. How are shopping preferences shifting across these behaviors?
2. What’s the likely impact on FreshMart’s store footprint, labor, and unit economics?
3. Which two initiatives should be prioritized to capture upside while protecting margins?
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Your answer:
📋 Solution:
Shifts (high level)
- Online-only surges ~6k → ~16k; biggest contributor to growth.
- BOPIS rises ~3k → ~7k; subscription ~1k → ~4k.
- In-store-only falls ~14k → ~8.8k.
- Total customers grow materially → this is mix shift to digital, not a shrinking base.
What it means
- Stores face lower pure-walk-in traffic and more pick/pack and pickup volume.
- Cost-to-serve rises for delivery; subscriptions improve predictability and retention.
Priorities
- Priority 1 — Online-only (largest): Now ~16k customers in 2025. Scale profitably: push conversion/AOV (better search/upsell) and keep delivery unit economics tight (order thresholds, batching, dynamic slot pricing).
- Priority 2 — BOPIS (next biggest; subs also rising): ~7k customers in 2025 (subscriptions also growing to ~4k). Make BOPIS the default low-cost option—expand pickup capacity, set a clear 30-min promise, and incent switch-overs at checkout; surface “subscribe & save” for staples.
Further consideration: Don’t neglect core stores—in-store-only ~8.8k still represents a large revenue share; keep a strong in-person experience and use select stores as micro-fulfillment/pickup hubs.
