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Tag: consumer behavior

  • 91 Per Cent of Australian Consumers Switch Brands for Better Offers

    91 Per Cent of Australian Consumers Switch Brands for Better Offers

    A report by retail industry association Shop ANZ and consumer insights platform Vypr reveals that 91 per cent of Australian consumers have switched brands for a better offer.

    The study found that 79 per cent of shoppers have visited a different retailer to secure an offer, putting sustained pressure on retailers to continue promotional activity.

    According to the findings, 81 per cent of respondents said price has become a more important factor when purchasing a product than it was a year ago, making customer retention increasingly difficult.

    Promotional Cycles Drain Brand Value

    Heavier promotional spending generates short-term transaction spikes, but it fails to secure lasting customer retention once items return to full shelf price. Suppliers that fund continuous price reductions face falling margins without gaining repeat foot traffic.

    Vypr chief revenue officer Sam Gilding noted the structural weakness of relying on perpetual markdowns. “If a brand is recruiting shoppers heavily and then losing them to the next offer on shelf, it’s funding a cycle rather than building a base,” Gilding said.

    Middle-Aged Buyers Drive Shift

    Demographic data reveals acute pressure among mid-career shoppers, with 42 per cent of consumers aged 35 to 44 frequently switching brands because of a promotion. This demographic carries higher mortgage commitments and household expenses, making them faster to trade down than younger or older cohorts.

    Retailers across the Asia-Pacific region have expanded loyalty apps to protect basket sizes, yet Australian consumer behaviour suggests shoppers treat these programs as discount search engines rather than commitments to a banner. When every rival matches the discount, the retailer funding the deepest markdown simply buys temporary volume at the expense of profit.

    Shelf Pricing Faces Margin Test

    Shop ANZ general manager Carla Bridge explained that while shoppers discover promotions across apps, email catalogues, and social media feeds, purchasing decisions are still confirmed directly at the physical shelf.

    The findings follow two years of compounding inflation across Australian consumer staples, which reshaped grocery shopping habits and made weekly catalogue specials the primary driver of household spending routes.

    Packaged goods suppliers negotiating trade terms for the upcoming trading quarters now face demands from major supermarket chains to co-fund deeper price cuts to protect category volume.

  • Ghost Month Slows Philippine Property Deals and Major Consumer Purchases

    Ghost Month Slows Philippine Property Deals and Major Consumer Purchases

    Philippine consumers are postponing major property purchases and business launches until Ghost Month ends. That pushes transaction volumes into the fourth quarter.

    The seventh lunar month prompts households across the country to delay home handovers, wedding bookings, and commercial openings. Sales inquiries continue. However, buyers hold off on signing binding contracts or moving into finished properties.

    How Cultural Timing Alters Buying Cycles

    This pattern stems from Chinese traditions of ancestor remembrance that remain influential across Southeast Asian commercial centers. Families view big financial commitments as major life transitions. Avoiding perceived risk carries more weight than closing a deal early.

    For retailers and property developers, the slowdown represents delayed demand rather than lost sales. Companies frequently realign marketing budgets and inventory releases. This prevents spending during weeks when buyers intentionally freeze final decisions.

    Aligning Sales Plans with Seasonal Shifts

    Cultural calendars dictate revenue spikes and lulls across other Asian retail sectors as well. Brands routinely adjust operations around the Lunar New Year gift cycle, Ramadan shopping windows, and Christmas retail surges.

    Strategists Josiah Go and Chiqui Escareal-Go will outline consumer decision frameworks for regional operators at the 3rd Marketing Plan Summit on Sept. 22 and 23, focusing on the commercial impact of behavioral timing.

  • Australian Shoppers Trust AI Recommendations over In-Store Retail Staff

    Australian Shoppers Trust AI Recommendations over In-Store Retail Staff

    Australian consumers now place more trust in artificial intelligence for shopping recommendations than in human retail staff, according to new industry research tracking store-floor buyer habits.

    The findings point to a decisive shift in how shoppers research products, compare prices, and finalize purchasing decisions across Australian retail channels.

    The shift away from floor staff

    Shoppers increasingly turn to automated search assistants, chatbot tools, and algorithm-driven recommendation engines before speaking to floor employees. Fast access to product specifications, unvarnished peer reviews, and real-time inventory checks gives digital tools an edge over human staff who may lack deep product knowledge.

    Retail workers face higher shopper expectations as a result. Store visitors often arrive having already researched technical details online, using physical visits primarily to confirm choices rather than seek basic sales guidance.

    What the preference change means for store networks

    Across the Asia-Pacific region, merchants in mature retail markets like Australia, Japan, and Singapore are reallocating technology budgets to support instant customer queries at the shelf edge. Retailers that integrate generative assistants into loyalty apps and in-store digital kiosks capture buyer intent earlier in the shopping cycle.

    Store operators must now decide how to retrain frontline staff to handle complex customer service issues rather than standard product lookup tasks.

  • Over A Third of Asian Shoppers Would Let AI Switch Brands, Accenture Finds

    Over A Third of Asian Shoppers Would Let AI Switch Brands, Accenture Finds

    More than a third of consumers across Asia would let artificial intelligence switch their purchases to a competing brand if the algorithm found a better match, according to data from Accenture.

    The finding reveals that conventional customer loyalty offers little protection against automated shopping tools designed to optimize price and product fit.

    Shoppers who identify as loyal to specific labels are willing to delegate buying decisions to autonomous digital assistants. These systems evaluate alternative products in real time and execute switches without requiring consumers to compare catalogs manually.

    Automated choices challenge legacy loyalty

    Retailers across the Asia-Pacific region have invested heavily in points schemes, subscription tiers, and bespoke mobile apps to lock in repeat buyers. Autonomous software cuts through those incentives by prioritizing immediate utility over historical brand affinity.

    When an algorithm spots a cheaper alternative, faster delivery, or better specifications, consumer willingness to let the machine override personal habits leaves traditional retention strategies exposed.

    The change shifts power toward platforms that control the automated interface rather than the merchants producing the goods.

    Trust gaps determine adoption speed

    Consumer willingness to hand over purchasing authority depends directly on how much trust shoppers place in the underlying algorithms. Retailers operating in Asian markets must now compete not only on shelf presence and digital advertising, but on whether their product feeds are structured for automated evaluation by third-party AI agents.

    Brands that fail to provide clean, verifiable product specifications risk being bypassed entirely by autonomous recommendation engines.

    Enterprise retailers across the region are now reassessing product data infrastructure as agentic commerce tools move from experimental pilots into mainstream consumer applications across Asian digital storefronts.

  • Human Connection Remains Key Driver for Purchases in Southeast Asia Retail, Despite AI Growth

    Human Connection Remains Key Driver for Purchases in Southeast Asia Retail, Despite AI Growth

    Personal trust remains the most significant driver for consumer purchases across Southeast Asia’s US$219 billion market, even as artificial intelligence technologies become more prevalent. This human element is proving more influential than advanced technology in motivating buying decisions.

    Retailers and brands operating in the region are observing that customers prioritise relationships and reliable advice. This trend highlights the need for businesses to balance technological integration with strategies that foster genuine human connection and build consumer confidence.

    Trusting Human Connections

    Consumers in Southeast Asia are more likely to make a purchase when they have confidence in the people or businesses they interact with. This human-centric approach to commerce means that recommendations from trusted individuals, word-of-mouth, and established brand loyalty, often built through personal experiences, hold substantial weight. Businesses cannot solely rely on algorithmic recommendations or automated services to secure sales.

    RetailNews Asia regularly tracks how consumer behaviour in this diverse region is shaped by cultural nuances and evolving market dynamics. This focus on human trust mirrors similar findings in other Asian markets, where authentic engagement often translates into stronger customer retention and higher transaction values.

    Balancing AI With Personal Touch

    For retailers, the challenge lies in effectively integrating AI and other digital tools without eroding the trust built through human interaction. While AI can enhance efficiency, personalise experiences, and streamline operations, it should complement, rather than replace, the personal touch. Strategies might include using AI to free up staff for more meaningful customer engagements or to provide data-driven insights that help build better human relationships.

    The US$219 billion market in Southeast Asia is dynamic, with consumers increasingly sophisticated in their choices. Companies that successfully combine the convenience and intelligence of AI with the irreplaceable value of human connection are better positioned for sustained growth in this competitive landscape.

  • Shrinkflation Pushes Half of Australian Grocery Shoppers to Switch Brands

    Shrinkflation Pushes Half of Australian Grocery Shoppers to Switch Brands

    Eighty-five per cent of Australian grocery shoppers have noticed shrinkflation on supermarket shelves, driving half of them to seek out competitor brands when pack sizes shrink.

    The findings from the 2026 Australian Grocery Shopper Report show that reducing pack volumes rather than raising shelf prices carries immediate commercial risks for FMCG manufacturers. Overall price remains a decisive factor for six in 10 shoppers, but consumers now weigh cost directly against product volume, quality, and ingredient integrity.

    The cost of breaking consumer habits

    Consumer tolerance for stealth volume cuts has eroded sharply across grocery aisles. Focus Insights found that 60 per cent of shoppers do not believe packaged goods companies are transparent about size adjustments. When presented with the choice between a price increase or fewer biscuits in a pack, 59 per cent preferred the product to stay at its original size.

    Downsizing familiar products breaks repeat purchasing cycles. One in two consumers surveyed said they actively seek alternatives if a favourite item shrinks. One in three said they purchase the downsized product less often, and one in five said they stop buying the product altogether.

    The promotional trap for FMCG brands

    Price discounting adds another layer of margin pressure across the category. Nine in 10 shoppers said price promotions influence what they place in their baskets, with 57 per cent stating discounts almost always dictate their purchases. Frequent discounting cycles have conditioned 67 per cent of shoppers to defer purchases until products go on sale rather than pay full shelf price.

    For retailers and consumer packaged goods brands across Asia-Pacific markets, managing rising input costs requires explicit communication on shelf. Quietly trimming product weights threatens core volume share in high-frequency categories where private label substitutes are readily accessible.

    Focus Insights chief executive Deane Hubball and Believe You Me founder Blair Triplett will present the detailed category breakdowns and shopper sentiment data at industry briefings in Melbourne and Sydney next month.

  • Retailers acknowledge the new paradigm shift in consumer behavior

    Retailers acknowledge the new paradigm shift in consumer behavior

    Indian retail is coming to terms with the digital disruption that is converging the online and offline retailers to explore customer insights using artificial intelligence in the new landscape for retail that is set to usher.

    At the two-day conclave of India Retail Forum 2018 that concluded today, experts across the spectrum deliberated on the affluence index and retail potential in the country and the tectonic shift in changing space allocation at shopping malls towards food and entertainment as online takes precedence in shopping.

    With the advent of the online shopping, malls are getting reconfigured with food and beverage along with entertainment now allocating for up to 40 percent for the space compared to 15-17 percent in the past few years, said Ashutosh Limaye, Director & Head, Consulting Services, ANAROCK Property Consultants.

    Mobile penetration on the other hand has boosted online shopping with lower cash on delivery and more through payment gateways. Moreover, with messaging on the rise, the internet linked mobile usage is set to reshape the retail business with mobile moving from being a mere technology to consumer behavior.

    “By 2020 mobile will drive the majority of all sales but 90 percent plus of these sales will still occur in stores,” said Prateek Sinha, Industry Manager, Retail & E-commerce, Facebook India.

    Further, mobile is increasingly reshaping the retail business with 2.2 hours per day mobile usage per young adult and 80 percent users using net on their mobile while watching TV, he said.

    Over the past four years, share of e-commerce transaction over mobile has rose to 29 percent from 7 percent while Cash on Delivery has declined to 16 percent from 31 percent.

    “Decreasing data prices and a ubiquitous mobile penetration is driving the always online consumer with attractive online deals and discounts,” said Anurag Mathur, Partner & Leader – Consumer Goods & Retail, PwC Strategy.

    Amid the rising online shopping fueled by internet and mobile penetration, the digital disruption has impacted the brick and mortar retail malls, that had seen record supply and absorption in 2011.

    Since then there has been a rationalization of supply in recent years. However, the future looks promising with healthy supply pipeline and robust absorption going forward, said Shajai Jacob, Director and Head, Marketing, JLL India.

    The two-day conclave also gave indications about increasing amicable relationships between offline and online players with global retail giants like Walmart, Amazon, IKEA showing interest in the Indian growth story.

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  • Winning the hearts and wallets of today’s tech-savvy customers

    Winning the hearts and wallets of today’s tech-savvy customers

    New-age digital customers are changing, so are the ways to keep them hooked. Today’s customers in Asia, like those elsewhere, expect seamless and consistent omnichannel experiences along with the best quality and price. Thanks to a plethora of touch-points, selling is no longer a linear process and requires a constant connect with customers. Customer engagement now rides heavily on technology, which, in turn, drives each step of the buying decision and beyond.

    As retailers struggle to come up to speed with fast-changing customer behavior, the threat from new-age global digital players has become very real – the disruption has happened in a very short time.

    A big challenge for retailers involves bridging the gap between what they have to offer and what customers want. A Forrester survey shows that while 60% of retailers believe their company provides an exceptional customer experience, only 31% of customers reported having consistently positive experiences.

    Retailers are also struggling to effectively utilize digital capabilities in serving customers. Around 84% retailers in the survey rated themselves over 8 (on a scale of 10) in digital maturity of the services they provide to their customers. But a whopping 51% reported challenges in leveraging those capabilities to provide consistent customer experiences.

    Walk alongside, not behind

     The customer is well and truly the king now. Retailers must adopt a customer-centric approach. An ideal customer-centric approach will ensure that the focus is on enhancing customer experiences while simultaneously understanding customer behavior and attitude.

    The ideal starting point towards this goal is to review the digital customer touch-points and assess whether customer interactions are designed to enhance both customer experiences as well as the organization’s ability to understand customer intent and preferences.

    While the fundamentals of product, price and service are just as relevant as ever, a 360-degree approach to understanding customer interests, attitudes and behaviors is necessary for retailers to meet customer expectations.

     Attention – the first step of the A-I-D-A (Attention, Interest, Desire and Action) model — is being grabbed by retailers who offer exciting technology experiences to customers. The likes of Alibaba and Myer introduced virtual shopping experiences earlier this year, allowing customers to wear headsets and enter virtual stores to browse through products. Several retailers are leveraging personalized products, interactive digital displays, touch-and-go payment applications, body scanners and magic mirrors, all of which have the potential to bridge the gap between the online and the offline worlds, accelerating the promise of a “smart” shopping experience that recognizes and delights the new-age consumer.

    Accelerate towards omnichannel 2.0 with caution

     While the basics of omnichannel retailing must be in place, customers today demand excellence. This means even one part of the experience falling short of expectations can undo the greater experience retailers may have delivered across other channels.

    Checking the box too quickly on omnichannel programs, before ironing out the issues with in-store operations, can lead to poor customer experiences, low adoption rates of these services, and even customer attrition. Retailers must look at their store environments to see where opportunities exist for improving not only digital experiences, but also the interactions and processes that form the key components of the shopper experience.

    Strengthen the purchase beyond purchase

    Buying is no longer a sequence of steps. There is much more back-and-forth, many comparisons, multiple channels and several decision points – all driven by technology. It is important to bring the customer back too. Customers are excited by technology, and technology becomes a companion to customers in their path to purchase and beyond.

    Retailers must design experiences that encourage shoppers to come back. Post-purchase experience is one of the important touch-points that can influence customers and inspire loyalty.  The first 24 hours after a purchase is the ideal time to build trust by delivering more content or asking for feedback. That helps capture emotional highs – both positive and negative – and translate them into better actions. Negative outcomes can be turned into opportunities to connect with customers and positive outcomes can be used to strengthen relationships.

     A big opportunity awaits

    Highly connected customers bring with them very high expectations, settling for nothing less than the best experiences and deals. This creates a lot of opportunities as well as challenges for retailers to gain and retain those customers. Successful retailers will be the ones who leverage technology to engage with customers – well beyond buying – in innovative ways, focus on all touch-points to impress customers and glean insights, and provide a seamless, integrated experience across channels.

     

    by  Singaravelu Ekambaram, Global Delivery Head, Retail and Consumer Goods, Cognizant

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  • Asian online shoppers habits uncovered

    Asian online shoppers habits uncovered

    Asian online shoppers research, locate, engage with and purchase products and services in entirely different ways in different markets, according to a new report.

    For example, almost all consumers in Indonesia knowingly provide brands with wrong details, including name (93 per cent), phone number (94 per cent), and email address (95 per cent) when researching or shopping online

    And the biggest driver of online-to-offline (O2O) conversions is with email in Singapore; SMS in Indonesia; chat apps in China; social media in Malaysia and Thailand and video ads in Hong Kong.

    And 27 per cent of consumers in China and 10 per cent of consumers in Singapore unknowingly input wrong payment details, breaking the region’s eCommerce’s momentum.

    Those are among many takes from The Digital Consumer View 2016 (Asia) report, released by global information services specialist Experian today, containing research from International Data Corporation (IDC), aimed at helping businesses better understand digital consumers in Asia.

    The report reveals how consumer behaviour varies across the key Asian markets of Singapore, Malaysia, Indonesia, Thailand, Hong Kong, and China, based on surveys with over 1200 digital consumers.

    Differences exist across channels (SMS, app notifications, email, social media, chat apps), devices (smartphone, feature phone, Wi-Fi/cellular tablet, wearable) and content (ads in email, ads in mobile apps, ads in social media, video ads on websites, and search ads). The findings highlight the complexity of reaching digital consumers in Asia across many channels, but also highlight how crucial that is, says Jeff Price, MD of Southeast Asia at Experian.

    “While the region is fast-growing, consumer behaviour in each market has unique disparities. Businesses today cannot succeed without intelligent insights based on consumer data,” he advises.

    “Asia is in the midst of a great digital revolution, with an explosion of smart devices, social media interactions and eCommerce transactions. While this evolution has greatly enabled and empowered both sides, it has also challenged businesses to be more effective and targeted in the way they communicate and market to this modern, digital-savvy consumer.

    “For companies to keep up with digital consumer behaviours – how they act on information – it’s absolutely vital to adopt and leverage what their consumers are providing them with every day – invaluable data. Businesses slow to act on this data will see their competitive advantage erode.”

    Key findings

    Experian - DCV - Region - Key findings

    • Search and discovery: Social media is the top channel in Singapore (31 per cent), Malaysia (49 per cent), Indonesia (67 per cent) and Thailand (58 per cent). It’s equally important as chat apps in China (47 per cent); in Hong Kong, video ads (63 per cent) trumps all.
    • Triggering product interest: Social media, once again, is the key driver in Singapore (28 per cent), Malaysia (44 per cent), Thailand (49 per cent) and Hong Kong (25 per cent). However, in Indonesia it’s SMS (62 per cent), and in China it is chat apps (48 per cent).
    • Triggering purchase intent: Email is the biggest driver of online to offline conversion in Singapore (27 per cent); SMS tops in Indonesia (57 per cent); chat apps in China (45 per cent); social media in Malaysia (44 per cent) and Thailand (51 per cent); and video ads tie with social media in Hong Kong (23 per cent).
    • Finding good deals: For unplanned purchases stemming from promotions, email leads in Singapore (34 per cent); social media in Malaysia (50 per cent), Indonesia (68 per cent) and Thailand (58 per cent); SMS in Hong Kong (36 per cent), and social media in China (51 per cent).
    • Brand engagement: Email is key for marketers to build engagement in Singapore (58 per cent) and Thailand (60 per cent); chat apps in Malaysia (62 per cent) and China (70 per cent); banner ads in Indonesia (56 per cent), and SMS in Hong Kong (61 per cent). While email is important, marketers need to be wary: more than 70 per cent of consumers reported receiving too many emails, up from 52 per cent in 2015.

    Experian - DCV - Region - The rise of omni-channel engagement 1

    Shiv Putcha, associate director, consumer mobility and telco strategy with IDC Asia Pacific, says businesses and brands cannot afford to ignore Asia’s multi-trillion-dollar digital commerce market. China alone is now the world’s largest retail market.

    “The challenge lies in the fact that the region has extraordinary differences – language, economy, purchasing power – and consumer behaviours, especially with the digital generation. That uniqueness will not diminish over the next few years and may even increase, making it challenging for marketers not using data-driven insights to research, plan and execute effectively. The Digital Consumer View 2016 (Asia) will hopefully serve as a valuable guide to deciphering some of these key trends, mapping the path forward for brands and their connected consumers.”

    Experian - DCV - Region - Top 3 types of ads that influence consumer's buying behavior

    Key Learnings for marketers in Asia

    • Over-reliance on a single marketing channel will not work. Depending on the country and its current state of digital sophistication, marketers need to think carefully about the right mix of channels to employ.
    • Quality over quantity. Consumer preferences for receiving promotional material varies from market to market, and by specific use cases. On a broader level, more is not necessarily better. A relevant and targeted message will ensure better conversion. Too much, and consumers are inclined to unsubscribe, delete, or mark content as spam.
    • The quality and integrity of data is crucial for marketers to find success. A significant number of consumers across the region either knowingly or unknowingly provide inaccurate information, which in turn causes errors and inaccuracies in marketer’s data sets. Around 27 per cent of consumers in China but only 10 per cent in Singapore unknowingly input wrong payment details; 40 per cent of consumers in China, and over 20 per cent of consumers in the rest of the region provide a wrong address at online checkout.

    Asia comprises 49.6 percent of the world’s Internet users, according to Internet World Stats (2016), digital commerce in the Asia-Pacific (excluding Japan) region will rise to US$17 trillion by 2019, up from US$7 trillion in 2015 according to International Data Corporation (IDC). The combination of rising incomes, increased consumption, acceleration of internet use, and the proliferation of mobile broadband access continues to unlock tremendous opportunities for marketers across the continent.

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  • Chinese shoppers feel safer online

    Consumers across Southeast Asia and Greater China feel safer paying in a brick and mortar environment as opposed to online; sole exception is China

    According to the inaugural MasterCard Safety and Security Index, consumers across Southeast Asia and Greater China cited identity theft and ATM-related fraud as the top two security concerns when it comes to electronic payments.

    Some 42 per cent of consumers in Southeast Asia (Indonesia, Malaysia, Philippines, Singapore Thailand, and Vietnam) were most concerned with ATM-related fraud such as a stolen card, card cloning or skimming. In the Greater China markets (China, Hong Kong and Taiwan), this figure was 31 per cent.

    But the biggest surprise was in confidence in shopping online. The Index showed that in general, consumers across Southeast Asia, and the markets of Taiwan and Hong Kong still feel safer paying in a bricks and mortar environment than buying online. China differed, being the only market where consumers felt paying online was safer than in a physical store; even more so than in Singapore.

    Almost every consumer polled in the Greater China markets had made an online payment in the past year. Consumers in China (62 per cent) particularly favored the use of digital wallets in online electronic payments over those in Hong Kong (14 per cent) and Taiwan (29 per cent).

    Consumers across Southeast Asia (35 per cent) and Greater China (32 per cent) were almost as equally concerned about identity theft in relation to data breaches. This includes personal data such as bank details, personal IDs, addresses, and signatures that are stolen or compromised through websites. In both regions however, it appears that these concerns do not directly stem from consumers’ own personal experiences but rather, as a result of the perceived severity of fraud based on what was reported in the media.

    MasterCard chart1

    Meanwhile, the Index also reinforced that banks continue to play a critical role in ensuring payment safety and security for consumers in Southeast Asia. This is both, because of the high levels of trust consumers place in banks as well as the reliance that consumers have on banks to help them resolve issues that crop up in this area.  Banks are often the first line of defense and recourse for the affected consumer – nearly half of all consumers in Southeast Asia who experienced ATM fraud first approached their card-issuing banks for advice.

    “The fact that most cardholders have a primary relationship with their banks, has an obvious and deep-rooted correlation to their sentiment, around who they trust most when it comes to ensuring the safety and security of electronic payments,” said Ari Sarker, oo-president, Asia/Pacific, with MasterCard.

    “This was emphatically reflected in the feedback from all the markets in Southeast Asia and Greater China. However, in Singapore in particular, in addition to banks, consumers also placed significant trust in the government, which is a natural outcome given the country’s strong regulatory environment and overall reputation around safety and security.”

    None of the respondents surveyed in Southeast Asia placed any trust in local websites, suggesting that there is still a lot of work to be done by local eCommerce merchants to ensure that they meet global security standards for payments and build consumer confidence on this front.

    In Greater China, aside from banks and governments, merchants were also seen to have a growing responsibility in ensuring payment safety and security, with 28 per cent of consumers in these markets going to merchants as their first recourse in seeking resolution for payment safety and security issues. Furthermore, merchants in these markets were instrumental in solving 40 per cent of all online electronic payment disputes.

    These and other key findings of the MasterCard Safety and Security Index will be discussed at the MasterCard Global Risk Leadership conference in Singapore on August 26 – 27. The 20th edition of this conference will gather global payment risk leaders to share best practices in fighting fraud together, as an industry. The conference demonstrates MasterCard’s commitment in helping partners and customers fight fraud using the latest tools, processes, and technologies so there is no one weak link in the payments ecosystem.

    The survey was carried out across in six markets in Southeast Asia (Indonesia, Malaysia, Philippines, Singapore, Thailand, and Vietnam) as well as three markets in Greater China (China, Hong Kong, and Taiwan). A total of 6600 consumers and 100 merchants were polled online and face-to-face between January and May 2015 on questions relating to the payments security landscape, payments in brick and mortar and online, safety and security payment concerns and experience with payment fraud, among others.

  • Retailers in China have to adapt to thrive within the “new regular”

    Conventional retailers and shopper items corporations want to vary the enterprise methods shortly within the realities of a “new normaI” in China. Worldwide shopper companies, particularly, have to be extra versatile and complicated with their offline and on-line propositions to be aggressive, in line with a brand new report by OC&C Technique Consultants.

    The New Regular: Time to cease making excuses and adapt as an alternativeunits out a roadmap for retail companies responding to the change in progress dynamic in China. The report reveals that offline targeted companies who used to see the retail progress of nearer 13-14 % earlier than at the moment are seeing nearer to 7-Eight % if they’re nationally distributed and even as little as Three-Four % if they’re extremely targeted on tier one and two cities. Equally, these companies which might be under-exposed to well-performing areas of the market, reminiscent of on-line and decrease tier cities, have seen their progress charges halved up to now two years.

    A number of the largest offline operators reminiscent of grocers, malls and electrical shops, have skilled particularly troublesome occasions as they’ve been depending on additional area to drive progress. Many overseas shopper items corporations additionally suffered because of the emergence of home on-line gamers with their very own shops hosted by Tmall, inflicting many shoppers to shift away from established, worldwide manufacturers as they transfer on-line.

    “There’s nonetheless loads of progress to be present in China, nevertheless corporations must be nimble to profit from it. Accepting this new regular actuality, understanding the right way to faucet into these areas of market progress, after which planning and investing appropriately for the longer term will put retail and shopper items companies on a stronger footing,” says Richard McKenzie, Companion, OC&C Technique Consultants.

    Regardless of considerations over slower, and even destructive progress for some retailers, China continues to increase far faster than most different world markets. With ranges of private disposable revenue remaining excessive and shopper confidence nonetheless robust, the fast problem for retailers and shopper items corporations is to turn out to be profitable on-line, because it now accounts for over half of retail market progress.

    There are 4 key actions that shopper companies in China have to be contemplating as a part of coping with this modification in progress dynamic:

    1. Be practical about underlying market and price range appropriately: So as to carry out like the general market, multi-nationals particularly have to undertake a extra balanced strategy that provides applicable consideration to the expansion pillars of on-line and decrease tier cities.

    2. Offline is way from lifeless however does deserve much less focus: Though nonetheless the most important channel for many retailers, an excessive amount of of a spotlight might maintain again the enterprise for embracing the quicker shifting on-line market.

    Three. Look to decrease tier cities: Extra engaging than ever as a supply of progress, companies want to make sure they’ve entry to those shoppers in decrease tier cities, though the size of alternative might be very totally different for every enterprise and any strategy will must be tailor-made.

    Four. Constructing the correct proposition for progress in every channel: The expansion and pricing dynamics of every channel are radically totally different and must be assessed individually, relative to each a enterprise’s personal efficiency and people of its rivals.

  • Shopper confidence in Vietnam up in 1Q

    Shopper confidence in Vietnam up in 1Q

    The buyer confidence index in Viet Nam elevated by six factors to 112 factors over the past quarter, in response to Nielsen’s reort for the primary quarter of 2015 launched on Might 20.

    This was the third third consecutive improve and the nation’s highest rating since 2010, making Viet Nam the sixth optimistic nation on the planet.

    The report confirmed a continued development in the direction of saving cash by 86 per cent of interviewees over the previous yr. Greater than half (56 per cent) stated that they had reduce spending as a result of they believed the nation was in financial recession.

    Greater than 60 per cent stated they minimize spending on new garments and tried to economise on electrical energy and fuel use, and 57 per cent skimped on leisure.

    Vietnamese at the moment are among the many world’s greatest savers. Seventy eight per cent put their spare cash into financial savings, the report stated. Nevertheless, 44 per cent have been nonetheless able to pay for holidays and 40 per cent needed to spend on hi-tech devices.

    Well being was the most important concern for Vietnamese, not the state of the financial system or job safety, in response to the report. One in each 5 have been nervous about their well being, whereas 15 per cent have been involved concerning the financial system and solely 16 per cent anxious about job safety.

    The quarterly report confirmed shoppers in Southeast Asian have been probably the most optimistic. Three out of 5 nations with the very best shopper confidence scores have been Indonesia with 123 factors, the Philippines with 115 factors and Thailand with 114 factors

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