Consumer sentiment in October 2025 is weak. Rising household costs and high uncertainty are the two main causes.
Marketing must make an extra effort in times of intensified saving efforts. Merely satisfying customers is no longer enough, as consumers’ needs are increasingly met at lower prices. Inspiring or delighting customers would be a much better marketing goal, as enthusiasm can make it possible to sell value-added products at slightly higher prices.
However, the ultimate goal in marketing during economically challenging times is customer inspiration. New or additional needs should be awakened through inspiration. Marketing seeks to bring desirable products and ideas into customers’ awareness and, with this approach, can counteract declining retail sales even during a consumption downturn.
The goal of customer inspiration, however, is extremely difficult to achieve. Many prerequisites must be fulfilled simultaneously. These include, among others, a deep understanding of customers, unique value propositions, and above all, inspired employees. Without employee inspiration, there is no customer inspiration. Employees create and enable customer inspiration and thus customer experiences that foster emotional attachment to the retailer—an attachment not primarily based on price discounts.
The conceptual articles in this issue address the question of how the willingness to inspire can be fostered. They also show that suitable organizational structures and conditions can motivate employees to act in inspiring ways, and that digital signage at the point of sale can encourage customers to discover new ideas and purchase impulses.
The two interviews with Dr. Jens Thiemer from Lidl and Rageth Clavadetscher from the Glatt shopping center provide valuable insights from retail practice. Both experts’ perspectives demonstrate how customer and employee inspiration can open up growth opportunities for both discount retailers and shopping center management.