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TRIED AND TRUE Convenience World explores what catches the eye of sweet-toothed shoppers. By Hailey Settineri. A s anyone who has fallen off a diet knows, confectionery is one of the most impulsive categories around. (Monday me says ‘No chocolate, thanks, I’m avoiding sugar!’, but Friday me devours a family-size share pack.) What’s less clear is what drives impulse. As with many P&C categories, NPD is emphasised when it comes to ranging confectionery. Positioning in-store is skewed towards the new and the flashy. This draws out the curiosity in shoppers, prompting unplanned purchases, or perhaps upselling to a bigger basket. But while ‘newness’ is often heralded as the key to impulse, a clear favouring of the old guard, the established brands, is very much still evident. This is also understandable: there’s trust in the familiar and shoppers can be creatures of habit. So, when it comes to driving impulse sales, what’s more important: novelty or familiarity? According to Ferrero Australia Category Strategy Director Sheri Juchau, both are relevant to P&C shoppers. “While NPD attracts consumers seeking variety and excitement, trusted brands have enduring appeal and can shortcut decision-making,” she said. Mars Wrigley Australia Sales Director Xavier Shortal agrees. “Both are equally important to drive growth,” he said. “For Mars Wrigley, around 80 per cent of sales comes from our core brands, including Snickers, Maltesers and M&M’S.” Mr Shortal says the top 10 confectionery brands in convenience stores have remained relatively unchanged over the past decade. “The key is to strike the right balance between ensuring strong innovation is launched alongside the core range, rather than trying to overtake it,” he said. “Innovation should remind consumers about your core product lines, rather than detract them from it.” Commenting on the impact of Covid-19 on purchasing behaviour, a spokesperson for Nestlé says the role of brands in uncertain times is pivotal. “Thirty-eight per cent of \\\\\\\[surveyed\\\\\\\] customers prefer to consume brands they know and trust, and 10 per cent are always looking for something new to try \\\\\\\[CMA Convenience Shopper Report 2020\\\\\\\],” the spokesperson said. “Innovation is critical in driving frequency and conversion, by injecting new news and excitement into the category.” According to CTC Australia Marketing Manager Bernard Fauvette, trust and familiarity work well for major brands that already occupy a reasonable space on shelf. For smaller brands, keeping things fresh and capitalising on trends can be the difference between gaining or losing favour with the consumer. Meanwhile, Rocky Road House Executive Manager Danielle Proctor believes newness or familiarity are less important factors in driving impulse sales. The key, she says, is catching the eye of the consumer. “I really think consumers are, more than ever, open to exploring and trying new products,” she said. “If that impulse buy is positioned right and has the sweet-spot price point, or even a possible saving on the RRP, then why not try a new product? “Impulse buys are emotionally charged, so fear of missing out plays a big role, especially if a product is limited or discounted.” TO PAGE 30 CONFECTIONERY MAY/JUN, 2021 CONVENIENCE WORLD 29