Shopper Experience
22 May 2023
'You can't just hyper-personalize everything'
Even as data-powered shopping experiences advance, consumers are weighing tradeoffs on privacy and selection, said CI&T's Melissa Minkow.

(Photo by Pixabay)
Even as data-powered shopping experiences advance, consumers are weighing tradeoffs on privacy and selection, said CI&T's Melissa Minkow.

(Photo by Pixabay)
Brands and retailers have more data than ever on consumers. Increasingly, this presents the promise that they'll be able to put it to work to tailor shopping experiences so that people find more of the exact products they want, and move to checkout without a second thought.
It all points toward fast-moving advances in personalization, shifting the experience of shopping online from one that is geared toward the many, to one that delivers for you.
The push toward personalization has been around for years, but the latest advances in technology could open up a new and more expansive phase of the movement. In particular, new AI tools that enable conversational experiences and powerful data analysis point toward a near future where shoppers can ask for what they want, and have it delivered in minutes.
But in the midst of the excitement, it’s worth asking whether consumers are ready to change at the same pace as innovation.
That’s what CI&T did with The Art & Science of Personalization, a new report that surveyed 540 consumers about their preferences for more customized shopping experiences.
The takeaway: Consumers are sending mixed signals as they weigh privacy, control of the shopping experience and just how individualized they’d like shopping experiences to become.
To learn more about the tradeoffs that consumers are considering as shopping experiences are reshaped, The Current spoke with CI&T Director of Retail Strategy Melissa Minkow.
“What I set out to do with this report was figure out, how can you achieve efficiency and engagement in shopping experiences via personalization in a way that resonates with consumers’ comfort levels?” Minkow said.
Here’s a look at several of the key issues raised by the findings:
There’s a tension at the heart of the digital commerce experience: Consumers want choice and convenience, but remain skeptical of surrendering data in return.
This privacy push and pull has long animated the discourse around digital advertising. CI&T’s survey found that it is continuing to extend to personalization of the shopping experience, as well.
The survey found a majority of consumers (58%) believe that data sharing is necessary for personalization. Yet a far greater number of respondents (87%) said that it’s essential for retailers to ask for permission before they collect that personal information.
Still, 56% of respondents said they are excited, as opposed to uncomfortable, with the idea of a retailer using their personal information to personalize the shopping experience.
It shows consumers are of two minds on this tradeoff.
“There's acknowledgement that they need to share data,” Minkow said. “But there's also this acknowledgement that they don't like sharing data.”
They’re also particular about how they want to share data. When asked which perks they would be willing to trade personal information for, the top three responses centered on finding exact product attributes, enhancing search and locating the right pricepoint. It gets at another mixed signal, the report states: “Shoppers do not want brands to know their annual household income, but they do want discounts and low prices.”
In any conversation about industry trends, it’s worth remembering that consumers don’t think about industry terms such as “personalization.” They only think about buying stuff.
So there’s a lot to learn by actually posing the idea of personalization to consumers, and asking them what they think of it.
Again, CI&T found there were mixed reactions in this area.
For one, consumers have different ideas about what personalization means.
When asked about the definition of personalization, the survey found that 29% of respondents believe that it means “getting a unique experience that is designed for me and people like me.” Meanwhile, 20% agreed that it means something more specific: intentionally sharing personal data in exchange for a unique shopping experience.
It’s a reminder that not all consumers are thinking about the data tradeoffs taking place.
When it comes to how that data is used, CI&T’s survey also found that preferences are mixed: 52% of respondents prefer that a retailer personalize a shopping experience to a group, while 48% believe that experiences are tailored to the individual.
This again highlights that there are underlying concerns about privacy at the heart of the personalization shifts taking place.
The results indicate that there’s a disconnect between what brands and retailers are doing, and what consumers understand about what they’re doing. Minkow believes more communication from brands and retailers could serve as a bridge, especially as technology moves faster.
“There's a massive elephant in the room here,” Minkow said. “If retailers just had more transparent dialogue with shoppers, I think they could get a lot further [with] the data that they're able to collect and the experiences they're able to provide. But because the conversation isn't happening, there's this wall being put up by shoppers because they're weirded out by what retailers are collecting without talking about that first.”
Retailers also may want to take a step back and consider the ways in which they deploy personalization. The findings underscored that consumers aren’t quite ready to give up complete control of their shopping experience.
Consumers indicated they are interested in a personalized search process. But there wasn’t much interest in personalized landing pages that show items selected for them. The survey found that 47% would rather first be shown the same website everyone sees, then navigate to the type of item they want with filters. Only 15% want to “automatically be shown a web page with the products that the retailer thinks I would be most interested in.” Plus, survey results indicated that consumers aren't yet ready to fully embrace virtual shopping assistants provided by brands.
Online shopping has introduced plenty of new tools for efficiency that are designed to show a shopper exactly what they want. But it has also given consumers tools that allow them to do their own research and browse endlessly without leaving their couch.
Shoppers may be able to get recommendations instantly, but they're still willing to put the time in to find things themselves. In a world of constant marketing, they also still want to consider all of the information that's available about a product before they choose to click buy. They may even be delighted by finding something they didn’t know they wanted along the way.
In other words, people still like shopping. There's a difference between showing people products they like and letting them make a decision, and finding the exact thing they want by mining their behavior without asking.
“The majority of consumers said they are excited by the idea of personalization, but you have to really get it right,” Minkow said. “You can't just hyper-personalize everything.”
Campbell Soup Company CEO Mark Clouse offered thoughts on messaging amid inflationary shifts in consumer behavior.
After months of elevated inflation and interest rate hikes that have the potential to cool demand, consumers are showing more signs of shifting behavior.
It’s showing up in retail sales data, but there’s also evidence in the observations of the brands responsible for grocery store staples.
The latest example came this week from Campbell Soup Company. CEO Mark Clouse told analysts that the consumer continues to be “resilient” despite continued price increases on food, but found that “consumers are beginning to feel that pressure” as time goes on.
This shows up in the categories they are buying. Overall, Clouse said Campbell sees a shift toward shelf-stable items, and away from more expensive prepared foods.
There is also change in when they make purchases. People are buying more at the beginning of the month. That’s because they are stretching paychecks as long as possible.
These shifts change how the company is communicating with consumers.
Clouse said the changes in behavior are an opportunity to “focus on value within our messaging without necessarily having to chase pricing all the way down.”
“No question that it's important that we protect affordability and that we make that relevant in the categories that we're in," Clouse said. "But I also think there's a lot of ways to frame value in different ways, right?”
A meal cooked with condensed soup may be cheaper than picking up a frozen item or ordering out. Consumers just need a reminder. Even within Campbell’s own portfolio, the company can elevate brands that have more value now, even if they may not always get the limelight.
The open question is whether the shift in behavior will begin to show up in the results of the companies that have raised prices. Campbell’s overall net sales grew 5% for the quarter ended April 30, while gross profit margins held steady around 30%. But the category-level results were more uneven. U.S. soup sales declined 11%, though the company said that was owed to comparisons with the quarter when supply chains reopened a year ago and expressed confidence that the category is seeing a longer-term resurgence as more people cook at home following the pandemic. Snacks, which includes Goldfish and Pepperidge Farm, were up 12% And while net sales increased overall, the amount of products people are buying is declining. Volumes were down 7%.
These are trends happening across the grocery store. Campbell is continuing to compete. It is leading with iconic brands, and a host of different ways to consume them. It is following that up with innovation that makes the products stand out. Then, it is driving home messaging that shows consumers how to fit the products into their lives, and even their tightening spending plans.
Campbell Soup is more than 150 years old, and has seen plenty of difficult economic environments. It is also a different business today, and will continue to evolve. At the end of the day, continued execution is what’s required.
“If it's good food, people are going to buy it, especially if it's a great value,” Clouse said.