These shoppers want to figure out the most efficient, practical way to get food and beverage; sometimes that might be in-store, sometimes it might be online. This is the only group that is most hindered by pricing considerations, and in their case, it’s not price itself that is bothersome. Rather, they are bothered by what they perceive as unfair or hidden costs.
A good experience for the Fence Sitter will be one that provides the data they need to make an informed choice; brands must empower them to decide. Clear, transparent, verbal pricing information that eliminates the need to comparison shop or worry they might get a better deal elsewhere will also be persuasive with this mindset – think side-by-side tables and information to help them make informed, rational decisions.
Recap: the omni-channel principles, according to neuroscience
The neuroscience of consumer decision-making clarifies the often-mysterious chaos of omni-channel, and three key principles to carry forward:
Principle 1: omni-channel activation should NOT aspire to a consistent experience. Shoppers use different means of shopping (eComm vs. Bricks) with very different decision-making lenses. Therefore, digital CX should not seek to simply replicate the Bricks experience.
Principle 2: only a third of consumers represent a true omni-shopper mindset. These Fence Sitters are the more rationally-minded shopper audience, which is where most strategy and activation begins and ends, assuming that shoppers behave based only on practical motivations and constraints. While this is an interesting group, the majority of the consumer audience is driven and hindered by more emotional factors.
Principle 3: experience overrides price. Manufacturers and retailers can – and must – avoid the race to the bottom of price promotion. If shoppers are provided with “low prices” as their core metric, they’ll adopt this as their decision-making criteria. However, brands and retailers that tap the TRUE drivers and barriers to purchase decision-making will enjoy far more compelling (not to mention margin-accretive) business results.