STORES Magazine -August 2017 - 49

like Amazon
and Walmart are
offering."
REMAINING
COMPETITIVE
Broulim's Fresh
Foods, a nine-store
chain based in
Rigby, Idaho, and
four-store chain
Dash's Market both
decided to jump into
the online grocery
segment for basically
the same reasons.
"We saw the
market swinging
toward ecommerce
and that some of
the Krogers and
other big guys
were starting these
type of programs,"
says Scott Zahrn,
sales manager of
Broulim's, which
uses Rosie in five of
its stores.
"We looked at
our market and
geographical area
[and] decided to
get it started and
out in front of our
community before
others, and take a
leadership role."
According to
Mark Mahoney,
Dash's Market's executive vice president
and general manager, the Amherst,
N.Y.-based chain also wanted to be the
first independent market in their area
to offer online grocery shopping. Dash's
Market has all four of its stores on the
Rosie platform.
The companies' core target
demographics are almost identical, even
though they are almost 2,000 miles apart.
"Our main demographic is the busy
married mom who works all day ...
[too] busy running kids around to
special events to have the extra time to
be in our store shopping," Mahoney
STORES.ORG

says. "We also do a significant part of
our ecommerce from people who have
mobility problems or for some reason
can't access one of our stores."
"One of our stores is in a
17,000-student college town, and that
makes up a strong part of that location's
online business," Zahrn says. "In
addition, being located in Idaho and
Wyoming, we have very harsh winters
and sometimes people just can't get out or
are uncomfortable trying."
Retailers can choose from three
different tiers, each with different rates
and benefits. The basic tier offers the
electronic technology and products
that a retailer needs to allow customers
to shop online, along with links to
back-office software for file transfers.
The next two tiers offer additional
technology options and provide multistore grocers a "spoke and hub" system
that allows them to fill orders at one
store and ship them to another for instore and curbside pickup, saving on
labor costs.
In the highest tier, grocers can also
integrate loyalty and membership
programs, gas or other cards; customers
can earn and redeem points and get
special deals. It also allows stores to
conduct more complex transactions such
as "buy one, get one free" programs.
Rosie also gives participating retailers
24/7 support and serves as a portal for
customers who may have problems with
the app, questions regarding changing an
order or other fulfillment issues. It also
can accommodate special requests
from customers.
"For example, a caller had a friend
who was recovering from surgery,"
Makar says.
"The caller lived in a different city and
wanted to gift an order to the friend. Our
support team walked the caller through
Rosie's gifting service and the caller's
friend was able to receive groceries at
their home the next day."
MAKING THE INVESTMENT
Rosie also offers users a platform of
marketing and digital solutions.
"We have found that many retailers
don't know how to market to ecommerce

"With Rosie as our partner
we get a lot of input and
use that information to
develop procedures to
make it profitable."
- Scott Zahrn, Broulim's Fresh Foods

simply because they have never done it
before," Makar says. "To help them out,
we provide marketing services including
print, digital, in-store marketing and
other tools. Over half of our clients
participate in the program."
Both Broulim's Fresh Foods and Dash's
Market have been on the Rosie platform
for about two years.
"We were concerned about making it
profitable. With Rosie as our partner we
get a lot of input and use that information
to develop procedures to make it
profitable," Zahrn says. "Somebody
who is getting into ecommerce needs to
recognize that they need to invest in the
program before they will see new profits,
just like they would with a new facility.
"Grocers will have to make a pretty
sizeable investment and use good
marketing tactics in order to have a
decent outreach and commit to keeping it
going on a continual basis."
Mahoney says it took Dash's Market
a full year to decide to throw the switch
for Rosie.
"A big challenge was labor costs, and
we have been able to adjust labor so that
it made financial sense for us," he says.
"We originally thought that delivery
would make up maybe 40 percent of the
labor but it turned out to be 80 percent.
We started out with two drivers and now
we have five."
Mahoney believes that an added
benefit to the delivery comes from the
store name recognition promoted by the
delivery vehicles.
"It doesn't hurt to have four wrapped
vehicles on the road and it looks like
we have 20," he says. "That helps our
branding efforts."
William F. Kendy writes, consults and speaks on
retail, marketing, advertising, sales, customer
service and best practices.
STORES August 2017 49


http://www.STORES.ORG

Table of Contents for the Digital Edition of STORES Magazine -August 2017

Editor’s Page
President’s Page
Retail Politics
NRF News
Trends
Retail People
Hot 100 Retailers
Forward Thinkers
Personalized Pricing
C2W
Q&A
Store Operations
Omnichannel
Marketing
Online
Finance
Business Operations
Startup Spotlight
Security
Fraud
STORES at 100
NRF Communities Update
End Cap
STORES Magazine -August 2017 - intro
STORES Magazine -August 2017 - cover1
STORES Magazine -August 2017 - cover2
STORES Magazine -August 2017 - 3
STORES Magazine -August 2017 - 4
STORES Magazine -August 2017 - 5
STORES Magazine -August 2017 - Editor’s Page
STORES Magazine -August 2017 - 7
STORES Magazine -August 2017 - President’s Page
STORES Magazine -August 2017 - 9
STORES Magazine -August 2017 - Retail Politics
STORES Magazine -August 2017 - NRF News
STORES Magazine -August 2017 - Trends
STORES Magazine -August 2017 - 13
STORES Magazine -August 2017 - 14
STORES Magazine -August 2017 - 15
STORES Magazine -August 2017 - Retail People
STORES Magazine -August 2017 - 17
STORES Magazine -August 2017 - 18
STORES Magazine -August 2017 - Hot 100 Retailers
STORES Magazine -August 2017 - 20
STORES Magazine -August 2017 - 21
STORES Magazine -August 2017 - 22
STORES Magazine -August 2017 - 23
STORES Magazine -August 2017 - 24
STORES Magazine -August 2017 - 25
STORES Magazine -August 2017 - 26
STORES Magazine -August 2017 - 27
STORES Magazine -August 2017 - 28
STORES Magazine -August 2017 - 29
STORES Magazine -August 2017 - 30
STORES Magazine -August 2017 - 31
STORES Magazine -August 2017 - 32
STORES Magazine -August 2017 - 33
STORES Magazine -August 2017 - 34
STORES Magazine -August 2017 - 35
STORES Magazine -August 2017 - Forward Thinkers
STORES Magazine -August 2017 - 37
STORES Magazine -August 2017 - 38
STORES Magazine -August 2017 - 39
STORES Magazine -August 2017 - Personalized Pricing
STORES Magazine -August 2017 - 41
STORES Magazine -August 2017 - 42
STORES Magazine -August 2017 - C2W
STORES Magazine -August 2017 - Q&A
STORES Magazine -August 2017 - 45
STORES Magazine -August 2017 - Store Operations
STORES Magazine -August 2017 - 47
STORES Magazine -August 2017 - Omnichannel
STORES Magazine -August 2017 - 49
STORES Magazine -August 2017 - Marketing
STORES Magazine -August 2017 - 51
STORES Magazine -August 2017 - Online
STORES Magazine -August 2017 - 53
STORES Magazine -August 2017 - Finance
STORES Magazine -August 2017 - 55
STORES Magazine -August 2017 - Business Operations
STORES Magazine -August 2017 - Startup Spotlight
STORES Magazine -August 2017 - 58
STORES Magazine -August 2017 - Security
STORES Magazine -August 2017 - 60
STORES Magazine -August 2017 - Fraud
STORES Magazine -August 2017 - 62
STORES Magazine -August 2017 - 63
STORES Magazine -August 2017 - STORES at 100
STORES Magazine -August 2017 - NRF Communities Update
STORES Magazine -August 2017 - End Cap
STORES Magazine -August 2017 - cover3
STORES Magazine -August 2017 - cover4
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