Retailers Focus on Data and Payments as Shoppers Pull Back

Retail sales are down, and retailers are leaning on payments, data and personalization to fill the gap. On Tuesday (Feb. 10), the U.S. Department of Commerce released its retail numbers for the end of last year, revealing that eight of 13 categories posted declines during the traditionally busy December holiday shopping period, with the full report indicating that discretionary spending is softer than previously projected among U.S. consumers.

As a result, consumer spending, battered by economic volatility, is increasingly migrating toward necessities: groceries, household essentials, personal care and health-related products. In these moments, shoppers are not browsing for inspiration or discovery but replenishing, replacing and responding to need. Friction when paying does not merely annoy; it can redirect spend.

In a world where convenience can outrank brand loyalty, whoever owns the fastest, smartest transaction has the edge. As personalization-powered immediacy becomes a defining expectation of commerce, payments and data have emerged as the true strategic prizes for retailers.

See also: Mid-Tier Retailers Caught Between Amazon and Walmart 

Payments Become Strategic Infrastructure for Retail Resilience

Payments are becoming one of the richest sources of real-time behavioral data and one of the most powerful levers retailers have for shaping experience. Frequency, basket composition, time of day, device used and payment method together can form a high-resolution signal of how and why a shopper engages. Every retail transaction helps encode intent. Plus, when payments are integrated tightly with identity and inventory systems, retailers are better able to move from reactive to predictive models of demand.

This new era of digital capabilities has caught the attention of the world’s largest retailers, spurring changes at the highest levels as they look to stay ahead of the evolving competitive landscape.

Walmart, for example, on Feb. 1 handed over the CEO seat to John Furner in a move seen by observers as meant to bolster the retailer’s digital ecosystem roadmap, positioning advertising, memberships, data and payments as a growth flywheel. Elsewhere, Target’s new CEO, Michael Fiddelke, said Wednesday (Feb. 4) during a company town hall event that technology is a top priority for the retailer.

Payment data can also serve as a key enabler of retailer technology goals by acting as an infrastructure layer for broader enterprise initiatives. The value of payment data is magnified when combined with signals from browsing behavior, fulfillment choices and post-purchase engagement. This is becoming particularly relevant as the retail landscape becomes one of artificial intelligence’s most impactful proving grounds.

PYMNTS Intelligence’s Prompt Economy work shows how far along this shift already is. Nearly 70% of consumers say they are interested in using artificial intelligence agents to simplify shopping tasks; more than half would like an autonomous agent to monitor and do their weekly shopping for them, or look through personal interactions with a friend to identify and purchase a gift.

Read more: Does Google’s Agentic Partnership With Walmart Signal the End of Click-and-Buy Retail?

Targeting the Zero-Tolerance Zones of Retail Friction

But while retailer capabilities are growing alongside digital innovation at an unprecedented pace, the spending power of the U.S. consumer is on a comparatively less linear path. PYMNTS reported in September that an income range that used to signal stability may now be more precarious.

“Most Americans probably don’t remember the exact inflation rate last year. But they remember that the footlong they once paid 5 dollars for is now between ten and fourteen bucks,” PYMNTS CEO Karen Webster recently wrote. “They remember when a fast-food meal cost a lot less than a movie ticket. … Those mental price anchors are how consumers track affordability.”

The January PYMNTS Data Book, “ One Shock Away: The Fragile Math of the American Paycheck,” showed that unexpected expenses are no longer rare disruptions. More than half of consumers reported at least one unplanned expense of $400 or more in the prior year, and roughly 7 in 10 faced expenses exceeding $1,000 at some point.

And as consumer spending tightens, shopping behavior is shifting away from browsing and aspiration toward fast, need-based decisions: groceries, household basics, health items.

At the same time, immediacy at the front end is ultimately meaningless without reliability at the back end. When a payment is authorized, it sets expectations in motion. Any disconnect between what was promised and what can be delivered could ultimately undermine trust.

Against this backdrop, as immediacy becomes table stakes, retail differentiation may end up moving to how intelligently systems act on behalf of the customer, a reality that could prompt an even tighter integration between commerce systems and operations.