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Is Lidl's new Plus app enough to bridge its gap in ecommerce?

Lidl Plus app online shopping deliveryThe Lidl Plus mobile app will launch in the UK this September.

When Lidl recently launched Lidl Plus, a mobile app offering rewards such as a weekly money saving coupon, questions were raised to whether it was enough to compensate its blaring cap in ecommerce. Customer loyalty schemes, which Lidl Plus is in its essence, once represented a promotional and/or discount and reward mechanism that encourages consumers to stick with a retailer for the long haul. However, there is increasing evidence now to suggest that consumers will flick between loyalty schemes depending on what's on offer at any given time. With the pandemic disrupting customer loyalty as consumers scurried to find alternatives due to low stock levels, retailers are now finding ways to win their customers back.

This could prove a challenge given sluggish consumer confidence and footfall, not to mention the UK entering the largest recession on record earlier this week.

Lidl Plus app online shopping deliverySupermarket shelves were stripped earlier this year due to fears around Covid-19.

With over 17 million Brits planning to switch to online shopping, the pandemic has evidently led to a massive shift in consumer behaviours. And with Lidl's new mobile app offering being launched in the UK in September after a successful trial in Ireland, it could place the German discounter a step ahead in the UK grocery sector. However, it doesn't hide the fact Lidl has not yet offered Brits the benefits of a proper ecommerce channel - an offering consumers are especially coming to expect in a post-lockdown climate.

This is especially pertinent given the coronavirus pandemic pushed its main rival, Aldi, to take its first steps in online retail- initially with home delivery via a partnership with Deliveroo. Big 4 grocers Tesco, Sainsbury's and Asda joined the online world two decades ago - with Morrisons lagging behind until 2014 when it launched online shopping using technology developed by Ocado. Meanwhile Iceland had realised consumers' preference for online shopping and reintroduced it in 2014 after initially dropping it in 2007.

Lidl is, in some ways, "the Primark of grocery": Both offer discount items and manage to rely on a bricks-and-mortar estate to successfully trade. However, Primark is notorious for its refusal to shift online - particularly during lockdown when it could have benefited from consumers' hunger to splash their cash. While the Lidl Plus app offers customers GBP5 off their first shop, the opportunity to scan their digital card using the app after shopping to receive a scratchcard, or GBP10 off when they spend GBP200 a month - Lidl's lack of online shopping may drag its sales in the long term.

Lidl Plus app online shopping deliveryPrimark is remaining bricks-and-mortar despite losing GBP100m a month from lockdown.

Nonetheless, Carole Gilkes, chief customer officer at software company K3 Business Technologies, argued that having no online offering was Lidl's "biggest strength".

"Lidl has a clear, focused and distinguished brand that has made considerable gains by cutting out the middle-man," she explained. "What's more, grocery shopping will always be tactile for consumers. There will always be individuals who want to physically visit the supermarket and handpick their food for the week.

"And with Lidl's quicker, cheaper and more efficient shopping experience - which offers something considerably different to the big players like Tesco or Waitrose - it has succeeded in attracting customers looking for these experiences." James Calvert, chief data strategy officer at advertising agency M&C Saatchi, said that although Lidl was at risk of being isolated due to its lack of online offering, its extensive UK store estate meant customers could pick up products from a 20 minute drive or less. "Lidl's business model and distribution strategy rely on people visiting, buying regular items at great value and picking up a heap of other things from the middle aisle that they never knew they wanted," he said.

"Lidl's business model relies on people visiting and buying regular items at great value"

"It's hard to replicate that online, plus setting up for profitable ecommerce distribution needs a lot of additional planning and validation."

Calvert added that customers were likely to return to stores as the vouchers are a big draw, especially at a time when some consumers may be financially struggling due to either furloughed or made redundant because of the pandemic. Meanwhile, Sebastian Hill, UK managing director of retail marketing firm TCC Global, argued that the launch of a loyalty programme from a leading discounter was "a major sign that grocery retailers of all shapes have realised they shouldn't try to compete on price alone". "Lidl has historically used low prices to grow its market share and radically shake up the grocery industry - but it now wants to create lasting relationships with its customers in order to maintain this success," he said.

"Long-term advocacy from shoppers goes far beyond the price point and into the realms of emotional connections. Shoppers remember the rewards they are given by supermarkets far more than they do the occasional promotion or money-off deal. "Lidl Plus seems to be a menagerie of successful loyalty programmes, rolled into one.

It combines coupons, scratch cards, digital receipts and partner offers in one app that allows customers instant accessibility and usability. It should be an effective way to increase the discounter's connections with customers both in and out of store. "The programme has seen major success and engagement across Europe, most recently in Ireland.

Shoppers in the UK respond best to supermarkets that offer them real value and meaningful rewards - not just low prices." Undoubtedly, Lidl Plus offers the opportunity for the retailer to shift its valued customers into digital without causing disruption. It also presents a whole new world in Lidl's attempt to determine a new, digital customer base.

This can be concluded by collecting information from its new customer database. As with other loytaly schemes, with Lidl Plus, Lidl can more accurately track behaviours, spending patterns, regional preferences and determine whether moving online is the best decision. Yet while Lidl Plus may bring Lidl a step closer to online shopping, the offering doesn't necessarily mean it's taking a furtive step into ecommerce - nor guarantee success.

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Online vs In-Store — How to Maintain Customer Loyalty as Shopping Returns to Normal – PerformanceIN

One wonders what the omnichannel pundits are considering during the COVID-19 era.  How can a retailer offer a truly multi-channel experience with all the heavy health and safety restrictions in place, never mind customer loyalty? Certain segments of society will always prefer 'real world' shopping versus online (research suggests this is the older generations, Generation X and the like). 

But let's look at each generation in turn, to see how loyalty can be maintained both online and offline:

Baby Boomers

Boomers, normally classed as those born between 1946 and 1964, appear to have the most affinity to shopping in-store.  In a recent survey by Loyalty One, 84% of Boomers expressed their preference to shop in-store. They have high expectations of customer service and are most likely to switch loyalties should they be dissatisfied with their experience in-store.  It's important to target this generation due to their increased life expectancy and spending power, and they are not necessarily the technophobes that some may believe. 

In a recent report by Yes Marketing 30% of Boomers indicated that convenience is their main brand loyalty driver. Therefore, making a store easy to navigate would help increase loyalty - the Amazon 'one click experience' turned offline in other words.  Other ways to appeal to Boomers could be offering in-store easy gifting, compounding the 'convenience' experience as well as clienteling: so in a women's fashion store having smart staple accessories at the checkout could help prompt not only additional basket value, but also improve customer satisfaction if they are overdue a gift to a loved one. 

Likewise, the experience online could be reflected with product promotions at checkout and increased cashback on higher value baskets, plus offers on the likes of Mumsnet or Gransnet. 

Generation X

Classified as those born between 1965 and 1980, this generation grew up with the advent of the internet.  Having lived through the boom and bust of the 80s, this generation tends to be a lot more conservative and will research their target products. In-store, they may gravitate to sales associates for second opinions on items.

According to an eMarketer study this group is known for their extreme brand loyalty and for trusted brands they are willing to pay a premium. Their main activities online include checking emails and banking transactions. Therefore personalised offers via targeted emails would help target this group for retailers, as would utilising email retargeting for 'abandoned carts'.

Being quite conservative, this group are likely to leave items in the basket whilst they shop around or research the item further.  Gen Xers are just as comfortable with traditional or online media. Stores should be used as showrooms with take home magazines featuring best-selling items blending in-store and online promotions.

As the purchase cycle is likely to be longer, they would appreciate the convenience of being able to mull over purchase decisions at home.  It is no wonder that NET-A-PORTER, whose main customer type fits within this age range, also launched a shoppable print magazine Porter, thus perfectly encapsulating the comfort and ease with which the Generation X customer shops. 


Millennials, classed as those born between 1980 and 2000, are famed for being fickle and have been dubbed a superficial generation fuelled by their obsession with social media.  In a recent report from Accenture*, the following myth-busting findings came to light:

  • They practice 'showrooming' just like the Boomers and Xers, research/examine in-store but buy online
  • Many actually enjoy visiting stores especially if the retailer provides mobile instore coupon scanning availabilities
  • They can be loyal customers as long as they feel they have been treated correctly: 95% in the Accenture survey stated that coupons sent via email or post would influence their purchase decision
  • A retailer gaining 'likes' on social media does not equate to loyalty by those providing these likes, it is rather a transactional ploy to receive offers and coupons
  • A seamless end to end shopping experience is what Millennials truly crave, and critically they are influencing the shopping behaviours of their parents as the latter become more comfortable and familiar with online shopping

So, what are the ways to gain this commercially savvy generation's loyalty?

Clearly coupons that can be used instore and online would be an easy but margin eroding route if expected and provided regularly.  Friends and Family offers linked to basket value may be a more sensible option which still provides a saving; while speaking to the other generations in a millennial's family unit. And for in-store, perhaps a competition or engagement exercise on social leading to an enhanced offer instore could work. For example, the winner could receive X amount to spend in-store with their consent to publish a photo with their purchases on the retailers' social media channels.

All other competition participants could receive a gift with purchase available with in-store purchases. 

Generation Z

Gen Z classed as those born between 2000 and 2010, are leading a shopping evolution according to an article from Business Insider. Being motivated by price and always having something 'new' has led them to frequent resale and rental sites. As they are so driven by price and value, they tend not to be loyal to any brand or store.

Instead, they will choose brands that reflect their values and they appreciate transparency and authenticity.  For example, Aerie, a lifestyle brand, saw sales rise from this segment after they banned photo retouching on their ads from 2014.  It's an 'activist' generation growing up as they did amongst the rise of the "Me too" and BLM movements. 

So how can brands capture loyalty offline and online with this consumer? Offline having recycling hubs in-store as H&M do would be a great way of capturing return traffic. This tactic inevitably leads to further purchases.

Other reports indicate this generation actually sees offline shopping as an enjoyable social excursion. Brands should capitalise on this behaviour.  They 'live their lives' on social media and are very cause driven with inclusivity being a major value driver.

Therefore, running campaigns with charity affiliates like Easyfundraising and Giving Assistant would position a brand well. The latter has a headline takeover image on their homepage with the following very forceful message ' Together we stand with anti-racism nonprofits'. 


Retailers have a dichotomy on their hands with an activist generation on one end of the spectrum and an ageing but affluent demographic on the other.  Ultimately, a segmented approach towards capturing loyalty would be the most prudent to ensure different strategies are utilised per desired demographic, online and offline.

People are living longer so retailers must not forget the Boomers and the Xers with their higher disposable income, but at the same time, they need to consider their future consumers' - Millennials and Gen Z.

It's a broad and complex audience mix to engage but those brands that can reach all groups in the spectrum will profit in the long term.

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Gigabit Voucher Scheme Flops, as Government Pledges a Strategic Review — and We Chase Our Tails

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"Do not pass Go, do not collect your voucher" Uptake of a government voucher scheme designed to turbo-charge deployment of gigabit-capable broadband has been desperately poor -- and the problem is so pronounced that ministers are launching a strategic review to understand the failure. The scheme offers "rural* premises" government vouchers worth GBP1,500 per home and GBP3,500 per SME** to support the cost of gigabit-level fibre installation.

But for a population of over 66 million, just 44,792 vouchers have been issued -- with only 29,142 of these resulting in a live gigabit connection. (Presumably the gap is down to ongoing builds and/or voucher issuances that didn't meet final costs). The admission came in an August 8 release from the Department for Digital, Culture, Media & Sport (DCMS) that lauded the "milestone" connection of just under 500,000 premises*** across the UK to gigabit-capable broadband since summer 2018; made under a GBP1 billion funding commitment running until the end of 2021. (Gigabit internet carries speeds of a thousand megabits per second: the kind of capacity that could let a user download HD films in seconds and stream TV and gaming content at 4K picture quality on multiple devices seamlessly.)

What is the Gigabit Broadband Voucher Scheme?

Some 7.5 million premises can now, in theory, connect to gigabit-speed connections via an ISP: up from 1.4 million two years ago. The gigabit broadband voucher scheme was rolled out in 2018 to help augment this progress and was advertised as a "step up" for harder to reach or poorly connected areas of the UK.

Particularly with the surge to remote working as a result of COVID, it could prove a vital way for newly remote workers and businesses to turbocharge poor connections. Yet with take-up so poor, the DCMS has been forced to launch a new "Gigabit Take-Up Advisory Group (GigaTAG)" to lead a strategic review into the failure, even as it continues to dangle the promise of GBP5 billion more funding. This will "look at encouraging more consumers to engage with this new technology and to take advantage of the benefits that they will bring", the DCMS said.

GigaTAG's "Strategic Review"

Why is take-up so low?

Lydia Marshall, a DCMS spokesperson told Computer Business Review: "The voucher scheme is demand-led so where there are areas of low take-up it may be because there aren't many active suppliers in the area, or there are already plans to provide faster broadband under another commercial or government-funded project at the address". The new GigaTAG group, meanwhile, will be headed by the online review platform Which? and will be joined by Ofcom, the Confederation of British Industry (CBI) and the Federation of Small Businesses (FSB). Anna Slater, a spokesperson for the FSB, told us: "Uptake of these connections is important to allow small businesses to reap the benefits of better internet speeds...

Only with a collaborative, joined-up approach can we strengthen small firms' willingness to engage in the broadband market".

In Which Our Editor is Not Reassured....

A swift review by Computer Business Review suggests that while higher prices for gigabit-capable services -- as well as customers being locked into long contracts with their existing ISP and a lack of general awareness -- may stymie uptake, a desperately inconsistent and opaque application procedure is also unlikely to help. Our own experience was borderline Kafkaesque. Our editor checks his postcode... 

A government postcode checker is signposted by DCMS as the first port of call. Our editor (struggling with mediocre broadband in a village on the outskirts of Canterbury that falls just inside the ONS's definition of "rural" ) tapped in his postcode. "Some addresses in this postcode may be eligible for a rural gigabit voucher" came the answer. (Hardly the unambiguous "congratulations, you are eligible" that some applicants may seek, but not a definite "no" either...

Ten potential providers came up as "active in this area" -- and presumably participating in the scheme; although, again, this was not explicit. We clicked through to one of the "active" suppliers: opting for testing purposes to go for one of the largest and presumably most experienced, Openreach. ... we are directed to another postcode checker

This link directed us to Openreach's own postcode checker, which did not immediately promise a gigabit connection: merely the vague offer of "faster fibre". We punched in the postcode. "Great news" said Openreach's system after a quick check.

"Fibre-to-the-Cabinet (FTTC) of up to 80 Mbps is is now available to millions of UK homes and businesses - including yours." (It wasn't available for hook-up when your humble editor moved in to his new abode, a mere 12 weeks ago, but that is another story...) Still actively pursuing the elusive gigabit connection, we dug deeper. Want a gigabit? Try a "Community Fibre Partnership" says Openreach. 

Want "technology that supports speeds up to 1Gbps?" (came the only gigabit-related option on Openreach's portal that the government's own portal had fed us through to...) "You could apply for a Community Fibre Partnership". Still chasing a gigabit connection and still chasing vouchers to help make it happen, we clicked onwards. Pursuing this option meant taking four more initial steps.

As per Openreach's guidelines: Step 1. "Use the fibre checker to see what's available in your area". (Ed: Having done this, the answer was "if you want a gigabit connection, try a community partnership". To do this, you need to email Openreach expressing interest.

We did so...) Step 2. "Around 24 hours later we'll send you a second email with a link to a website. You can use this to fill in details of the addresses, postcodes and landline numbers of other local people who are interested in setting up the Partnership."

(Ed: This seems premature. The applicant has no ballpark cost estimates yet, nor guidance on critical mass needed. The enthusiastic may well go out banging doors or Facebook pages, but without the ability to tell friends, neighbours or fellow SME leaders what kind of critical mass or funding will be needed, they are groping in the dark; publicly.

The demand for landline numbers is also arguably anachronistic.) Step 3: "This is when you'll need to start drumming up support in your area. Talk to your neighbours and local businesses about the benefits of fibre broadband" says Openreach. (Ed: note the reference to "fibre broadband" rather than "gigabit broadband" and the pressure to go blind into community engagement).

Step 4: "At this point", says Openreach (Ed: at which point? When you hit a certain unquantified number of engaged neighbours?) "we'll give you a ballpark cost to bring fibre to your area. We'll cover some of the costs, so the price in the quote will be what we call 'the gap' i.e. the amount your community will need to pay".

gigabit voucher schemeIn Which Confusion Becomes a Migraine...

Openreach continues: "You might also be able to get Government funding, including the Rural Gigabit Scheme.This scheme offers vouchers towards the cost of your build of up to GBP1,500 for residents and GBP3,500 for businesses." (Ed: Wait, what?

That's what we have been trying to do on every stage of this customer journey!) At this point, Openreach refers the aspirant gigabit customer and funding-seeker back (via the above link) to the very same government postcode checker we started with. Ladies and gentlemen: we are going around in circles.

The whole scheme, in short, is a diabolical mess, with desperate lack of clarity, poor UX and the onus on an applicant who is expected to "drum up" neighbourhood support from a position of nearly complete ignorance about potential cost to that community, and with an insatiable appetite for circular link-chasing. When it comes to the strategic review, GigaTAG could do worse than to start by fixing this customer journey. Frankly we are amazed that over 40,000 people had the patience. (It's plausible that other providers offer a better user experience.)

*Rural being delineated in this 2011 paper. A crude rule of thumb is that if your area has over 10,000 inhabitants, it is urban, not rural.  **The DCMS adds in footnotes to its release that a programme to double the vouchers, making them worth GBP3,000 to individuals and GBP7,000 to SMEs is "available in Cumbria, Kent, Northumberland, Hampshire, Dorset, Warwickshire and West Sussex". It offers precisely zero guidance on how to go about securing this larger voucher.

*** 493,600 "now have access to or are connected to gigabit capable broadband".

The "or" seems telling: access does not mean a connection

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Blog: Discount rate consultations

The Republic of Ireland, adopting its own bespoke system, is also embarking on its own discount rate consultation. While the reworked English, Welsh and Scottish systems may provide a reference point You are currently unable to print this content.

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UK restaurants enjoy further boost but fret over end of discount scheme

The UK's restaurants and bars have reported an even bigger boost from the government's discount eating-out scheme in its second week, but say trade on other days is suffering while many customers are spending less. David Page, chief executive of Fulham Shore, owner of the casual dining chains Franco Manca and The Real Greek, described Monday as "the most bizarre day I've ever experienced" as diners packed out its restaurants. Sales at Franco Manca were 50 per cent up compared with the same day last year, while revenues at The Real Greek were double.

Tuesday was marginally quieter but still increased significantly on 2019. Des Gunewardena, chief executive of D&D London, which owns 38 restaurants in Manchester, Leeds and the capital, said "people really have gone berserk".

There is a limit to what people will spend even with the GBP10 voucher

Trade at D&D on Monday and Tuesday -- typically the quietest days of the week -- was up 150 per cent on last week, which was already 70 per cent higher on the week before. But, Mr Gunewardena warned that it was "massive growth from a low base".

The number of transactions on Monday across all cafes and restaurants was 10.2 per cent more than a week before, according to payment provider SumUp, which is used by about 30,000 dining businesses, while Tuesday had a 20.5 per cent uplift. Operators were waiting on Wednesday's figures. The 'Eat Out to Help Out' scheme allows a government-funded 50 per cent discount on food and soft drink up to GBP10 per head from Monday to Wednesday during August.

More than 73,000 businesses, from chains such as PizzaExpress to independents, have signed up to the initiative which was used 10.5m times last week. Few operators were willing to criticise the scheme despite fears that it will not do enough to save the sector as it faces an onslaught of rent and salary costs when the government's eviction moratorium and furlough support end in September and October.

London's Fallow is among the restaurants where diners will be able to enjoy discounted mealsLondon's Fallow is among the restaurants where diners will be able to enjoy discounted meals (C) Jonathan Brady/PA

Mr Page warned, however, that despite the initiative's good intentions, trade had also been depressed on Thursday and Sunday. The Restaurant Group, which owns Wagamama and Frankie & Benny's, said that bar central London it had also had an uplift, but added: "The real proof of the pudding will be when the scheme finishes."

In order to recoup as much revenue as possible while the scheme is running, the majority of operators have suspended their usual promotions. Others have refused to let diners use separate discounts alongside the scheme, despite the government permitting it.


Russell Nathan, head of hospitality at accountancy firm HW Fisher, said that although it offered "good money" to struggling businesses, many said customers were spending less per head: "There is a limit to what people will spend even with the GBP10 voucher. It is attracting a lot of young people who don't spend as much as older people."

Many restaurants, including D&D, have introduced more profitable fixed-price menus, while Corbin & King, which owns The Wolseley and Brasserie Zedel, has increased its service charge, which is not included in the discount, from 12 to 15 per cent. Corbin & King said the move was an effort to return more income to its staff after tips were not covered by state furlough funds. There has been also evidence of consumers trying to misuse the scheme.

Two restaurant operators separately commented that some customers had ordered one course, paid, and then started another bill for the next course in order to claim the discount twice, particularly at more expensive restaurants.

Video: Can small restaurants survive coronavirus?

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Destini And Inmar® Intelligence Expand Digital Coupon Capabilities For Emerging Brands – PRNewswire


12, 2020 /PRNewswire/ -- Destini Global LLC, the leading CPG where-to-buy and store-level data solution in North America, has expanded its marketing offering for emerging brands with distribution capabilities to Inmar Intelligence's Digital Retailer Network. Inmar Intelligence, a data-driven technology-enabled services company, provides access to a nationwide retailer network with over 100M shoppers across grocery, dollar and drug channels. Destini's self-service coupon publisher will now integrate directly with Inmar's vast nationwide digital couponing network to help emerging brands execute digital offers via the retailer loyalty platforms, and automatically advertise all active offers directly through Destini product locator applications. Today's shopper is increasingly looking for and using digital coupons.

Inmar data shows that over the past four years, digital coupons have grown from a 7% share of total coupon redemption volume to over 23% share of total coupon redemption volume. While traditional brands have aggressively adopted digital coupons into their marketing mix, emerging brands have been slower to adopt this digital channel as they juggle the various marketing needs of their brands amidst limited resources. Destini's access to Inmar's Digital Retailer Network will help to expand and simplify the process for emerging brands to manage and execute digital coupons by using Destini's self-service coupon publishing platform.

Destini's tool puts the power of SPINS data in the hands of brand marketers, enabling them to leverage Destini's product locator tools and digital coupon programs in one interface. "We are excited to introduce our enhanced Inmar-direct integration to further expand digital couponing publishing and campaign reporting to Destini customers," said David Navama, co-founder & CEO of Destini. "Given the rapid shift to a more digitally powered retail experience in 2020, we're committed to helping simplify the process of deploying digital offers and providing simple PDF Scorecards to make it easier for brands to measure the ROI of these spends." Enhancements to the digital coupon process include:

  • Manufacturers can build an offer and schedule 80+ retailer digital coupon campaigns of their choosing in just minutes.

    There is no minimum to the number of retailers needed to execute an offer.

  • Manufacturers will now have frequently updated insights on campaign performance, allowing manufacturers to gather insights on where to continue spending their shopper marketing dollars.
  • Integrations into its other services, such as the Destini Product Locator. Manufacturers who already use Destini's Product Locator solution can now also run digital coupons through it and have their offers published live within their Locator search results. This will help in driving further engagement with consumers who are showing the strongest intent to buy.

"We are excited to partner with Destini to help emerging brands manufacturers extend their digital offers to shoppers when they matter most," said David Mounts, Chairman and CEO of Inmar Intelligence. "When SPINS joined our Innovator Ecosystem as a Platform Accelerator earlier this year, we looked forward to expanding our work together through Destini and the services they bring to emerging brands.

Together, Inmar and Destini will be able to further enable emerging brands to reach shoppers and deliver the savings they demand. Inmar's retail clients will benefit from increased content coming from the unique, challenger brands that have traditionally not promoted extensively in retail."    Navama suggests focusing on the following four precepts to build a solid foundation for a successful digital coupon campaign.

  1. Metrics fuel insights, and insights fuel velocity
    Because digital couponing delivers substantial insights in time to act on your next moves, you're able to assess ROI and turn those learnings into targeted growth efforts.

    Measurement is key to optimizing your efforts, and with digital couponing, each improvement creates a ripple effect to grow your share of the market.

  2. Context is key
    It's a common mistake for brands to look at digital couponing programs as a nice add-on or something to run once a year. But in doing so, brands often shortchange themselves, missing out on the benefits of a more comprehensive strategy and the learnings that can only come from measuring implementation and nuanced results over time.
  3. Make consumers feel the value of savings
    Unless you want to offer free product with no strings attached, your coupon needs to strike the balance of costs you can afford and real savings your customer will be motivated to claim. Yes, managing your bottom line is crucial to the success of any program, but if the coupon doesn't offer compelling value to your consumer it probably won't drive meaningful results.
  4. No "silver-bullet" mentality
    When thinking about mobile and digital coupons - or any new and different promotional medium - it's not uncommon for brands to have a light-bulb moment, thinking, "this is the answer we've been looking for!" Digital coupons can play a major role in elevating a brand's presence at a retailer and drive a large impact on the bottom line.

    However, if a mobile coupon is the only piece of the game you play with, you might be missing out.

About Inmar Intelligence
Commerce Accelerated.(TM) Inmar Intelligence is a leading data and tech-enabled services company. £120 billion dollars of commerce runs through our market-driven platforms which are propelling digital transformation through unified data and workflows to help leading Fortune 5000 companies, emerging brands and health systems drive innovation. Throughout our 40-year history, we have served retailers, manufacturers, pharmacies, health systems, government and employers as their trusted intermediary in helping them redefine success.

For more information about Inmar, please follow us on Twitter, LinkedIn or Facebook, or call (866) 440-6917. DESTINI GLOBAL LLC
Destini is the leading cross-channel store-level data product locator and intelligence solution across the U.S. and Canada for the Consumer Product Goods (CPG) industry. Founded in 2012, Destini developed the largest centralized product availability database in the U.S., connecting data from over 120,000+ retail locators to allow brand customers to search for any product and locate it at a local store or online retailer for purchase.

Today, Destini offers a variety of data-driven sales and marketing solutions to help brands more effectively connect consumers to their products and manage their store-level performance.

Visit to learn more or schedule a live demo.

SOURCE Destini

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Send a tip on a free-to-enter garden in the UK for the chance to win a £200 holiday voucher

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Trade bodies call for business rates relief and VAT discount reinstatement to boost industry

Published: 12 Aug 2020, 08:00

Solar installed for supermarket Lidl, which recently saw its business rates jump over 500%. Image: Lidl. UK energy trade bodies - including the Solar Trade Association and Regen - are calling on the Treasury to implement tax relief for clean energy technologies.

In a letter sent to Chancellor Rishi Sunak, the trade bodies ask that the Treasury provides business rates relief for clean energy technologies that are playing a role in the transition to net zero. This has been a contentious issue and an often-cited barrier to clean technologies, having been most recently thrown into the spotlight by supermarket chain Lidl, which saw its business rates increase by 528% due to changes in the valuation of solar installations at its sites. However, business rates relief would only be a temporary measure, with the trade bodies also calling for the development of a fairer, more coherent system of business rates and VAT for renewables.

Alongside this, the Treasury should re-instate the VAT discount of 5% for energy saving materials and expand this definition to include storage, air-source heat pumps and EV charging infrastructure. VAT on energy saving materials jumped from 5% to 20% in 2019 despite extensive opposition from the industry, with those such as the Committee on Climate Change and the MCS arguing against its implementation and the STA calling for storage to be allowed the 5% discount. The measures recommended in the letter by the trade bodies would help to unlock clean energy projects that could add over ?125 billion to the economy and provide 3 million job-years according to research from Regen.

The trade bodies to sign the letter are the Association for Decentralised Energy, Regen and the Electricity Storage Network, Energy UK, the Renewable Energy Association, RenewableUK and the Solar Trade Association.

Madeleine Greenhalgh, policy lead at Regen and the Electricity Storage Network, said: "The industry is constantly battling for fair business rates and the VAT increase last year was a blow for the small-scale solar and storage industries.

"Many have demonstrated the significant role that clean technologies have to play in the green recovery - providing temporary rates relief right now would demonstrate the government's confidence in the industry and encourage shovel-ready projects and investors to come forward."

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Tesloid Coupon Code Saves 10% Off Site Wide on Tesla Accessories

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Qualcomm Announces Pricing Terms of Its Cash Offers for Four Series of Notes Open to Retail Holders Only


11, 2020 /PRNewswire/ -- Qualcomm Incorporated (NASDAQ: QCOM) announced today the pricing terms of its four separate offers to purchase for cash (each, a "Cash Offer," and collectively, the "Cash Offers") any and all of the outstanding notes listed in the table below (collectively, the "Old Notes"), on the terms and subject to the conditions set forth in the Offer to Purchase dated August 5, 2020 (the "Offer to Purchase" and, together with the certification to participate in the Cash Offers, the instructions for such certification and the notice of guaranteed delivery, the "Cash Offer Documents"). The Cash Offers are subject to an aggregate maximum condition as set forth below. The Cash Offers will expire at 5:00 p.m., New York City time today, August 11, 2020 (such date and time, as may be extended or earlier terminated by Qualcomm, the "Cash Offer Expiration Date").

The "Cash Offer Settlement Date" will be promptly following the Cash Offer Expiration Date and is expected to be August 14, 2020. Only holders who are not "qualified institutional buyers" and who are not non-U.S. persons (other than "retail investors" in the European Economic Area or in the United Kingdom and investors in any province or territory of Canada that are individuals or that are institutions or other entities that do not qualify as both "accredited investors" and "permitted clients") are eligible to participate in this transaction, as more fully described below. Qualcomm also announced today the pricing terms of its transaction to exchange such four series of notes pursuant to private exchange offers (each, an "Exchange Offer" and collectively, the "Exchange Offers"), which are open only to Ineligible Holders (as defined below).

The following table sets forth, for each series of Old Notes, the yields and the Tender Consideration (as defined in the Cash Offer Documents) for each £1,000 principal amount of such Old Notes validly tendered and not validly withdrawn prior to the Cash Offer Expiration Date and accepted by Qualcomm:

Title of Series of
Old Notes to be


Reference U.S.

Treasury Security

Reference Yield(1)

Fixed Spread

(basis points)


Tender Consideration

3.000% Notes due 2022 ("Old 2022 Notes")



1.750% U.S. Treasury Notes due May 15, 2022





2.600% Notes due 2023 ("Old 2023 Notes")



2.125% U.S. Treasury Notes due December 31, 2022





2.900% Notes due 2024 ("Old 2024 Notes")



2.125% U.S.

Treasury Notes due March 31, 2024





3.450% Notes due 2025 ("Old 2025 Notes")


2.000% U.S. Treasury Notes due February 15, 2025






Represents the bid-side yield on the Reference U.S. Treasury Security calculated as of 2:00 p.m., New York City time, on August 11, 2020, in accordance with the procedures set forth in the Offer to Purchase.


Represents the bid-side yield on the Reference U.S.

Treasury Security plus the applicable Fixed Spread, calculated in accordance with the procedures set forth in the Offer to Purchase.

Upon the terms and subject to the conditions set forth in the Cash Offer Documents, Eligible Holders (as defined below) who (i) validly tender and who do not validly withdraw Old Notes at or prior to the Cash Offer Expiration Date or (ii) deliver a properly completed and duly executed notice of guaranteed delivery and all other required documents at or prior to the Cash Offer Expiration Date and tender their Old Notes pursuant to the Cash Offers at or prior to 5:00 p.m., New York City time, on the second business day after the applicable Cash Offer Expiration Date pursuant to guaranteed delivery procedures, expected to be August 13, 2020, subject in each case to the delivery of the certification to participate in the Cash Offers and tendering the applicable minimum denominations, and whose Old Notes are accepted for purchase by Qualcomm, will receive consideration in the Cash Offers equal to the applicable Tender Consideration. We also intend to pay in cash accrued and unpaid interest on the Old Notes accepted for purchase from the last applicable interest payment date for the Old Notes to, but excluding, the Cash Offer Settlement Date (the "Accrued Coupon Payment"). Terms of the Cash Offers

The complete terms and conditions of the Cash Offers are set forth in the Cash Offer Documents, each of which have been distributed to Eligible Holders in connection with the proposed Cash Offers. Each Cash Offer is subject to certain conditions, including (i) the timely satisfaction or waiver of all of the conditions precedent to the completion of the corresponding Exchange Offer for such series of Old Notes (with respect to each Exchange Offer, the "Exchange Offer Completion Condition") and (ii) that the aggregate principal amount of cash payable by Qualcomm to Eligible Holders participating in the Cash Offers is no greater than £300 million before giving effect to the Accrued Coupon Payment (the "Aggregate Maximum Cash Offer Condition"). The Exchange Offers are subject to certain conditions, including that the aggregate principal amount of New 2028 Notes to be issued under the Exchange Offers must be equal to or greater than £500 million (the "New 2028 Notes Minimum Condition") and that the aggregate principal amount of New 2032 Notes to be issued under the Exchange Offers must be equal to or greater than £500 million (the "New 2032 Notes Minimum Condition," and together with the New 2028 Notes Minimum Condition, the "Minimum Condition Requirements").

Qualcomm will terminate a Cash Offer for a given series of Old Notes if it terminates the Exchange Offer for such series of Old Notes, and Qualcomm will terminate the Exchange Offer for a given series of Old Notes if it terminates the Cash Offer for such series of Old Notes. The Exchange Offer Completion Condition may not be waived by Qualcomm; however, Qualcomm reserves the right, in its sole discretion, to waive the other conditions, including the Aggregate Maximum Cash Offer Condition and either Minimum Condition Requirement. If (i) the New 2028 Notes Minimum Condition is not satisfied, Qualcomm will not accept any Old 2022 Notes or Old 2023 Notes in the Exchange Offers and will terminate the corresponding Cash Offers for such notes and (ii) the New 2032 Notes Minimum Condition is not satisfied, Qualcomm will not accept any Old 2024 Notes or Old 2025 Notes in the Exchange Offers and will terminate the corresponding Cash Offers for such notes, in each case unless Qualcomm waives the applicable Minimum Condition Requirement.

If the Aggregate Maximum Cash Offer Condition is not satisfied or waived, Qualcomm will terminate the Cash Offers and the Exchange Offers. Only holders of Old Notes who are not (i) "qualified institutional buyers" within the meaning of Rule 144A under the Securities Act of 1933, as amended (the "Securities Act"), and who are not (ii) non-U.S. persons (as defined in Rule 902 under the Securities Act) located outside of the United States within the meaning of Regulation S under the Securities Act, other than "retail investors" (as defined below) in the European Economic Area or the United Kingdom, are eligible to participate in the Cash Offers. For these purposes, a retail investor means a person who is one (or more) of: (i) a retail client as defined in point (11) of Article 4(1) of Directive 2014/65/EU (as amended, "MiFID II"); or (ii) a customer within the meaning of Directive 2002/92/EC (as amended, the "Insurance Mediation Directive"), where that customer would not qualify as a professional client as defined in point (10) of Article 4(1) of MiFID II; or (iii) not a qualified investor as defined in Regulation (EU) 2017/1129 (as amended, the "Prospectus Regulation").

Holders of Old Notes located or resident in a province or territory of Canada will only be eligible to participate in the Cash Offers if they are (i) individuals; or (ii) institutions or other entities that do not qualify as both "accredited investors," as such term is defined in National Instrument 45-106 - Prospectus Exemptions ("NI 45-106") of the Canadian Securities Administrators or Section 73.3(1) of the Securities Act (Ontario), and "permitted clients," as such term is defined in National Instrument 31-103 - Registration Requirements, Exemptions and Ongoing Registrant Obligations ("NI 31-103") of the Canadian Securities Administrators. We refer to holders who meet the foregoing criteria in this paragraph as "Eligible Holders." Qualcomm refers to holders of Old Notes who are not Eligible Holders as "Ineligible Holders." Only Eligible Holders who have delivered a certification to Global Bondholder Services Corporation, certifying that they are Eligible Holders, will be authorized to participate in the Cash Offers.

Holders are advised to check with any bank, securities broker or other intermediary through which they hold Old Notes as to when such intermediary needs to receive instructions from a holder in order for that holder to be able to participate in, or (in the circumstances in which revocation is permitted) revoke their instruction to participate in the Cash Offers before the deadlines specified herein and in the Cash Offer Documents. The deadlines set by each clearing system for the submission and withdrawal of tender instructions will also be earlier than the relevant deadlines specified herein and in the Cash Offer Documents. This press release is not an offer to sell or a solicitation of an offer to buy any of the securities described herein.

The Cash Offers are being made solely by the Cash Offer Documents and only to such persons and in such jurisdictions as is permitted under applicable law. Goldman Sachs & Co. LLC and Barclays Capital Inc. are acting as the Joint-Lead Dealer Managers for the Cash Offers, and Deutsche Bank Securities Inc., J.P.

Morgan Securities LLC, Blaylock Van, LLC and Loop Capital Markets LLC are acting as Co-Dealer Managers for the Cash Offers. For additional information regarding the terms of the offer, please contact Goldman Sachs & Co. LLC at (800) 828-3182 (toll free), (212) 902-6941 (collect) or [email protected] or Barclays Capital Inc. at (800) 438-3242 (toll free), (212) 528-7581 (collect) or [email protected] Global Bondholder Services Corporation will act as the tender agent and information agent for the Cash Offers.

Questions or requests for assistance related to the Cash Offers or for additional copies of the Cash Offer Documents may be directed to Global Bondholder Services Corporation at (866) 470-3900 (toll free) or (212) 430-3774 (collect). You may also contact your broker, dealer, commercial bank, trust company or other nominee for assistance concerning the Cash Offers. The Cash Offer Documents can be accessed at the following link:

About Qualcomm Qualcomm is the world's leading wireless technology innovator and the driving force behind the development, launch and expansion of 5G. When we connected the phone to the internet, the mobile revolution was born.

Today, our foundational technologies enable the mobile ecosystem and are found in every 3G, 4G and 5G smartphone. We bring the benefits of mobile to new industries, including automotive, the internet of things and computing, and are leading the way to a world where everything and everyone can communicate and interact seamlessly. Qualcomm Incorporated includes our licensing business, QTL, and the vast majority of our patent portfolio.

Qualcomm Technologies, Inc., a subsidiary of Qualcomm Incorporated, operates, along with its subsidiaries, substantially all of our engineering, research and development functions, and substantially all of our products and services businesses, including our QCT semiconductor business. Cautionary Note Regarding Forward-Looking Statements Any statements contained in this press release that are not historical facts are forward-looking statements as defined in the U.S.

Private Securities Litigation Reform Act of 1995. Additionally, statements regarding the rapid, global spread of the recent coronavirus (COVID-19) pandemic, and its potential future impact on the global economy, including the potential for a global recession; economic uncertainty and consumer and business confidence; demand for devices that incorporate our products and intellectual property; our and the global wireless industry's supply chains, transportation and distribution networks and workforces; 5G network deployments; and our business, revenues, results of operations, cash flows and financial condition; as well as statements regarding our planning assumptions, workforce practices, the duration and severity of the pandemic, and government and other actions to mitigate the spread of, and to treat, COVID-19 are forward-looking statements. Forward-looking statements further include but are not limited to statements regarding industry, market, business, product, technology, commercial, competitive or consumer trends; our businesses, growth potential or strategies, or factors that may impact them; challenges to our licensing business, including by licensees, governments, governmental agencies or regulators, standards bodies or others; challenges to our QCT semiconductor business; other legal or regulatory matters; competition; new or expanded product areas, adjacent industry segments or applications; costs or expenditures including research and development, selling, general and administrative, restructuring or restructuring-related charges, working capital or information technology systems; our financing, stock repurchase or dividend programs; strategic investments or acquisitions; adoption and application of future accounting guidance; tax law changes; our tax structure or strategies; U.S./China trade or national security policies; or the potential business or financial statement impacts of any of the above, among others.

Forward-looking statements are generally identified by words such as "expects," "anticipates," "intends," "plans," "believes," "seeks," "estimates" and similar expressions or variations of such words, but these words are not the exclusive means of identifying forward-looking statements in this press release. These statements are based on Qualcomm's current expectations or beliefs, and are subject to uncertainty and changes in circumstances. Actual results may differ materially from those expressed or implied by the statements herein due to changes in economic, business, competitive, technological, strategic and/or regulatory factors, and other factors affecting the operations of Qualcomm.

More detailed information about these factors may be found in Qualcomm's filings with the SEC, including those discussed in Qualcomm's most recent Annual Report on Form 10-K and in any subsequent periodic reports on Form 10-Q and Form 8-K, each of which is on file with the SEC and available at the SEC's website at SEC filings for Qualcomm are also available in the Investor Relations section of Qualcomm's website at Qualcomm is not obligated to update, or continue to provide information with respect to, any forward-looking statement, whether as a result of new information, future events or otherwise after the date of this press release. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.

Qualcomm Contacts: Pete Lancia
Corporate Communications
Phone: 1-858-845-5959
email: [email protected] Mauricio Lopez-Hodoyan
Investor Relations
Phone: 1-858-658-4813
email: [email protected]

Information Agent Contact:

Global Bondholder Services Corporation
Phone: 1-866-470-3900 (toll free)
1-212-430-3774 (collect)

Related Links

SOURCE Qualcomm Incorporated