Yesterday we stopped by Macy’s and decided to pick up one shirt that my husband absolutely loved. We stood in the checkout line where there was just one person ahead of us being helped. It took a good 15 minutes for our turn to come!
Scenario: The customer had a lot of coupons, a Macy’s credit card and there was a sale going on.
Need: Customer wants to buy products at the best price possible while attaining the best deal.
Problem: Too many coupons create confusion as each customer tries to fit the right coupon to the right purchase. A customer could buy 5 products and create 2-3 transactions just so that they can get the maximum benefit from the discounts. The customer had to make decisions on which item to remove and which to keep or even what to add to her shopping cart so that her purchase is eligible for the coupon.
Solutions:
- Minimize the number of coupons – Figure out which discounts the store can apply to all purchases and keep it simple by releasing fewer coupons per week / month.
- Create an algorithm whereby the customer brings their purchases and coupons to the checkout counter and instantly gets the best possible option by combining which products can be combined to save the most amount of money in one transaction.
- Keep it simple – Types of discounts can be reduced, percentage off or amount off.
- Unique solution – setup different checkout counters for customers with coupons. People will know they have to wait in line longer and will keep one family member in line while they buy more stuff for the coupon checkout OR people will decide it’s not worth wasting their time and will decide not to use a coupon and go to the faster checkout. A win for both the store and the customers I say!
Case and Point:
- Bed Bath & Beyond – This store conveniently offers only two types of coupons, 20% and $5 off. Also, the coupon is valid on almost all purchases even clearance. Makes it very simple at the check-out counter.
- Michaels – At this craft store there is always just ONE, usually a 40% off on one item coupon.
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