Consumer Value at Hannaford During COVID-19 Pandemic In March2020, the COVID-19 Pandemic created sudden urgency for bothhouseholds and companies alike to remain healthy, and reduce thespread of the virus. The unknowns and sudden change, createdhesitancy for many consumers, and their shopping experiences neededto drastically change. Due to these new challenges, companies,including Hannaford, have had to alter their policies and storeregulations to maintain the value they give to their customers.Hannaford has provided value to its customers in this COVID-19pandemic era by integrating elderly shopping hours, offeringno-contact shopping which includes curbside pick-up and delivery,limiting the amount of shoppers that can be in the store at onetime to follow social distancing guidelines, and offering servicessuch as testing, vaccinations, boosters, and medicines all targetedto reduce the spread of COVID-19. As we learned in class, there areuncontrollable factors in marketing and business that cannot beanticipated. The pandemic is a perfect example of this. Not onlydid it change shoppers needs, habits, and lifestyles, but it forcedHannaford and other grocery stores to alter the shopping experiencein order to follow public health policy including factors such asmask mandates, federal and local regulations, supply chainshortages, and more left Hannaford with many issues to navigate toultimately create value to their customers. Hannaford has utilizedsocial and mobile marketing, to reach the public on their mobileshopping app, Instagram, Facebook, Twitter, Pinterest, YouTube.With the integration of these accounts, Hannaford can reach amultitude of age ranges and provide services catered to everyshopper’s needs. Elderly shopping hours allow those who are at highrisk to have peace of mind and exclusivity in a germ reducedenvironment. This advantage to those immune compromised allows themto meet all of their shopping needs within a set amount of time.These early hours allow the elderly to have first picks ofproducts, ensuring that supply chain issues will not affect themnearly as much as it has other shoppers. An article from WABI 5news station in Bangor, Maine states, “Starting Tuesday, thegrocery stores will open at 6 a.m. That first hour will bededicated solely to those most vulnerable to the coronavirus. Theearly hours will run Tuesdays through Thursdays. Althoughassociates will not be requesting ID for entry, Hannaford urges thecommunity to respect the intention for the early opening”(Newsdesk, 2020). Although elderly shopping hours are extremelyhelpful and create a new sense of peace of mind to thoseimmunocompromised and their families, there are some downfalls. Thebiggest downfall is timing. For those worrying about making it tothe grocery store at a certain time, these elderly shopping hourscreate a further challenge. Some elderly people may not be able tomake it to shopping hours because they do not have a family memberto accompany them, drive them, or watch their ill spouse at home.These obstacles create a shopping experience filled with worry anddiscomfort for the elderly when they realize they need somethingimportant and then need to go to the store past their designatedsafe shopping hours because they were unable to make it on time. Astechnology advances, companies including Hannaford are leaning onits features more and more. COVID has ultimately created morereliance on technology, and this can ultimately create morechallenges for those who are not technologically savvy, such asthose in older age categories. Although this is a challenge,Hannaford offers alternative methods including curbside pickup forthose uncomfortable or unable to get to the grocery store.“According to the findings of a recent survey, in 2022, aroundtwo-thirds of millennial consumers in the United States chosecurbside pickup as the delivery type for their online purchases.Buying goods online and collecting them at the curbside from astore was not popular with consumers in older age cohorts”(Sabanoglu, 2022). Although curbside pickup is not as well favoredwith older groups, it has created value for many customers ofyounger generations, as well as an opportunity for elderly shoppersto shop safely outside of the designated elderly hours. Anotherpoint of value provided by Hannaford is curbside pickup, onlineordering, and limiting customer numbers. These benefits createvalue as they are convenient, limit physical contact that couldresult in contracting COVID-19, and also mean that there will be areduced amount of people shopping in stores. A cost to theseservices is that Hannaford has to hire more employees and trainthem to be able to keep up with online orders, curbside pickup, andthe regular in-store routine. Due to the pandemic and the risk ofworking in person, employees may demand higher wages and benefits,something that Hannaford will have to work into their businessmodel. Another cost is that customers may have a reduced amount ofoptions while shopping due to supply chain issues andunderstaffing. According to Hannaford’s website, “HannafordPharmacies carry the Janssen (Johnson & Johnson), Moderna, andPfizer COVID-19 Vaccines for a primary vaccination series orbooster shot, including the updated booster. Availability varies bylocation and is not guaranteed.” Hannaford offering COVID-19vaccines, boosters, testing, and medicines adds value to customersbecause it offers convenience. It gives consumers the opportunityto get tested, vaccinated, or boosted while they also shop fortheir weekly groceries. Becoming a “one stop shop”. Hannaford playsa crucial role in getting vaccinated, boosted, or tested, which isan individual’s choice, there is no cost to the consumer whichcreates an even greater value for consumers. Hannaford offeringCOVID-19 vaccines, boosters, testing, and medicines adds value toHannaford by allowing consumers to have a “one stop shop”environment. Therefore, consumers are more likely to use theresources Hannaford’s offering. The cost to Hannaford of offeringCOVID-19 vaccines, boosters, testing, and medicines is thepossibility of losing business due to a customer's negative view ofthe COVID-19 vaccine. Hannaford also has to advertise that theyoffer these services, as well as making sure their pharmacy isstaffed with technicians to administer the vaccine, boosters, ortesting. Hannaford uses marketing analytics, particularly sociallyand mobily, to communicate with customers and collect feedback. Forexample, emails, weekly newsletters, text messages, apps, socialmedia, commercials, newspaper advertisements, coupons, pressreleases, and signage advertisements. Using social media helpsHannaford to create value because we are a society that livesmostly online, as paper marketing is an antiquated method ofcommunication. Social media also is a cheaper form of marketing,making it an excellent way for any business to advertise to theworld. It is also much more environmentally friendly than printingadvertisements. This adds value for customers whose ethics includegreen pathways. Hannaford also has the ability to track how manycustomers are signing up for COVID-19 vaccines and how many peopleare ordering curb-side pickup through their website. They can alsotrack the interaction of consumers on social media by analyzing theengagement of certain posts. This adds value for Hannaford when itcomes to how they market their benefits. When it comes to COVID-19,it is important to stick to the facts. Hannaford will value ethicaland social issues when it comes to conscious marking in the valuedelivery process of the benefits implemented since COVID-19 byprioritizing safety of both consumers and employees, following CDCguidelines, and ensuring that information being shared is accurateand up to date. Hannaford will not entertain a political stanceregarding COVID-19, as it only pertains to public health andsafety. It is a consumer's choice to shop at Hannaford and to usethe benefits offered.

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In conclusion Hann af ord has provided value to its customers during the ... View the full answer