Jul 13, 2021

Ware2Go: Americans still favour the convenience of eCommerce

3 min
A new study by Ware2Go says even as brick-and-mortar stores begin to reopen, eCommerce continues to give retailers a run for their money

“The pandemic pushed people to take more of their business and shopping online, and now that shoppers have had a taste of that convenience, the bar for merchants has again been raised to compete and win.”

Conducted by Propeller Insights,  a new study from Ware2Go surveyed more than 1,000 US adults and found that Americans intend to continue the trend of buying online, even as retailers begin to open their doors.

American consumers continue to align their wallets with their pocketbooks, motivated by sustainability and free shipping, of course!  When asked what retailers can do to entice them to shop more, free shipping was a top answer.

“The pandemic pushed people to take more of their business and shopping online, and now that shoppers have had a taste of that convenience, the bar for merchants has again been raised to compete and win,” said Ware2Go CEO Steve Denton. “Our research shows that shipping speed directly impacts brand loyalty and that brands have an incentive to prioritise sustainability. I’m happy to say Ware2Go can help them with both.”

American shopping trends

According to the study, a significant portion of Americans, 79% to be exact, shopped more online due to the pandemic. Interestingly, however, 89% plan to continue shopping online, despite restrictions on in-person shopping being lifted. In addition, the ease of COVID-19 restrictions is also spurring 31% of respondents to spend.

Ware2Go lists the top five things Americans are most likely to buy in-store as:

  1. Groceries
  2. Clothing
  3. Cleaning products
  4. Furniture
  5. Nutritional supplements


When it came to dealing, or rather, not dealing with returns, during the pandemic, 1 in 5 American’s preferred to simply keep the items they were unsatisfied with instead of returning them. If they were to return them, however,  44% were reliant on airmail to handle the return.

Americans want fast, free shipping

Despite the challenges brought on by supply chain disruptions throughout 2020, 1 out 3 of Americans said the pandemic actually raised their expectations for timely shipping, with 40% also stating it increased their expectations for free shipping.

It seems the practice of curbside pickup isn’t here to stay, with 54% of respondents declaring they chose curbside pickup due to immediate necessity or because shipping costs were considered too high (40%). Twice as many survey respondents preferred 1- to 2-day shipping rather than curbside pickup.

It seems brand loyalty can be secured at the cost of fast, free shipping. When asked what retailers can do to entice them to shop more, 54% of Americans said free shipping. Other top answers included 1- to 2-day shipping (42%), loyalty points (42%), and in-store discounts (38%).

  • 80% are more likely to make a purchase online if the brand offers free shipping.
  • 75% are more likely to make a purchase if the brand offers shipping in two days or less.
  • More than three-quarters (79%) say they are more likely to purchase from a brand again if the shipping was fast.
  • 69% are more likely to click on an ad that offers fast, free shipping.

Sustainability really does matter

A whopping 88% of Americans said sustainability is an important consideration for purchasing decisions, and 66% said it has escalated in importance as a result of the pandemic. And they’re putting their money where their values are.

  • More than half (55%) of consumers are willing to pay extra for sustainable shipping.
  • Two-thirds (66%) are more likely to purchase from a brand with carbon-neutral shipping if the product and shipping costs are the same.

When asked about what sustainable practices are most important in retailers: 

  • 47% said recycled packaging
  • 41% said eco-friendly shipping protocols
  • 30% said carrying green brands
  • 30% said promoting conversations about sustainability on social media
  • 27% said partnerships with green organisations

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Jul 24, 2021

A Watershed Moment for Sustainability Commitments

Mark Perera, CEO, Vizibl
5 min
Mark Perera, CEO of Vizibl discusses the Royal Dutch Shell climate commitments and how the ruling has sent ripples through the oil, gas, and energy sector

Last month saw a landmark ruling where Royal Dutch Shell was instructed to significantly step up its 2030 climate commitments and slash absolute emissions by 45% compared to 2019 levels. This ruling represents a considerable advance on Shell’s stated aim to cut 45% of its emissions intensity compared to 2016 levels by 2035 – a target which provided leeway for increasing emissions as long as the relative carbon emitted per unit of energy produced fell. Now, this imposes a much larger climate obligation on Shell in calling for an urgent absolute reduction.


A ruling that sent ripples through the oil, gas, and energy sector

A watershed moment, this ruling is sure to cause significant alarm amongst fellow oil and gas giants who recognise – for perhaps the first time – that national courts can compel organisations to accelerate their reduction of harmful emissions under the Paris Agreement. Not only does it have "far-reaching" consequences for Shell itself and may even curb the potential growth of the company, but the decision is also likely to set a legal precedent for other energy companies and corporations. According to Thom Wetzer from Oxford University, who heads up the sustainable law programme: “all companies in the energy industry and all heavy emitters will be put on notice and have to accelerate their decarbonisation plans.”[1]

This court mandate applies to not only the Shell group’s own operations but notably also to all the suppliers and customers of the group – strongly implying that Shell is being asked to tackle its Scope 3 emissions. Consequently, it is clear that Shell cannot meet the ruling’s demands alone; to make an impact across all carbon emissions scopes, Shell and other large businesses must immediately look towards forging new, productive partnerships with supplier stakeholders. Failing to do this not only means missed targets and mounting legislative action but also the reputational damage that this will cause to its brand and the company.


Activist investor warns of existential business risk

Reports on the Shell ruling were almost immediately followed by news of a coup attempt in American oil and gas corporation Exxon Mobil. Due to concerns surrounding Exxon’s strategic direction, hedge fund Engine No. 1 ousted sitting board members, stating that the climate crisis poses an "existential threat to the business", which the board has been reluctant to confront.

This small hedge fund accused Exxon of "a failure to take even initial steps towards evolution" and of "obfuscating rather than addressing long-term business risk", partly due to a historical lack of energy industry experience in Exxon’s board. This signalled an imminent shift in the company’s sustainability strategy, which was well received by the market, with Exxon’s shares rising 1.2% the day after the event.


The drive to reduce Scope 3 emissions

And if that wasn’t enough of a shakeup, this was followed by American multinational energy corporation Chevron’s shareholders voting 61% in favour of a proposal to cut Scope 3 emissions at their AGM, signalling frustration with the company’s slack approach towards climate change. Chevron has thus far failed to match its competitors’ net-zero targets with any commitments of its own.

For those less familiar, corporate emissions fall into three categories: Scope 1, 2, and 3. Scope 1 covers emissions from sources that an organisation directly owns or controls. Scope 2 refers to emissions from purchased electricity, steam, heating, and cooling that the reporting company consumes over the course of its operations. And Scope 3 is everything else – all other indirect emissions that occur within an organisation’s value chain, both up and downstream.

Why is this significant? Until now, Scope 3’s heady combination of difficult-to-manage and thus far easy-to-ignore has led large companies to abdicate responsibility for their value chain and sweep its emissions under the carpet. However, the Shell ruling indicates that this approach is no longer viable for big business. With courts stepping in and dictating climate policy to corporations as well as governments, the pressure is mounting on all heavy emitters to tackle their true impact and reduce Scope 3 emissions.

As organisations like Shell, Chevron and Exxon are considered responsible for the actions of their entire ecosystems, sustainability performance becomes contingent on supplier behaviour. The clearest example of this lies in Scope 3 emissions which, for many organisations, considerably exceeds the CO2 they emit directly.

Therefore, the time for green-washing and lip service is now over as pressure mounts from all stakeholder groups for large corporates to take decisive action on sustainability in the supply chain. However, businesses cannot turn promises into concrete progress without actively collaborating with stakeholders across the value chain.


For every five weeks that pass, we lose 1% of the decade

2030, the deadline for achievement of UN SDG-related climate commitments, is fast looming, and with every five weeks that pass, we lose 1% of the decade. The imperative to take immediate action has never been clearer. It’s now down to procurement, wider business leaders, and their associated supplier ecosystems to put sustainability strategy into action by:


      Defining, aligning, and communicating their corporate sustainability goals to focus suppliers, partners and the wider stakeholder groups on how they can make an impact.


      Collaborating systematically through technology using transparent processes that develop trust with suppliers and partners.


      Harnessing the innovation and IP within the supplier ecosystem, turning ideas into projects that can be managed and reported on transparently, and adding clear value trackers to prove impact.


Working closely with stakeholders in the supply chain is an infamously complex process, but it can be made that much simpler using Supplier Collaboration & Innovation (SC&I) technology. This ensures strategic alignment between buyer and supplier and provides comprehensive relationship governance and real-time performance visibility. This allows companies and their suppliers to work on sustainability initiatives more cohesively and develop innovative ideas through collaboration.


Here at Vizibl – through our SC&I platform combined with our knowledge and expertise – we are helping large enterprise organisations in the energy sector better leverage their supplier relationships and move closer to meeting those lofty 2030 sustainability goals.


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