When we compare our RPI rankings against financial outcomes, the conclusion is clear. Better customer perception leads to better financial outcomes. Retailers in the 1st Quartile of our rankings (ranked 1st – 20th in overall RPI score, out of 81 of the largest grocery chains in the U.S.) not only have grown grocery revenue the most over the past year, but they’ve grown the most over the past 5 years and have, over the long-term, built an edge over others in overall market share.

• 1st Quartile retailers grow 3x faster over the long-term than 4th Quartile retailers and over 1.5x faster than 2nd Quartile retailers.
• In dollar terms, this equates to about $180M left on the table each year in top-line growth for the average 4th Quartile retailer (who made ~$4.2B in revenue in 2025). Even if 4th Quartile retailers improved their value proposition to a 3rd Quartile position, this would mean $50M more in topline revenue. One more scenario: $150M is left on the table each year in top-line growth for the average 2nd Quartile retailer (who made ~$9.5B in 2025), compared to what their growth rate could be if they were a 1st Quartile retailer.
• The opportunity cost of a competitive disadvantage in a retailer’s customer value proposition therefore, can be said to be in the range of $50M - $180M per year.

Other outcomes also improve with better customer value propositions (i.e. better RPI scores). Average customer share of grocery wallet increases several points between 4th Quartile and 1st Quartile retailers, as does sales per square foot and emotional connection with shoppers. These things signal that these retailers have better operational health and profits, not just topline growth. Better sales per square foot and sales per customer mean the value proposition is more efficient at generating revenue, and better emotional connection with shoppers means easier customer retention, thus lowering potential marketing costs to retain those customers or replace them when they are lost.