GLP-1 medications are creating new opportunities for brands as consumers increasingly prioritise health, wellbeing and lifestyle goals. 

As adoption grows, particularly following the introduction of more accessible treatment formats, spending is shifting towards products and services that support these ambitions, creating a new consumer segment with distinct needs and preferences. Organisations that understand these changing behaviours can adapt their products, experiences and marketing strategies to unlock growth opportunities. 

Who is the GLP-1 consumer and what do you need to know about them?

A reported 6.3% of British households have at least one GLP-1 user as of 2026, nearly triple the proportion seen in 2024 (2.3%), according to Worldpanel by Numerator. CACI’s Voice of the Nation survey, conducted across 2,000 UK adults in H1 2026, found that 13% of the UK population already self-pay for some form of weight loss product and 15% expect to pay for such products in 2026. Although these results aren’t based on GLP-1 medication use, the introduction of oral GLP-1 tablets in the UK is likely to have accelerated interest in weight loss products, as they are seen as more convenient by many. 

Importantly, there is no single consumer profile for those using weight loss products. Adoption varies by age, location, household income and life stage, resulting in different spending patterns and engagement preferences across consumer groups. Understanding these nuances is critical for brands looking to identify emerging opportunities and target growth effectively. 

What age groups are most engaged with weight management products?

Current users and prospective users do not always look the same, but younger adults are driving much of the demand for weight loss products. Our research found that almost a quarter (23%) of Gen Z respondents paid for a weight management product or treatment in 2025, making them the generation most likely to self-fund weight loss treatment. 

Retention is also high once people have started using weight loss products, with two-thirds (67%) of those who paid for weight loss treatments in 2025 expecting to do so again in 2026, according to our data. 

As treatment becomes more accessible, adoption is likely to expand across all age groups, with younger consumers continuing to drive future growth.

What are their average incomes & affluence levels?

Observing CACI research through the lens of Acorn, CACI’s geodemographic segmentation of the UK population at postcode level, the anticipated take-up of weight management products and treatments varies significantly across consumer groups: 

What weight management products are they using?

Our survey revealed that, among consumers currently using weight loss medication, tablets are the most popular option overall, chosen by 38% compared to 21% using self-administered injections. Tablet use is particularly high among those within the Limited Budgets Acorn group (48%) and Traditional Homeowners (33%). Family Renters are more likely to opt for meal replacements, with 39% choosing this option.  

While respondents were not referring to GLP-1 tablets, these results suggest that greater convenience and accessibility encourage adoption among consumers who may be reluctant to use injectable treatments. With GLP-1 tablets having entered the UK market, we anticipate consumers continuing to opt for this format. 

Identifying the opportunities

The rise of GLP-1 adoption tends to be associated with lower food consumption. Households with a GLP-1 user are spending an average of £418 less per year on groceries than non-user households. Brands must consider where demand is shifting to understand how these changing behaviours influence purchasing decisions and adapt products, services and experiences to meet consumers’ evolving needs. 

Food & beverage

The food sector has experienced the most immediate impact from GLP-1 adoption. 

As consumers become increasingly conscious of nutritional value, brands have an opportunity to move beyond volume-based purchasing behaviours and focus on quality-led consumption, such as: 

• Protein-rich meals and snacks 
• Nutrient-dense ready meals 
• Fresh produce and minimally processed foods 
• Functional foods that support wellness goals 
• Smaller portions with enhanced nutritional value 
• Meal solutions that balance convenience and health

As appetite levels change, brands that communicate nutritional benefits clearly and make healthy choices simple and accessible are likely to resonate strongest. 

For retailers, category growth may increasingly come from premiumisation, nutrition-led innovation and value-added convenience rather than traditional volume growth alone. 

Hospitality & quick service restaurants (QSRs)

For hospitality operators, changing consumer appetites do not necessarily mean fewer opportunities. Instead, operators may need to rethink what consumers value from eating out, such as: 

• Smaller-format menu options 
• Protein-focused and wellness-led menu innovation 
• Customisable portion sizes 
• Experience-led dining occasions 
• Food-and-entertainment concepts 
• Premium ingredients and transparent nutritional information

Success will increasingly depend on delivering experiences and value beyond portion size alone. 

Health, wellness & healthcare

Health, wellness and healthcare brands are well positioned to benefit from growing consumer investment in personal wellbeing. As focus on long-term health outcomes increases, demand may grow for: 

• Nutritional supplements 
• Protein and muscle-maintenance products 
• Wellness coaching and lifestyle programmes 
• Patient support programmes 
• Adherence tools and digital health services 
• Nutritional guidance and education 
• Preventative health solutions 
• Complementary wellness products 

As adoption grows, organisations that support the wider health journey, not just treatment, will be best placed to build long-term value, trust and engagement. The trend extends beyond weight management, reflecting increasing consumer investment in overall health and wellbeing. 
 
For a closer look at how these shifts are reshaping the healthcare sector, including patient retention strategies and the digital tools providers are using to keep GLP-1 patients engaged, read ‘what healthcare providers can learn from changing consumer spending habits‘. 

Fashion

One of the more unexpected beneficiaries of GLP-1 adoption may be the fashion sector. 

As many consumers experience weight loss and body shape changes, there is often renewed demand for clothing as wardrobes need updating to reflect new sizing requirements and style preferences. This creates opportunities across: 

• Core wardrobe essentials 
• Flexible sizing ranges 
• Personal styling services 
• Occasion wear 
• Premium fashion purchases 
• In-store fitting experiences

Many consumers view weight-loss milestones as part of a broader lifestyle transformation, creating engagement opportunities with shoppers around confidence, self-expression and personal identity. 

How organisations can respond to these changes

Leading brands will:

• Use data and consumer intelligence to identify adoption hotspots and growth audiences 
• Develop nutrition-led product ranges 
• Clearly communicate health and wellness benefits 
• Offer greater flexibility in portions, formats and pricing 
• Invest in personalisation and targeted marketing 
• Create experiences that deliver value beyond the core transaction

Key takeaways

Understanding today’s weight management consumers, and how their behaviours may evolve as GLP-1 treatments become more accessible, will be critical for organisations looking to stay ahead of changing market dynamics. 

The opportunity is significant. The market is being driven by young, loyal, repeat consumers who are increasingly health conscious. Brands that position themselves well now will reap lasting benefits from these innovative medications. 

Our market and customer segmentation solutions help tell this story.  

Combining consumer, demographic and location data, they generate a richer understanding of consumers, where they live, their behaviours and lifestyle trends that shape their decision-making. These insights can help identify and understand GLP-1 users, their habits and potential implications for consumer spending and product preferences. 

By identifying these emerging audiences, you can make better-informed decisions around product development, location strategy and investment.  

Retailers are generating and collecting more data than ever before. Every customer interaction whether it takes place in-store, online, through a mobile app, a loyalty programme or a retail media network, creates valuable information that can be used to improve decision-making.

At the same time, the retail industry is becoming increasingly complex. According to Deloitte’s Global Retail Industry Outlook, retailers are navigating ongoing economic uncertainty, changing consumer expectations and growing pressure to improve operational efficiency while maintaining profitability. Data has become one of the most important assets available to retail leaders seeking a competitive advantage.

The scale of digital commerce alone highlights why analytics has become so important. Adobe reported that the 2025 holiday shopping season generated a record $241.4 billion in online sales, with mobile devices accounting for more than half of all online purchases. As customer journeys become increasingly omnichannel, retailers need better visibility into how consumers discover, research and purchase products across channels.

At the same time, organisations are investing heavily in analytics capabilities to transform raw data into actionable insights. Research from Grand View Research’s Customer Analytics Market Report projects significant growth in the customer analytics market over the coming years, reflecting the growing importance of data-driven decision-making across industries.

Consumer behaviour is also evolving rapidly. Research from Gartner’s consumer trends research highlights how changing expectations around personalisation, convenience and digital experiences are reshaping how brands engage with customers.

Meanwhile, emerging channels such as retail media are creating entirely new opportunities for retailers to monetise customer data and generate revenue, with growth expected to continue throughout the decade according to Forrester’s Global Retail Media Forecast.

In this environment, retail data analytics is no longer simply a reporting function. It has become a strategic capability that helps retailers understand customer behaviour, forecast demand, optimise inventory, improve marketing performance and make faster, more profitable decisions.

What is retail data analytics?

Retail data analytics is the process of collecting, integrating, analysing and interpreting retail data to improve decision-making across sales, marketing, inventory management, customer experience, pricing and operations.

By combining data from point-of-sale systems, ecommerce platforms, loyalty programmes, customer relationship management (CRM) systems, inventory management platforms and digital marketing channels, retailers can identify trends, forecast demand, optimise operations and improve profitability.

Modern retail analytics helps organisations answer four critical business questions:

• What happened?
• Why did it happen?
• What is likely to happen next?
• What should we do about it?

As retail becomes increasingly omnichannel and customer expectations continue to rise, retail data analytics has evolved from a competitive advantage into a business necessity.

Benefits of retail data analytics

Retail analytics delivers measurable value across customer experience, merchandising, operations, inventory management and profitability.

While specific outcomes vary by retailer, the business benefits are often substantial.

Improved customer understanding

Retailers generate customer data from numerous touchpoints.

Analytics helps organisations transform this information into a deeper understanding of customer behaviour.

Insights include:

• Purchase history
• Product preferences
• Shopping frequency
• Channel preferences
• Customer lifetime value
• Churn risk

This enables retailers to create more relevant and personalised customer experiences.

Business impact

• Higher customer retention
• Increased loyalty
• Improved customer lifetime value
• Better customer satisfaction

Better demand forecasting

Accurate forecasting is essential for effective inventory management.

Retail analytics enables organisations to incorporate historical sales data, seasonality, promotions, economic factors, weather patterns and local events into forecasting models.

Improved forecasts help retailers:

• Reduce stockouts
• Avoid overstocking
• Improve inventory productivity
• Increase availability

Inventory optimisation

Inventory is one of the largest investments within retail businesses.

Analytics supports:

• Replenishment planning
• Safety stock optimisation
• Allocation decisions
• Assortment planning

Benefits include:

• Lower inventory carrying costs
• Improved stock availability
• Reduced markdowns
• Better working capital efficiency

More effective marketing

Marketing analytics enables retailers to understand which activities generate the greatest return.

Analytics supports:

• Campaign attribution
• Customer segmentation
• Personalisation
• Media optimisation
• Audience targeting

This allows marketing budgets to be allocated more effectively.

Improved pricing decisions

Pricing remains one of the most powerful drivers of retail profitability.

Retail analytics helps organisations evaluate:

• Competitor pricing
• Demand elasticity
• Promotional effectiveness
• Margin performance

This enables more informed pricing decisions that balance competitiveness and profitability.

Faster decision-making

Modern retail analytics platforms provide near real-time visibility into performance. Decision-makers can identify issues and opportunities more quickly.

Examples include:

• Emerging stockouts
• Sales anomalies
• Operational bottlenecks
• Customer behaviour changes

Faster insights enable faster action.

Increased profitability

Ultimately, retail analytics supports more profitable decision-making. Improved forecasting, inventory management, pricing and marketing effectiveness contribute directly to business performance.

For many organisations, retail analytics becomes a strategic growth enabler rather than simply a reporting capability.

How retail data analytics works

Retail analytics is not simply about creating dashboards.

Successful analytics programmes follow a structured process that transforms raw data into actionable business intelligence.

Step 1: Data Collection

The first step is collecting data from relevant retail systems.

Common data sources include:

Customer data

• CRM systems
• Loyalty programmes
• Customer service platforms
• Customer feedback systems

Transaction data

• Point-of-sale systems
• Ecommerce platforms
• Payment systems

Operational data

• Inventory systems
• Supply chain platforms
• Workforce management systems

Marketing data

• Google Analytics 4
• Email marketing platforms
• Paid media platforms
• Social media channels

Location intelligence data

• Footfall data
• Demographic data
• Mobility data
• Catchment analysis

The goal is to create a comprehensive view of customers, products, locations and operations.

Step 2: Data integration

One of the biggest challenges facing retailers is data fragmentation.

Customer data often exists across multiple systems and departments.

To address this challenge, retailers increasingly use:

• Data warehouses
• Data lakes
• Customer Data Platforms (CDPs)
• Cloud analytics platforms
• Microsoft Fabric
• Snowflake
• Databricks

Data integration creates a single source of truth that supports consistent reporting and analysis.

Step 3: Data governance and quality management

Analytics is only as effective as the quality of the underlying data.

Poor data quality can lead to:

• Inaccurate reporting
• Poor forecasts
• Misleading insights
• Weak decision-making

Strong retail analytics programmes include:

• Data validation
• Data cleansing
• Governance frameworks
• Master data management
• Data quality monitoring

Trusted data is the foundation of trusted analytics.

Step 4: Data analysis and modelling

Once data has been collected and integrated, analytical techniques can be applied.

These may include:

• Statistical analysis
• Trend analysis
• Segmentation
• Forecasting
• Machine learning
• Predictive analytics
• Prescriptive analytics

The objective is to identify insights that drive measurable business outcomes.

Step 5: Visualisation and decision support

Insights must be accessible to business users.

Common retail analytics tools include:

• Power BI
• Tableau
• Looker
• Qlik
• Salesforce Analytics

These platforms help transform complex datasets into dashboards, scorecards and reports that support decision-making.

Step 6: Operationalising insights

Analytics only creates value when insights lead to action.

Examples include:

• Adjusting inventory allocations
• Launching targeted campaigns
• Optimising pricing strategies
• Improving product assortments
• Selecting new store locations

The most successful retailers embed analytics into everyday business processes, ensuring data-driven decision-making becomes part of organisational culture.

The four types of retail data analytics

Retail analytics can be broadly divided into four categories: descriptive, diagnostic, predictive and prescriptive analytics.

Each type answers a different business question and represents a progressively more advanced level of analytical maturity.

Understanding how these analytics types work together helps retailers move beyond reporting and towards proactive decision-making.

1. Descriptive analytics: What happened?

Descriptive analytics focuses on summarising historical performance.

It provides visibility into key retail metrics and helps organisations understand what has already occurred.

Common examples include:

• Sales reporting
• Revenue analysis
• Inventory reports
• Website traffic analysis
• Customer acquisition reporting
• Store performance dashboards

Typical retail KPIs include:

• Revenue
• Gross margin
• Average order value (AOV)
• Conversion rate
• Inventory turnover
• Stockout rate

For example, a retailer may discover that online sales increased by 12% last month or that a specific category underperformed against plan.

Descriptive analytics forms the foundation of all retail analytics programmes.

However, it does not explain why performance changed.

2. Diagnostic Analytics: Why did it happen?

Diagnostic analytics investigates the causes behind business outcomes.

It helps retailers identify patterns, drivers and relationships within data.

Common applications include:

• Root-cause analysis
• Promotion effectiveness analysis
• Customer churn analysis
• Basket analysis
• Product performance analysis

Example: A retailer notices declining sales in a product category. Diagnostic analytics may reveal:

• Increased competitor pricing activity
• Reduced product availability
• Changes in customer demand
• Declining marketing effectiveness

By understanding why something happened, organisations can take corrective action more effectively.

3. Predictive analytics: What is likely to happen next?

Predictive analytics uses historical data, statistical modelling and machine learning to forecast future outcomes.

This is one of the fastest-growing areas of retail analytics as organisations increasingly adopt AI-powered decision-making.

Common predictive retail use cases include:

• Demand forecasting
• Customer lifetime value prediction
• Churn prediction
• Inventory forecasting
• Workforce planning
• Promotion forecasting

For example, predictive models may estimate:

• Future sales demand
• Likelihood of customer churn
• Inventory requirements
• Promotional performance

Predictive analytics helps retailers become proactive rather than reactive. Instead of responding to events after they occur, organisations can prepare for likely future scenarios.

4. Prescriptive analytics: What should we do?

Prescriptive analytics goes one step further.

Rather than simply predicting outcomes, it recommends actions that will optimise results.

Prescriptive analytics combines:

• Predictive modelling
• Optimisation algorithms
• Business rules
• Artificial intelligence

Common retail applications include:

• Dynamic pricing
• Inventory allocation
• Assortment optimisation
• Promotion planning
• Workforce scheduling
• Supply chain optimisation

For example, a prescriptive analytics system may recommend:

• Increasing inventory in specific stores
• Adjusting product pricing
• Launching targeted customer offers
• Reallocating marketing spend

This represents the highest level of analytics maturity and increasingly relies on AI-driven automation.

Retail data analytics framework

Successful retail analytics programmes typically focus on five interconnected pillars.

Customer analytics

Focuses on understanding customer behaviour and preferences.

Examples include:

• Customer segmentation
• Lifetime value analysis
• Churn prediction
• Personalisation

Key question: Who are our most valuable customers and how can we improve retention?

Merchandising analytics

Supports product and assortment decisions.

Examples include:

• Product performance analysis
• Category management
• Assortment optimisation
• Basket analysis

Key question: Which products should we stock, promote and expand?

Inventory analytics

Focuses on inventory efficiency and availability.

Examples include:

• Demand forecasting
• Replenishment optimisation
• Inventory allocation
• Stockout analysis

Key question: How can we maximise product availability while minimising inventory costs?

Marketing analytics

Measures marketing effectiveness.

Examples include:

• Attribution modelling
• Campaign performance
• Customer acquisition analysis
• Return on ad spend (ROAS)

Key question: Which marketing activities drive the highest return?

Operations analytics

Focuses on store and operational performance.

Examples include:

• Labour optimisation
• Store productivity
• Supply chain analytics
• Fulfilment performance

Key question: How can we improve operational efficiency and profitability?

Retail data analytics KPIs every retailer should track

Choosing the right KPIs is critical to measuring performance and identifying opportunities for improvement.

The most effective retail KPI frameworks balance financial, customer, operational and inventory metrics.

Revenue and profitability KPIs

Revenue

Total sales generated over a defined period.

Gross margin

Revenue minus cost of goods sold.

Gross margin return on inventory investment (GMROII)

Measures how efficiently inventory generates profit.

Average order value (AOV)

Average value of each transaction.

Formula:

Revenue ÷ Number of Orders

Customer KPIs

Customer lifetime value (CLV)

Estimated value a customer generates throughout their relationship with the retailer.

Customer acquisition cost (CAC)

Cost of acquiring a new customer.

Retention rate

Percentage of customers retained over time.

Churn rate

Percentage of customers who stop purchasing.

Inventory KPIs

Inventory turnover

Measures how efficiently inventory is sold.

Sell-through rate

Percentage of inventory sold during a given period.

Stockout rate

Frequency of inventory shortages.

Weeks of supply

Number of weeks current inventory is expected to last.

Ecommerce KPIs

Conversion rate

Percentage of visitors who complete a purchase.

Cart abandonment rate

Percentage of shoppers who leave without completing a purchase.

Revenue per visitor

Revenue generated per website visitor.

Return rate

Percentage of products returned.

Marketing KPIs

Return on advertising spend (ROAS)

Revenue generated per advertising dollar spent.

Cost per acquisition (CPA)

Average cost of acquiring a customer.

Customer engagement rate

Measures interaction across channels.

Measuring retail analytics ROI

One of the most common challenges facing retail leaders is demonstrating the value of analytics investments.

Every analytics initiative should be linked to measurable business outcomes.

Common retail analytics ROI metrics

Revenue growth

Examples include:

• Increased sales
• Higher conversion rates
• Improved customer retention

Cost reduction

Examples include:

• Reduced inventory costs
• Lower fulfilment costs
• Reduced markdowns

Productivity improvements

Examples include:

• Faster reporting
• Reduced manual effort
• Improved workforce efficiency

Customer experience improvements

Examples include:

• Higher satisfaction scores
• Increased loyalty
• Improved retention

Retail analytics ROI benchmark framework

The most successful retailers establish clear success metrics before launching analytics initiatives and continuously measure performance against those objectives.

Retail data analytics use cases: Where retailers create the most value

Retail analytics delivers value when insights are translated into business action.

While reporting and dashboards provide visibility into performance, the greatest benefits come from using analytics to optimise decisions across customer experience, merchandising, inventory, pricing and operations.

The following use cases represent some of the highest-impact applications of retail data analytics.

Customer analytics

Customer analytics focuses on understanding customer behaviour, preferences and purchasing patterns.

As retailers increasingly compete on customer experience, customer analytics has become one of the most strategically important areas of retail analytics.

Customer segmentation

Not all customers behave in the same way.

Customer segmentation groups shoppers based on shared characteristics such as:

• Purchase frequency
• Spending behaviour
• Product preferences
• Demographics
• Channel usage
• Engagement levels

Common segmentation models include:

Behavioural segmentation

Groups customers based on actions and purchasing patterns.

Value-Based segmentation

Groups customers based on profitability and lifetime value.

Lifecycle segmentation

Groups customers according to their stage in the customer journey.

Examples include:

• New customers
• Active customers
• At-risk customers
• Lapsed customers

Segmentation enables retailers to deliver more relevant marketing, improve retention and allocate resources more effectively.

Customer lifetime value analysis

Customer Lifetime Value (CLV) measures the total value a customer is expected to generate throughout their relationship with a retailer.

Rather than focusing solely on individual transactions, CLV helps organisations evaluate long-term customer profitability.

Benefits include:

• Improved acquisition strategies
• Better marketing investment decisions
• More effective loyalty programmes
• Higher retention rates

Retailers increasingly use predictive analytics to estimate future customer value and identify high-potential customer segments.

Churn prediction

Acquiring new customers is often significantly more expensive than retaining existing ones.

Churn analytics helps retailers identify customers who are at risk of disengaging or leaving.

Common signals include:

• Reduced purchase frequency
• Declining spend
• Lower engagement levels
• Increased returns
• Reduced loyalty activity

Predictive models can identify at-risk customers before they churn, enabling proactive retention initiatives.

Personalisation and recommendation engines

Personalisation has become a cornerstone of modern retail strategy.

Retail analytics enables organisations to deliver:

• Personalised product recommendations
• Tailored promotions
• Individualised marketing messages
• Dynamic content experiences

Recommendation engines analyse:

• Purchase history
• Browsing behaviour
• Product affinity
• Customer preferences

to improve relevance and increase conversion rates.

As AI capabilities continue to evolve, hyper-personalisation is becoming a major competitive differentiator.

Inventory analytics

Inventory is often one of the largest assets on a retailer’s balance sheet.

Inventory analytics helps organisations improve product availability while reducing excess stock and carrying costs.

Demand forecasting

Demand forecasting predicts future product demand using historical and real-time data.

Modern forecasting models incorporate:

• Historical sales
• Promotional activity
• Seasonality
• Economic indicators
• Weather data
• Local events
• Digital demand signals

Improved forecasting supports:

• Better inventory planning
• Reduced stockouts
• Lower inventory costs
• Increased product availability

As machine learning adoption grows, forecasting accuracy continues to improve across many retail sectors.

Inventory optimisation

Inventory optimisation focuses on maintaining the right inventory levels at the right locations.

Key objectives include:

• Maximising availability
• Minimising excess inventory
• Reducing working capital requirements
• Improving inventory productivity

Analytics supports decisions such as:

• How much inventory to order
• Where inventory should be allocated
• When replenishment should occur

This is particularly important for omnichannel retailers operating across stores, distribution centres and ecommerce fulfilment networks.

Assortment optimisation

Retailers often carry thousands of products.

Not every product contributes equally to profitability.

Assortment analytics helps organisations determine:

• Which products should be stocked
• Which products should be expanded
• Which products should be discontinued

Benefits include:

• Improved profitability
• Reduced inventory complexity
• Better customer satisfaction
• More productive shelf space

Stockout and availability analysis

Stockouts can negatively affect both revenue and customer loyalty.

Analytics helps retailers monitor:

• Availability levels
• Out-of-stock frequency
• Lost sales risk
• Replenishment performance

Early visibility enables organisations to address potential shortages before they impact customers.

Merchandising analytics

Merchandising analytics helps retailers optimise product, category and assortment decisions.

Its goal is to maximise sales, margin and inventory productivity.

Product performance analysis

Retailers need visibility into how individual products perform.

Analytics can evaluate:

• Sales trends
• Margin performance
• Return rates
• Inventory turnover
• Customer demand

This enables more informed product decisions and stronger category management.

Basket analysis

Basket analysis identifies products that are frequently purchased together.

Examples include:

• Coffee and pastries
• Smartphones and accessories
• Sportswear and footwear

These insights support:

• Cross-selling
• Upselling
• Promotion planning
• Product placement decisions

Basket analysis is one of the most common applications of retail analytics.

Promotion analytics

Promotions represent a significant investment for most retailers.

Analytics helps organisations evaluate:

• Promotional uplift
• Incremental revenue
• Margin impact
• Customer acquisition effectiveness

This enables retailers to optimise future promotional strategies.

Pricing analytics

Pricing decisions directly influence revenue, demand and profitability.

Retail analytics provides the insights required to make more effective pricing decisions.

Price optimisation

Price optimisation balances customer demand with profitability objectives.

Analytics evaluates:

• Historical sales
• Competitor pricing
• Demand elasticity
• Inventory levels
• Market conditions

This enables retailers to identify pricing strategies that maximise revenue and margin.

Markdown optimisation

Markdowns are often necessary to clear excess inventory.

However, poorly managed markdowns can significantly reduce profitability.

Analytics helps retailers determine:

• When markdowns should occur
• Which products should be discounted
• Optimal discount levels

The objective is to maximise sell-through while protecting margin.

Competitive pricing intelligence

Retailers increasingly monitor competitor pricing in near real time.

Analytics platforms can track:

• Competitor prices
• Product availability
• Promotional activity
• Market positioning

This information supports faster and more informed pricing decisions.

Marketing analytics

Marketing analytics enables retailers to understand which activities drive customer acquisition, engagement and revenue.

As customer acquisition costs continue to rise, marketing effectiveness has become increasingly important.

Attribution analysis

Modern customer journeys involve multiple touchpoints.

Customers may interact with:

• Search engines
• Social media
• Email campaigns
• Mobile applications
• Physical stores

before making a purchase.

Attribution analytics helps organisations understand which touchpoints contribute to conversions.

Campaign performance analysis

Marketing analytics enables retailers to measure:

• Impressions
• Click-through rates
• Conversion rates
• Revenue generated
• Return on advertising spend (ROAS)

This helps marketing teams allocate budgets more effectively.

Customer acquisition analytics

Acquiring customers efficiently is critical for sustainable growth.

Key metrics include:

• Customer Acquisition Cost (CAC)
• Conversion Rate
• Cost Per Acquisition (CPA)
• Customer Lifetime Value (CLV)

Retail analytics helps organisations balance growth and profitability.

Omnichannel retail analytics

The distinction between physical and digital retail continues to blur.

Customers increasingly expect seamless experiences across:

• Stores
• Websites
• Mobile applications
• Marketplaces
• Social commerce channels

Omnichannel analytics provides a unified view of customer interactions across every touchpoint.

Unified customer view

One of the primary objectives of omnichannel analytics is creating a single customer view.

This combines data from:

• Ecommerce systems
• POS systems
• CRM platforms
• Loyalty programmes
• Customer service channels

A unified customer view supports:

• Better personalisation
• Improved attribution
• More accurate customer insights
• Stronger retention strategies

Customer journey analytics

Customer journey analytics tracks interactions throughout the buying process.

Retailers can analyse:

• Awareness
• Consideration
• Purchase
• Retention
• Advocacy

This helps identify friction points and opportunities for optimisation.

Omnichannel fulfilment analytics

Retailers increasingly offer fulfilment options such as:

• Click and Collect
• Buy Online Pick Up In Store (BOPIS)
• Ship from Store
• Same-Day Delivery

Analytics helps organisations optimise these operations and improve customer satisfaction.

Location intelligence and Geospatial analytics

Location remains one of the most important factors in retail success.

Location intelligence combines geographic data with business intelligence to support better decision-making.

Site selection analytics

Choosing the right location can significantly influence store performance.

Location analytics incorporates:

• Demographics
• Footfall patterns
• Mobility data
• Competitor presence
• Consumer spending behaviour

This enables retailers to make more informed expansion decisions.

Catchment area analysis

Catchment analysis identifies the geographic area from which customers are likely to visit a store.

Insights include:

• Customer density
• Travel patterns
• Market potential
• Competitive overlap

These analyses support location strategy and marketing planning.

Artificial intelligence and machine learning in retail analytics

Artificial intelligence is transforming retail analytics.

Traditional analytics often focuses on reporting historical performance.

AI extends analytics by enabling:

• Pattern recognition
• Forecasting
• Automation
• Recommendation generation
• Decision support

AI-powered analytics allows retailers to process larger datasets and generate insights at greater speed and scale.

Predictive analytics

Predictive analytics uses machine learning models to forecast future outcomes.

Common applications include:

• Demand forecasting
• Churn prediction
• Customer lifetime value forecasting
• Promotion forecasting
• Inventory planning

These capabilities help retailers anticipate future conditions and act proactively.

Anomaly detection

AI can automatically identify unusual patterns within retail data.

Examples include:

• Unexpected sales declines
• Pricing anomalies
• Fraud indicators
• Inventory discrepancies

This enables faster issue detection and response.

Dynamic pricing

AI-powered pricing models continuously evaluate:

• Demand levels
• Competitor activity
• Inventory availability
• Market conditions

to optimise pricing decisions.

This capability is increasingly common in ecommerce and highly competitive retail categories.

Generative AI and conversational analytics

Generative AI is creating a new category of retail analytics.

Instead of relying solely on dashboards and reports, users can interact with data using natural language.

Examples include:

• Which products are most likely to experience stockouts next month?
• Which customer segments generated the highest profit last quarter?
• Which stores have the strongest inventory productivity?

Generative AI translates these questions into analytical queries and delivers insights in plain language.

Benefits include:

• Faster access to insights
• Reduced dependency on analysts
• Improved self-service analytics
• Increased adoption across business teams

As generative AI platforms continue to evolve, conversational analytics is expected to become a standard component of modern retail analytics ecosystems.

Why AI-powered retail analytics matters

The volume, velocity and complexity of retail data continue to increase.

Traditional reporting approaches struggle to keep pace.

AI-powered analytics enables retailers to:

• Analyse larger datasets
• Identify hidden patterns
• Improve forecasting accuracy
• Automate routine analysis
• Accelerate decision-making

For retailers seeking competitive advantage in an increasingly data-driven marketplace, AI is rapidly becoming a core capability rather than an optional enhancement.

Retail data analytics challenges and how to overcome them

While the benefits of retail data analytics are substantial, successful implementation is rarely straightforward. Many retailers invest heavily in analytics platforms but struggle to achieve widespread adoption or measurable business outcomes.

Understanding the most common challenges can help organisations develop more effective analytics strategies.

Data silos

One of the most persistent challenges in retail analytics is fragmented data.

Customer, inventory, marketing and operational data often reside in separate systems that were never designed to work together.

Examples include:

• POS systems
• Ecommerce platforms
• CRM systems
• Loyalty platforms
• Marketing automation tools
• ERP systems
• Supply chain applications

When data remains siloed, retailers struggle to create a complete view of customers and operations.

Best practice

Invest in a unified data architecture that consolidates information into a centralised analytics environment. Modern platforms such as Snowflake, Databricks and Microsoft Fabric can help establish a single source of truth.

Data quality issues

Analytics outcomes depend on data quality.

Common problems include:

• Missing data
• Duplicate records
• Inconsistent definitions
• Outdated information
• Inaccurate product hierarchies

Poor-quality data reduces trust in analytics and can lead to flawed decision-making.

Best practice

Establish formal data governance programmes that include:

• Data quality monitoring
• Master data management
• Data ownership frameworks
• Standardised KPI definitions

Skills and talent gaps

Many retailers face shortages of:

• Data analysts
• Data engineers
• Data scientists
• AI specialists
• Analytics leaders

Without the right capabilities, organisations may struggle to translate data into business value.

Best practice

Combine internal capability development with external expertise and invest in analytics literacy across the organisation.

Lack of business adoption

Many analytics programmes fail because insights are not integrated into operational decision-making.

Dashboards alone rarely change behaviour.

Best practice

Focus on business outcomes rather than technology implementation.

Successful retailers embed analytics into:

• Merchandising processes
• Inventory planning
• Pricing decisions
• Marketing campaigns
• Executive decision-making

Measuring value

Analytics investments are often difficult to justify when success metrics are unclear.

Best practice

Define measurable business outcomes before implementation.

Examples include:

• Forecast accuracy improvement
• Inventory reduction
• Increased customer retention
• Revenue growth
• Margin improvement

How to choose a retail data analytics platform

Selecting the right analytics platform is a critical decision.

Technology choices influence scalability, usability and long-term return on investment.

Define business objectives first

The most successful implementations begin with business goals rather than technology requirements.

Questions to consider include:

• Which business challenges are we solving?
• Which decisions need better data?
• Which KPIs matter most?

Technology should support business strategy—not the other way around.

Evaluate data integration capabilities

Retail environments often include dozens of systems.

The chosen platform should support seamless integration with:

• POS systems
• Ecommerce platforms
• CRM systems
• Marketing platforms
• ERP solutions

Integration complexity often determines implementation success.

Assess scalability

Retail data volumes continue to grow rapidly.

Platforms should support:

• Large datasets
• Real-time analytics
• AI workloads
• Future growth

Cloud-native solutions often provide greater scalability and flexibility.

Consider user experience

Analytics adoption depends on usability.

Evaluate:

• Dashboard design
• Self-service capabilities
• Natural language querying
• Mobile accessibility
• Collaboration features

A powerful platform that users avoid will deliver limited value.

Review AI capabilities

AI is becoming increasingly important within retail analytics.

Key considerations include:

• Predictive analytics
• Generative AI support
• Forecasting functionality
• Recommendation engines
• Automation capabilities

Evaluate total cost of ownership

Technology costs extend beyond software licensing.

Consider:

• Implementation costs
• Internal resource requirements
• Ongoing support
• Training
• Infrastructure expenses

The cheapest platform is not always the most cost-effective solution.

Retail data analytics implementation roadmap

Successful analytics transformations typically follow a phased approach.

Phase 1: Establish business priorities

Identify the highest-value opportunities.

Examples include:

• Demand forecasting
• Inventory optimisation
• Customer retention
• Pricing optimisation

Prioritise initiatives that deliver measurable outcomes.

Phase 2: Build a data foundation

Create a centralised data environment that supports analytics at scale.

Focus on:

• Data integration
• Data governance
• Data quality
• KPI standardisation

Phase 3: Deliver quick wins

Early success helps build momentum.

Potential quick-win projects include:

• Executive dashboards
• Inventory reporting
• Customer segmentation
• Marketing attribution

Phase 4: Expand advanced analytics

Once foundations are established, organisations can introduce:

• Predictive analytics
• Machine learning
• Forecasting models
• Optimisation algorithms

Future trends shaping retail data analytics

The retail analytics landscape continues to evolve rapidly.

Several trends are expected to shape the next generation of retail analytics.

Real-time analytics

Retailers increasingly require insights as events occur. Real-time analytics supports:

• Inventory visibility
• Dynamic pricing
• Fraud detection
• Operational monitoring
• Customer engagement

As streaming data technologies mature, real-time decision-making will become standard.

Generative AI

Generative AI is changing how users interact with data. Emerging use cases include:

• Conversational analytics
• Automated report generation
• Natural language querying
• Insight summarisation
• Executive briefing creation

Generative AI will make analytics more accessible to non-technical users.

Autonomous decisioning

The future of retail analytics is likely to involve increasing levels of automation.

Examples include:

• Automated inventory allocation
• Dynamic pricing adjustments
• Personalised promotions
• Supply chain optimisation
• Marketing budget allocation

Human oversight will remain important, but decision automation will continue to expand.

Retail media analytics

Retail media networks are becoming a major revenue source for retailers. Analytics capabilities will play a critical role in:

• Audience targeting
• Campaign measurement
• Attribution
• Ad inventory optimisation

Retail media is expected to remain a major investment area over the next decade.

First-party data strategies

As privacy regulations evolve and third-party cookies decline, retailers are increasingly investing in first-party data assets.

Analytics will become central to:

• Loyalty programmes
• Customer identity resolution
• Personalisation
• Customer retention

Retailers with strong first-party data strategies are likely to gain significant competitive advantages.

Conclusion

Retail data analytics has evolved from a competitive advantage into a business necessity.

Retailers today face increasing complexity, rising customer expectations, growing competition, expanding data volumes and ongoing margin pressure. Organisations that can effectively transform data into actionable insights are better positioned to adapt, innovate and outperform competitors.

The most successful retailers use analytics to answer four fundamental questions:

• What happened?
• Why did it happen?
• What is likely to happen next?
• What should we do about it?

From customer analytics and demand forecasting to inventory optimisation, pricing intelligence and AI-powered decision-making, analytics has become central to modern retail strategy.

However, technology alone is not enough. Long-term success depends on:

• High-quality data
• Strong governance
• Clear business ownership
• Measurable outcomes
• Organisation-wide adoption

Retailers that establish these foundations will be best positioned to unlock the full value of their data, improve customer experiences and drive sustainable growth in an increasingly data-driven future.

Frequently asked questions about retail data analytics

What are examples of retail data analytics?

Examples of retail data analytics include demand forecasting, customer segmentation, inventory optimisation, pricing analytics, promotion analysis and customer lifetime value modelling. Retailers use these analytics techniques to improve decision-making, enhance customer experiences and increase profitability.

Common examples of retail data analytics include:

• Demand forecasting
• Customer segmentation
• Inventory optimisation
• Pricing analytics
• Promotion analysis
• Customer lifetime value (CLV) analysis
• Recommendation engines
• Omnichannel customer journey analytics

These insights help retailers understand customer behaviour, optimise operations and identify growth opportunities.

What is the difference between retail analytics and business intelligence?

Retail analytics focuses on explaining performance, predicting outcomes and recommending actions, while business intelligence (BI) focuses on reporting and visualising historical data. Business intelligence helps retailers understand what happened, whereas retail analytics helps them understand why it happened, what is likely to happen next and what actions should be taken.

Most retailers use both business intelligence and retail analytics to support data-driven decision-making.

How can small and mid-sized retailers use data analytics?

Small and mid-sized retailers can use data analytics to improve inventory management, increase sales, understand customer behaviour and optimise marketing performance. Many organisations start with basic reporting tools before adopting more advanced analytics capabilities.

Common use cases include:

• Tracking sales and product performance
• Forecasting inventory demand
• Identifying slow-moving stock
• Measuring marketing campaign effectiveness
• Analysing customer purchasing behaviour
• Improving customer retention
• Optimising pricing and promotions

By focusing on a small number of high-impact use cases, retailers can achieve measurable business value without significant technology investment.

What data sources are used in retail analytics?

Common data sources include:

• POS systems
• Ecommerce platforms
• CRM systems
• Loyalty programmes
• Inventory systems
• Supply chain systems
• Marketing platforms
• Customer service systems
• Location intelligence data

How does retail analytics improve inventory management?

Retail analytics improves demand forecasting, inventory allocation and replenishment planning. This helps reduce stockouts, minimise excess inventory and improve inventory productivity.

How is AI used in retail analytics?

AI supports forecasting, customer segmentation, recommendation engines, dynamic pricing, anomaly detection and decision automation. Generative AI is also enabling conversational analytics and automated insight generation.

What KPIs should retailers track?

Key retail KPIs include:

• Revenue
• Gross Margin
• Customer Lifetime Value
• Conversion Rate
• Inventory Turnover
• Stockout Rate
• Customer Acquisition Cost
• Return on Advertising Spend
• Average Order Value
• Retention Rate

The halo effect explained – and why it matters now

A consumer’s shopping experience is no longer a linear journey. They browse and research products online, visit physical stores, engage on social media and buy through a brand’s website and wholesale distributors. For landlords and retailers, this means that physical stores influence much more than just in-store sales. 

This reality is what has made measuring the ‘halo effect’ critical. But what exactly is it and how can retailers and landlords leverage it to make better location-based decisions and monetise store performance?  

Defining the retail halo effect

The ‘halo effect’ is the contribution a physical store makes to online sales in its surrounding catchment. 

A physical store plays a crucial role in brand building. If a customer is frequently reminded of your brand by passing your store while on their commute, they will be more likely to purchase from your brand online. Offering a distinctive brand experience will not only enable your physical location to drive online sales, but ensure your shelved products stand out to customers already spoiled for choice.  

Ultimately, a strong physical store presence will enhance digital performance. 

Why the halo effect is critical for retailers and landlords

Whether you are a retailer aiming to understand the true value of your stores or a landlord looking to attract the right tenants for your centre, being able to clearly measure how each store presence drives online revenue leads to better decision-making. As consumer behaviours evolve, understanding and quantifying this relationship has become crucial. 

Making sense of the halo effect in practice

Viewing all channels as interconnected is necessary in modern retailing. By measuring the halo effect, you can understand exactly how a physical store’s presence will impact digital performance and where potential opportunities lie.

For landlords

When a tenant’s stores drive strong online sales in the surrounding area, engaged and high-spending shoppers are easy to attract to the broader retail destination as a result. Quantifying this cross-channel synergy helps you:  

• Draw a more precise picture of total revenue and brand impact 
• Understand how your physical presence influences your online revenue  
• Recruit the right tenant mix 
• Set fair rent expectations

For retailers

As a retailer, understanding the online revenue tied to a physical location will show whether a store is pulling its weight. If a location seems to have low in-store sales but a robust online halo, closing it might mean losing profitable online business. Being equipped with halo effect insights affects everything from site selection and store relocations to lease renewals and marketing investments. 

The strategic impact of the halo effect

Insights from a physical store are more than just in-store interactions. They generate brand exposure that leads to online sales, which is where measuring the halo can be particularly useful in unlocking true value. 

• Refined network strategies: Attributing online sales back to store catchments offers you insight into exactly which locations are high performing.  
• Targeted investment: Depending on where the halo effect is seemingly strongest, you may opt for upscaling, refurbishing or increasing marketing around certain locations.  
• Risk management: Understanding the real online revenue at stake prevents costly mistakes before closing or relocating a store and that resources are allocated to areas offering the greatest return on investment. 
• Refined customer strategy: The online halo alone does not tell you whom to target, but reveals where your physical presence yields the biggest impact on online sales. Combining halo measurement with in-depth customer segmentation broadens strategic possibilities. 

How CACI helps you measure and monetise the halo effect

By understanding the halo effect, you can improve location-based decision-making and discover the full picture of your interconnected physical locations and digital channels. 

CACI helps retailers and landlords bring this to life. Our deep experience in shopper behaviour, demographic profiling and location analytics helps you extract meaningful insights from your halo measurements.  

Our market insights ensure landlords understand where their tenants’ customers originate, who shops at specific locations and how to attract similar shopper profiles to other areas to improve tenant mix and increase footfall.  

By layering the halo effect with demographic data, retailers can better assess where expansion or downsizing aligns with their target consumers’ shopping habits. Marketing campaigns can be tailored to amplify engagement and conversions across channels. 

From understanding consumer catchment through Retail Footprint to evaluating online sales contributions via Brand Dimensions you can redefine the future of omnichannel retail, reassess investments and granularly view your stores’ performance.  

Contact our experts today to find out more. 

This year’s MCA Food to Go conference unveiled the key growth drivers, future trends and exciting developments shaping the sector. It highlighted everything from innovative technology and formats to trendsetting menus and marketing, ultimately exploring how successful brands are navigating market challenges.

At the conference, I showcased transaction trends and growth opportunities emerging in 2026 based on three months of data from CACI’s Brand Dimensions dataset. By tracking 30+ food to go brands from November 2025 to January 2026, I assessed the trends and opportunities fuelling growth questions this year. 

Here is what the data revealed. 

Food to Go transaction trends & growth opportunities in 2026

The findings showed: 

• +6% YoY revenue growth in the Cafés & Coffee Shop market 
• A slight decrease in Quick Service Restaurant (QSR) transactions, but a slight increase in Average Transaction Value (ATV)  
• Transactions and revenue dropping across the wider F&B sector

Which brands are leading industry trends in 2026?

From the 30+ up-and-coming and major players in the food to go sector tracked, I identified the leading brands as those achieving YoY growth above inflation and sorted them by increase in growth percentage. 

Premium healthy lunches: Atis & Farmer J

Consumers continue to prioritise premium healthy lunches this year.  

The leading brands were Atis, growing 140%, and Farmer J, growing ~30%. Atis’ skyrocketing growth is driven by the opening of a third new space in the last year. While substantial and impressive, it is the smallest brand in CACI’s Food to Go tracker, meaning the overall GBP shift in the market is small.  

The largest share of the customer mix for these brands comes from CACI’s Acorn profiles Prosperous Professionals at 15% of spend followed by Up-and-coming Urbanites at 11%. 

For new entrants, the challenge to growth is proving value in each transaction, precise targeting and mission expansion without undermining the brand or cannibalising sales. 

Continued growth in chicken QSR: Popeyes, Wingstop & Slims

Consumers continue to seek indulgence and novelty. In the chicken QSR sector, our findings concluded Popeyes grew ~30%, Wingstop ~20% and Slims ~9% (who were +46% in the first quarter of the year). While this may counter the premium healthy lunch trend, consumers are finding ways to balance health-conscious choices with indulgent ones. 

Caffeine & matcha on the rise: Blank Street & Grind

Both Blank Street and Grind grew over 20%, indicative of the brands’ innovative products, strong social media presence and matcha-led menus. These brands have evidently appealed to younger, experience-driven consumers by creating excitement through their product innovation. 

Established brands are driving growth by harnessing loyalty 

The biggest takeaway is that while new entrants win on excitement, established brands win on loyalty.  

New brands have brought excitement, and with that, percentage growth, but most saw YoY growth rates slow across the year. Meanwhile, more established brands like Pret a Manger, Costa, Starbucks and McDonald’s saw stronger growth in the latest quarter. When assessing actual pounds versus percentage growth, established brands are back growing and seeing very substantial sales gains. This reiterates the impact of loyalty on long-term growth.  

The formula of the current state of the market then becomes:  

Excitement = short-term percentage growth. Loyalty = long-term monetary growth. 
 
New brands, social media influence and new cuisine are fuelling excitement. Loyalty is driven by familiarity, perceived value, brand resonance and communication. Brands that can achieve a sweet spot between both are poised for sustainable growth. However, our findings suggest tension between excitement and loyalty. This prompts brands to reflect on how to maintain excitement or build customer loyalty.  

Four strategies to drive growth in a tough climate

1) Having the right products in place 

Brands must understand how to appeal to existing customers and excite new ones. Product and menu innovation should be strategically considered to open new missions and tailor to the right locations, dayparts and missions.

2) Getting the right space

While growth can be achieved by acquiring new spaces, established brands are always optimising their spaces to reach the right people, in the right place, at the right time. This is why some brands are shifting to drive-through locations as town centres decline and why many have opted to offer FMCG products in the chilled sections of supermarkets.

3) Appealing to customers through the right message 

Tailored content sent to the right target group at the right time with the right incentive is critical to success. 

4) Delivering with the right service

Profitably staffing each location, determining which locations will best suit trialling self-service kiosks and avoiding alienating or upsetting customers who value your brand’s personal service are critical considerations.

This is often easier in the new entry “excitement” phase, but new and established entrants must constantly evaluate that they have the right mix of these factors to remain relevant in a rapidly changing market. Each of these strategies has a ‘people, place and time’ lever that can be pulled to maximise growth by leveraging customer loyalty.  

How CACI’s Brand Dimensions can help your Food to Go business thrive

With so much complexity in the food to go sector, brands need more than just internal customer data to keep on top of the mix. Supplementary market data through CACI’s Brand Dimensions can help you answer your growth questions, combining the right data with the right tools to project long-term growth through the right mix of products, services, places and messaging. 

Highly detailed, timestamped transaction data is at the heart of Brand Dimensions, indicating anonymised customers and specific outlets to infill any data gaps and gain unique performance and competitor outlet insights.

When combined with anonymised mobile activity data and demographic classifications, it creates a cohesive base to address the people, place and time levers driving growth. This can also be topped off with lifestyle attributes linked to those demographics, competitor location data and competitor sentiment data. 

Through this, businesses can better prepare for the future by understanding consumer behaviour at brand level. 

Although Brand Dimensions is typically tracked on a monthly basis, these findings have been summarised quarterly for this blog.  

If your brand could benefit from these data insights, book a Brand Dimensions demo with us. 

From weight loss medication and fertility support to cosmetic and hair loss treatments, the traditional elective healthcare landscape is being radically transformed.

Historically, elective healthcare might have been associated with older demographics or specific medical needs. However, recent insights from CACI’s Voice of the Nation (VOTN) consumer survey reveal a compelling shift: a surge in demand for elective treatments from wellness and image-conscious Gen Z and Millennial consumers.

This fundamental change has profound implications for healthcare providers and their location strategies to ensure they are precisely aligned with the evolving demographics of their target audiences and meet their notably high expectations around convenience, accessibility, and experience. This offers a huge challenge – and opportunity – for healthcare brands to adopt a more agile, data-informed approach to their physical presence.

A complex convergence of health, wellness and beauty consumption

Our Voice of the Nation (VOTN) survey reveals that weight-loss treatments like Mounjaro and Ozempic are projected to grow by 40% in 2025, with Millennials and Gen Z leading the charge. And Gen Z show equal interest among both male and female respondents unlike all other age cohorts, where women predominate.

And while 4.9% of respondents overall say they plan to pay for cosmetic treatments in 2025, this number rises above 10% for Gen Z respondents and female Millennials but remains below 3% for anyone older than 45.

It might be tempting to assume that this trend is purely about aesthetics. And there’s some truth in this. For those planning to increase their beauty spending in 2025, nearly 14.9% planned to pay for cosmetic treatment against 4.9% generally. Similar jumps were seen for hair loss treatment (10.2% versus 3.3% generally) and weight loss services (14.9% against 6.4% generally).

Yet other issues are also in play.

For Gen Z respondents who considered ‘Health’ as a top three issue facing the UK, there was also a distinct increase in planned treatments: 16.2% of Gen Z males concerned about health were planning weight loss treatments versus 9.7% in general, for example.

In addition, when we look at the Voice of the Nation sentiment data through our in-depth Acorn geodemographic segmentation, demand for all types of healthcare treatments spans both affluent and less affluent groups.

Brought together, the data shows there’s a truly complex mix of motivations — from aesthetics and wellness to proactive health management – across and within different age cohorts. But all with the clear underlying message that Millennials and Gen Z with their growing spending power are seriously invested in elective healthcare treatments that make them feel and look better.

Why Traditional Site Selection Falls Short

Historically, location planning in healthcare has relied on broad demographic assumptions or legacy performance data. But in today’s market, that’s not enough, no longer can site selection be based on general market trends. A clinic with the wrong treatment offer, placed in the wrong area – too far from its target audience, or in a location with low footfall – can struggle to gain traction, regardless of the quality of care it offers.

But critically, it’s not just about what these consumers want — it’s about where they are. Something that after Covid-19 has also changed. Traditional assumptions about most people working from the office every day no longer hold.  Our VOTN research found that on average people now only spend on average 2.5 days in the office – Gen Z spending 12.5% more time in the office than Gen X and Baby Boomers.

Younger generations are more likely to live in urban centres, commute via public transport, and expect services to fit seamlessly into their daily routines. This is reflected in our VOTN data which finds Gen Z less likely to have products delivered to home and far more likely to have purchases delivered to a pick-up/drop off point like a locker or local convenience store (39% versus 23% in general) or delivered to a convenient location like their office (27% versus 14% in general). 

And as we’ve already noted younger generations are also more likely to pay for treatments where the NHS is not offering what they need or on the timescale they want it.

What’s needed is a more granular, predictive approach to location choice: one that considers not just who your customers are, but how they move, spend, and engage with products and services.

A data-driven bespoke approach to Location Strategy

Healthcare treatment providers looking for physical locations that will help them match this complexity of demand and grow their business should be looking to modern location analytics that combine powerful human behavioural and geographical insights. Rather than taking an ‘off-the-shelf’ approach that can obscure what’s really going with the new healthcare consumer, a bespoke approach allows you to:

• Map journey-time decay to understand how far patients are willing to travel for different services
• Define profile catchments using lifestyle segmentation like our CACI Acorn that can leverage over 700 economic, behavioural and social variables to identify over-represented consumer types in particular areas
• Deeply understand who your ideal customers and their locations are through powerful location intelligence tools like InSite
• Overlay footfall and spend data to assess the commercial viability of potential sites
• Unlock ‘white space’ by using location analytics such as provided by our Location Dynamics to identify areas with unmet demand and minimal competition
• Rank postcode sectors by indicators like Private Medical Insurance coverage or self-pay propensity

The future of healthcare location strategy

The rise of younger, self-directed healthcare consumers who value their physical and mental wellbeing is clearly not a passing trend – it’s a structural shift. To stay relevant, providers must meet these audiences where they are – both physically and emotionally, including as they ‘age’ into other services like fertility, hair loss treatments and joint replacements.

To truly capture this growing segment, providers must harness advanced data to pinpoint and predict high-potential areas where these new consumers live, work, and spend. This ensures that every new clinic, every re-evaluated existing site, is positioned for maximum impact, catering directly to the evolving needs and preferences of a generation redefining elective health. That means rethinking location strategy as a core part of business planning, not just an operational detail. With the right data and tools, healthcare brands can build a physical location footprint that’s not only efficient for today, but also future-proof.

To find out how we can help you find the healthcare consumers best suited to your services, get in touch with us.

Merry Hill is one of the largest regional malls in the UK, encompassing over 200 shops such as major flagships Primark, M&S and Next. Sovereign Centros from CBRE were appointed asset managers of the former Intu asset in 2022, and have since expanded the retail, F&B, and leisure offering, with recent high profile openings including Hollywood Bowl and national debuts for Harvey Norman and XF Gym.

When Merry Hill chose to invest in renovating the M&S flagship store, they needed to quantify the impact changes would have on performance. This required a robust simulation of the future turnover and resulting footfall. In this blog, we uncover the steps that CACI took to help Merry Hill understand the impact of refurbishing M&S and gain investors’ approval to execute it.

How CACI evidenced outcomes of refurbishing Merry Hill’s M&S

CACI compiled a report covering an overview of M&S’ current performance, the impact of a refurbishment on the retailer’s turnover and the cross-shopping potential it could bring across Merry Hill. The report also considered factors such as benchmark centre sales where M&S had already been upgraded, annual trips to Merry Hill should the refurbishment not take place, and potential customer loss to Bullring & Grand Central mall where a new M&S was due to open.

The data sources included in CACI’s report were:

• Transactional Spend Data: Derived from real-world debit card spend data from multiple sources, Transactional Spend Data is a fully consented view of spending patterns. It offers granularity into how different groups interact and how customers engage through an analysis of spend by product category.
• Acorn: CACI’s consumer segmentation model combines geography with a variety of demographics and lifestyle data sources, grouping the entire population into 6 Categories, 18 Groups and 62 Types. It supplies insights into the role that demographics plays in impacting the performance of a location and helps identify key users of a site.
• Location Dynamics: CACI’s machine learning tool predicts the retail, grocery and leisure catchments of over 6,000 destinations in the UK. It considers underlying population and spend, competitive landscapes and accessibility to each destination to model overlapping catchments. In this context, Location Dynamics was used to predict the centre’s performance, and overlap with Birmingham city centre, allowing for a comparison to actual sales to understand where and how the centre could grow turnover.
• Brand Dimensions: CACI’s benchmarking tool tracks the performance of 300 major brands over time. In this instance, it examined M&S spend performance nationally and at benchmarked locations.

What value would refurbishing Merry Hill’s M&S bring?

Having been at Merry Hill for three decades, investing in a refurbishment of M&S would solidify its continued commitment to the centre.

Increase in average spend, dwell time & turnover

CACI uncovered that centres with a refurbished M&S store have seen an increase in average spend per head in benchmark centres by 2.2%, which could help generate a substantial turnover at Merry Hill. With M&S accounting for 11% of centre floorspace at Merry Hill, improving its appearance could impact the ambience of the rest of Merry Hill and contribute to an uplift in dwell time, retail spend, and catering for the wider centre. Refurbishing Merry Hill’s M&S would also accelerate turnover at both the store and across the centre, as refurbishment is cited as a key factor for increasing sales.

Appealing to younger, more affluent demographic

Our research has shown that refurbished stores tend to attract younger, more affluent shoppers. While Merry Hill’s diverse shopper profile of Executive Wealth, Mature Money, and Steady Neighbourhoods Acorn groups is well aligned to key shoppers for M&S, key groups have all under performed versus catchment expectation. A refurbished M&S would appeal to these underperforming visitors.

A reported 82% of M&S shoppers also go on to spend in other stores at Merry Hill. Therefore, the new footfall that a refurbished M&S would attract would benefit other tenants in the centre.

Sales growth from new & existing shoppers

Within this project, we were able to quantify the number of new Merry Hill visitors that would be generated as a result of the refurbished M&S, with considering factors including their potential spend in M&S and their spill-over expenditure across the wider centre.

Graeme Jones, Executive Director at Sovereign Centros from CBRE: “M&S has been a big part of Merry Hill for several decades, so any decision about their future is one that needed to be made with real consideration of the potential impact on the destination. When we decided that we wanted them to introduce their latest shop fit, while consolidating from two units into one to create new opportunities, we started to create a proposal for M&S that would make the best possible case for a significant investment commitment. The data and insight from CACI was a crucial element of that business case, emphasising the rationale from a visitor, brand, and landlord perspective. It helped achieve a positive outcome for all parties, and the new M&S store is already beating commercial targets, and has had a big impact on Merry Hill and its visitor numbers.”

Ellie Brettell, Senior Property Consultant at CACI: “We’re increasingly being asked to support decisions like this one, where significant investment is involved and multiple parties need reassurance that the right choice is being made. Our objective, data-driven approach helps provide that clarity. Our contribution to this fantastic deal for Merry Hill was possible because of our expertise working for brands and owners of places – we understand the goals and potential impacts on both sides and can therefore create a report that rationalises a decision for all parties. Our evidence base made it clear that this deal would create positive outcomes for everyone involved, so naturally we’re proud that our work has helped to deliver such tangible success.”

How CACI can help

The insights provided through CACI’s report instilled both internal and external stakeholders with the necessary confidence to make significant investments in the refurbished M&S. To learn more about our products and data available from key partners to generate a single view of the UK property market, contact us today.