DTP Project: Albert Heijn Virtual Stores – Team 9


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Online grocery shopping has changed the way many people do their groceries in the Netherlands. Instead of spending time in the supermarket one simply places the order online and the groceries are delivered after 24 hours right in the kitchen. Online shopping usually appeals to customers doing large orders for the family for the whole week. Despite the appeal of shopping in this way, it doesn’t cater the need of all customers, like business people or students, needing some groceries for the evening. 24 Hours delivery time will be too long if you need something the same evening, delivery costs are relatively high if you order just a few products and you still have to remember and take your time to place an order. These customers are tired after working or studying the whole day and they don’t want to do the groceries anymore.

In our transformation project we therefore proposed a new business model for the largest supermarket chain in the Netherlands, Albert Heijn, to target this group of customers. In our plan the supermarket is brought to them in virtual form to the places where the a lot of time is usually wasted, waiting for public transit at the station (Samsung, 2014). These virtual stores will be formed by posters that look similar to the shelves of a real supermarket. The products will be placed side by side on these virtual shelves and will have a price label underneath them. Customers can ‘grab’ a product from the shelf by scanning the QR code next to the price label with their smartphone. The product will then be placed in a virtual basket. When finished, the customer can checkout the products and pay them using the phone. The virtual stores functions as a reminder to do the grocery shopping and let people quickly grab the products they need while waiting. The orders can then either be picked up at a local supermarket or at special pickup lockers at the same or other station on their way home. The local supermarket can even deliver the order at home within three hours.

This business model is fundamentally different from the current online business model. The current business model uses a small number of regional distribution centers to service an area, where the new business model will leverage the existing network of over 900 local supermarkets to offer this group of customers faster delivery and more pickup options. Using modern technology it combines traditional grocery shopping with modern online grocery shopping.

This model will also create extra visibility for the Albert Heijn brand at high traffic locations and will confirm Albert Heijn’s reputation as an innovative company. It can also create new revenue streams by allowing producers to have their product more prominently presented at the virtual stores.

J.H. Aben – 171724JA

L. Keijzer – 355076LK

K.B.T. Tram – 355313KT

C.K. Nguyen – 361546CN

Samsung (2014), Saai woon-werkverkeer kost Nederlander gemiddeld een week per jaar.

http://www.samsungpers.nl/saai-woon-werkverkeer-kost-nederlander-gemiddeld-een-week-per-jaar

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