This “personalization” extends to product offerings. As Merlin Stone, business research leader at IBM, explained: “In every sector, the top 20% of customers give 80% of the profit.” No retailer would call the mechanics of their loyalty scheme discriminatory, but here, according to Stone, is how it might work: “They set a level [of service] that any customer will get, known as the ‘vanilla treatment’, and the more valuable customers will get even better treatment.” So if, for example, you are a “cherry-picker”— someone who buys all the loss leaders and nothing else— a Tesco or a Sainsbury’s might conclude that you would perhaps be better off in Lidl or Aldi. They might then raise the price of the loss leader, or just stop stocking the goods only cherry-pickers buy. More likely, however, they will actively discourage the purchase of these basic goods by placing them somewhere obscure and with little shelf space. That way, says Stone, “you don’t have social exclusion, but at the same time you make sure you are focusing on selling the most profitable products to your best customers.”

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Не могу понять, как в данном случае правильно перевести выражение  product offerings.

"More likely, however, they will actively discourage the purchase of these basic goods by placing them somewhere obscure and with little shelf space." 

можно предположить:

... эта "персонализация" распространяется и на то, как предлагаются/размещаются товары в торговом зале

Да, возможная интерпретация. Но, опасаюсь, не единственная...

всё для любимых 20 % покупателей, а остальные 80 % покупающих дешевку пусть ползают в поисках "своего" товара по темным углам (добавлю из личного опыта - и разыскивают дешевку на самых нижних полках) или пусть выметаются в Лидль, Альди и прочие дискаунтеры

Thank you for your comment.