Digital Shopping Statistics 2012

d i g i ta l
shoppING
W H AT YO U N E E D TO C O N S I D E R
OCTOBER 2012

Meet the
d i g i ta l
shopper
connected, savvy and actively
seeking choice, convenience
and value for their doll ar.

Success in the digital shopping environment requires a deep
understanding of shopper needs, how a product category gets shopped
and the ability to cost effectively deliver a product to the consumer.

The digital revolution has transformed industries like music, books and
travel almost entirely because e-commerce solutions delivered shopper
needs in ways that traditional channels couldn’t match. Gone are the days
where we had to buy an entire album because of a particular track. With
iTunes, it is so much easier and economical to customize a personal music
library and deliver it digitally. It is much more convenient to visit travel
sites like Expedia or Travelocity to research, compare and make purchases,
rather than visiting a travel agency. In publishing, Amazon’s endless book
selections, authentic reader reviews, personalized book recommendations
and e-book options are hard for brick-and-mortar bookstores to match.
Amazon’s edge in giving shoppers tailored and relevant choices as well as
highly competitive prices has forced traditional booksellers like Borders
to close, and has set Amazon on pace to own more than half of the books
business in the United States across all formats by the end of 2012.i

So are consumer packaged goods (CPG) next in line? Is technology a
friend or a foe to retailing in CPG? What does it take for CPG marketers
to be shopper centric in a digital world? This paper provides a thorough
assessment of the impact of digital on the CPG industry, and outlines key
principles for marketing success in a world where digital is a new normal.

While we acknowledge that both shopper understanding and economic
considerations dictate success in the digital world, this paper focuses
primarily on the former: the shopper, their category needs and the digital
touchpoints that influence their behavior.

2 DIGITAL SHOPPING | WHAT YOU NEED TO CONSIDER

DRIVERS OF SUCCESS

WHO SHOPPERS MATTER

WHAT CATEGORIES MATTER

HOW Touchpoints matter

Copyright © 2012 The Nielsen Company 3

shopper
N EEDS
Fundamental truths
about shopping

Digital technology is widely pervasive today and will only continue to grow
at a rapid pace into the future. Over 274 million Americans have access
to the Internet. ii As of March 2012, 117 million people had smartphones,iii
and approximately 80 percent of them were using smartphones for
shopping activities like finding stores, making lists, checking prices,
researching products, sharing content and purchasing.iv

Amidst these activities, people continue to want to satisfy three
fundamental needs when they shop: convenience, choice and value for
their money. Convenience is the ability to deliver a shopping solution
that requires less time and effort. Choice is simply more variety to cater
to a broader set of consumer needs. Price-value is the level of quality
delivered at a certain price point. For nearly two centuries now, retail
formats have evolved to better address these needs.

RETAIL FORMATS EVOLVED AROUND FUNDAMENTAL SHOPPER NEEDS

natural/specialty
food stores hypermarkets/
mass merchandisers

CHOICE
warehouse
club stores
pharmacies
supermarkets PRICE - VALUE

dollar stores

CONVENIENCE
convenience stores


Ample evidence suggests that these needs have been just two percent of total CPG sales. We believe that while
responsible for retail evolution. Shoppers who found digital will continue to play an increasingly important role
the need to visit multiple stores to buy consumables in the CPG industry, online shopping will not completely
and household products inconvenient, migrated to replace trips to stores any time soon. E-commerce does
supercenters introduced by Meijer for a ‘one-stop- offer a few benefits and has enjoyed some success,
shopping’ experience. Convenience stores also offered particularly with shoppers in densely populated urban
an alternative to supermarkets for shoppers on ‘grab and settings that are seeking convenience. However, brick-
go’ trips. In recognition of shoppers’ desire to economize, and-mortar stores also enjoy key advantages over
Walmart focused on lowering supply chain costs, increasing e-commerce and have prevented e-commerce from
efficiency and providing value to shoppers in terms of gaining widespread adoption. As illustrated below, both
everyday low prices. More recently, shopper needs for virtual and physical stores deliver convenience, choice and
natural or ethnic products have emerged. Retailers like price-value to shoppers in their own way.
Trader Joe’s recognized this need for choice early on, and
implemented a culturally-tailored approach to offer unique While e-commerce may not replace traditional grocery
product selections to a fast growing multicultural group shopping in the immediate future, the reality is that in
in the population. They have grown into a $9.5 billion an industry with modest growth like packaged goods,
company in a relatively saturated retailing environment e-commerce will likely grow at the expense of more
and have managed to transform a trip to a Trader Joe’s traditional channels. More broadly, digital also provides
store into an experience. v an opportunity for marketers to engage with shoppers
‘everywhere and exactly where’ in order to influence
Are clicks, then, destined to replace bricks in CPG as they shopping decisions in their favor. Let’s evaluate how you
have in other industries? E-commerce has undoubtedly can unlock this opportunity in CPG through the lens of
grown at an impressive rate, but in 2011, it accounted for where people buy and how people shop.

Shopper Needs and Retail Advantages

need ONLINE STORE BRICK-AND-MORTAR
ADVANTAGES STORE ADVANTAGES

convenience • No Travel • No waiting for delivery
Shopping solutions that • Available 24x7 • Easy to address immediate or special
requires less time and effort • Features like automatic needs
replenishment
• Avoid crowded stores/checkout

• No shipping fees or stringent return
price-value • Easy price comparison policies
Higher quality for a • Access to deals and coupons • Ability to inspect products for quality
certain price • Exposure to promotions, sampling and
signage

cHOICE • Broader product range • Easy to interact with, evaluate and
• Access to more retailers select products
Variety to address more • Experience through tailored
• Ease of research
consumer needs
• Ability to seek help or give advice assortment, layout or prices
• Interaction with store associates


W HERE
PEOPLE
BUY
The role that category
pl ays in e-commerce

While e-commerce may not account for a dominant share of CPG sales
today, it is still the fastest growing retail channel. Less than four percent of
people in America buy CPG products online in any given monthii, but we
project e-commerce to grow at a 25 percent annual rate through 2015 and
more than double its current share of total CPG sales.

Online CPG sales will continue
to grow at a robust rate
US online CPG sales ($Billions)

2% of CPG sales 5% of CPG sales
te

32
Ra
h
wt
ro
lG
ua
nn
dA

25
un
po
om
C
%

20
25

16
14
12

2010 2011 2012 2013 2014 2015
Source: Nielsen NetView Panel and Nielsen Analysis, 2012


Here’s an interesting fact: the mix of product sales in e-commerce
is 60 percent non-food to 40 percent food, the exact reverse
of the CPG picture in total, which is 60 percent food and 40
percent non-food. Looking ahead, we expect that the acceleration
will greatly differ by product category. If CPG marketers want to
influence shopper’s decisions on where to buy, the reality is that
category matters.

Some categories are better candidates for selling online than others.
Categories in the lead are diapers, diet aids, vitamins and skin care
with online sales significantly above the average for CPG products.
Many of these categories are relatively expensive non-food products
with a steady usage rate. In contrast, categories like carbonated
beverages, dairy, liquor, beer, produce and frozen food have a very
small proportion of sales online. These categories encounter physical
barriers to e-commerce due to factors like refrigeration, perishable
concerns and weight that are cost-prohibitive for shipping.

In Q2 2012, Nielsen conducted extensive research across 36,000
shoppers of CPG products spanning 18 categories, including both
food and non-food items. Based on this research and analysis of
online purchase data, we identified two barriers and two enablers
that translate into convenience, price-value and choice for a
shopper, and collectively determine how successful a category can
be in e-commerce.

THE majorit y of online sales
are for non-food products

FOOD NON-FOOD

US ONLINE
$6B CPG SALES $8B

($ BILLIONS)

Source: Nielsen NetView Panel and Nielsen Analysis, 2012


Barriers and Enablers
to E-Commerce

Urgency Barrier

Some categories face a pronounced urgency barrier, the seeking CONVENIENCE
overwhelming shopper desire to buy and use at once, without waiting
to have the product delivered. For confections, the consumption urgent needs
need is often immediate. Convenience can be paramount and the immediate consumption
nearest store suffices for that shopper mission. low delay tolerance

Inspection Barrier

This barrier is especially relevant to perishable food such as fresh
seeking choice
produce and food requiring refrigeration. Concerns about spoilage
can discourage online purchasing because they negatively affect the check quality in store
product value proposition if items get discarded. The need to inspect difficult to return
certain products drives people to a store and they tend to buy sensory product choice
other products that they need while they are there. Therefore the (e.g. smell)
inspection barrier has a secondary effect on the entire basket.

Stock-Up Enabler

Products with predictable consumption rates and a long shelf life
such as diapers or dog food lend themselves to online purchasing
programs such as Amazon’s Subscribe and Save. Shoppers enrolled seeking CONVENIENCE
in such programs are automatically shipped specific products
on a periodic basis, and also provided with other incentives such steady use-up rate
as preferred customer discounts, coupons and new product willing to stock up
information. Meanwhile, retailers and manufacturers enjoy the
ancillary benefit of building brand loyalty via these automatic
replenishment systems.

Price Enabler

As for price factors, online retailers enjoy several cost advantages seeking price-value
over brick-and-mortar operations, particularly related to overhead.
Lower costs of doing business often convert directly into lower high price to weight ratio
consumer prices or steeper discounts for digital shoppers, which (low shipping costs)
allows marketers to retain price sensitive shoppers in a more
profitable way. Considerations affecting the digital investment product margin
decision for retailers include how online delivery charges and overall (room for discounting)
pricing align with offline retail alternatives.


Keeping the barriers and enablers in mind, we expect personal care
categories like vitamins, skin, hair, feminine and baby care; pantry staples
like coffee and cereal; and paper products like bath tissue and kitchen
towels to win in e-commerce if manufacturers and retailers collaborate
to deliver price-value, choice and convenience. Conversely, e-commerce
growth in snacks, frozen foods, condiments and beverage will be relatively
slow.

It is clear that consumers
are beginning to embrace the
idea of buying some packaged
goods online.
In response, brick-and-mortar retailers, who were skeptical of
e-commerce, are increasingly making it a strategic goal. Savvy retailers are
expanding their online offerings and experimenting with new ordering and
delivery options. They are developing strategies to cater to shoppers that
don’t have time to make grocery trips, or prefer to avoid long checkout
lines or crowded parking lots. For example, some retailers are allowing
shoppers to order online or from an app on a connected device and pick
up the products in-store at a convenient time. Others are including
‘did you forget’ style reminders for online shoppers to promote cross-
merchandising and build baskets, while performing a service for customers.

Walmart, for instance, stands at the forefront of a vanguard of progressive
retailers actively addressing the digital shopping opportunity. The retailing
giant is leveraging the advantages of being a multi-channel player,
enhancing the benefits of physical store locations with those of the digital
environment, and integrating efforts across e-commerce, mobile and
in-store initiatives. Retailers have also partnered with manufacturers to
drive win-win with key shoppers. For example, Dollar General has recently
worked with P&G to offer free samples of Tide Pods to shoppers for a
purchase of anything at dollargeneral.com. Several brands, including large
ones like Axe and Dove use social networking sites like Facebook as an
early medium to distribute product samples, obtain product feedback,
optimize their marketing strategy, and use these results as valuable
information to collaborate with retailers.

While the vast majority will continue to do a bulk of their grocery shopping
in a store, the multi-channel shopping era that combines offline and
online shopping is here. There will not be a massive or sudden flight from
brick-and-mortar stores to online grocery shopping in the next few years,
akin to what has occurred in other industries. However, some categories
will experience faster e-commerce growth than others, and if these are
trip driver or basket builder categories, then retailers definitely need
to find ways to mitigate the loss. We contend the winners will be those
who quickly recognize how shopper demand is evolving due to changing
demographics and rapid advances in technology, and are able to align
formats, assortment, promotions and communication to deliver against the
core shopping needs of choice, convenience and value for their dollar.


inspection barrier

I love researching
new products online
but I don’t buy my
BODY LOTION online
because I like to
smell it in the store.


price enabler

I SHOP ONLINE
BECAUSE THE
PRICES CAN’T BE
BEAT. I CAN FIND
THE BEST DEALS
ON MY FAVORITE
RAZORS.


URGENCY BARRIER

I buy aspirin
at my local
drugstore
because when
I have a
headache
I need it
right away.


STOCK-UP ENABLER

I NEVER HAVE TO
WORRY ABOUT
BATH TISSUE
BECAUSE I HAVE
MY ACCOUNT
SET TO AUTO
REPLENISH
EVERY MONTH.


HO W
PEOPLE
SHOP
The importance of touchpoints
in digital shopper marketing

E-commerce in the CPG industry is in its nascent stages. However, digital
technology does present significant potential for timely and personalized
marketing. Shoppers do engage in other activities like checking prices and
researching products online. Moreover, rapid proliferation of technology
certainly provides marketers with a myriad of ways to interact with
shoppers.

Amidst this increasingly complicated marketing landscape, where should
you invest in digital? Are websites more effective than coupon sites?
Should you prioritize social media engagement over developing mobile
apps? These are indeed difficult questions to answer.

Nielsen’s recent research in Q2 2012 set out to answer these questions
in the CPG industry. Our results illuminated the role that various digital
touchpoints (websites, social media sites, blogs and coupon sites) play in
influencing shoppers’ purchase decisions for various CPG products. We
discovered that shoppers often default to only using certain touchpoints
depending on what they are purchasing. It is important for marketers to
understand what the relevant touchpoints are for their products, and the
specific shopping decisions they influence.

There are interesting differences across categories and people in terms
of whether emails, blogs or websites work best. Based upon our analysis,
several key principles emerged:

• People utilize a variety of media and sources of information, and
these vary by category and demographics.

• An integrated approach, leveraging traditional and digital
touchpoints, is most effective. Focusing solely on a social or mobile
strategy is not prudent.

• Strategies must recognize which digital touchpoints are effective.
Using them judiciously in concert with traditional marketing efforts is
key to success.


Preference for
Digital Touchpoints
Varies Across Shoppers
Ranking

Most Used Digital
All Hispanic African American
Touchpoints FOR
Shoppers Shoppers Shoppers
CPG CATEGORIES

1 Coupon Website 1 1 2

2 Social Network 2 1 1

3 Brand Email 3 3 4

4 Store Website 4 5 2

5 Store Email 5 6 5

6 Blogs 6 3 8

7 Brand Website 7 7 9

8 Mobile Apps 8 8 5

9 Media Website 9 9 7

10 Online Retailers 10 10 10

Highlighed touchpoints indicate a disparity between shoppers.
Source: Nielsen Digital Shopping Study, Q2 2012


Shoppers prefer
different
touchpoints for
different categories
% shoppers Top 3 Digital
utilizing DIGITAL Touchpoints
for category shopping for High Digital Usage Categories

Carbonated Beverages



Intuitively, one may think that categories more suited for
e-commerce also do a better job of marketing digitally to
shoppers. We, however, uncovered a different reality. Categories
are currently at very different stages of establishing and engaging
an online audience. The level of e-commerce development is not
always a good indicator of how effective these categories are in
digital shopper marketing.

Marketers that are able to prioritize the right touchpoints across
digital platforms to reach, engage and influence shoppers have
significant upside. Effective digital shopper marketing requires
that marketers identify decisions shoppers make along the path
to purchase when they intend to buy specific products, and then
determine the right mix of digital touchpoints to influence those
decisions.

DIGITAL ENGAGEMENT ALIGNS WITH E-COMmERCE FOR MOST,
BUT NOT ALL CATEGORIES

HIGH
Small Appliances
Vitamins
Diet Aids
ONLINE PURCHASE

Skin Care Diapers

Pain Remedies Baby Food
Cereal,
Hair Care,
Oral Hygiene

Carbonated Beverages
Laundry Detergent

LOW HIGH
DIGITAL ENGAGEMENT



When planning
a trip to
the store,
convenience,
choice and
price-value are
always top
of mind.

PATH TO PURCHASE

PLAN
PLACE
PURCHASE


Use media to influence shopping at key decision points
along the Path to Purchase

Access deals/
Plan bargains
shopping trip
CHOICE DRIVERS
Access
feedback/reviews PU
NS PLACE RC
HA
SIO SE
IS
M PU DR
IV
S
&
RC
AN
ER
AND DIGITAL INF H
IP

PL DIT IO
NA L AS
TR

LUEN

S
Gather product T RA CES E
information

Make
DEMAND BUY purchase

Obtain ideas
on usage
EN T RA ES
DIT IO U ENC E
L AND DIGITAL INFL
UM
M GA NA
GE NS
ED
CO
IA N
S

& IO
SO AS
CI
AL EVALUATE OC
C
E&
AG
Discover a new US
brand or product/ SATISFACTION DRIVERS
reconfirm
prior purchase


Diapers vs. Baby Food

An examination of the path to purchase for diapers versus baby
food provides an interesting perspective into the different role
of digital technology for two seemingly related categories. At
first glance, more shoppers use digital media when shopping for
diapers (62%) compared to baby food (54%). This suggests that
diapers are more successful in digital shopper marketing.

However, a closer look reveals baby food utilizes multiple digital
touchpoints more effectively compared to diapers. It suggests
that marketers of diapers have room to further optimize their
digital strategy, either by trying to make certain touchpoints,
e.g. websites and social networks, work better for their products,
or by focusing on a smaller set of more influential touchpoints,
e.g. blogs. Similarly, baby food marketers that have evidently
enjoyed some success in digital shopper marketing might
have even more opportunity to influence certain decisions or
activities along the path to purchase, e.g. planning trips and
accessing deals.

MORE SHOPPERS USE DIGITAL WHEN SHOPPING FOR DIAPERS, BUT BABY
FOOD UTILIZES MULTIPLE DIGITAL TOUCHPOINTS MORE EFFECTIVELY

DIAPERS BABY FOOD

62% 54%
of
category
shoppers that
use digital



PATH TO
P U RCHASE
DECISIO N
POI N TS
DIAPERS
PATH TO PURCHASE SOCIAL
EMAIL WEBSITES BLOGS
DECISION POINTS NETWORK

Discover new brand/product ▼ ▼
Reconﬁrm prior purchase
Obtain ideas on usage ▼ ▼
Gather product information
Access feedback/reviews
Plan shopping trip ▲
Access deals/bargains ▲

BABY FOOD

Discover new brand/product ▲
Reconﬁrm prior purchase
Obtain ideas on usage
Gather product information ▲
Access feedback/reviews ▲
Plan shopping trip
Access deals/bargains

*Shoppers acknowledge the role of a digital media in the helping them on a
specific path to purchase decision points (index vs. other CPG categories)
▼ ▼ Index <50, ▼ Index 51-79 , Index 80-119, ▲ Index 120-149, ▲ ▲
Index 150+



Diet Aids vs. Skin Care
A similar analysis of the diet aid and skin care categories
suggests that a good barometer of success in digital shopper
marketing is the extent to which marketers influence key
decisions along the path to purchase, rather than penetration
alone.

Diet aids (53%) trump skin care (42%) in terms of the
percentage of overall shoppers that use digital touchpoints
while shopping for these products. However, skin care products
utilize digital touchpoints more effectively to engage shoppers.
Marketers of diet aids can potentially learn how to make
websites more influential by analyzing how skin care marketers
use websites to engage with shoppers. They could also improve
on helping shoppers to make better decisions earlier along the
path to purchase, e.g. discovering new products.

We live in a digital world and digital marketing can provide
significant opportunities to connect with shoppers on a personal
and relevant level. However, the increasingly complex multi-
platform retail environment requires mastery of online, mobile,
social, traditional and in-store media vehicles and the ability
to assemble the right tactical mix. Marketers tuned-in to the
digital advantage will bolster consumer engagement and involve
shoppers in a more vital, authentic way at every decision point
along the path to purchase. In the future as shoppers begin to
want continuity between the online and offline experience, they
will exercise their online expectations in offline environments.

THOUGH DIET AIDS HAS MORE DIGITALLY ENGAGED SHOPPERS, SOME
TOUCHPOINTS ARE NOT AS USEFUL TO SHOPPERS

DIet aids skin care

53% 42%
of
category
shoppers that
use digital



PATH TO
P U RCHASE
DECISIO N
POI N TS
DIet aids

Discover new brand/product ▼
Reconﬁrm prior purchase ▲ ▲ ▼
Obtain ideas on usage ▼ ▼
Gather product information ▼
Plan shopping trip ▼ ▼▼
Access deals/bargains ▼ ▼▼

skin care

Discover new brand/product ▲ ▲ ▲
Reconﬁrm prior purchase ▲
Obtain ideas on usage
Gather product information ▲
Plan shopping trip
Access deals/bargains

*Shoppers acknowledge the role of a digital media in the helping them on a
specific path to purchase decision points (index vs. other CPG categories)
▼ ▼ Index <50, ▼ Index 51-79 , Index 80-119, ▲ Index 120-149, ▲ ▲
Index 150+



How to
be as
digitally
savvy
as your
shoppers


R etailers M anufacturers
The message to retailers with regard to Manufacturers can benefit from joining the
e-commerce and digital shopper marketing is digital vanguard as well, developing a loyal
clear—embrace the trend and make digital a following among key constituencies through
core element of your overall strategy. In order to frequent communication and feedback with
succeed, retailers should: shoppers that helps shape and tailor offerings.
Factors influencing digital marketing success for
manufacturers include:
Recognize
1
shopper needs:
Improve engagement
Online shopping and digital shopper marketing are 1
with your shoppers:
changing shoppers’ expectations and behaviors.
Keep in mind that shoppers will continue to seek Understand evolving consumer trends and the
convenience, choice and price-value, and they optimal way to reach your most valuable shoppers,
will find the channel that best delivers against leveraging personalization afforded through
these needs. Don’t let the fear of cannibalization digital platforms. Shape offers that reflect the
dissuade digital shopper marketing efforts as your usage patterns and product preferences of your
shoppers may switch to competitors if you do not shoppers, like automatic replenishment programs,
offer a complete shopping experience. in order to influence purchase decisions and drive
long-term brand loyalty. Create a multi-platform
campaign that influences the consumer along
Understand the the path to purchase by offering more value than
2
role of categories strictly promotional offers.
in the digital era:
Online shopping provides opportunities to up-sell
Innovate to
and grow the basket. Free of physical or temporal 2
drive growth:
barriers, online shopping environments can provide
an expansive product assortment and unexpected Leverage e-commerce as a channel suited
items (treasure hunt), incentivizing shoppers to to certain shopper segments, niche product
check-in and check-out the merchandise on their assortment and new product introductions.
own time. Protect categories that drive trip count Understand the new rules of engagement as
and basket size by unlocking the barriers and this channel introduces new competition, but
enablers of e-commerce success: affords the opportunity to maximize new product
innovation. Solicit immediate feedback on new
• Urgency Barrier formulas and programs, tweaking winners and
• Inspection Barrier cutting losses on unsuccessful products; query
• Stock-Up Enabler customers as to pack size and form preferences to
• Price Enabler create virtually customized offerings.

Optimize digital Digital shopper
3
touchpoints: 3
marketing:
Digital affords new opportunities for personalized Leverage digital to proactively tackle the most
shopper communications enabling special offers important issues of your key retail partners.
appealing to unique interests via relevant, resonant Online engagement with brands can trigger new
messaging. Enjoy a boost in ROI on promotional trips, expand baskets and influence store choice.
spending by extending offers to price-sensitive Ideas include ‘buy it now’ links in digital ads,
shoppers only, avoiding unnecessary subsidies and digital shopping lists pre-populated with common
precisely calibrating offers to shopper needs and purchases, and pop-up stores driving product or
wants. retail trial.


CO N CL U SIO N
For the CPG industry, digital shopping represents an evolutionary, not a
revolutionary development, that will bring manufacturers and retailers closer
to the consumer. Success in the digital shopping environment requires a deep
understanding of decisions that different shoppers make along the path to
purchase at both the trip and product level, the types of information they
seek to inform those decisions, and where they choose to purchase.

Manufacturers and retailers should measure the impact of digital shopper
marketing programs, understand the drivers of success or causes of failure,
and continuously adjust these programs to better align with core shopper
needs.

By leveraging digital and its distinct characteristics, retailers can complement
brick-and-mortar operations rather than replace them, building sales on both
fronts. Stores will thrive because of technology, not in spite of it.

For manufacturers, digital is no longer optional. Know your shopper. Engage
her through digital media to influence relevant decisions on the path to
purchase. Drive her to purchase—wherever that purchase might be.

About Nielsen
Nielsen Holdings N.V. (NYSE: NLSN) is a global information and measurement company with
leading market positions in marketing and consumer information, television and other media
measurement, online intelligence, mobile measurement, trade shows and related properties.
Nielsen has a presence in approximately 100 countries, with headquarters in New York, USA and
Diemen, the Netherlands.

For more information, visit www.nielsen.com.

Copyright © 2012 The Nielsen Company. All rights reserved. Nielsen and the Nielsen logo are
trademarks or registered trademarks of CZT/ACN Trademarks, L.L.C. Other product and service
names are trademarks or registered trademarks of their respective companies. 12/5455

REFERENCES
i
“Amazon Positioned for 50% Overall Market Share by End of 2012”, Seeking Alpha, February 2011.
http://seekingalpha.com/article/250507-amazon-positioned-for-50-overall-market-share-by-end-of-2012
ii
Nielsen NetView, 2012
iii
Nielsen Mobile Panel, 2012
iv
Nielsen Mobile Shopping Report, Q1 2012
v
“2012 Power 50: No. 23 Dan Bane”, Supermarket News, July 2012.
http://supermarketnews.com/trader-joe039s-market/2012-power-50-no-23-dan-bane

26

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