Much literature advocates the use of strategic planning in organisations as a fundamental ingredient for success (see, for example, McNamee (1988), Porter (1980), Ackoff (1970) and Ansoff (1965)). Strategic planning is universally directed or limited by the manner in which the consumer base has been defined and can be used to achieve competitive advantage; however, to be effective, it requires close screening of customer segments and the identification of any behaviour changes within target groups. In turn, it is essential Chat the company has the necessary resources, culture and vision to incorporate such changes into effective new strategies. This paper seeks to highlight some of the strategic changes which have occurred in food retailing over the last three decades, and to explore more recent developments within our society which are affecting behavioural changes in consumers. Some of the findings from a recent survey on female food shopping behaviour in Northern Ireland are presented, which suggest that price is not the primary factor influencing the purchasing decisions of food shoppers and should not, therefore, be the primary competitive weapon. Thus it would seem that this is an opportune time for a subtle shift in food retailing strategy.