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PAGE 32See Del Monte, Page 10
Vol. 27, No. 11 • November 2014
Walmart Opens Drive-Up FacilityBentonville, Ark. — Walmart has opened a drive-up and pick-up facility in its hometown, pro-viding an additional fulfillment option for online orders as it works to provide a seamless om-nichannel shopping experience.
The Walmart Pickup Gro-cery mini-warehouse format is open to registered consumers in Northwest Arkansas after an initial test with employees. Par-ticipants purchase items online, then schedule a pickup time ranging from two hours to three weeks after the order is placed.
Customers enter their order information at one of the facil-ity’s drive-up kiosks and wait for an employee to bring out the items. Roughly 10,000 gro-cery and consumable products are included in the service, in-cluding fresh meat, dairy, pro-duce and common household products. SM
Save the DateChiCAgo — The Path to Purchase Institute’s 2015 Shopper Mar-keting Summit will take place March 16-18 at the Renaissance Schaumburg Convention Center Hotel in Schaumburg, Illinois.
Registration for the annual event will open in December at ShopperSummit.com. SM
ACTIVATION GALLERY Kiosks/Interactive Displays
Page 34
INSIDESpecial Report: InsightsIn part 2 of our series, we examine how brands and retailers are constructing an integrated approach to insights.
Special Report: MobileIn part 2 of this series, we look at the technology and how shoppers can engage with their mobile phones in-store.
PAGE 24
PAGE 18
So-Lo-Mo Central
Page 22
Del Monte Aims for Shoppers’ LunchboxesBack-to-school effort at Walmart promoted at-shelf and via service departmentsBy Chris GelbachSAn FrAnCiSCo — Del Monte Foods teamed with Walmart last summer on a back-to-school program that the manufacturer hoped would make its brand top-of-mind with moms packing lunches for their children’s first days of the new school year. “Families with kids are basically our core business, whether it’s in a lunchbox or around the dinner table,” says Mike Malony, Del Monte senior manager of shop-per marketing. “We wanted to own the first day of school in the minds of moms, from what the lunch would be like to ‘How much will my kid know that she’s loved when she gets there?’”
Packing a healthy lunch and getting a back-to-school picture were seen as natural expressions of this idea. “Moms and dads are really anxious to get more fruits and vegetables into their kids’ eating habits,” says Malony.
To help moms show their kids that they care, the partners offered $1 manufacturer’s coupons for Del Monte’s FruitBurst Squeezer and plastic fruit cup products via tearpads. The take-ones also promoted a Del Monte-sponsored offer for a free 5-by-7-inch print at Walmart Photo Center, with no purchase required.
To get shoppers to the store, the partners used a co-op FSI in most Walmart markets as well as
College/University Education
PAGE 12
VIRTUAL ROUNDTABLE
Introducing the Answer to Your Omni-Media Campaign Needs
To view Digimarc’s complete omni-media solution in action, visit: www.digimarc.com/omni
TRY FOR YOURSELF! Launch the Digimarc® Discover app and focus the camera on the images below to view Digimarc’s omni-media solution in action.
Packaging, print, audio and video — Digimarc provides brands and retailers with one technology to facilitate mobile engagement at every touch point throughout the shopper’s journey.
Every component of a marketing campaign — print ads, catalogs, direct mail, television and radio commercials, retail signage, product packaging and more — can be made interactive to facilitate deeper consumer engagement, build brand loyalty and drive immediate purchase opportunities.
IN THE STORE
ON THE GO
AT HOME
dmrc_shopper_marketing_D2.indd 1 7/26/13 12:53 PMUntitled-7 1 7/28/13 1:00 PM
Editorial Director Bill Schober, (773) 992-4430
Executive Editor Tim Binder, (773) 992-4437
Managing Editor Linc Wonham, (773) 992-4432
Art Director/Production Manager Sonja Lundquist, (773) 992-4419
Contributing Editors Peter Breen, Sana Jafrani, Cyndi Loza, Rob Mahoney, Patrycja Malinowska, Samantha Nelson
Contributing Writers Dan Alaimo, Michael Applebaum, Joe Bush, Anne Downes, Ed Finkel, Erika Flynn, Chris Gelbach, Sharon Goldman, Dawn Klingensmith, Neal Lorenzi, April Miller, Dan Ochwat
Publisher Chuck Bolkcom, (773) 992-4420; [email protected]
Associate Publisher Craig Hitchcock, (773) 992-4422; [email protected]
ADVERTISING SALESCraig Hitchcock, (773) 992-4422; [email protected] Serving the Western United States
Rich Zelvin, (773) 992-4425; [email protected] Serving the Eastern United States, Canada, International
Need help finding a supplier? We may be able to help. Send your email to [email protected] and be sure to include a daytime phone number.
Shopper Marketing (ISSN 1040-8169) is published monthly by the Path to Purchase Institute, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731. Periodicals Postage Paid at Chicago, IL, and at additional mailing offices.
POSTMASTER: Send address changes to Shopper Marketing, Creative Data Services, 440 Quadrangle Dr., Suite E, Bolingbrook, IL 60440. Entire contents copyright © 2014 by the Path to Purchase Institute. Canada Post International Publications Mail Product (Canadian Distribution) Sales Agreement No. 40025274. Return undeliverable Canadian addresses to: Station A, P.O. Box 54, Windsor, ON N9A 6J5 or Email: [email protected]
CHANGE OF ADDRESS and other circulation correspondence should be mailed to: Shopper Marketing, Creative Data Services, 440 Quadrangle Dr., Suite E, Bolingbrook, IL 60440, or email [email protected] for customer service. (Include your address label with all correspondence.)
WHERE TO WRITE: Please direct all letters to the editor and other business/advertising correspondence to: Shopper Marketing, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731.
ARTICLE REPRINTS & E-PRINTS: Contact Scott Easton at (773) 992-4421 or [email protected].
NOTICE: The Path to Purchase Institute occasionally uses the logos of various companies in its marketing materials. These include promotional brochures for events such as the Shopper Marketing Expo, the Shopper Marketing Summit, the Design of the Times Awards and others. The use of these logos does not imply sponsorship or endorsement by the companies identified by those logos, unless specifically noted as such.
Executive Director – Chief Executive Officer Peter W. Hoyt, (773) 992-4456
Managing Director – Chief Operating & Financial Officer Chris Stark, (773) 992-4444
Managing Director – Member Services & Events Maureen Macke, (773) 992-4413
Managing Director – Strategy & Development Steve Frenda, (773) 992-4461
Managing Director – Platforms & Publishing Chuck Bolkcom, (773) 992-4420
Managing Director – Content & Editorial Bill Schober, (773) 992-4430
PRODUCTION Director – Production Ed Ward, (773) 992-4418
Art Director/Production Manager Sonja Lundquist, (773) 992-4419
MARKETING Director – Marketing & Communications Michele Weston-Rowe, (773) 992-4440
Senior Manager – Marketing & Communications Brittney Winters, (773) 992-4441
Manager – Audience Development Stacy Stiglic, (773) 992-4443
Art Director Stephanie Beling, (773) 992-4442
OPERATIONSDirector – Finance & Accounting Mike Bernal, (773) 992-4445
Manager – Office Services/H.R. Crystal Stone, (773) 992-4447
Senior Coordinator – Administrative Services Ann Estey, (773) 992-4448
Staff Accountant Sajan Kuriakose, (773) 992-4446
p2pi.org
Editorial and Executive Offices 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731 PHONE: (773) 992-4450 FAX: (773) 992-4455
CONTENTS
4 Editorial: Peter Breen
6 Summer Crush CampaignDr Pepper Snapple Group uses custom packaging and digital rewards as the centerpieces of a campaign leveraging the theatrical release of “Teenage Mutant Ninja Turtles.”
6 Solution Provider News
8 PPG’s ‘The Voice of Color’PPG Architectural Coatings deploys in-store kiosks called the “PPG Color Work Station” that provide shoppers with the ability to pick custom colors and digitally “paint” a room or multiple rooms.
8 The View from OASIS
10 A ‘One Shower Challenge’Unilever partners with the E! network to help launch Dove advanced body wash formula, leveraging the cable network’s “Live from the Red Carpet” coverage prior to the Emmy Awards.
INFORMATION TECHNOLOGY Director – Information Technology Jack Dare, (773) 992-4411 Director – Sites & Systems Rob Mahoney, (773) 992-4434
MEMBER DEVELOPMENT & SERVICESDirector – Member Development Pat Burke, (773) 992-4465Director – Member Development Terese Herbig, (773) 992-4438Manager – Member Development & Event Sales Quan Tran, (773) 992-4464Marketing Analyst Carol Schiro, (773) 992-4463Senior Coordinator – Member Services Cindy Hahn, (773) 992-4414
EVENTS & EDUCATIONManaging Director – Professional Development Patrick Fitzmaurice, (773) 992-4466Manager – Events Peggy Milbrandt, (773) 992-4412Manager – Member Development & Event Sales Quan Tran, (773) 992-4464Director – Education & Faculty Administration Ronit Lawlor, (773) 992-4415
P2PI.ORG Associate Director – Content Patrycja Malinowska, (773) 992-4435Associate Editor – Content Samantha Nelson, (773) 992-4436Associate Editor – Content Cyndi Loza, (773) 992-4439Associate Editor – Content Sana Jafrani, (773) 992-4433
PLATFORMS & PUBLISHINGManaging Director – Special Content Peter Breen, (773) 992-4431Director Craig Hitchcock, (773) 992-4422Dir. – Market Development & Sales Rich Zelvin, (773) 992-4425
SPECIAL REPORTS
12 People to WatchOur annual report singles out up-and-comers from Procter & Gamble, Hershey, Safeway, Heineken USA, Tyson Foods (Hillshire Brands), Beiersdorf, Mondelez International and Time Inc. Retail.
18 Special Report: Inside InsightsIn the second part of our series, we examine how brands and retailers are striving to construct a more integrated approach to insights development that better meets the needs of shopper marketing. Sponsored by Catapult.
24 Special Report: Overcoming the Barriers to Mobile Use in StoresPart two of this series examines how shoppers actually engage with their mobile phones and why mobile phones aren’t a larger part of the in-store shopping experience. Sponsored by Integer.
The Retail Promo GuidePolybagged with this issue is our third annual Retail Promo Guide, an overview of the key seasonal programs conducted by 11 of the consumer packaged goods industry’s top chains. Sponsored by Menasha.
In-Store Marketing EffectivenessInserted between pages 12 and 13, we present a white paper in collaboration with Menasha that examines how allocating investments and managing insights will result in improved performance.
32 Feature: College/University EducationIn an effort to identify how major universities are equipping their marketing students to be effective shopper marketers, we assemble a virtual roundtable of professors and researchers at six universities.
34 Gallery: In-Store KiosksThe editors of Shopper Marketing and P2PI.org single out various kiosks and interactive displays they’ve encountered.
36 Ricci at RetailJoe offers two displays that missed their mark ...• L’Oreal Paris• Cool Gear
37 Personnel Appointments
38 Institute StrategistSafeway and PepsiCo elevate their longstanding partnership to co-create a football-themed “Game Day Gear” program that launched in September.
22 So-Lo-MoA roundup of social, local and mobile marketing activity at retail from:• StrongBark• Koollii• Kraft Foods Group and Coolfire
Studios• Macy’s and Shopkick• Real Digital Media and iZipline• Tapcentive• Apple• eBay and Triad Retail Media• Express and Iris Mobile
26 Gallery: DOT GoldWe showcase the Gold winners in the Path to Purchase Institute’s annual Design of the Times competition. They were on display at the recent Shopper Marketing Conference & Expo.
Co-creation in action, Page 38
4 SHOPPER MARKETING NOVEMBER 2014
nserted into this issue is our third annual Retail Promo Guide, an overview of the key seasonal programs conducted by 11
of the consumer packaged goods industry’s top chains.
You’ll find a fair number of similarities if you compare this year’s list of programs with the ones we presented in last year’s guide. Re-tailers don’t change their schedules frivolous-ly, and they rely heavily on the shopping up-ticks sparked by the holidays, back to school and other major calendar events to drive their business. And anything that proves effective at steering shoppers away from the competi-tion and into their stores will typically, and understandably, be repeated – same themes, same slogans, even the same deals.
Therefore, seasonal promotions often can be as predictable – and about as exciting – as my brother’s post-dinner nap on the living room couch at Thanksgiving.
Now I’m not necessarily knocking pre-dictability: Growing up, my grandmother’s yearly Christmas gift of socks and underwear was as vital to my personal “business plan” as Halloween sales are to the candy category.
So you can’t fault retailers if their efforts to even maintain their businesses (let alone improve on them) often results in a some-what repetitive series of themed sales events with little unique, truly differentiating qualities. Success needs to be “annualized,” and the easiest way to plan for next year’s success is to repeat what worked last year.
National brands dutifully support these
ABBOTT LABORATORIES• Jessica Krauser, Senior
Manager, Shopper Marketing• Jamie LaRue, Director, Shopper
& Category Development
ACCO BRANDS• Ellery Fischer, Director,
E-Commerce• Gary Lazicki, U.S Marketing,
Retail Merchandising Manager• Mark Seeley, Senior
Merchandising Manager
ALCON• Jeremy Brown, Senior
Manager, Shopper Marketing• Mark McKeon, Senior
Manager, Category Insights, U.S. OTC
• Shawn Millerick, Head of Marketing, U.S. OTC
ANHEUSER-BUSCH• Tom Prestridge, Director,
Trade Marketing Insights• Melissa VanVickle,
Shopper Insights Manager
BARILLA AMERICA• Kimberly Humann, Senior
Manager, Shopper Marketing• Nina Mlynek, Shopper
Marketing Manager• Debbie Zefting, Director,
Customer & Shopper Development, NA
BAYER HEALTHCARE• Dominique Bruno, Shopper
Marketing Manager• Susan Hayes, Director,
Shopper Marketing & Insights• Richard Horris, Senior Shopper
Marketing Manager
BEIERSDORF INC.• Laura Cammarota, Senior
Shopper Marketing Manager• Daniel Theroux, Manager,
Business & Competitive Intelligence
BIG HEART PET BRANDS• David Knoepfle, Director of
Shopper Marketing & Activation• Todd Nettleton, VP, Market
Development Organization• Mac Tillman, VP, Marketing
BROWN-FORMAN CORP.• Christa Bryant, Director,
Channel & Customer Marketing• Bob Krall, VP, Channel Sales
Director, Casual Dining• Julie Lynn York, Group Manager,
Partnership Marketing
CAMPBELL SOUP/PEPPERIDGE FARM• Shelly Sinas, Director of
Customer Engagement & Shopper Marketing
• Brian Sullivano, Director, Shopper Engagement
CAPRE GROUP• Anne Chambers, CEO• Kristi Ross, Engagement Director
CATAPULT• Peter Cloutier, CMO• Joe Robinson, President
CHURCH & DWIGHT• Dan Bracken, Director,
Marketing Services
CLOROX CO.• David Cardona, Director of
Shopper Marketing, CAS & Multicultural Capabilities
COCA-COLA CO.• Christopher Russell, Group
Director, Shopper Insights• Rachel Smith, AVP, Shopper
Marketing & Planning
COLGATE-PALMOLIVE• Barry Roberts, Director,
Retail Shopper Solutions & E-Commerce
• Brad Watt, Worldwide Director, Global Shopper Marketing
CONAGRA FOODS• Tammy Brumfield, VP,
Shopper Marketing• Tom Lisi, Senior Director,
Shopper Marketing, Walmart• Tim Miller, Senior Director,
Shopper Insights
CONSTELLATION BRANDS INC.• Carl Evans, VP of Trade
Marketing & Promotions• Dale Stratton, VP,
Strategic Insights
FRITO-LAY INC.• Janelle Anderson, VP,
Shopper Marketing• Shelley Pisarra, Senior Director,
Shopper Insights & Strategy• Jeff Swearingen, SVP, Portfolio
Marketing & Analytics
GENERAL MILLS INC.• Brian Kittelson, Director of
Integrated Shopper Marketing
GEOMETRY GLOBAL• Carl Hartman, NA CEO• Scott McCallum, President,
Shopper Marketing, North America
GLAXOSMITHKLINE• Joe Cadle, Director,
Shopper Marketing• Angelo Veotte, Global Category
& Shopper Marketing Manager
GREAT NORTHERN INSTORE• Patrick Graf, VP,
Sales Development• Mike Schliesmann, SVP,
Business Unit Manager
HEINEKEN USA• Dirk De Vos, SVP,
Commercial Marketing• Jonathan Simpson, Senior
Director, Commercial Marketing
HERSHEY CO.• Rafael Alcaraz, VP, Global
Advanced Analytics, Digital Media & Strategic Foresight
• Michael DePanfilis, General Manager, E-Commerce & Shopper Marketing
• Michael Weinstock, VP, Insights Driven Performance
HILLSHIRE BRANDS• Dennis Belcastro, SVP,
Industry Collaboration• Kathleen Perreault, Director,
Shopper Marketing• Christopher Witte, VP,
Customer Development
HUNTER STRAKER• Chad Grenier, EVP,
Retail Marketing Services
IBOTTA• Bryan Leach, Founder & CEO• Kane McCord, VP,
Business Development
IN MARKETING SERVICES• Todd Engels, EVP, Client Services• Lisa Klauser, President,
Consumer & Shopper Marketing
INTEGER GROUP• Nicole Souza, SVP, Network
Business Development Director
J.M. SMUCKER CO.• Jill Boyce, VP, Market Research• Ben Driss, Director, Category
Development• Liz Mayer, Senior Manager,
Shopper Marketing & Consumer Promotions
JOHNSON & JOHNSON SALES AND LOGISTICS CO.• Danielle Jenkins, Director,
Category Management & Shopper Marketing
• John King, Senior Director, Shopper, Category Insights & Consumer Promotion
KAO• Jackie Bishop, Senior Director• Diane Isler, Senior Manager,
Insights/Category Management• John Sullivan, VP, Sales
KELLOGG CO.• Daniel Cooke, Digital Shopper
Marketing, E-Commerce Lead
KIMBERLY-CLARK• Anne Jenkins, Director,
Shopper Marketing• Anne M. Jones, VP, Shopper
Marketing & Business Development
• Jill Wienkes, Senior Manager, Shopper Marketing Center of Excellence
KRAFT FOODS GROUP INC.• Sue Carey Coyle, Director,
Shopper Marketing, Growth Channels
• Joan Francolini, Senior Director, Shopper Marketing
• Art Sebastian, CVP, Category Leadership & Shopper Insights
LG ELECTRONICS• Stewart Henderson, Manager,
In-Store Marketing/Brand Marketing Home Appliances
• Rachel Olson, In-Store Marketing Manager
MARS CHOCOLATE US• Susan Barkalow, Shopper
Marketing Team Leader• Natalie Sellfors, Shopper
Marketing Manager
CROSSMARK• Ed Hoehn, SVP,
Marketing Services• Jim Rose, President,
CROSSMARK Marketing Services
CURB CROWSER• Tracie Curb-Crowser, CEO &
Chief Creative Officer• Dean Forbes, President
DEL MONTE FOODS• Jennifer Reiner, Director of
Shopper Marketing
DELL• Lori Pennington, Insights,
Shopper Experience & Strategy• Dan Seymour, Director,
Retail Marketing
DIAGEO• Calvin Burwell, Director,
Consumer Planning
DIGIMARC CORP.• Bruce Davis, CEO & Chairman
of the Board• Ed Knudson, EVP, Sales &
Marketing
DR PEPPER SNAPPLE GROUP• Scott Barcenilla, Shopper
Marketing Manager, East• Richard Moulton, Director,
Shopper Marketing – Walmart, West Grocery & C-stores
• Shelly Tallabas, VP, Shopper Marketing
E & J GALLO WINERY• Ryan Martin, Senior Director,
Shopper Marketing• John Schoenecker, Director,
Shopper Marketing
ENERGIZER HOLDINGS INC.• Michael Law, Senior Director,
Customer Strategy & Planning• David Morgart, Senior
Director, Commercial Strategy & Planning
• Beth St. Raymond, Director of Shopper Marketing
FOOD LION• Leslie Atkinson, Director of
Brand Communications• Marci Grebstein, VP, Marketing
& Brand Strategy• Neil Norman, Manager of
Customer Loyalty
MARS PETCARE• Jeff Hingher, Shopper
Marketing Manager• Dustin Lehner, National Team
Lead for Shopper Marketing & Insights
MATTEL• Meredith Jang, Director,
Shopper Insights & Analytics• Kevin Kuehler, Director,
Customer Marketing
MAXPOINT• Tom Dolan, VP, Enterprise
Solutions• Matt Knust, Director of
Shopper Marketing
MEIJER INC.• Lanny Curtis, Director,
Customer Marketing• Michael Ross, VP, Customer
Marketing & Emerging Technology
MENASHA PACKAGING CO.• Brian Mumau, EVP,
Business Development• Will Phillips, Director,
Retail Insights
MEYER CORP.• Ingrid Ellerbrock, Senior
Director of Consumer & Shopper Marketing
MILLERCOORS• Kathleen Blum, Marketing
Insights Manager• Dan Hennessy, VP,
Channel Marketing• Royce Wills, Director,
Customer Marketing
MONDELEZ INTERNATIONAL• Steve McGowan, Director of
Shopper Marketing• Michael Tilley, Associate
Director, Shopper Marketing & Strategic Partnerships
• Kim Yansen, Director, Field Shopper Marketing
NESTLÉ USA• Joe Radabaugh, Division
VP, Category and Shopper Excellence
• Jill Schermerhorn, Team Leader, Shopper Marketing
• Linsey Walker, Shopper Engagement Strategist
OWNERIQ INC.• Charlie Guevara, VP, Sales• Steve Ustaris, SVP, Marketing
PEPSICO (BEVERAGE)• Bryan Jones, Senior Director
Shopper Marketing
• Esperanza Teasdale, Senior Director, Shopper Marketing
PEPSICO (QUAKER)• Jackie Clifton, Director,
Shopper Marketer• Ana Fernandez, Senior Director,
Shopper Marketing & Insights• Katie Schiavone, Director,
Shopper Marketing
PERNOD RICARD USA• Scot Henderson, Director,
Customer Solutions• Tim Murphy, VP, Marketing,
Absolut Vodka• Karen Quach, Division
Marketing Director
PFIZER• Chuck Meyer-Hanover,
Director of Shopper Insights & Food Category Management
PHILIPS CONSUMER LIFESTYLE• Kelly Downey, VP, Digital &
Shopper Solutions• Monica Young, Senior Shopper
Marketing Manager
PROCTER & GAMBLE• David Grebert, Director,
Brand Building Integrated Communications
• Lynn Neal, NA Retail Strategy Leader
• Stephanie Robertson, Associate Director, Shopper Marketing
RECKITT BENCKISER• Sam Gagliardi, Marketing
Director, Digital Shopper Solutions
• Taryn Mitchell, Global VP Sales, Digital Channel
• Cheryl Policastro, Shopper Marketing Team Leader
RED BULL NORTH AMERICA INC.• Melissa Leggett-Accad,
Director, Trade Marketing
RETAIL SOLUTIONS INC. (RSI)• Marie Jackson, CMO• Michael Quinn, General Manager
& CMO, Digital Media, Consumer Packaged Goods & Retail
REVTRAX• Mel Liebergall, VP, CPG and
Shopper Marketing• Jonathan Treiber, CEO
ROCKTENN MERCHANDISING DISPLAYS• Jon Kramer, CMO• Tim Sullivan, VP, Sales
The League of Leaders is an exclusive organization of industry thought-leaders dedicated to advancing the understanding of all marketing efforts that culminate at retail.
RTC• Andy Cremer, VP, Marketing• Bruce Vierck, VP
SAFEWAY INC.• Deb Fifles, VP, Consumer &
Shopper Insights• Dimitri Haloulos, Group VP,
Shopper Marketing
SC JOHNSON & SON INC.• Nicole Abramson, Shopper
Marketing Manager• Amy Dragland-Johnson,
Director, Shopper Marketing• Brigitte Shreiner, Senior
Shopper Marketing Manager
SHELFBUCKS• Jim Banks, VP, Sales• Catherine Lindner, CMO
SHOPTOLOGY• Charlie Anderson, CEO• Julie Quick, SVP Head of
Planning & Insights
SONOCO DISPLAY AND PACKAGING• Philippe Erhart, Division VP,
Sales• Jeff Tomaszewski, VP &
General Manager
STARBUCKS COFFEE CO.• Rachel Chambers, Director,
Shopper Marketing & Shopper Insights
• David Hanson, VP, Channel Planning
SUN PRODUCTS CORP.• Jennifer Adams, Director,
Shopper Activation
TEMPT IN-STORE PRODUCTIONS• Mike Draver, President• Maura Packham, VP,
Marketing & Communications
THE MARS AGENCY• Fern Grant, EVP, Strategic
Planning• Rob Rivenburgh, COO
TIME INC. RETAIL• Jennifer Marchant, VP,
Customer Marketing• Bill Romollino, VP,
Shopper Insights• Troy Stratton, Director of
Retail Operations & Display
TPN• Sarah Cunningham, Senior
Managing Director, Client Service & Development
• Nancy Shamberg, Managing Director, Shopper Marketing
TYSON FOODS• T. Gill Fuqua, Brand Manager
UBISOFT• Amy Andrews, Senior Insights
Manager• Paul Audino, Shopper
Marketing Manager
UNILEVER• Kevin Flagg, Senior Director
Shopper Marketing• Dawn Hedgepeth, Marketing
Director, U.S. Skin Care• Brian Lernihan, VP, Customer
& Industry Development
UNIVERSAL• Joe Battaglia, EVP• Francisco De Jesús,
President & CEO
WALGREEN CO.• Romina D’Andrea, Director,
Insights• Louis Dorado, Director, Space
Planning & Visual Merchandising• Cherise Ordlock, Senior Director,
E-Commerce Planning & Analysis
WALMART STORES INC.• Andy Murray, SVP, Creative
WETZEL BROTHERS• Randy Hoffmann, VP,
Sales & Marketing• Cory Spencer, President
WHITEWAVE FOODS• Erin Anderson, Shopper
Marketing Manager• James Blumberg, Director,
Integrated Marketing• Jon Searle, Associate
Marketing Manager
WILLIAM WRIGLEY JR. CO.• Matt Herrmann,
Associate Brand Manager, Shopper Marketing
• Lena Lewis, Senior Manager, Shopper Marketing
• Kelley Walczak, Senior Associate Brand Manager, Shopper Marketing, Walmart & Sam’s Club
WORLD KITCHEN• Sarah Ebner, Senior Manager,
Marketplace Execution• Rita Finley, Director, Category
& Shopper Insights• Michelle Malkin, VP, Customer
Development & Packaging
seasonal programs, partly because doing so is considered the “table stakes” necessary to maintain healthy relationships with key accounts, but also because they’re nearly as reliant on those periodic sales bumps as the retailers are.
But being among the “100s of Eligible Prod-ucts” in a retailer’s seasonal program certainly doesn’t do much to build brand equity – or, for that matter, even deliver much in the way of ROI. Refer back to our “2012 Shopper Marketing Trends Report” to see how under-whelmingly brands rate many of the most longstanding, well-known retailer programs.
That’s why I’ve always been impressed with manufacturers that are able to leverage their own brand attributes or marketing assets to better stand out in these seasonal free-for-alls. (I use that term figuratively, of course, since nobody participates free of charge in these things.)
The best of them have become intrinsi-cally connected to certain seasons, like Pep-siCo/Frito-Lay for the Super Bowl, due to its National Football League sponsorship; General Mills at back to school, thanks to the evergreen Box Tops for Education pro-gram; and Procter & Gamble during Breast Cancer Awareness Month, because of the massive resources it devotes each year to its own October campaign.
As much as a single manufacturer can “own” a promotional season, these three CPGs do. It’s not uncommon for even large regional supermarkets to let exclusive over-
lays from these man-ufacturers serve as the primary – or only – thematic program.
Elsewhere, while ownership of Easter and Halloween are more democratically shared by multiple confectionary manu-facturers, you could argue that Mars Inc.’s M&M’s has earned some special bragging rights for each holiday. And Clorox Co. de-serves some recognition for the way it has made Kingsford a staple in the “summer grilling” activity of many leading chains.
Other manufacturers have more selec-tively established themselves as go-to part-ners for specific retailers. ConAgra Foods, for example, has forged a nice rapport with Publix, generally taking point on the su-permarket chain’s “Storm Basics” hurricane preparedness program in June and back-to-college programming in August.
CPGs that can align closely with a re-tailer’s own preferences can even carve out their own spots on the calendar, as Dr Pepper Snapple Group has done at Dollar General with a promotion awarding tickets to the “Academy of Country Music Awards” show that has run every January since 2010.
Such resourceful programming could become even more important for brands in the future. Because if there is one aspect of seasonal promotions that has been chang-ing over the last few years, it’s the dominant role that national brands typically play.
Many retailers are increasingly putting the promotional focus on their private la-
EDITORIAL
Extra Seasoning
Peter Breen is managing director – special content for the Path to Purchase Institute. He can be reached at (773) 992-4431 or [email protected].
Ibel offerings. Supermarkets in particular have been emphasizing not only perimeter-department fare (catering, party platters, cakes), but proprietary packaged goods brands as well: Ahold USA spent much of holiday 2013 touting its Simply Enjoy brand; Kroger centered its 2014 New Year’s activity on an expansion of its Simple Truth line.
If this trend continues, national brands will have to work even harder to build their own programs, because some of these fall-back seasonal opportunities might go away. While few have ever provided an ideal pro-motional opportunity, they’ve always at least offered an opportunity.
Of course, a growing emphasis on private label would bring much more troubling is-sues for CPGs than reduced participation in seasonal promotions. After all, whether or not you’re an “eligible product” is moot if you’re no longer in the planogram.
And think what that would do to our an-nual guide. SM
… becomes this?What does a brand do when this …
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Untitled-14 1 9/9/14 12:22 PM
PROGRAMS6 SHOPPER MARKETING NOVEMBER 2014
SOLUTION PROVIDER NEWS
Quri Offers ‘Impact’ to CPG BrandsSan Francisco-based Quri Inc., a retail intelligence solutions provider for CPG manufacturers, recently launched a performance tool called Impact that it says combines real-time sales data with in-store conditions data such as location, merchan-dising efforts and inventory to allow brands and retailers to analyze and oversee their in-store promotions. Eight out of the 10 largest CPGs in the U.S. are experiencing measurable success with the tool, Quri claims in a re-lease. Using Quri-generated, crowd-sourced data, Im-pact calculates sales lift and ROI, enabling CPGs to close-ly review and adjust each promotion’s performance.
Dailybreak and RevTrax Combine Forces: Dailybreak Media, a Boston-based gami-fication platform, recently partnered with RevTrax, a New York-based digital coupons platform, with the goal of enabling CPG brands and retailers to engage shoppers and optimize the path to purchase via gamification and coupon promotions intended to drive in-store traf-fic. In their initial campaign together for an unnamed CPG, the two firms achieved strong results with 47% of consumers printing the coupon after viewing the offer, and 60% of printed coupons having been redeemed with two more weeks of data yet to be reported.
General Mills Forms a Team of Shopper Agencies: Gen-eral Mills has selected a team of five WPP agencies to lead its increased focus on shopper marketing initiatives. The team includes Barrows, Bravo, Geometry, Kantar Retail and Rockfish and will provide e-commerce, multicultural, display, shopper insights and advertising support for General Mills brands from a creative and digital hub in Minneapolis as well as regional offices in key retail markets. “This will assist us in building truly differenti-ated shopper plans geared to accelerate growth for our brands and retail partners,” Brian Kittelson, director of shopper marketing at General Mills, said in a release.
KKG Launches Retail Agency: Kendal King Group, a Bentonville, Arkansas-based marketing, design and production agency serving the retail and CPG industry, has launched KKG Velocity, a new retail agency with services including cause marketing, content and copywriting, design and creative services, digital media, marketing strategy and consultation, public relations, sports mar-keting, training, research and insights. Founded in 1987, Kendal King Group works with a variety of clients includ-ing Walmart, DreamWorks Animation, Clorox, the NBA, American Express, Spectrum Brands and Goodyear.
LDI Acquires Harbor Packaging: Liberty Diversified International (LDI), based in New Hope, Minnesota, has ac-quired San Diego-based Harbor Pack-aging Inc., a designer and manufacturer of corrugated packaging and P-O-P dis-plays in Southern California and Mexico. Harbor Pack-aging has manufacturing and warehousing facilities in the San Diego area as well as Tijuana and Mexicali, Mexico. The Harbor Packaging brand will remain intact and will be managed as a sister company to LDI’s Lib-erty Carton-Mexico operation, which has manufactur-ing, warehousing and fulfillment functions in Mexicali.
Send your solution provider news – new projects and programs with brands and retailers – to [email protected].
Crush Targets Movie-Going FamiliesCustom packaging and digital rewards at the center of ‘Teenage Mutant Ninja Turtles’ campaignBy Chris GelbachPlano, Texas — Dr Pepper Snapple Group resorted to “Ninja” marketing tactics to reach the target market for its Crush soda brand: the parents of children ages 6 to 16. The manufacturer partnered with Paramount Pictures for a promotion that leveraged the Aug. 8 theatrical release of “Teenage Mutant Ninja Turtles.”
“The Crush brand is about creating playful family mo-ments, and the ‘Teenage Mutant Ninja Turtles’ property is one that parents and children alike enjoy,” says Lindsey Bauer, brand activation manager for Dr Pepper Snapple Group. “In fact, many parents grew up with the brand and want to be able to share the fond memories they have with their kids, like the Crush brand.”
The effort centered on codes that could be found inside select Crush 12-packs and bottles that could be entered on a promotional website. One 12-pack code could be redeemed for a $1 movie ticket
coupon, while six codes translated into a free ticket. Codes under the caps of 20-ounce and 2-liter bottles offered a 1-in-10 chance of receiving a free movie ticket. “Digital rewards such as movie tickets are a perfect fit for today’s shopper, as going to the movies is a family event,” says Camille Kennedy, director of marketing for Hip Digital Media, Menlo Park, California, which administered the promotion. “According to Nielsen reports, 85% of movies that kids see every year are with one or both parents.”
As each of the movie’s four ninja turtle characters wear different-colored masks, Crush was able to showcase them
via the packaging for separate soda flavors related to that color. “This created consumer excitement to collect each character and allowed Crush fans to try additional flavors outside of their usual flavor palette,” Bauer says. Twelve-pack boxes, cans and bottles featured the graphics and also had copy that provided the character’s biographical information.
To drive consumers to stores, Crush executed a “Teenage Mutant Ninja Turtles” takeover of its website, CrushSoda.com. And in addition to the promotional site where consumers could enter their codes, a social media sweepstakes asked consumers to submit their best ninja pose for a chance to win a hometown pre-screening of the movie. Code and Theory, New York, provided the
social media integration via Instagram.In stores, Crush provided retailers with several dis-
plays. These included large lobby displays, pallet dress-up kits, smaller corrugate stackers and other point-of-sale materials. All of the displays communicated the movie-ticket promotional offer.
“This was the largest-scale program the Crush brand has done to date in the sense that it leveraged several dif-ferent marketing vehicles, from in-store packaging to out-of-store digital media,” Bauer says. SM
BRAND: Crush
KEY INSIGHTS: Children typically see movies with one or both of their parents. Like the Crush soda brand, the “Teenage Mutant Ninja Turtles” property is one that many of today’s parents grew up with and want to share with their children.
ACTIVATION: Crush offered coupons for discounted and free movie tickets via redeemable in-pack codes. The brand allowed for a ‘Teenage Mutant Ninja Turtles’ take-over of its website. A social media sweepstakes on Insta-gram offered a chance to win a pre-screening of the movie.
Crush’s ‘Ninja Turtles’ cam-paign centered on redeemable in-pack codes for discounted and free tickets to see the summer release.
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PROGRAMS8 SHOPPER MARKETING NOVEMBER 2014
By Ed FinkelCranberry TownshiP, Pa. — Because they’re complex, multifaceted and expensive, PPG Architectural Coatings’ paint displays are typi-cally replaced only once every eight to 15 years. That time came recently as the manufacturer/distributor set out to create its “The Voice of Col-or” campaign. “The mandate was to make this as differentiated and forward-thinking as possible,” says Dee Schlotter, senior color market-ing manager for North America.
At the heart of the effort was an in-store kiosk called the “PPG Color Work Station” that provides shoppers with the ability to pick custom colors and digitally “paint” a room or multiple rooms. Users can browse 1,300-plus colors from multiple brands with the help of a sophisti-cated matching system. Rather than thumb-ing through swatches and trying to envision what the paint will look like on their walls, “Now, the consumer can make that happen on the screen,” Schlotter says. And if they like what they see, they can save and email their projects to themselves.
PPG reorganized its entire color palette to
erybody wants to customize now. Everybody wants his or her own look. People are frus-trated when they can’t change something . . . but this is dynamic and live, and you’re able to update it every day if you want.”
“The Voice of Color” campaign launched in March, with kiosks rolling out to ap-proximately 650 independent paint dealers in the U.S., Canada and Mexico, Schlotter says. “We look at this as long-lasting. The initial response went up really high once the piece was in the market. When dealers saw it, they wanted it.”
PPG is judging the success of the effort based primarily on kiosk usage. The compa-ny drew on research that shows Millennials and even Boomers want to engage digitally. It market-tested the concept with 30-minute one-on-one sessions with homeowners over age 30 who said they were interested in home decor and tended to shop at independent paint dealers rather than home supercenters.
PPG redesigned its website and rolled out a social media campaign on Facebook, Twit-ter and Pinterest utilizing the same theme as the in-store kiosks, while email market-ing campaigns help the company keep in touch with promising shoppers. And be-cause every store is linked to PPG’s internal information technology team, the company will have a sense of what color palettes cus-tomers at a particular store in, say, southern California, seem to favor vs. other locations.
Focus: Mother’s DayLooking back to help with the planning ahead
THE VIEW FROM
INSTITUTE ANALYSIS: We determined the prime Mother’s Day advertising period to be April 4 through May 17 based on the activity on these sites. SamsClub.com was the first site with a Mother’s Day-themed ad – on April 4 from
Shutterfly. The total number of Mother’s Day-themed ads on the sites OASIS tracks was three times higher in 2014 than in 2013. The number of Mother’s Day-themed ads featuring the home electronics category was nearly 100 times higher
in 2014 than in 2013, with Costco.com, BestBuy.com and Amazon.com accounting for the majority of these ads. Among the activity was a Sony ad on BestBuy.com featuring the QX smartphone attachable camera.
CVS/Pharmacy logo horizontal 4-color process uncoatedFile Name: CVS_H_CMYK_uncoat.eps
The Path to Purchase Institute’s Online Advertising Survey & Insights Service (OASIS) monitors leading retailer websites to collect digital advertising content and organize it for competitive, reporting and intelligence needs.
*For ad appearances April 5 through May 17, 2014 Note: Corporate ads comprise retailer services and retailer campaigns
Amazon.com BestBuy.com Costco.com CVS.com SamsClub.com Target.com Walgreens.com Walmart.com
First Mother’s Day- themed ad appearance
April 11, 2014 April 26, 2014 April 7, 2014 April 11, 2014 April 4, 2014 April 20, 2014 April 27, 2014 April 12, 2014
Retailers’ themes Multiple, including: Mother’s Day Gifts in Books; Get
Mom Moving, Animated Gift Cards for Mother’s Day;
Mother’s Day Gifts from Across Amazon.com; Make
Mom’s Day
Multiple, including: Get the Latest for the Greatest Mom; Small Appliances Gifts for Every Kind of Mom
Multiple, including: Making Memories for
Mother’s Day; Celebrate Mom this Mother’s Day
Celebrate Mom! Special Savings!
Wow Mom with great gifts at great values;
Order by May 7 for Mother’s Day delivery
None Order by 4/29 to ensure delivery by Mother’s Day
Multiple, including: Treasure Mom,
Celebrate Mom; Happy Mother’s Day
Categories employing Mother’s Day-themed ads
Amazon Corporate, Computers & Tablets, Powered
Toothbrushes, Office/School Supply, Small Appliances,
Computer Related, Cameras & Camcorders
Camera & Camcorders, Best Buy Corporate,
Mobile
Costco Corporate, Camera & Camcorders
Skin Care, Candy, Office/School Supply,
CVS Corporate
Sam’s Club Corporate, Camera & Camcorders,
Small Appliances, General Services, Home Entertainment, Candy
Fragrance, Skin Care, Hair Care, Small
Appliances, Camera & Camcorders
Walgreens Corporate Walmart Corporate, Office/School
Supply, Powered Toothbrushes
Top categories overall* Amazon Corporate, Financial, Apps & Software,
Miscellaneous General Merchandise, Auto
Manufacturers, Baby Gear
Best Buy Corporate, Computer Related,
Mobile, Video Games & Systems, Large
Appliances, Home Audio
Personal Care, Miscellaneous General
Merchandise, Insurance, Costco Corporate,
Mobile, Ready to Wear
Hair Care, Retail, Skin Care, Candy, Pharmaceuticals,
Cosmetics
Automotive, Laundry, Baby Food, Pet Care,
Candy, Business Services & Products
Home Entertainment, Pet Care, Target
Corporate, Hair Care, Candy, Shaving
Delivery Services, Walgreens Corporate, Skin Care, Nutrition,
Personal Care, Camera & Camcorders
Walmart Corporate, Skin Care,
Carbonated, Home Appliances, Auto
Insurance, Pet Care
Top brands employing Mother’s Day-themed ads*
Amazon Corporate, Kindle, Best Buy, Sonicare, Parker Pen, OXO, Brother, Canon,
Verizon, Panasonic
Sony, Best Buy Corporate, Sprint,
iPhone
Costco Corporate, Canon Neutrogena, Lancaster, American
Greetings, CVS Corporate
Sam’s Club Corporate, Shutterfly, Keurig,
Walmart Corporate, Western Union, “Rio 2,” M&M’s, 1-800-Flowers
Rise Beyoncé Perfume, Vichy,
Pantene, Kitchen Aid, Shutterfly, 1-800-Flowers
Walgreens Corporate Walmart Corporate, Hallmark, Sonicare
Top brands overall* Amazon, American Express, Ford, Capital One,
QuickBooks, Visa
Best Buy Corporate, Samsung, HP, Intel, Sony, Geek Squad
Olay, Costco Corporate, Square Trade, Samsung,
HP, Kirkland
CVS Corporate, L’Oreal Paris, Crest, Zarbee’s, Neutrogena, Zantac
Member’s Mark, Simply Right, Mobil, Rotella, Sam’s Club Corporate,
Zyrtec
Xfinity, Target Corporate, Pantene,
Bounty, Verizon, Gillette
Walgreens Corporate, Boots, Method,
Culturelle, Coola, Twistedsista
Walmart Corporate, State Farm,
Hallmark, Neato Robotics, HP, Eureka
The day with the most Mother’s Day-themed ads
May 9, 2014 April 27, 2014 April 28, 2014 April 25, 2014 May 10, 2014 May 9, 2014 April 28, 2014 April 17, 2014
PPG Gives Paint Shoppers a VoiceKiosk allows shoppers to digitally paint a room with the colors they choose
MANUFACTURER: PPG Architectural Coatings
KEY INSIGHT: Colors create a variety of emotional responses in people based on their personalities, and the majority of today’s adults want to engage with colors digitally and dynamically.
ACTIVATION: PPG reinvented the color selection process with a new in-store kiosk that allows users to digitally sample more than 1,300 colors from multiple brands and save their projects via email. The program rolled out in approximately 650 stores and was supported by a web-site redesign and social media campaign.
Alias Color, Toronto, helped establish the design and look of the digital campaign. Most of the programming and IT work to create the kiosk was done in-house. The company hasn’t forged relationships with any specific retailers around the campaign, although it is exploring possibilities.
In related activity, PPG tapped the ser-vices of Vincent Wolf, named one of the top 100 designers in Architectural Digest magazine, to help design the color cards. It also has a partnership with the Frank Lloyd Wright Foundation to distribute col-or cards at two Frank Lloyd Wright homes. “The second we start talking about Frank Lloyd Wright, it’s amazing the reaction we get on social media,” Schlotter says. SM
This PPG Architectural Coatings in-store kiosk was installed at King’s Paint in Scott’s Valley, California, last August.
better coordinate the rows, each of which begins with a card revealing its top three colors along with popular trim and ceiling colors. Users can scan any color chip or brochure with a bar code to display it on the touchscreen, drag and drop colors to paint a room, watch videos and more.
The system is based upon the insight that every color brings an emotional association and that people are drawn to certain colors based on their personalities. “They can change the color to what they like,” says Schlotter. “Ev-
Increase your merchandising appeal at retailFor more than 100 years, Sonoco has taken great pride in our ability to “deliver on the promise.” Whether we’re designing eye-catching displays or creative packaging to help your product stand out, or developing supply-chain solutions to improve productivity and profi tability, Sonoco Display and Packaging is committed to superior service, exceptional quality and unmatched innovation.
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Delivering on the Promise: Sonoco Display and Packaging
201405 SM InComm Gift Tree Tab Ad.indd 1 4/3/14 6:31 PMUntitled-1 1 10/7/14 11:43 AM
PROGRAMS10 SHOPPER MARKETING NOVEMBER 2014
By Dan Alaimoenglewood Cliffs, n.J. — Unilever partnered with the E! network in August to help launch the manufacturer’s Dove advanced body wash formula, which promises “softer, smoother skin after a single shower.” Leveraging the cable network’s “Live from the Red Carpet” coverage prior to the Primetime Emmy Awards on Aug. 25, Unilever invited women to take a “One Shower Challenge.”
Unilever derived the insights that drove the campaign from London-based research firm Mintel Group, which de-termined that female shoppers purchase about six body wash products per year but only shop the category three times per year. “Products in this category have to stand out with break-through innovations that win loyalty,” says Jennifer Bremner, brand-building director of skin cleansing at Unilever.
The Mintel research also found that although a major-ity of female shoppers will change their preferred brands, moisturization is the benefit they value most highly when shopping for body wash. “The new formula of Dove body wash now has more of the brand’s gentlest cleansers com-bined with NutriumMoisture technology,” Bremner says.
Unilever used custom packaging, in-store demonstra-
tions, signage and merchan-dising displays to help con-sumers identify this message quickly. Online, the manu-facturer’s social media prop-erties made consumers aware of the benefits and invited them to take the “One Show-er Challenge” by registering on a Dove.com microsite to receive a sample. “We recog-nize that the shopper mindset is different across channels, so our plans were adapted to deliver against the varying experiences,” Bremner says. “Whether it is at-shelf signage or via a personal demonstra-tion, we want to ensure that the claim breaks through so that the consumer under-
stands and, ultimately, feels confident in the purchase they are making.”
On Emmy night, consumers could request a sample by following @Dove or by tweeting @Dove using #OneShow-erChallenge.
Unilever also partnered with Jeannine Morris, founder of BeautySweetSpot.com, and Micaela Erlanger, a red car-pet stylist. In the weeks leading up to the Emmys, the two teased Dove’s new product during E! telecasts. Morris provided an insider’s take on how every woman’s beauty routine actually begins in the shower, and Erlanger empha-sized how great style starts with beautiful skin.
Additionally, the manufacturer pre-selected two female consumers to take the “One Shower Challenge,” and they were able to show off their softer skin during the “Live from the Red Carpet” broadcast.
Bremner says that Unilever worked with most retail-ers that carry body wash products “to reach shoppers at all points across the path to purchase, beyond in-store,” although she didn’t identify specifics. “A close partnership between brand, agency and retailer allows us to identify the right communication channels – whether it be online, print or via customized programs – to effectively reach the shopper and meet our mutual goals.”
The company will measure the campaign’s effectiveness by actively monitoring all trial-and-repeat rates, overall sales figures and several engagement measures, she adds. SM
Dove Broadcasts a ‘One Shower Challenge’Unilever leverages E! network, ‘Red Carpet’ to introduce a new body wash formula
Del Monte’s social media pages and blogger activ-ity. These mentions included the $1 and free print coupons as well as messaging about showing love by packing your kids a healthy lunch. A direct mail-ing from the Walmart Vision Center also sent the coupons to another 1 million targeted households.
The bigger focus was in-store, however, since Walmart already had extensive marketing in place to attract back-to-school shoppers. Del Monte nego-tiated with the retailer to have its products on dis-play in the earliest back-to-school timeframe. “We were willing to surrender some shelf space after school started so that we could be there right around when school was starting,” Malony says.
From mid-July to mid-August, endcaps and palette dis-plays with tearpads were in at least 2,000 Walmart Su-percenters nationwide. The tearpads were also positioned at-shelf.
Del Monte collaborated extensively with other Walmart service departments to highlight the program throughout August. The coupons were featured on the cover of 5 mil-lion “cash wallets” distributed with currency to Walmart Money Center customers. An additional 2 million inserts including the same coupon were distributed in photo enve-lopes to Walmart Photo Center customers. These in-store elements executed with the Walmart service departments lasted through the month of August.
“Walmart’s Photo Center and Money Center are both interested in attracting new clients, particularly the Photo Center,” says Malony. “So we took a great deal of time to find out what we could do to partner with them so that their services could also be promoted while we were pro-moting our lunchbox solutions.”
The program represents Del Monte’s second-biggest in-vestment of the year with Walmart. The largest occurs dur-ing the holiday season, when the manufacturer promotes pe-
rennial holiday favorites like green bean and corn casseroles.Del Monte will judge the success of the campaign on
various criteria including coupon redemption and Nielsen share data. According to Malony, preliminary results in-dicated a share gain during the program timeframe for Del Monte’s plastic fruit cups. Since it was Del Monte’s first collaboration with Walmart’s service departments, the program also produced results in terms of relation-
ship-building. “We want to deepen our collaboration with Walmart, both with our buyer and with these service de-partments, so that Del Monte means more to the Walmart shopper than just a can of fruits or vegetables in the aisle,” Malony says.
Del Monte worked with Pollinate Media Group, Costa Mesa, California, on the blogger element of the campaign; Closure Media, Rogers, Arkansas, on the Photo Center and Money Center inserts; Cox Target Media, Los Ange-les, on the Vision Center mailing; and with the Chicago office of its agency of record, Saatchi & Saatchi X, on the creative elements. SM
BRAND: Dove
KEY INSIGHT: Female shoppers purchase about six body wash products per year but only shop the category three times per year. Also, moisturization is the benefit women value most highly when shopping for body wash.
ACTIVATION: Dove touted the benefits of its new prod-uct with a “One Shower Challenge” that it promoted on social media and during the E! network’s Emmys cover-age. In-store activation included new packaging, demon-strations and signage.
Dove invited viewers of E! network’s “Live from the Red Carpet” to go online and register for the “One Shower Challenge.”
Del MonteContinued from Page 1
MANUFACTURER: Del Monte Foods
RETAILER: Walmart
KEY INSIGHT: Parents are anxious about getting more fruit and vegetable products into their kids’ diets and par-ticularly eager to find ways of supporting their children during the early days of the new school year.
ACTIVATION: The partners offered $1 coupons and a free back-to-school photo from the Walmart Photo Center using some pre-shop tactics and especially focusing on in-store. The effort involved extensive collaboration with Walmart’s service departments.
Del Monte and Walmart used tearpads to promote the free photo offer and distribute $1 product coupons.
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Untitled-1 1 10/7/14 12:05 PM
12 SHOPPER MARKETING NOVEMBER 2014
hen Kenny Olson was enrolled in the University of North Carolina’s Kenan-Flagler Business School pursuing a bach-elor’s in business administration and a minor in Spanish, he spent some time
abroad studying at Pontificia Universidad Catolica de Chile as an exchange student. His fluency in Spanish and famil-iarity with the Chilean marketplace led to the start of his professional career – with Procter & Gamble in Santiago, Chile, first as the delivery marketer on the oral-care busi-ness and then as a shopper marketer across the full portfo-lio. He spent three years working in that market.
“Working for Procter & Gamble Chile was a great expe-rience as it gave me a first-hand understanding of what it takes to get business done in a developing market,” says Ol-son. “I also had the chance to work with customers across all trade channels, from grocery and mass to distributors for small high-frequency stores. Working in Chile also gave me deep insight into Hispanic culture and consumers. I’m
Can you provide an example or two of your best work?OLSON: I’m most proud of the times when we are able to connect Procter & Gamble brands and Walgreens to build major programs that make both companies stronger than they would be alone. For example, P&G and Walgreens co-sponsored the “People’s Choice Awards” and lever-aged celebrity Tim Gunn to send people into Walgreens on a mission to buy Procter & Gamble beauty brands. In another case, we partnered with Walgreens, Pantene and the Weather Channel to deliver messaging that sent shop-pers to Walgreens empowered with the knowledge of the right version of Pantene for their hair type and their local climate. Both of these programs drove significant increases in sales, and each was recognized with an Effie Award.
What are the biggest challenges facing the discipline of shopper marketing now and going forward?OLSON: With the emergence of the omnichannel market-ing landscape, the number of marketing channels and tools is proliferating at an increasingly rapid pace. The biggest challenge and the biggest opportunity is to be able to sift through and evaluate all of the options available, and then keep both the manufacturer and retailer coordinated and focused on driving the few things that will really grow the business.
What role do you foresee the physical store playing in the future?OLSON: The physical store will continue to co-exist with the mobile/online experience, and the companies that effectively combine those mediums to deliver convenient value to the shopper will win.
Watch22PeoplePeople
now able to take the best of what I learned in each of those channels and apply it to my work.”
Olson’s experience and language skills served him well as an assistant brand manager and in leading the U.S. Hispanic business for P&G’s Pampers brand. In 2011, he became the global franchise brand manager for Pampers, with his work encompassing P&G’s Olympics partner-ship for the 2012 London Games. From there, he became design brand manager for Pampers Premium, where he worked on commercial and product innovation, including a major expansion of the Pampers Swaddlers brand.
Currently, as the lead marketer on Procter & Gamble’s Walgreens team since May 2013, Olson is focused on increasing trips and building bigger baskets across the manufacturer’s $1.5 billion portfolio at Walgreens and Duane Reade. He’s also working to earn an MBA from Northwestern University’s Kellogg School of Management.
In a recent interview with Shopper Marketing, Olson shared his thoughts on a variety of topics:
Eight individuals represent this year’s class of People to
Watch. Nominated by their colleagues and friends of Shopper
Marketing and the Path to Purchase Institute, these rising
stars are making a name for themselves by doing work for
the brands and their categories that’s worthy of attention.
W
Kenny OlsonCOMPANY: Procter & Gamble
TITLE: Customer Team Marketing Manager, Walgreens
AGE: 31
EDUCATION: University of North Carolina, Kenan-Flagler Business School (B.S., Business Administration with a minor in Spanish)
Photo by Brian Morrison
Watch
NOVEMBER 2014 SHOPPER MARKETING PEOPLE TO WATCH 13
hocolate enthusiasts probably can’t imagine a much better job than work-ing for a leading confectionery company. Such was the case with Jan Grinstead,
who joined The Hershey Co. after graduating from business school. After leading the manufacturer’s strategic and design direction for Halloween and helping launch Rolo Minis and Kit Kat Minis, she took on a shopper marketing position in mid-2013.
“I have always been fascinated by how and why shoppers make purchase decisions, why specific retailers are chosen for different shopping needs – both functional and emotional – and how both can be influenced,” says Grinstead, who develops programs to drive incremental category demand for large retailers.
Grinstead wants to develop an efficient media model for driving top-of-mind awareness for her leading brand promotions and building a better understanding of the role of personalization as an alternative means for delivering value outside coupons. “I believe that more precise and more insightful marketing will be the key to staying rel-evant to Hershey’s most loyal shoppers,” she says.
She talked more about her career and the in-dustry in an interview with Shopper Marketing:
Provide an example or two of work you are most proud of.GRINSTEAD: I have been successful in bringing shopper programs to life by reinforcing the natural affinities of products purchased with confection. While natural or ex-isting affinities show up clearly in shopper data, I have also worked with my shopper insights counterparts to uncover latent affinities and usage occasions. By marketing behind these current and emerging product combinations, I hope to establish new occasions and traditions for the iconic brands I support. Whether it is sharing a peanut butter blossom cookie at a holiday cookie exchange, passing out Reese’s
peanut butter cups every year for Halloween, or combining Brookside with your favorite red wine, I want to continue to make sure Hershey’s brands are part of my shoppers’ rituals.
What are the biggest challenges facing the discipline of shopper marketing now and going forward?GRINSTEAD: To not become distracted by the newest shiny tactic for reaching shoppers but rather focus on the funda-mentals of insight-led programs, on consistent and clear
messaging across the most impactful shopper touchpoints, and on ensuring flawless execution at the store level.
How does your organization think about and address omnichannel shopping/marketing?GRINSTEAD: Omnichannel shopping/marketing is the recognition that the transitive state between reaching a “consumer” and a “shopper” continues to shrink and we need to provide a seamless experience no matter what channel, device, format or day with which our target is interacting with our brands.
What role do you foresee the physical store playing in the future?GRINSTEAD: To stay relevant, the physical store needs to evolve to deliver on the human needs best delivered face to face. It needs to provide a sensorial experience to the shopper, provide services that can’t be provided online, and be able to provide last-minute solutions to shoppers in differentiated ways. I am really excited to tackle both brick-and-mortar and online aisle reimagination. Wouldn’t it be great if your favorite retailer were able to create the feel of an old-fashioned chocolatier or taffy shop, providing a nostalgic, emotive experience, driving you back to the store time and time again?
hris Almeida has spent his career rising through the ranks at Safeway. He left behind his ambition to be a high school government teacher when he realized that a summer internship at Safeway
could lead to more opportunities in a new-found passion. Starting as a marketing analyst in 2003 – two years before graduating with his degree – he quickly moved into data analytics during the launch of the O Organics private brand. Promoted to manager and then director, he was in the group for six years, during which time he also helped launch the Fuel Rewards and Just For U programs.
He made the jump to shopper marketing in 2011, first serving as a director on a regional team and heading the discipline for the retailer’s core business. In April 2013, Al-meida was named vice president, shopper marketing – core business and loyalty. He credits the pragmatic approach to learning he received at Cal State, East Bay. “While it wasn’t an Ivy League school, I got more real-world experience through hands-on case studies,” he says. “We were doing typical university work, but with professors who weren’t just theorists their whole lives. Working at Safeway during school was also invaluable because I took my classroom experiences and applied them every day.”
Almeida recently talked with Shopper Marketing on a variety of topics:
Provide an example or two of your work that you are most proud of.ALMEIDA: Our “NFL Game Day Gear” program in partner-ship with PepsiCo. [See page 38.] We worked together from the ideation stage all the way through execution. Every time shoppers buy PepsiCo products at Safeway, they earn money toward NFLshop.com. We don’t know the business results yet, but the collaboration process alone, to me, is true shopper marketing. Our Fuel Rewards partnership is another example. We launched it with Chevron and gained 80% awareness of the program with strong satisfaction scores in two years, and it all started from a blank page. It’s been a huge sales driver for us.
What are the biggest challenges facing the discipline of shopper marketing?ALMEIDA: [Establishing] a common definition of shopper marketing. To us it’s how we look through the eyes of the shopper to solve a business prob-lem, and validate that we can actually solve it while influencing the shopper. But so many companies are on differ-ent areas of the spectrum. The other is breaking down barriers or walls. Far too often companies want to be too guarded. You have to have a re-ally strong dialogue and be willing to take risks.
How does your organization think about omnichannel shopping/marketing?ALMEIDA: It’s a bit of a buzz word to me. If we’re being true shopper marketers, then we’re meeting the shoppers where they are and we’re already engaged in it. We need to be building a mix of media that drives the best awareness and engages our shopper where they are, which varies by program and business objective.
How do you see the role of the physical store changing in the future?ALMEIDA: I see the retail landscape changing and the physical store changing, but part of it is what we put in those physical stores. Maybe we’ll see perishable-only stores because everyone is getting their other stuff online. We have to be out ahead of shoppers and anticipate what they’re looking for in a brick-and-mortar store, and a lot of that means shifting assortment and SKU mix to be relevant to them in that area.
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Chris AlmeidaCOMPANY: Safeway Inc.
TITLE: Vice President, Shopper Marketing – Core Business & Loyalty
AGE: 31
EDUCATION: California State University, East Bay (B.A., Political Science with a minor in Marketing)
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Photo by Timothy Shonnard
Photo by Chris Bohnhoff
Jan GrinsteadCOMPANY: The Hershey Co.
TITLE: Shopper Marketing Manager
AGE: 35
EDUCATION: Wheaton College (B.S., Biology, M.A., Clinical Psychology), Penn State (MBA, Marketing, Finance)
PEOPLE TO WATCH14 SHOPPER MARKETING NOVEMBER 2014
rystina Robinson graduated from Canisius College in Buffalo, New York, a city she says afforded her plenty of advertising agency intern-
ship opportunities. She began post-college life in advertising, and began working on alcohol accounts from the start with G2 Worldwide. Then a year at Gyro included work on another spirits brand. She joined Heineken in 2012.
Much of her career has been spent in shop-per marketing, digital and CRM. She says her current role “is the crucial link between marketing and sales functions,” and that she strives to deliver impactful programming for shoppers and on- and off-premise customers.
Robinson is commercial marketing man-ager for Heineken’s Dutch brands – Heineken, Heineken Light and Amstel Light. She is coming off a recent triumph: the “Open Your Summer” TV and digital promotion. “We had an excel-lent summer, with the last three months flat for Heineken Lager, which is fantastic in a declining market,” she says. “We even outpaced the overall market by nearly a full percentage point.”
That effort piggybacked on a winter holiday promotion that involved a partnership with a sparkling wine company and was successful enough to repeat this year, says Robinson. The partnership originated from research that showed that beer and wine can co-exist at holiday gatherings without cannibalizing each other.
In a recent interview with Shopper Marketing, Robinson answered some industry-related questions:
What role do you foresee the physical store playing in the future?ROBINSON: Even with the proliferation of legal regulations by state for beer, e-commerce is a hot topic. Our retailers are facing decisions about their e-commerce versus brick-
and-mortar business every day. I think the brands that figure out how to leverage both channels in the right way for their shoppers will see success.
I love seeing an online brand go to brick-and-mortar, as I saw Amazon do for a pop-up event, and a traditional brick-and-mortar category become more e-commerce focused, such as with companies like FreshDirect or SeamlessWeb. It goes back to the omnichannel thinking.
I would also like to see the physical stores create as much excitement as they can – remove the mundane ‘task’ of shopping and replace it with something special. Psychol-ogy tells us that memory is highly correlated with emotion.
Create a positive emotional connection, no matter the channel, and shoppers will respond to your brand.
What are the biggest challenges facing the discipline of shopper marketing?ROBINSON: The biggest challenge is also the biggest op-portunity – the digital revolution in retail. From the iBea-cons of the world to geo-targeted media buys, the question is always, “How do we help our retailers wade through a sea of innovation and partner with the right technologies that actually drive results?” Within Heineken USA, we have an entire team dedicated to developing digital shop-per marketing strategies for every brand we own.
How does your organization think about and address omnichannel shopping/marketing?ROBINSON: You hear that term thrown around a lot lately. We develop programs in a path-to-purchase style that often seems a bit linear so that we can easily explain the journey on a PowerPoint slide, but the truth is that our shoppers and consumers don’t live on a linear path. We work closely with our brand and customer teams to identify where the synergies are between awareness and conversion in driving initiatives. We do this to create messaging and engagements from offline to online, allowing an individual to really engage with a brand in the way they want to across various channels.
usiness wasn’t Katie Survance’s initial interest in college. She switched majors twice, taking high-level biology and art classes before deciding to focus on business administration. But all those
courses help her in her current work in shopper insights at Tyson Foods. “I learned a disciplined and iterative process in science and the power of aesthetics in art,” she says.
After graduating from Bowling Green, she joined a market research company supporting the Procter & Gamble team and then spent three-plus years at Nielsen as part of The Mod-eling Group learning more about advanced analytics, data management and interfacing with the client. “I worked with multiple media agencies, software engineers and spent time
in India training an extension of our team,” says Survance.She joined Hillshire Brands (now part of Tyson Foods)
as a customer category manager on the Kroger team in Cincinnati before making the move to Chicago and the shopper insights team.
In an interview with Shopper Marketing, she talked about her passion for getting to the heart of what drives and motivates shoppers:
Provide an example or two of your work. What makes you most proud? SURVANCE: I recently completed a project looking at more than 14 billion product trips across the total perimeter of
the store. The insights will help us understand how our categories interact with other categories across the perimeter and offer perspective in how shoppers shop. That will provide direction in possible white space opportunities for innova-tion, as well as in optimizing shelving comple-mentary categories to provide meal solutions for shoppers. This research enables us to elevate the conversation with our retail partners and provide guidance as they move to small format or convert and update old stores.
Last year, I managed a path-to-purchase study in our deli space. We partnered with three strate-gic deli retailers, conducting qualitative research through firsthand shopalongs, followed by a comprehensive quantitative survey. We were able to glean insights around the deli experience and what matters most to shoppers. We followed up the research with an ideation session bringing together a wide variety of internal constituents to truly bring insights to action.
What are your career goals? Where do you see yourself in five, 10 years?SURVANCE: In five years, I will have further de-veloped my people management skills by sharing
my expertise and empowering others to succeed. I would like to have mastered additional research techniques with the ever-changing technology in the research industry. In 10 years, I would like to pay it forward to all the impressive mentors I’ve had throughout my career and provide that guidance for others. I also see myself putting my experi-ence to work in a more entrepreneurial environment where I can push the envelope in a different arena.
What are the biggest challenges facing the discipline of shopper marketing now and moving forward? SURVANCE: Shoppers and consumers are constantly being bombarded by messaging 24/7. The challenge is creating the right message through the most efficient vehicle in or-der to cut through and engage your target shopper.
What role do you foresee the physical store playing in the future? SURVANCE: The physical store is imperative within fresh foods. There’s this dichotomy in shopping between the authenticity of a farmer’s market and the convenience of an online retailer. However, I believe that shoppers are still looking for an experience. Retailers who are winning are using their physical store to communicate their personality and create an experience for their shoppers.
Katie SurvanceCOMPANY: Tyson Foods
TITLE: Senior Manager, Shopper Insights
AGE: 31
EDUCATION: Bowling Green State University (B.S., Business Administration with specialization in Marketing)
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Photo by Steve Hockstein
Photo by Brian Morrison
Krystina RobinsonCOMPANY: Heineken USA
TITLE: Commercial Marketing Manager
AGE: 29
EDUCATION: Canisius College (B.A., Communications/Marketing)
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PEOPLE TO WATCH16 SHOPPER MARKETING NOVEMBER 2014
ob Ciaffaglione was a student adrift at Sacred Heart University in Fairfield, Connecticut. He had changed majors from computer science to accounting to business administration. Then,
Marketing 101 and professor Laurence Weinstein hooked him. Weinstein was a retired Procter & Gamble executive who enthralled Ciaffaglione with real-life case studies.
“The class opened my eyes up to what I wanted to do with my life,” says Ciaffaglione. “Combine that experience with a minor in graphic design, and some background in
computer programming and accounting, and it all melded into this perfect mix of training required for a career in shopper marketing.”
More volatility followed as Ciaffaglione’s career pro-gressed. He was a marketing assistant, trade promotions manager and national account manager for his first compa-ny, Boots Retail USA, then a data analysis and customer in-sights manager for the category management department after moving to Beiersdorf when he wanted to sharpen his analytics skills. He became a shopper marketing manager
in August 2013.“While one may view all of this ‘bouncing
around’ from job to job as confusion, the truth is, all of these different roles have helped shape me into a well-rounded shopper marketing profes-sional,” he says. “[Shopper marketing] combines creativity, analytics and selling.”
Day to day, Ciaffaglione and his five-person customer and shopper marketing team are re-sponsible for creating customized retailer mar-keting programs to reach brand and sales goals for Nivea, Nivea Men, Eucerin and Aquaphor, and the relevant categories: hand and body lo-tion, men’s grooming, cough and cold, body wash, and baby care. Ciaffaglione says his job, re-duced to its core, is to align brands, retailers and shoppers along the path to purchase. Recently, Beiersdorf has added consumer promotions to shopper marketing duties, he says, “so that our approach to the shopper is much more holistic.”
Ciaffaglione, who says he’s working on a “huge launch” in the hand and lotion category this win-ter, recently answered a couple of questions for Shopper Marketing:
What are the biggest challenges facing the discipline of shopper marketing now and going forward? CIAFFAGLIONE: Measurement of success. In
many cases, a successful program does not always mean a positive ROI. In some situations, the results of a cam-paign may not truly be able to be measured until months or years later. Programs need to be measured holistically, not just by each individual tactic. Unfortunately, this also makes it very difficult to learn from and improve on specific tactics each year. And because a shopper has countless tools at his or her disposal, and because the retail landscape is ever changing, a successful shopper marketing program today will not necessarily be a suc-cessful program tomorrow.
What role do you foresee the physical store playing in the future? CIAFFAGLIONE: I think the physical store will play a dif-ferent role, depending on the channel and store size. In smaller store formats, the physical store may become more of a showroom, with limited inventory on hand, but with the opportunity for the shopper to see, try and have access to buy more “stuff.” In a bigger store, this is where educa-tion will continue to play a big role. Particularly in our complicated skincare categories, more and more shoppers will be self-diagnosing and self-educating themselves. Stores need to serve as not only a place for someone to buy the product, but also as a place to learn about which brand and product provides the right solution for them.
Rob CiaffaglioneCOMPANY: Beiersdorf
TITLE: Shopper Marketing Manager
AGE: 31
EDUCATION: Sacred Heart University (B.S., Marketing)
im Yansen was a data analyst early in her ca-reer at Anheuser-Busch. While she did put her accounting background to good use, she now sees that time as a foreshadowing of what was
to come. “I really got to the root of analyzing numbers and finding nuggets, which is very applicable to shopper marketing,” she says. “It not only helps in analyzing pro-grams we’ve run, but it also grounds us going forward.”
Yansen spent nearly 10 years at A-B, eventually mov-ing into sales and marketing roles, before joining Kraft Foods in early 2011. She was named associate director, shopper marketing, with the opportunity to develop and implement strategies within the convenience chan-nel and execute tailored programs for key retailers – a first in this space for the company.
“Kraft Foods hadn’t done shopper marketing in con-venience prior to that time, so we were working from the ground up,” says Yansen. In the fall of 2012, she was given another opportunity: to lead the Immedi-ate Consumption channel business from a shopper marketing standpoint for Mondelez International upon its split from Kraft. She managed that post until April of this year, when she became director of field shopper marketing, overseeing associate directors and managers strategically placed near retail partners across the country.
In a recent interview, she answered a few questions for Shopper Marketing:
What are your current responsibilities?YANSEN: I lead and inspire a team of 12 to deliver against our company’s vision for shopper marketing, while creat-ing insights-led programs and doing post-event analyses. But we also need to be thought leaders, and an indispens-able partner for our retailers and other CPG companies.
Provide an example or two of your work. What are you most proud of?YANSEN: I was part of the Mobile Futures team as we launched the initiative in the U.S. in late 2012. It was an
amazing experience and one of the best in my career. The program was about pairing one of our “power brands” – such as Oreo, Trident or Ritz – with a mobile startup com-pany to scale existing mobile products and incubate new projects to test in-market. We pitched our concepts to angel investors and venture capitalists to secure funding, and two beta platforms came out of the final phase: Prankstr and Betabox. It was a first-of-its-kind program that has truly im-pacted the culture at Mondelez by changing how we think.
What are the biggest challenges facing the discipline of shopper marketing?YANSEN: This continually evolving discipline will require high-caliber talent with a focus on continuous develop-
ment to stay relevant. We don’t have a really sound methodology for measuring ROI, but that’s a challenge the whole industry is fac-ing. In addition, being innovative and stay-ing ahead of the curve is a must. We need to have a real focus on using insights to build tailored shopper experiences for our brands and retailers with the shopper in mind, us-ing “in-the-box” and “out-of-the-box” tac-tics. That’s part of our team’s DNA. Lastly, making our resources and programming more efficient and effective in a resource-constrained world.
How does your organization think about and address omnichannel shopping/marketing?YANSEN: We know it’s important to be where our shoppers are. As much as we wish they would shop by channel, they don’t. Having the right omnichannel strat-egy is a major initiative for us – and one we also see as a great opportunity.
Kim YansenCOMPANY: Mondelez International
TITLE: Director, Field Shopper Marketing
AGE: 33
EDUCATION: University of Missouri (B.S. in Business Administration with an emphasis in Marketing; B.S. in Accounting); Webster University (MBA)
R
KPhoto by Ty Foster
Photo by Whitney Curtis
NOVEMBER 2014 SHOPPER MARKETING PEOPLE TO WATCH 17
Untitled-2 1 10/7/14 12:55 PM
shlee Wiechkoske credits the busi-ness honors program and internships she had while a student at Seton Hall as helping lay the foundation for her
marketing career. An internship with nonprofit Common Sense Media ignited a passion for me-dia and the impact it has on our daily lives. Fol-lowing her stint there, she held a yearlong intern-ship with Time Inc. Retail. “I was exposed to the inner workings of the category and the brands while developing an analytical viewpoint of the portfolio, grounded in shopper insights, that still shapes my work today,” she says.
The internship led to a full-time position, and today she manages the shopper and customer marketing strategy and execution for two of Time Inc. Retail’s top accounts – Walmart and Target. With changes to the magazine category at retail, Ashlee says it became apparent that the company needed to think more like a traditional CPG com-pany in terms of marketing strategies. “As that shift began, I took on shopper and customer mar-keting responsibilities,” she says. “I continue to be driven by the fact that our senior management saw an opportunity to differentiate our product portfolio within the magazine category by investing in shopper-centric strategies that help to build brand equity and drive engagement and activation at retail.”
In an interview with Shopper Marketing, Wiechkoske talked about her work and the industry:
What recent work are you most proud of? WIECHKOSKE: In January 2014, People magazine – our largest brand – partnered with Johnson & Johnson’s Avee-no product line at Walmart. The partnership was born out of an advertising agreement, but we were able to extend it to the retail environment to drive sales of both respec-tive brands. The program included in-store displays, a consumer offer for both products, and a dot-com brand
showcase with engaging content and extra savings. I’m especially proud because it created a fully integrated shop-ping experience for the Walmart customer and provided incremental display and exposure for the People brand.
What are your career goals? Where do you see yourself in five, 10 years?WIECHKOSKE: My goal is to continue expanding my knowl-edge base in the discipline of shopper marketing and educat-ing those around me on the benefits of building marketing programs aimed at satisfying the retailer, brand and con-sumer. I would also like to expand my working knowledge of retailers across a variety of different classes of trade to better understand the retail landscape as a whole.
What are the biggest challenges facing the discipline of shopper marketing now and going forward?WIECHKOSKE: The continued focus on ROI and the value of this activity. Continuing to build programs that deliver value for the retailer, the consumer and the participating brands will help to offset these concerns.
How does your organization think about and address omnichannel shopping/marketing?WIECHKOSKE: From a strategic perspective, Time Inc. Re-tail strives to reach, engage and activate the shopper. We invest to reach our consumers before they ever approach magazines in-store, to drive engagement by reminding the shopper of the unique benefits and characteristics of a magazine and, in turn, activate and drive sales. We focus on delivering messages to our customers where they are – online, on their mobile devices, in-store through targeted programs. Due to the nature of the magazine category and the product itself a large majority of our sale is coming from the physical store, meaning that we leverage most digital platforms for marketing versus transactions.
Ashlee WiechkoskeCOMPANY: Time Inc. Retail
TITLE: Shopper Marketing Manager
AGE: 26
EDUCATION: Seton Hall University (B.S., Business Administration with dual concentration in Marketing and Management)
A
Photo by James Keltner
rands and retailers are looking around the table – and in the toolbox – as they strive to con-
struct a more integrated approach to insights development that better meets the needs of shopper marketing.
The end goal: create an effective cross-functional team with the skills needed to glean stronger shopper insights from a growing range of data sources.
Who conducts the insights work – and how – is where the rubber meets the road. Manufacturers and retailers are adopting new technology-driven tools and combining research and marketing skills in different ways to better shape shopper marketing strategy and deliver more efficient, successful programs.
One factor driving this evolution has been a rapid change in consumer life-styles and shopping behavior. That has some marketers rethinking their whole environment.
“As shopping behavior blurs and cat-egories and trips blur, it gets harder to identify where we play,” says Christian Thompson, senior director of shopper in-sights at Kellogg Co., Battle Creek, Mich-igan. “Snacking behavior and breakfast have changed a lot in the last 15 years.
“Shoppers redefine the category by the choices they make at the shelf,” Thompson adds. “We want to under-stand the full path to purchase – the decision-making process that happens even before deciding on the trip or the store. How do decisions affect which store to go to, which aisle to walk, which brand to choose? That’s what drives us.”
Such big changes in shopper behavior make it even more crucial to have accu-rate insights. As marketers’ appetite for primary research increases, new digital tools offer easier, faster and cheaper
18 SHOPPER MARKETING NOVEMBER 2014SPECIAL REPORT
ways to gather and analyze shopper data – and get the respondents out of the ar-tificial focus group and into the real store.
For instance, it’s common now for research vendors to field trip missions, sending a panel of app-wielding shop-pers into the store on specific assign-ments like buying a product. Such ex-cursions are “a tiny fraction of the cost” of traditional shop-alongs that require researchers to accompany shoppers, says Jennifer Mathissen, executive vice president of strategy at Catapult.
The Pocket EthnographerPrimary research? There’s an app for that.
Evolving technology, especially mo-bile, has spurred a growing inventory of tools for gathering shopper insights. These new technologies are supple-menting – and sometimes even sup-planting – classic research techniques.
More than 90% of marketers use tra-ditional primary research tools to find shopper insights, according to an exclu-sive survey of 53 marketing profession-als at leading manufacturers conducted in July by Catapult and the Path to Pur-chase Institute. That includes in-store tools such as observations, intercepts and shop-alongs, plus out-of-store tac-tics like focus groups and surveys (see chart, above).
These methods are still considered to be the most effective ways to uncover insights; cost has always been the main reason that syndicated or POS data is often employed instead.
Hence the allure of new data sources gleaned from social media (used by 49% of respondents), mobile activity (41%) and online communities (29%). These tools can put researchers directly in touch with shoppers at a much lower cost.
B
By Betsy Spethmann
Everyone is contributing as new shopper data sources drive more robust work
INSIDE INSIGHTS, PART 2:
But these new tools still have to prove their mettle: only one forward-thinking survey respondent ranked mobile-based research as best for finding shopper in-sights (see chart, page 20).
Researchers need to avoid the allure of experimenting with every new technol-ogy – the “fear of missing out” – when they don’t have a clear end goal in mind. (Google Glass, anyone?) “You have to decipher what looks cool from what’s usable and will do something for your business,” says Mark Hertenstein, senior vice president of enterprise solutions at marketing services agency Epsilon. “Too often, people are running after the data or technology before thinking through what they want to achieve.”
After all, one research truism never changes: “If you’re going to get an-swers, the best way to do it is face to face with shoppers,” says Mike Klein, director of insights & analytics at Post
In collaboration with:
New Toolsfor the Team
What traditional data sources do you use tofind shopper insights?POS data
Shopper card data (behavioral)
Syndicated in-store data
Syndicated out-of-store data (panel or other)
Primary in-store research (observation, intercepts, shop-alongs)
Primary out-of-store research (focus groups/surveys)
Other (please list)
81%
77%
87%
92%
91%
91%
9%
Source: Path to Purchase Institute/Catapult, July 2014
Other: Retailer-supplied insights work, third-party panels, social media, industry reports, online communities/panels
Foods, Parsippany, New Jersey. “The best way to know what someone is thinking [about a product] is to ask the minute they pick it up. If they make it to the front door, they’ve probably already forgotten about it.”
Fortunately, that kind of primary re-search is getting easier, and cheaper, thanks to new technology. Among the options that researchers now have at their disposal:
MobileKey benefits: There are mobile applica-tions for smartphones and tablets that let brick-and-mortar shoppers record and share their experiences via video, photo and/or written report. Some apps even capture what shoppers do, not just what they say they do, providing a more realistic view of behavior.
“When the shopper goes by himself, that’s closer to the reality you’re trying
What new data sources do you use to findshopper insights?Social media-based research (e.g., social listening platforms)
Mobile activity research (e.g., mobile research apps)
Community-based research (e.g., crowdsourced conversations)
We don’t use any new methods
Other (please list)
49%
41%
29%
37%
2%
Source: Path to Purchase Institute/Catapult, July 2014
Other: Third-party proprietary system
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FIRST CHOICE
SECOND CHOICE
Untitled-1 1 5/21/14 3:16 PM
to capture. Let’s face it: A gaggle of strangers tagging along on the trip isn’t normal and makes it hard for shoppers to be themselves,” says Nicole Bergeron, partner at retailing consultancy Seed Partners, Minneapolis.
“You can follow up directly with [par-ticipants] for additional questions, so the door is still open for conversation like it is with shop-alongs,” says Mathissen.
Advantages: Primary research be-comes more efficient and cost-effective. Real-time mobile reporting also cuts down on the need for researchers to travel for shop-alongs.
Research apps also can passively fol-low shoppers who’ve opted in to have their smartphones tracked to learn what stores they visit, how long they stay, and other behavioral data, says Rachel Mat-ney, partner at Seed.
On the consumer-focused side, shop-per apps like Shopkick can provide a glimpse into category-level activity, al-though their fragmented data makes it hard to glean insights.
Drawbacks: “You get the first-person perspective of the shopper, but you miss
20 SHOPPER MARKETING NOVEMBER. 2014SPECIAL REPORT
the researcher’s third-person observa-tions of the shopper and the store staff, other shoppers, and the environment,” Mathissen says.
What’s next: Watch out for more “receipt capture technology,” in which participants submit receipts to validate specific purchases and earn rewards. Among the benefits for marketers is the ability to “capture purchase data with-out having to go through the retailer,” says Hertenstein.
Understanding the allure of that point, some app operators are specifically us-ing these platforms to get the data: Par-ticipants often are required to scan their whole receipt, thereby providing infor-mation about the full shopping trip.
Virtual simulationKey benefits: Virtual shopping environ-ments, which expose test subjects to computer-driven simulations of store in-teriors, provide a close correlation to real shopping – as strong as 0.9 compared with ultimate market-share data – within a controlled setting. “Observation in the field is good, but it’s a hassle to get ap-proval [from retailers],” says Klein.
shopper insights, Mathissen says. “It can give you five or six quotes about what shoppers are really thinking to use as touchstones” when considering shop-per archetypes. That work requires a live person to “pick out the gems,” she adds.
GPS technology is giving social research additional legs by identifying where peo-ple are (especially in-store) when they’re socializing. Some vendors can even an-chor scannable social posts against GPS coordinates to track the commentary through the store, Mathissen notes.
Drawbacks: Gauging social sentiment is a great way to test new concepts and promotions, says Kevin Mabley, senior vice president of strategic services at Epsilon.
But while it’s great to quickly look at sentiment and draw immediate in-sights, “Beware that it doesn’t repre-sent your full audience. They may not be your most important customers, even though they’re your loudest ones,” Mabley warns. “You’re favoring speed over comprehensiveness, and it’s impor-tant to pay attention to context.”
Community listening/crowdsourcingKey benefits: Tapping into relevant, interested groups to gain feedback on products and promotions gives an un-varnished view of consumer attitudes. It also can help identify and even galva-nize the ideal target.
Advantages: Self-selecting crowds are more authentic than focus groups, and their conversations are more natural. Researchers get the benefit of hearing comments in the context of an overall conversation. Plus, it’s cheaper and more efficient than convening focus groups.
Drawbacks: The trick is finding a com-munity that is a desired match for the brand, Bergeron says.
Making Sense of it AllThe more data sources there are, the more opportunities for retailers and brand marketers to find insights. Manufactur-ers have had a longstanding practice of mining reams of syndicated purchase data from the likes of Nielsen and IRi, but what’s new is the explosion of data about what shoppers do outside the store.
“It’s very helpful to get a more robust understanding of the shopper outside the path to purchase, including beliefs and lifestyles” that impact shopping habits and purchase decisions, says Mathissen.
Marketers are getting more sophisti-cated in layering various data sources, Hertenstein says. For instance, “people are experimenting with Web behavior: where and how consumers engage on-line, [and] through which device.”
The speed with which data arrives also has increased significantly. “We don’t have to wait weeks or months for
Which data source yields the most useful/actionable insights?POS sales data
Shopper card behavioral data
Syndicated in-store data
Syndicated panel data
Primary in-store research (observation, intercepts, shop-alongs)
Primary panel data/focus groups/surveys
Social media-based research
Mobile usage research
Community-based research
Other (please list)
4%
10%
4%
12%
33%
29%
0%
2%
0%
6%
Source: Path to Purchase Institute/Catapult, July 2014
Other: Custom third-party research
Source: Path to Purchase Institute/Catapult, July 2014
How many people are dedicatedto shopper insights at your company?
11-25
34%6-10
22%
1-2
22%
3-5
15%
26 or more
5%0
2%
Advantages: Virtual simulation makes it possible to test multiple concepts, something that can’t be done anywhere near as easily – or as inexpensively – in the field or even in mock physical-store environments. “It’s a way to show shop-pers what a concept would look like in-store and see how they react to it,” Mathissen says.
Drawbacks: The technology is still used mostly on a macro level rather than to drive distinct insights for specific retail-ers, says Beth Craig, director of insights at Catapult. “Marketers need to ask, ‘What should it look like at Kroger versus Walmart versus CVS?’” Craig suggests. “That hasn’t really evolved yet as much as it should,” mostly because of cost.
But large retailers drive enough vol-ume to make it worth the investment for manufacturers. (A handful of top CPGs even have in-house virtual labs.) In fact, retailers sometimes ask category captains to conduct proprietary research and will even absorb some of the costs, Craig adds.
In addition, “real” ultimately trumps “virtual” every time. Even fans of the technology still feel safer conducting a final in-store test on virtually validated concepts before incurring the costs of a full rollout.
Social media toolsKey benefits: Social listening has been a popular source of consumer insights for years. Recently, “the biggest im-provement is the logic that data provid-ers use to synthesize and sort posts,” which has made it more useful for shop-per research, says Mathissen.
Advantages: Social listening via third-party services offers three different levels of sophistication: 1) a scan for specific keywords, 2) a search for other words that can provide “sentiment analysis” (via good/bad adjectives), and 3) a separation of posts into themes such as “shopping,” “trying out,” and “enjoying.”
It’s this third level that helps drive
SPECIAL REPORTNOVEMBER 2014 SHOPPER MARKETING 21
redemption data and surveys,” Mabley says. “There’s a benefit to instant, real-time feedback, but you have to adapt quickly. You have to be more agile than in the past … and more flexible to be able to change course.”
Of course, data from retailer loyalty pro-grams remains the core, especially since the focus now is on shopper insights. “You want to see how Kroger is bringing value to shoppers at an individual house-hold level,” Hertenstein says, in order to set the best strategy for that retailer.
So, how do you choose, and use, your tools wisely? First, don’t be distracted by flashy new gadgets.
“There’s a perception that getting at shopper insights is hard, and [so] whiz-bang tools are necessary,” says Craig. “But there are a lot of current methods that are tried and true that can be modi-fied efficiently” to produce targeted results, she says. “It may cost more to get a qualified sample, but making that adjustment lets you effectively use re-search tools that have worked for many decades.”
Second, start with the objective. “Take a step back and ask, ‘What was
my original objective and hypothesis?’” advises Kellogg’s Thompson. “Ask, ‘Where do I have the right to play, and where do my goals intersect with the retailer?’ Consider not just where your goals intersect, but also your skill set” to ensure that execution is within reach.
Forming the Dream TeamAll these changes require a lot of inter-nal adjusting, especially when roughly 45% of manufacturers don’t even have a dedicated shopper insights team yet. The median number of researchers ded-icated to shopper insights at a CPG is eight – although at least two blue-chip companies already have 100, according to the survey (see chart, page 20). But it’s not just the research department that has to adjust.
“The sales organization of the future will have more of a general-manager mindset,” thinking more broadly than the brand’s numbers, predicts Tim Toll, chief customer officer at Pharmavite, North-ridge, California. The dietary supplements maker’s growing shopper insights team has four members; the team works with category management to develop action-able insights. In addition, “Increasingly, the sales staff is relying on – and contrib-uting to – the insights work.”
“We have customer teams that are starting to build competency [in shop-per marketing] and are demanding more and more information,” Toll says. “In the joint business-planning process that we’ve created, the first thing we do is an assessment of the retailer’s shop-per, and we drive that to action.”
“Internal teams are working more closely now than five years ago, be-cause we have the same goal,” agrees Kelly Annis, chief marketing officer at
Post Foods, where Klein’s team handles data collection and analysis, then helps the marketing team understand it.
While consumer marketing and shop-per marketing have been coming togeth-er for nearly 15 years, “shopper insights and consumer insights need to become one,” adds Klein. “When that happens, we’ll see even better shopper marketing.”
It’s a multi-step effort to hone shop-per insights and then act on them, which makes the process better handled by a cross-functional team with comple-mentary skills. And the best person to “translate” the insights into action “is a category manager,” suggests Klein.
Getting PersonalPractitioners identify three vital skills for the new-age research analyst: tra-ditional expertise, proficiency with new technologies, and strong communica-tion capabilities.
CPGs responding to the survey prized traditional primary research chops the most, followed by effective communi-cation skills and data analytics expertise. Next-generation research was ranked significantly lower, although that should change: Asked what skills will be need-ed in five years, respondents gave the most importance to expertise with new tools, followed by effective communica-tion, traditional tools and data analysis (see chart, below).
The industry-wide appetite for more
About the SponsorCatapult is the behavior-based marketing services agency that delivers accelerated business growth through the “Art of Conversion.” This unique data-driven approach identifies the core, actionable insights that inspire brilliant creative with the power to convert consumers into shoppers, shoppers into buyers, and buyers into loyal advocates. Catapult delivers channel-agnostic solutions that are brand savvy, retailer smart, and digitally enabled. Catapult is an Epsilon brand.Source: Path to Purchase Institute/Catapult, July 2014
Conducting/analyzing traditional primary research (e.g., focus groups, shop-alongs)
Conducting/analyzing next-generation research (digital, social, mobile methodologies)
Data analysis
Program development/activation planning
Forecasting/targeting
E�ective communication (internally/externally)
Program performance measurement
43%
6%
21%
4%
0%
26%
0%
19%
26%
19%
4%
4%
24%
4%
What team capability is most vital to the shopper insights function as it exists today?
What team capability will be most vital to the shopper insights function in five years?
43%
primary research keeps classic skills at the core.
“There’s been a shift in the busi-ness culture to be more quantitatively based,” Mathissen says. “You have to back up your annual plan with a more robust rationale, because there’s more scrutiny in general on spending.”
But technological proficiency is in-creasingly crucial for collecting and ana-lyzing data.
“We have access to data more than ever before,” Mabley says. “We can set up tracking using new tools to get data at the time of transaction … [so] we can analyze and react in real time.
“It used to be that all transactions and rich customer data were in the retention marketing division. Now, we expect to have systems and tools to pull data to the front end of the conversation,” Mabley explains. “That requires market-ers to be proficient at technology that make data available at the point of trans-action, fluent in the systems that make data available for real-time transactions, and more fluent with quantitative data [to] weed through and distill down the unstructured data to a few insights you can act upon.”
Lastly, communication skills are need-ed to help turn the insights into action.
“The art of storytelling – translating insights into action – is key,” Thompson stresses. “You need a good storyteller to frame up the idea for the retailer and [then] for the shopper.”
Thus, the “dream team” comprises a cross-functional group – insights, shop-per marketing, sales, category manage-ment, agency partners – that brings skills and perspectives from multiple sides of the business. That can be tough to synchronize, but it can yield richer insights and a broader, more strategic perspective.
Shopper insights will continue to evolve because of ongoing innovation in tech-niques and tools and increasingly more data about what shoppers are doing.
“You get the best, most creative briefs when you take a leap in strategy. With more sophisticated modeling tech-niques, you don’t have to take as much of a leap,” Mathissen says. “But you need a strong underpinning of insights grounded in solid data.” SM
22 SHOPPER MARKETING NOVEMBER 2014
SOCIALStrongBark (StrongBark.com), a new social
shopping/sharing site in beta, works like a typical social network in which you create a profile and follow friends and brands. Here, though, the social play is activated around offers. I followed categories such as menswear and books, as well as retailers like Walmart, Target and Best Buy. My home page, what we typically think of as a newsfeed, simply lists customized offers such as free shipping at Kohl’s on any order of $75 or more, and $20-$60 off cameras at Best Buy. You click on a link that takes you to the retailer’s e-commerce page. You can share offers with your friends through the site or over Twitter, Pinterest, Facebook and email. Other features in-clude a stats page where you see your level of influ-ence with offers among friends and where you rank in the entire StrongBark community. The company is based in Chicago.
Another social shopping site in beta – Koollii (Koollii.com) – aims to make browsing online more of a social experience than a solitary one, according to a news release. You can sign up through Facebook, Twitter, Google+ or email. You build your profile by tagging terms such as “hipster” and “urban” in the “Men” category or “spicy” in the “Food” category. You can tag products you like, too. Koollii takes the information and builds a personalized shop on your home page called “My Feed.” You can share items over Facebook, Twitter and Pinterest. When looking at the tags available in the product categories such as “leisure” in the “Outdoors” category, you can see other user profile photos to click on and see what products they like. The tool seems more like a product discovery tool with a personalized shopping feed; there doesn’t appear to be any messaging or “friends”-type interaction with other users. The Koollii company is based in Santa Clara, California.
Kraft Foods Group’s Maxwell House brand sponsored a video series titled “Made Right Here” that highlights how some products are made in America. The videos are housed at AOL.com but are running and tagged throughout its social sphere on Facebook and Twitter. It’s a documentary series that looks at products in small sheds to big running factories, includ-ing an episode on the Maxwell House factories in Jacksonville, Florida. The videos are part of a brand revamp for Maxwell House, which redressed its packaging and launched a new logo and new flavors. The AOL.com “Made Right Here” page includes news and content and is the hub for a sweep-stakes to win some made-in-America products, including Maxwell House coffee. Coolfire Studios, St. Louis, helped produce the videos.
1...social offers.
Dan Ochwat served as an editor of Shopper Marketing for nine years. Send comments and So-Lo-Mo news to [email protected].
SO-LO-MO CentralA roundup of social, local and mobile marketing activity at retail
LOCALFollowing an early test at flagship locations in New York and San Francisco, Macy’s
is rolling out 4,000 shopBeacon devices from Shopkick, Redwood City, California, in all of its stores. The move is one of many new technology advances for the retailer. Macy’s and Bloomingdale’s stores will be implementing technology to support Apple Pay, a key feature of the new iPhone 6. The stores are also testing same-day delivery of products purchased online at their websites or mobile sites. The new high-tech fea-tures called for revamped mobile apps for Macy’s and Bloomingdale’s. The upgraded apps include an image search feature that enables users to snap a picture of an outfit or item, and the app finds out if it’s available to buy on the Macy’s website. Digital editions of the Macy’s fall fashion direct mail catalog are launching at Macys.com. Also, five Bloomingdale’s stores are testing a smart fitting room with a tablet mounted inside that helps shoppers view other colors, sizes, ratings and reviews, and even contact a sales associate.
Sarasota, Florida-based Real Digital Media, provider of the Neocast in-store digital signage platform, has teamed with iZipline, Sarasota, to integrate the latter’s MediaTagz mobile system into in-store screens. The screens essentially become NFC enabled, so while the content runs, a tag can appear for a shopper to scan for more information or purchase product. On the back end, iZipline pulls together analytics based on interaction with the tags.
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...brand overhaul.
...product discovery.
...high-tech upgrades.
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Tapcentive, San Francisco, announced in September that it is launching NFC- and BLE (bluetooth low energy)-enabled devices to be used with its cloud-based mobile platform. Called Tapcentive Touchpoints, the technology is in response to the rising use of beacons. The company is pushing the advantage of being a controlled engage-ment over the phone, as opposed to the hidden push notifications mobile users receive through beacons, ac-cording to a news release. Like other NFC technologies, users of a Tapcentive platform can engage in-store with a reader to unlock messaging, gamification, videos, cou-pons, etc. The company would not tell me with whom it is testing but said they were “digital ad agencies” and “global brands.”
NOVEMBER 2014 SHOPPER MARKETING SO-LO-MO CENTRAL 23
SO-LO-MO SPOTLIGHT:
Hillshire and BeaconsBy Dan OchwatChiCago — After Hillshire Brands tested beacon technology for the promotion of its American Craft link sausages from April through June, it said that con-sumers exposed to the mobile messaging in-store were 20 times more likely to buy. The effort also delivered an increase in brand awareness by nearly 40%.
Pleased with the results, Hillshire (now part of Tyson Foods) launched a follow-up campaign in September that leveraged beacon/geo-fenced messaging around its Jimmy Dean products. Results for that effort are not available yet, according to a brand representative.
For both campaigns, Hillshire worked with its agency (BPN, New York) and used the “Mobile to Mortar” tech-nology and beacon platform from inMarket, Venice, California. The American Craft test ran in 5,000 stores where beacons were placed, with Hillshire comparing results from consumers who were exposed to the mes-sage to those who were not. The tests ran in supermar-kets and mass merchants in top-10 U.S. markets.
Shoppers with a participating mobile app such as CheckPoints, ListEase, ShopSavvy and Epicuri-ous received a push message as they walked into the store. Messages varied based on the app being used, with messages ranging from asking a shopper to add American Craft sausages to their shopping list (via the ListEase app) to incenting them to find and scan the product for points (CheckPoints). If a shopper tapped the message, she was alerted the product’s location in-store and received a mobile coupon that could be scanned at the register. Users also received the coupon over email to log in at checkout if a store’s POS system couldn’t scan the coupon, according to Chris Hiland, chief growth officer, BPN.
The American Craft sausage links product was less than five months old when the test launched. Hillshire targeted adults 25 to 54 who lead a busy lifestyle and tend not to redeem traditional print coupons in-store, Hiland says. “While we’ve used mobile in the past with some success for Hillshire, this marked the first time we tested mobile, reaching consumers when they were actually in-store generating an immediate impact on sales.”
“We started experimenting with location-based technologies and increased focus on mobile a year ago, recognizing that location is key to engaging with our consumers,” says David Evin, director of integrated marketing, Hillshire Brands.
Hiland says that since this was Hillshire’s first test around beacons, the American Craft sausages rollout was measured against benchmarks that are set for new product launches. He claims the test saw a level of engagement that was 500% higher than the CPG average for mobile ads.
MOBILEUnless you were
hiding under a rock, you know that Apple launched iPhone 6 in mid-September. Much was made about the phone’s increased screen size – more space for apps and ads – but the biggest news comes in its “Touch ID” technology that essen-tially makes your finger-print your passcode. It increases security around approving purchases made in the app store or, even more importantly, purchases made through Apple Pay. (The compa-ny said it would officially launch Apple Pay in October.) To pay, users hold the phone with their finger on the Touch ID fingerprint reader and wave the phone over the contactless reader in-store. Macy’s is installing them (see page 22). Apple Pay can be used to purchase products inside other apps loaded onto your phone. There will be an Apple Pay logo where pay-ment options are shown. Apple Pay accesses the credit card that is stored within Passbook. There certainly will be more to come as the feature gets use and we see just how secure and easy it is.
eBay Inc. revamped its mobile ad program within the eBay app to include native ads. The launch comes Nov. 1 on smartphones and next year on tablets. GEICO will be among the first advertisers. Triad Retail Media, St. Petersburg, Florida, is eBay’s retail media part-ner. The company says it uses first-party data to target an advertiser’s ideal audience, and since eBay users log in to their accounts by typing, eBay can track them whether they are logging in through the eBay app, the mobile site or a desktop.
Express stores launched a mobile sweepstakes to award one consumer a trip to New York for a behind-the-scenes look at GQ magazine’s headquarters and a $1,000 shopping spree at Express. In-store signage and a spread in GQ promoted four startup companies for whom you can vote to receive a grant from Express. Consumers/shop-pers vote by texting a code. The voter then receives a video message from the startup that can be shared over social networks, and entry into the sweeps. Iris Mobile, Chicago, is managing the text campaign.
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8...more to come.
...customer insights.
...mobile sweepstakes.
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...controlled engagement.
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The point is to lower finan-cial expectations and pres-sures while still being able to experiment. And what-ever approach is followed, he says, always remember that “you’re in the business of selling products, not in the business of inventing technology.”
Another useful innovation management tool is to cat-egorize some of these technologies into activation buckets that represent how shoppers actually engage with their mo-bile phones:
1. Optical: The camera lens is the entry point on a mobile phone that shoppers use first and most often to engage with brands. A common example is asking a shopper to scan a generic QR code (or a custom-branded variant like Spyder-Lynk’s SnapTags) to receive a link to a video or contest page. Digimarc’s digital watermarking technology, which can read patterns embedded in print, is an-other optical example. Augmented real-ity (AR) also relies on the camera to dis-play its 3-D information over the phone.
2. Conductive: Capacitive ma-terials represent a newer (and largely still conceptual) entry point that would enable shop-pers to use their smartphone’s screen to physically engage with the print surfaces of packaging and signage – bypassing the camera altogether. Touchcode from T-Ink is a German technol-
hoppers have shopped the same way for a long time, and their in-grained behaviors are just one of
the many barriers identified in part one that stall the use of mobile phones in stores. Other barriers are technical (shop-pers don’t want to waste phone memory on an app), promotional (shoppers are unaware of the tools available to them) and confrontational (brands and retailers aren’t sharing data).
A shift is somewhat inevitable as to-day’s youngsters age into primary house-hold shoppers who are comfortable with technology in-store. But first, some key technologies are going to have to evolve so they’re truly useful and solve funda-mental shopping needs within the store ecosystem. At the moment, however, it’s still the Wild West out there when it comes to technology, with variations on big ideas like augmented reality, lo-cation-based beacons, NFC chips and ink that can “type” on your smartphone being touted by dozens of startups that then come knocking on your door.
Kim Garretson, director of Realizing Innovation, a Missouri School of Journal-ism online service that helps brands and agencies discover startups to evaluate, says there are too many new companies, concepts and technologies for marketers and agencies to sort through efficiently
on their own. “They don’t have the time, budget or staff de-voted to startup discovery,” he says. “But they realize that there may be ideas out there that can improve their marketing efforts.” It’s understandable that they’d become gun shy, Garretson adds, given industry estimates that 96% of startups that don’t raise venture capital fail. The question, then: How best to test?
Understanding TechTerry Logan, group director, Digitail, The Integer Group, says a safe way for brands and retailers to approach technology is via the 70/20/10 model: Designate 70% of time and money to core business goals, 20% to programs that support the company’s business goals, and 10% to innovation.
Logan says that a fairly standard mobile marketing concept like a “Text to Win” program, for example, could easily roll into the 70% designation because tex-ting is such a highly ingrained behavior. After that, a mobile MMS upload pro-gram, which is less common to shoppers, could fall into the 20% area. That leaves the 10% area, which could be used for some innovative, video-making, custom-ized mobile engagement tool.
Don’t overthink the precise allocation of 70/20/10 percentages, Logan says.
ogy that embeds a secure, printed con-ductive-ink signature into a product label or signage; the content can be read or engaged with just by touching the smart-phone screen to this capacitive material. Assuming the matching app or mobile page is already open, the interaction is virtually instantaneous (in a sense, it al-most types its commands into the phone), a feature that lends itself to special tasks like product reordering, impulse purchas-ing or the compiling of loyalty points.
3. Wireless: Today, the mobile solutions community is especially focused on engag-ing with shoppers through location-based technologies built on Bluetooth Low Ener-gy (BLE) and Wi-Fi networks inside a store. Assuming shoppers have the correct Blue-tooth and Wi-Fi settings enabled, brands and retailers can communicate with them by sending a notification when they are within a certain radius. Common exam-ples are check-in apps such as Shopkick, Foursquare or CheckPoints that reward shoppers when they enter a store.
Beacon technology requires that a small transmitting device be placed somewhere in the store that will commu-
24 SHOPPER MARKETING NOVEMBER 2014SPECIAL REPORT
S
Part 2: Mobile Promise in
By Dan Ochwat
This is the second installment in a two-part series that examines why mobile phones aren’t a larger part of the in-store shopping experience. Part one looked at data that reflects low engagement and explored the barriers to mobile use in-store. Part two attempts to understand the role of technology and why it may (or may not) increase usage.
OVERCOMING THE BARRIERS TO MOBILE USE IN STORES
In collaboration with:
Data, New Tech
“ All technology is migratory. Mobile, in the near term, can be a tool in the shopping process, but it’s not the be-all and end-all.”
Morgan McAlenney, executive VP, Digitail, The Integer Group
Using conductive-ink technology on product packaging would enable consumers to instantly reorder merchandise.
SPECIAL REPORTNOVEMBER 2014 SHOPPER MARKETING 25
nicate with a shopper’s phone, generally sending a notification. General Electric and Philips are testing beacons housed inside store lighting fixtures.
Near-Field Communication (NFC) is an-other example most commonly associat-ed with mobile payment. Unlike beacons, a shopper needs to wave an NFC-enabled mobile device over a visible transmitter to receive information. Wearables, especially as they grow from glasses and watches into clothing, also fit into this bucket.
4. Deviceless: This final bucket of acti-vation is still something of an imaginary playground in which a shopper can be engaged without the use of a mobile phone or any device. As suggested by an often-referenced scene in the mov-ie, “Minority Report,” a retailer could engage with a shopper through retina scanning as they enter a store or via some other sort of personal marker that identifies the individual and then trans-mits individualized messaging based on buying history or other interests.
But regardless of how the technology engages with the shopper, all brands, re-tailers and tech companies need to ask themselves what role technology should play in the process. If a shopper’s routine is so engrained, we’d better have a very good reason to be disrupting it with technologies that then try to force new behaviors.
Logan says The Integer Group’s ap-proach is to integrate a technology into a current shopper routine. Integer’s “adidas Wi/Sh” or “window shop” used a store-front window in Helsinki with touchscreen capabilities that let passersby shop while the store was closed. One can imagine, for example, walking down Fifth Avenue after dinner and using a storefront window to explore products, share information, buy or even save for later purchase. If the technol-ogy can remind that shopper of the saved product the next time she passes that loca-tion, it’s created a solution that’s within her routine and thus welcomed.
Garretson thinks it will be possible to al-ter a shopper’s routine, but from a differ-ent angle. As social networks mature and become more “mobile-first” – think Face-book, Twitter and Pinterest – the activities of trusted friends and the sharing of new shopping discoveries will persuade the “on the go” shopper to change routine.
Morgan McAlenney, executive vice president, Digitail, The Integer Group, says, “All technology is migratory, and while mobile, in the near term, can be a tool in the shopping process, it’s not the be-all and end-all.”
McAlenney believes it’s quite likely
that mobile will migrate shoppers to-ward some other technology that hasn’t been introduced yet. When Integer originally developed MillerCoors’ “Beer Compass,” it was a gesture-based (us-ing Microsoft’s Kinect) in-store display that answered questions. That program eventually morphed into a mobile app, and McAlenney suspects the basic con-cept will migrate again and again as new technologies arise.
What’s NextThinking of next-gen possibilities, Rick West, CEO and co-founder of Field Agent, believes that if online “scraping” via the phone while in-store becomes easier, it would be a game-changer. He says many consumers have trained them-selves to first go online while at home and look up Frosted Flakes, for example, on Amazon.com or some other search engine. They know that a price will come up instantaneously because desk-top/laptop search engines are configured to “scrape the Web” for prices. But if a shopper tries to do the same thing on her mo-bile phone, she has to open each app – Ibotta, Groupon, or the chain’s app – individually: “You can’t scrape the ‘apposphere’ as easily to see what is offered in terms of price,” West says. “As long as apps remain fragmented and individually focused on specific brands or retailers, Google will remain the best game in town.”
When it comes to using technology in “frictionless” ways, West likes where Walmart is headed with Savings Catcher, a mobile app and website tool that lets you enter or scan your Walmart receipt to compare what you paid to the sales prices in local competitors’ printed ad. If it finds a lower price, Walmart will refund the difference in the form of an e-gift card. “Walmart is telling them, ‘Hey, you don’t have to collect coupons or even worry about apps inside the store any-more,” West says. “Just trust us – all you have to do is scan that receipt.”
Joel Warady, chief sales and market-ing officer of Enjoy Life Natural Brands, believes that beacon technology is “the next big area that has great potential.” He believes that if it can be tied to a mobile wallet it will be game-changing. Right now, when a shopper enters a store, the chain has no idea if she is a loyalty cardholder until the shopping trip ends. “But mobile knows you’re there, welcomes you and can tailor your shop-ping experience based on preferences
and history,” Warady says. “If done properly with a beacon, what you’re be-ing pinged with is stuff you’ve actually requested or asked for.”
Garretson considers beacons a prom-ising technology, although less for their ability to send notifications to shoppers about a product on sale and more for their social implications. “Imagine a bea-con saying, ‘Would you like to see the last five comments by shoppers of this new product who were standing right here, in this same location?’ You can argue that that borders on the creepy, perhaps, but it is also social.”
Rich Donahue, director of marketing, Ibotta, agrees that a beacon would pro-vide an inherent value by serving mes-sages at the right time and place. “But it will become less important if seven people send you the same message or if people abuse it,” he adds. “It will be in-cumbent on the community not to bom-bard people.” Since the Ibotta app mea-sures back to the sale, Donahue says his company can run A/B tests using Apple’s iBeacon to see if an offer is generating a sales lift for clients.
Field Agent’s West, however, believes
that beacons are impractical. “Let’s say you put one beacon per category into a Walmart store,” he argues. “That’s roughly 110 iBeacons. And let’s say that in each of those categories, only three manufacturers are given the privilege of the code for that iBeacon so their apps could ping someone. Even if you only shop 50 categories, you’ll still get pinged 150 times.”
West thinks beacons are ideal for high-ticket categories like electronics and cos-metics where shoppers tend to hover, “but for 80% of categories, shoppers do a drive-by and go.” He claims that in iBeacon tests, it took anywhere from two to three to five seconds for the iBea-con to register and ping the phone. “By the time you get that ping about razor blades, you’re already in the shampoo aisle,” he says. “I’m not trying to con-fuse the conversation, but my role when working with my clients is to caution them about chasing shiny objects.”
Data LockLogan believes that the real power of tech-nology isn’t the fact that an iBeacon can deliver a notification to a shopper while she’s in the aisle. “The power is using that iBeacon to learn how she walks the store and track her linger time in-aisle,” he says.
About the SponsorThe Integer Group (www.integer.com), a member of Omnicom Group Inc., is a promotional, retail and shopper marketing agency that lives at the “intersection of branding and selling.” Integer creates strategic marketing solutions for clients in categories that include retail, beverage, packaged goods, telecommunications, home and shelter, automotive aftermarket, and power sports. With U.S. headquarters in Lakewood, Colorado, it also has international offices in Africa, Asia, Australia, Europe, the Middle East, and North and South America.
“You can test to see what offers work better than others and learn from that.”
If data like that is the answer, however, sharing remains a problem. “The barrier is around who owns, controls and mon-etizes the shopper’s data,” Garretson says. “Retailers think they own it all because the shopper checks out via their POS and loy-alty programs. Brands argue that shoppers are there because they build the intent to purchase through marketing spend.”
Warady of Enjoy Life says the real power behind mobile technology is that it pro-vides consumer insight data points that are easily shareable with retailers. When Enjoy Life shared the results of its work over the Ibotta app with Target, the chain increased Enjoy Life’s SKU selection by 40%. “They want us to do Cartwheel, and we will,” Warady says. “We will test programs at retailers and overlay them with what we’re currently doing. We’ve done that at Target and with Meijer’s mPerks.”
Garretson is particularly interested in RSI Retail Solutions, a provider of busi-ness analytics and real-time supply chain intelligence that helps CPG companies maintain their in-stock positions. He says the company recently began partnering
with MaxPoint, a hyperlocal advertising company. Theoretically, this should en-able a brand to know if there are too many boxes of Honey Nut Cheerios clog-ging a store’s backroom a half-mile from households that will respond to a tar-geted mobile ad that says, “Go get your Honey Nut Cheerios!”
Logan says companies like Acxiom and Datalogix can also tackle what to do with the data. “Brands and retailers don’t have to be all-in when it comes to sharing,” he says. “Lean on the smart guys.” SM
“The power is using that iBeacon to learn how the shopper walks the store and track her linger time in-aisle.”Terry Logan, group director, Digitail, The Integer Group
“Marketers don’t have the time, budget or staff devoted to startup discovery, but they realize that there may be ideas out there that can improve their efforts.”
Kim Garretson, director, Realizing Innovation
SHOPPER MARKETING CONFERENCE & EXPO26 SHOPPER MARKETING NOVEMBER 2014
DOT Gold WinnersMore than 20 entries earned Gold honors in the Path to Purchase Institute’s 2014 Design of the Times contest. All of them are featured here, and in the December issue we will highlight the Platinum and Best of Times winners that were announced in October at the Shopper Marketing Conference & Expo in Minneapolis.
Purina TC Lift Test PetSmart Half-PalletRetail Category: Specialty StoresCampaign Type: Freestanding, Aisle, Shipper or Pallet Display – TemporaryClient: Nestlé-Purina Petcare Co., St. LouisEntrant: Great Northern Instore, Racine, WisconsinIntroduction Date: September 2013Size of Run: 1,100
Comments: Because Nestlé-Purina wanted to show shoppers that its new product could deliver all the characteristics of scooping litter with only half the weight, a “lift test” strategy drove the merchandising creative. After focus groups indicated that 76% of participants were interested in purchasing the product after physically comparing it with traditional litter via a lift test, it was decided that shoppers needed to experience the lighter weight difference at the point-of-purchase in order to initiate a buying decision. The result was that the display achieved the No. 1 volume position in just 10 weeks for five of the six strategic launch customers.
Colgate OW TB + Whitening Pen/Paste Counter UnitRetail Category: Drug StoresCampaign Type: Counter/Shelf Display – TemporaryClient: Colgate-Palmolive Co., New YorkEntrant: RockTenn Merchandising Displays, Winston-Salem, North CarolinaIntroduction Date: February 2014Size of Run: 2,500Comments: The display utilized striking red graphics, curved features that drew in the shopper, and a model shot with product that was proven in shopper marketing research to engage shoppers and create buyers. The Colgate Optic White brand equity is immediately seen in the overall red, white and black graphics, while there is also sufficient graphic area for store promotional information. Sell-through was a strong 80% on the new item, prompting Colgate to reorder the display.
Voluminous Lash Out Butterfly EffectRetail Category: Drug StoresCampaign Type: Counter/Shelf Display – Permanent
Client: L’Oreal Cosmetics, New YorkEntrant: Pratt Display, Mason, Ohio
Introduction Date: September 2013Size of Run: 5,116
Comments: To leverage brand equity, the L’Oreal Paris logo is prominently displayed
and the unit’s black and teal artwork mimic the primary packaging look and feel. The
L’Oreal model’s eyelashes shown in the artwork illustrate the benefits of product use,
allowing the shopper to imagine their personal end result after using Butterfly Effect mascara.
St. Ives Fresh Hydration Lotions LaunchRetail Category: Supermarket/Grocery StoresCampaign Type: National/Regional In-Store CampaignClient: Unilever, Englewood Cliffs, New JerseyEntrant: Sonoco Display and Packaging, Winston-Salem, North CarolinaIntroduction Date: September 2013Size of Run: 25,669Comments: The St. Ives displays showcased engaging product visuals in combination with distinctive, structural features such as softly curved planes, arcs and layered elements. On the freestanding floor display, pillowed communication pop-offs were created using edge-crushed foam core. In combination, the design elements and architecture of the units delivered a commanding presence in-store.
SHOPPER MARKETING CONFERENCE & EXPO / DESIGN OF THE TIMES28 SHOPPER MARKETING NOVEMBER 2014
Samsung 12 Camera Security DisplayRetail Category: Mass MerchandisersCampaign Type: Counter/Shelf Display – PermanentClient: Samsung, Ridgefield Park, New JerseyEntrant: One Source Industries, Irvine, CaliforniaIntroduction Date: November 2013Size of Run: 1,825Comments: The bright white display with blue logo and lettering stood out on the shelf, while 12 working cameras displaying video imagery of shoppers on a live feed to the monitor at eye-level was also very attention-grabbing and engaging. The rooftop shape of the unit was also fairly unique for this type of display. The unit showed the functionality of the product and how it would work in real-life applications at home or office.
Bayer Livestock In-Line DisplayRetail Category: Specialty Stores Campaign Type: In-Line/Gondola DisplayClient: Bayer, Shawnee, KansasEntrant: InStore Innovation Group, Kansas City, MissouriIntroduction Date: February 2014Size of Run: 300Comments: The objective was to develop an in-line merchandising solution to feature Bayer Livestock Insecticide products in farm and ranch retailers that could be flexible in width, using the retailers’ existing shelving, between four and eight feet long. The in-store activation was designed to familiarize and educate shoppers on the superiority of the products, increasing sales in all four areas or “defense points” – on-animal, facility, environment and feed-through. After years without success in the channel, favorable results have been achieved the past two years by leveraging a video monitor within corrugate displays.
Duracell Fit & Feel Battery SelectorRetail Category: Drug StoresCampaign Type: In-Line/Gondola DisplayClient: Procter & Gamble/Duracell, Bethel, ConnecticutEntrant: RockTenn Merchandising Displays, Winston-Salem, North CarolinaCo-Entrant: The Integer Group, Lakewood, ColoradoIntroduction Date: February 2014Size of Run: 4,000Comments: The heavily branded graphics on this unit featured a simple three-step process to help shoppers find the correct batteries, and an interactive selector display was developed for the complex coin/button specialty batteries. Shopper research indicated that more than 50% of consumers bring their current coin/button battery cells to the store when shopping for a replacement battery, and they typically struggle to find shopping guides at the point of sale that can help them shop the wide variety of available coin/button cell options.
Sam’s Club Front-End Duracell DisplayRetail Category: Specialty Stores Campaign Type: EndcapClient: Procter & Gamble, CincinnatiEntrant: New Dimensions Research Corp., Melville, New YorkIntroduction date: June 2013Size of run: 1,300Comments: The display featured large-scale Duracell batteries on the front corners to both attract shoppers’ attention as well as providing brand recognition. The color scheme of the unit stuck with the color scheme of Duracell batteries for a sleek yet noticeable visual. Not only was Duracell’s logo prominently featured, a signpost with the phrase “America’s #1 brand” was featured on top. The display was pivotal in successfully persuading Sam’s Club to sell only Duracell batteries and their own in-house brand over other major competitors.
‘Man of Steel’ Special PackRetail Category: Mass MerchandisersCampaign Type: PackagingClient: Procter & Gamble, CincinnatiEntrant: The Integer Group, Lakewood, ColoradoCo-Entrant: RockTenn Merchandising Displays, Winston-Salem, North CarolinaIntroduction Date: November 2013Size of Run: 500,000Comments: The Gillette “Man of Steel” pack was printed on a metallized paperboard substrate with embossed details to highlight the equities of both brands. A special effort was made to translate the signature shape of the Superman logo into the construction of the pack for three reasons: 1) novelty and collectability; 2) to stand out in-aisle and help extend the Man of Steel story from the screen to shelf; and 3) triangles are perceived as a masculine element, reflective of energy, power, balance and science – elements that both brands hope support Gillette and Man Of Steel identities.
NOVEMBER 2014 SHOPPER MARKETING SHOPPER MARKETING CONFERENCE & EXPO / DESIGN OF THE TIMES 29
Zyrtec ODT Launch Floorstand
Retail Category: Drug StoresCampaign Type: Freestanding, Aisle, Shipper or Pallet Display – TemporaryClient: Johnson & Johnson, Skillman, New JerseyEntrant: International Paper, Thorofare, New JerseyIntroduction Date: December 2013Size of Run: 2,000Comments: Shoppers who were attracted to this display by the design and graphics were immediately informed of the new product’s benefits, and the brand added a $5 savings offer to help close the sale. The results exceeded
expectations as both dollar and unit sales goals were met and exceeded. In each case, the growth for this promotion year-over-year was double digits, and the success of the
display prompted the reuse of this design twice in the first half of 2014.
Disney Infinity Display ProgramRetail Category: Mass MerchandisersCampaign Type: In-Line/Gondola DisplayClient: The Walt Disney Co., Burbank, CaliforniaEntrant: Design Phase Inc., Waukegan, IllinoisIntroduction Date: August 2013Size of Run: 6,825Comments: Consumers were able to quickly identify this display as a Disney video game destination and they could interact with each character by placing them on the base platform and getting instant information through video. The product and display were located in the same area to make shopping easy for moms and kids, and Disney has sold more than 3 million starter packs and 10 million toy boxes to date.
CoverGirl Bombshell Launch CampaignRetail Category: Mass MerchandisersCampaign Type: National/Regional In-Store CampaignClient: Procter & Gamble, CincinnatiEntrant: RockTenn Merchandising Displays, Winston-Salem, North Carolina
Introduction Date: March 2014Size of Run: More than 50,000Comments: Actress Sofia Vergara was featured on all displays through close-up fashion photography while the graphics were used against a lush, bold color. Glossy paper and plastics gave each display a high-end finish, and structures were designed with oversized graphics and striking images to showcase products. High-impact placement at retail was achieved through customer-specific displays designed to each retailer’s style of merchandising.
Purina Beggin’ Party Poppers PDQRetail Category: Specialty StoresCampaign Type: Counter/Shelf Display – TemporaryClient: Nestle-Purina Petcare Co., St LouisEntrant: RockTenn Merchandising Displays, Winston-Salem, North CarolinaIntroduction Date: November 2013Size of Run: 1,102Comments: Purina wanted to generate buy rate, trial and awareness of its new treat and to educate the consumer on use of the interactive packaging. The display conveyed the brand’s promotion of fun and engagement between pet and owner by providing clear, concise directions with playful, eye-catching graphics. Total sales lift for the two items in the PDQ during the sales period was 150%.
‘Frozen’ at Walmart ProgramRetail Category: Mass MerchandisersCampaign Type: Retailer-Specific In-Store CampaignClient: The Walt Disney Co., Burbank, CaliforniaEntrant: RockTenn Merchandising Displays, Winston-Salem, North CarolinaIntroduction Date: March 2014Size of Run: 3,000 in U.S.; 550 in CanadaComments: The display featured large images of the major characters of the blockbuster Disney movie, which were consistent across retail marketing and drafted off the theatrical campaign. The strategy was to build on the strength of the theatrical performance and drive market basket for a variety of consumer products, not only the DVD/Blu-ray discs. Day one performance was reported as 3.2 million DVD/BDs copies sold, premiering as the fastest-selling film of all time.
SHOPPER MARKETING CONFERENCE & EXPO / DESIGN OF THE TIMES30 SHOPPER MARKETING NOVEMBER 2014
Pennant Strings
Flying Banners
Silk-Screen, Inkjet, Direct Textile& Dye Sublimation Printing
Banners, Flags, Pennant StringsWindow Decals / GraphicsFabric Banners for Outdoor
Drum Covers Retractable BannerAward Banners, Instore Fabric Banners
Retractable Banners
Marshall Headphones EndcapRetail Category: Consumer Electronics StoresCampaign Type: EndcapClient: Zound Industries, Stockholm, SwedenEntrant: Synsor Corp., Everett, WashingtonCo-Entrant: Zound Industries, StockholmIntroduction Date: November 2013Size of Run: 250Comments: The display details generate a distinct vibe that not only commands attention but also connects back to the brand’s rich heritage. The whole look of the display is reminiscent of the interior lining of an instrument case, including the gray felt on the main display surface. The black framework with tube detailing and brass accents further evokes the vintage rock-and-roll feeling. For every product on display, product cards provide details through quick-read features and benefit copy points with icons. Illustrations describe unique attributes and patented details.
Pedigree Dentastix PDQRetail Category: Mass MerchandisersCampaign Type: Counter/Shelf Display – TemporaryClient: Mars Petcare, Franklin, TennesseeEntrant: Packaging Corp. of America, Fairfield, OhioIntroduction Date: April 2014Size of Run: 7,940Comments: Pet “cutouts” with bright, exaggerated smiles commanded attention with a playfulness that catches the shoppers’ peripheral vision with distinct shapes and a layered graphic approach. Shoppers connect with a recognizable “fresh from a dentist” clean-teeth emotion that is symbolized by the smiling pets. The doggie pop-offs have become iconic at Walmart as shoppers take them home in addition to purchasing treats for their pets. A clear, compelling visual message conveys the simple message: “Dentastix equals fresh, clean and healthy” for your pets’ oral hygiene and breath.
The Great American Bacon CheeseburgerRetail Category: Supermarket/Grocery StoresCampaign Type: Retailer-Specific In-Store CampaignClient: Kraft Foods Group Inc., Northfield, IllinoisEntrant: Mojo Marketing, Bentonville, ArkansasCo-Entrant: Walmart Stores Inc., BentonvilleIntroduction Date: April 2014Size of Run: 3,800Comments: The tactic was to deliver localized excitement in Walmart stores all summer long by using Kraft recipes for everything from all-American classics to regional favorites to tell stories and create emotional connections tied to food, family and summer events. The timing of this program spanned the most important grilling holiday of the season, July 4th, where more than 86% of grill owners report firing up their grills. The sales goal on Kraft cheese products across the timeframe of the program was a minimum three-to-one return.
Coors Banquet 3-D BullRetail Category: Supermarket/Grocery StoresCampaign Type: Freestanding, Aisle, Shipper or Pallet Display – TemporaryClient: MillerCoors, ChicagoEntrant: The Integer Group, Lakewood, ColoradoCo-Entrant: Westcott Displays, DetroitIntroduction Date: January 2014Size of Run: 375Comments: The 3-D bull made out of Coors Banquet packaging was designed to be as authentic looking as a real rodeo bull during the sport’s peak season. The MillerCoors distributors accented the displays by making bucking chutes and adding other authentic rodeo icons. The local rodeo is often a community’s largest event of the year and, as the local beer sponsor, Coors Banquet’s support of their local event resonated with the local rodeo fans. These displays not only increased Coors Banquet’s beer sales, they also increased the attendance of local rodeos.
‘Jungle Book’ Cross CategoryRetail Category: Mass MerchandisersCampaign Type: Freestanding, Aisle, Shipper or Pallet Display – TemporaryClient: The Walt Disney Co., Burbank, CaliforniaEntrant: RockTenn Merchandising Displays, Winston-Salem, North CarolinaIntroduction Date: February 2014Size of Run: 2,500Comments: The client expectation was to create a “Jungle Book” display solution to cross-promote home entertainment product and bananas. “Jungle Book” is a beloved classic Disney family film, but the release of such a title is challenging because there is no opportunity to draft off of a new film’s theatrical excitement.
NOVEMBER 2014 SHOPPER MARKETING SHOPPER MARKETING CONFERENCE & EXPO / DESIGN OF THE TIMES 31
OMNICHANNEL
DIGITAL PATH
DIGITAL
MOBILE/SOCIAL
ENGAGEMENT
COLLABORATION
INSIGHTS &ACTIVATION
SHOPPER INSIGHTS
SHOPPER
NETWORKINGNET
MERCHANDISINGCOMMUNITY
INNOVATIONCREATIVITY
EDUCATION
STRATEGY
SOLUTIONS
BEST PRACTICE
DISCOVER
MERCHANDISING
RETAIL
COLLABORATION
MARKETING
Registration opens in December
www.ShopperSummit.com
March 16-18, 2015 • Schaumburg, ILSAVE THE DATE!
14SUM_ADV_SM11.indd 1 10/9/14 10:17 AM
Neutrogena Vanity EndcapRetail Category: Drug StoresCampaign Type: EndcapClient: Johnson & Johnson, Skillman, New JerseyEntrant: RockTenn Merchandising Displays, Winston-Salem, North CarolinaIntroduction Date: May 2014Size of Run: 5,000Comments: This unit utilized a distinct look and feel in the retail environment with its mirror and tile background and engaging display that allowed shoppers to explore the different categories within Neutrogena. The black and white display aligned with Neutrogena equity and also provided a great contrast with the Walgreens beauty department’s pink and white colors. The messaging provided shoppers with a clear offer, regimen and master-brand to incentivize purchase.
LEGO Homesite for WalmartRetail Category: Mass MerchandisersCampaign Type: Freestanding, Aisle, Shipper or Pallet Display – PermanentClient: LEGO Systems Inc., Enfield, ConnecticutEntrant: LEGO Systems Inc., Enfield, ConnecticutIntroduction Date: March 2014Size of Run: 1,531 kitsComment: The focal point of this distinctive Walmart display was the bright and colorful yellow panels with dimensional bricks. The panels also featured miniature figure lug-ons that not only provided a fun and familiar focal point for shoppers but also told a story or described an action. Research showed that the 3-D aspect of the display commanded the attention of shoppers, one of them reporting that “it attracts you from three aisles down.”
Bananas are one of the highest-volume commodities sold at Walmart and a natural tie-in to this title, and the cross-merchandising of bananas in Action Alley and DVD/Blu-ray discs in the produce department generated increased shopper interest in both products.
32 SHOPPER MARKETING NOVEMBER 2014
The need for better training in shopper marketing extends beyond the university setting into the workplace. That simple fact is the impetus behind the Path to Purchase Leadership University.
Set to launch in the first quarter of 2015, P2P Leadership University will deliver professional learning to help mar-keters at all experience levels excel in their roles by teach-ing the essential elements of shopper marketing and the evolving path to purchase.
“Our members have been asking us to provide training for quite some time,” says Peter Hoyt, executive director and CEO of the Path to Purchase Institute. “Utilizing our ex-tensive resources to build a formal curriculum was the next logical step for the Institute.”
In addition to a foundational “Fundamentals of Shop-per Marketing” course, the initial curriculum will boast in-depth courses on shopper behavior and engagement, insights and measurement, the U.S. retail landscape, digi-tal shopper marketing trends and best practices in retailer-manufacturer collaboration. Over time, the offerings will encompass a wide range of additional topics.
The current plan consists of three course delivery methods: • Public classes in select cities around the U.S.• On-site training that will tailor the learning to meet the
needs of an individual company.• E-learning through the university’s online portal. For more information, visit www.p2pi.org/leadershipu.
By Erika Flynnn response to expressed concerns from industry lead-ers about a lack of shopper marketing talent in the market, and as the Path to Purchase Institute prepares
to launch the Path to Purchase Leadership University in 2015 (see box at right), Shopper Marketing this fall set out to identify how major universities are equipping their marketing students to be effective shopper marketers when they enter the workforce.
We assembled a virtual roundtable of professors and researchers at six universities where curriculums range from one course to a full spectrum of dedicated and related courses. Here, we present edited responses to our ques-tions from eight academicians.
Are universities and business schools equipping stu-dents to enter the shopper marketing discipline?RAY BURKE (INDIANA): It’s been a slow process because the discipline is still new, and the tools – as well as shop-pers – are changing so quickly. But more schools are mak-ing a push to introduce curriculum in this area, so we’re doing a better job of responding.
STEVE KIRN (FLORIDA): Much of the research being done falls under the shopper marketing umbrella, but it hasn’t been designated as a discrete discipline of research. Rather it’s seen as one of the stages of consumer decision-making.
DAN FLINT (TENNESSEE): A lot of academics still see shopper marketing as just a context, a nuance or part of retailing and merchandising. We have a lot of atten-tion around it due to our Shopper Marketing Forum (ShopperMarketing.bus.utk.edu), and we custom train our MBA students to be prepared for this space.
CLAUDIA MOBLEY (ARKANSAS): Our job is to connect industry and academics through our outreach centers. We have more than 100 companies involved with the college of business and our students.
VIKAS ANAND (ARKANSAS): Our new MBA curriculum will include a specialized track in retail marketing. The skills needed for shopper marketing are very diverse, and students will look at some micro-level phenomenon like traditional consumer behavior coupled with cours-es based on predictive analytics and data visualization, among others.
What is “shopper marketing” called at your institu-tion?BURKE (INDIANA): We call it consumer marketing but have incorporated a significant amount of shopper marketing content. We have a full curriculum of classes, and many MBA students join our Consumer Marketing Academy, where they interact directly with practitioners.
VENKY SHANKAR (TEXAS A&M): Undergraduate students can get a certificate of retailing, and shopper marketing is a big component. We offer a full curriculum, and our Master’s program in marketing provides extensive educa-tion on shopper marketing and related issues.
MOBLEY (ARKANSAS): We offer a full curriculum in re-tail marketing. A new class called “Path to Purchase” on the undergraduate level takes students through a case study-type situation with industry partners and mentors. It gives them real-world application and an opportunity to network through the industry.
Shopper Marketing
“The more involved agencies, retailers and brand marketers are, the better the outcomes will be.”
Venky Shankar, Texas A&M University
Shopper Marketing EducationHow colleges and universities
are preparing students to
enter the workforce
I
© istockphoto.com/timurock
NOVEMBER 2014 SHOPPER MARKETING FEATURE: COLLEGE/UNIVERSITY EDUCATION 33
Steve Kirn, Executive Director, David F. Miller Center for Retailing Education and Research
Vikas Anand, Associate Professor, Management Department, Sam M. Walton College of Business; Director of MBA Programs and Executive Director of Walton College’s Career Center
Eli Jones, Dean and Professor of Marketing, Sam M. Walton Leadership Chair, Walton College of Business
Claudia B. Mobley, Director, Center for Retailing Excellence, Sam M. Walton College of Business
ANAND (ARKANSAS): One of the things we’ve heard a lot from corporate employers is that students need knowledge about shopper insights and shopper behavior, not just in the U.S. but around the world. We’re introducing a glo-balization course in our executive MBA program where students may go to a foreign country and spend a week being a store keeper.
TIM DORGAN (NORTHWESTERN): Shopper marketing is a single course taught in the graduate Integrated Marketing Communications program.
FLINT (TENNESSEE): Shopper marketing ideas are intro-duced in numerous courses at the undergraduate and MBA levels, but there isn’t a full curriculum.
When did your school start offering shopper market-ing-related courses?MOBLEY (ARKANSAS): It has always been in our curricu-lum. We’ve managed to keep moving it forward and into shopper insights. We also have an incredible program on both levels in theory-based curriculum. We added this to help students hit the ground running so our industry partners don’t have to spend a year training them.
DORGAN (NORTHWESTERN): In 2011, and over-enroll-ment every time this class has been taught confirms that it was the right thing to do.
FLINT (TENNESSEE): In 2009 two senior executive alumni approached us about the knowledge and skills gaps in the graduate pool in this area. We modeled our Shopper Market-ing Forum off the success we’ve seen from our Supply Chain Management Forum. It then moved into the classroom.
BURKE (INDIANA): We introduced a consumer channels management course in 2000 that focuses on how manu-
facturers and retailers can partner to enhance the shopper experience and improve retail performance.
What kind of shopper-related research is being con-ducted?ELI JONES (ARKANSAS): Different components of shopper marketing-related research are happening across the col-lege. Many disciplines beyond marketing are doing work in the area.
ANAND (ARKANSAS): Our state-of-the-art behavioral lab allows us to simulate storefronts, and we have biometric measuring equipment. Some of our best research is being done using this lab. Coming next is a Retail Innovation Lab.
BURKE (INDIANA): We’ve been doing research in this area since 1996 in our Customer Interface Lab, using virtual real-ity simulation, in-store customer tracking and eye-tracking.
FLINT (TENNESSEE): Specific shopper marketing projects began here in 2010. We’ve executed several dissertations and smaller projects hitting on shopper behavior/shopper insights, strategic partnerships between manufacturers and retailers, and execution.
SHANKAR (TEXAS A&M): Much of the research we do is in partnership with retailers and manufacturers. We get to publish cutting-edge research and they benefit from gaining insights.
How much progress do you anticipate in a shopper marketing curriculum?SHANKAR (TEXAS A&M): It will be accelerated. We’re weaving all aspects of shopper marketing throughout our curriculum as well as in our research. The emphasis will continue as we go along.
BURKE (INDIANA): Real-world research is driving our cur-riculum development in this area. We’re learning from the industry about best practices, but we’re also applying our academic research methods to generate new insights to share with our corporate partners as well as our students.
JONES (ARKANSAS): When we cut the ribbon on the School of Global Retail Operations and Innovation [it’s still in development] and it becomes interdisciplinary, we think we will have arrived. We’re producing merchants – students who can think critically and at a global level – and they have the technical competence to deliver the goods.
What should/will the curriculum look like five to seven years from now?FLINT (TENNESSEE): A full-blown curriculum would focus on [our view on] the four phases of shopper marketing (insights, planning, execution, measurement), and each phase could have a number of courses behind it. Ideally it would also involve courses in shopper research, business research, relationship marketing, account management, brand management, supply chain management and mea-surement analytics, and incorporate hands-on work at every step of the process.
ANAND (ARKANSAS): The global component is very im-portant. It’s already being recognized but it will be seen as an attention item four or five years from now.
DORGAN (NORTHWESTERN): We would like to get input from the consumers of the talent, in-cluding CPGs, retailers, agen-cies, to help create the vision. Our frequent guest speakers tell the class what they do, but I also ask them to talk about how they got to where they are.
How can brands, retailers and agencies contribute to the college educations of future shopper marketing talent?DORGAN (NORTHWESTERN): Contribute to a serious discus-sion on the vision mentioned above and participate in any way they can in the curriculum
that results. We could assemble a task force to lay out what’s needed to build the perfect shopper marketing per-son – and work backward from there.
MOBLEY (ARKANSAS): The center has two conferences per year focused on thought leadership around retailing. Major retail folks are speakers, and they and others come to learn and interact with students and help us determine where those connections are. That supports a lot of our endeavors.
KIRN (FLORIDA): Our job is not to do job skill training in a highly technical sense, but rather provide the fundamental grounding and research methodologies and the conceptual analysis needed to do it. [Brands, retailers and agencies] can’t just throw the ball over the wall to the universities and ask why we aren’t training our students narrowly and deeply in these areas. Students can get training through experiences like internships or participation in research projects. We need companies to partner with us to provide those kinds of opportunities.
BURKE (INDIANA): Practitioners can help us identify priority topics, create experiential learning opportunities and pre-pare students to immediately contribute to their businesses.
SHANKAR (TEXAS A&M): The more involved agencies, retailers and brand marketers are, the better the outcomes will be. SM
Our Virtual Roundtable
“ [Brands, retailers and agencies] can’t just throw the ball over the wall to the universities and ask why we aren’t training our students narrowly and deeply in these areas. Students can get training through experiences like internships or participation in research projects.”
Steve Kirn, University of Florida
Ray Burke, E.W. Kelley Professor of Business Administration; Director, Customer Interface Laboratory, Kelley School of Business
Tim Dorgan, Associate Partner, Global Business Services, IBM; Adjunct Faculty Member, Medill IMC Graduate School
Dan Flint, Regal Entertainment Group Professor of Business, Department of Marketing and Supply Chain Management
Venky Shankar, Coleman Chair and Professor of Marketing
34 SHOPPER MARKETING NOVEMBER 2014
Kiosks/Interactive DisplaysACTIVATION GALLERY
‘Freeosk’ Sampling KioskThis kiosk from Chicago-based Freeosk Inc. was spotted in a Sam’s Club warehouse. In this example, shoppers who scanned their membership cards received a free sample from Kellogg Co. The kiosk appears in more than 600 Sam’s Club locations, according to Freeosk.
‘Samples and Coupons’ KioskSpotted in a Walmart store in Rogers, Arkansas, this “Samples and Coupons” kiosk sells sample-size products from various categories. For example, a sample of Taylor Swift or Justin Bieber fragrance cost $1, but shoppers making the purchase also received a $5 coupon for the full-size product. The kiosk accepts cash and credit card payments.
‘Order It’ Deli KioskAhold USA’s Stop & Shop and Giant-Landover chains feature “Order It” kiosks in their deli departments that let loyalty cardholders place orders and continue to shop while their orders are being filled. The intercom alerts them when the order is ready. When a shopper scans her card, the kiosk displays popular items from her previous orders.
Kiehl’s Photo KioskShoppers at Macy’s iconic flagship store at Herald Square in New York City’s Manhattan borough can get old-fashioned selfies taken in a Kiehl’s-branded photo booth. The kiosks are part of an extensive store-within-a-store for the all-natural cosmetics brand (and global retail chain), which has been owned by L’Oreal since 2000.
‘Vision Care Center’ KioskSpotted in one of Rite Aid’s newer “Genuine Wellbeing” format stores, this “Vision Care Center” allows shoppers to order prescription glasses and contact lenses online for home delivery. The Vision Care Center, which also has a dedicated website, is the exclusive provider of DB Vision eyewear.
NOVEMBER 2014 SHOPPER MARKETING GALLERY: KIOSKS/INTERACTIVE DISPLAYS 35
Pet Tag KiosksExclusive to PetSmart stores, The Hillman Group’s TagWorks kiosk (above) dispenses custom-engraved pet ID tags. Meijer’s pet departments are equipped with Quick Tag kiosks (left) from Hillman. Similar kiosks can also be found at Petco as well as some Walmart and Kmart stores.
‘New Hairstyle’ Interactive DisplayThe personal care aisles in Rite Aid’s “Genuine Wellbeing” format stores feature interactive displays for Unilever’s Axe brand. The displays let shoppers try on new hairstyle looks by snapping a photo using an integrated iPad, then share the images via social media.
Interactive Speaker Wall DisplayIn its revamped “concept stores,” RadioShack has installed a speaker wall that lets shoppers compare different products by using a touchscreen tablet to alternate between them and play a variety of songs.
Video Games KioskThis Best Buy kiosk allows shoppers to search through the video games, consoles and accessories offered by the retailer, while also facilitating pre-orders and game downloads.
Higi Health StationChicago-based higi, a provider of connected health screening stations at retail pharmacies, is deploying its kiosks at Rite Aid’s more than 4,000 locations by mid-2015. The kiosks are also located in many Publix, Whole Foods, Stop & Shop and ShopRite stores. San Francisco-based IZ-ON Media handles advertising sales for the network.
36 SHOPPER MARKETING NOVEMBER 2014
L’Oreal ParisHere we go again: An otherwise well-built and highly attrac-tive pallet display from L’Oreal USA, a company that consis-tently creates great displays, is mangled by shoddy construc-tion by the dreaded “Retail Gnome.” The perpetrator failed to check and reattach a shelf that came loose – probably when the display was moved to its final location – then butchered the placement and attachment of the header. To top it off, the gnome then ignored the instructions to “place price card here” on all four sides of the header. So, the brand wasted time, ef-fort and money supplying an item that the retailer demanded, and the retailer’s own people neglected to use it properly. Store managers: Walk your stores and train your people. This could have been a great teaching moment that would have paid dividends down the road.
Cool GearThis corrugated pallet display for coolgearcans by Cool Gear International, Plymouth, Massachusetts, had so much potential to be a big winner, but it fell miserably short. The construction was obviously not sturdy enough, and as prod-uct sell-down occurs, the structure will deteriorate rapidly. Compelling colors and graphics are rendered useless by the ripples and crushing that occurred either in shipment – my bet – or in warehouse handling. These folks likely forgot one basic fact: full pallets get double-stacked in trucks, so you’d better be sure the structure is strong enough to handle the weight. Another of these units, or perhaps even something heavier, was shipped on top of this one. If not for the actual cans themselves, the display would have been flattened even more.
RICCI AT RETAIL
Joe Ricci is an industry expert in P-O-P merchandising. He is the founder of Beacon Concepts Inc., Surprise, Ariz. Please offer your comments to him at [email protected].
Untapped PotentialBoth of these bloopers started out with so much promise
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ONLINE EDUCATIONKeeping Executives Up to Date on Shopper Marketing Trends
November 13, 2014, 1 p.m. CST Lily Lev-Glick, Founder & Chief Insights Officer, ShopperSense
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This seminar will examine case examples drawn from over 2,000 display evaluations to demonstrate the “how to” and benefits of designing displays with target shoppers in mind.
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Bullseye: Developing Merchandising Solutions that Activate Your Key Shopper Segments
14P2P_ADV_IS_SM10.indd 1 9/12/14 1:36 PM
The “rebooted” digital edition of Shopper Marketing magazine brings you the same stellar content from the print edition in a more convenient format!
■ Easy to read on a tablet or mobile device.
■ Enhanced links and background information.
■ Rich media interaction.
■ The most comprehensive coverage of the shopper marketing industry at your � ngertips – literally.
■ Available in iTunes and Google Play stores.
Download the digital edition of each issue at www.shoppermarketingmag.com.
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...travel woes.
...construction woes.
NOVEMBER 2014 SHOPPER MARKETING PERSONNEL APPOINTMENTS 37
Google, Mountain View, CaliforniaFormer Procter & Gamble media executive Julie Eddleman is now a director of client services at Google, joining a team that includes fellow former P&G exec Kirk Perry.
The Marketing Arm, DallasThe agency recently announced that it has named Lara Beth Seager vice president for global hospitality, a new position at the company.
The Marketing Store, ChicagoCarlos Garavito has joined the agency as vice president, creative director, based in Toronto.
Nice-Pak Products Inc., Orangeburg, New YorkPatricia Raggi, formerly senior director of customer marketing, has been named vice president, marketing services.
POPAI, ChicagoJohn Anderson has been named interim president to succeed Richard Winter, who accepted a position as CEO of Premier Store Fixtures, Hauppauge, New York, after a five-year tenure.
Reflektion, San FranciscoFormer Endeca CEO and founder Steve Papa has joined the retail personalization and predictive analytics company’s board of directors.
BRAND MARKETERSThe Clorox Co., Oakland, CaliforniaThe board of directors has announced that, effective Nov. 20, Donald R. Knauss will continue serving as chairman and a member of the board in a newly created executive chairman role, and Benno Dorer will be promoted to chief executive officer and nominated to be elected to the company’s board of directors.
Nick Vlahos, senior vice president, chief customer officer, has been promoted to executive vice president, chief operating officer, household, lifestyle and core global functions, a position previously held by retiring EVP-COO George Roeth. Dawn Willoughby, senior vice president and general manager for the company’s cleaning division, has been promoted to executive vice president, chief operating officer, cleaning and international, a position previously held by Dorer.
Energizer Personal Care, Shelton, ConnecticutChris Schaff was recently hired as a senior manager, analytics.
General Mills, MinneapolisAnn Simonds, president of General Mills’ baking products division, has been named to succeed CMO Mark Addicks, who is retiring after 26 years. Addicks and Simonds “will work to transition responsibilities over a period of several months, beginning Nov. 1,” the company said in a statement.
Georgia-Pacific, AtlantaLaura Knebusch was recently named shopper marketing director.
Kraft Foods Group, Northfield, IllinoisKim England has been appointed manager of category leadership, working with Kraft’s enhancers and nuts business unit out of Parsippany, New Jersey.
Land O’Lakes Inc., Arden Hills, MinnesotaKristin Murray, formerly of Procter & Gamble, has been appointed to the position of marketing manager, Purina Equine Division.
Mars Inc., McLean, VirginiaPoul Weihrauch, global president of Mars Food, has been appointed president of Mars Global Petcare, effective Jan. 1, 2015. Fiona Dawson, regional president of Chocolate, UK, and Global Retail, will step into the role of global president, Mars Food. Andrew Clarke, regional president, Petcare, Latin America, will become the new chief customer officer, effective Feb. 15. Bruce McColl, chief marketing officer, is being made a member of the Mars Leadership Team.
PepsiCo, White Plains, New YorkLauren Pollack was recently appointed to the position of marketing associate analyst, Quaker Food & Snacks, based in Chicago.
Sundial Brands, Amityville, New YorkJanet Carter-Smith has left Crossmark to become the new senior director of sales.
RETAILERSCVS Health, Woonsocket, Rhode IslandThe company has named Mary Langowski executive vice president for strategy, policy and market development.
SOLUTION PROVIDERSAlcone, Irvine, CaliforniaThe agency recently announced that John McGuire has been hired as vice president, digital production, based in Darien, Connecticut.
The Capre Group, AtlantaThe shopper agency recently announced that former Coca-Cola executive Claire Quinn is joining the leadership team as a principal.
Eastwest Marketing Group, New YorkLou Ramery was recently appointed chief executive officer to lead the agency.
Geometry Global, MinneapolisNancy Khurana was recently hired by the agency as an associate director, strategy.
Statement of Ownership, Management and Circulation
(Required by 39 U.S.C. 3685) 1. Publication Title: Shopper Marketing 2. Publication No.: 1040-8169 3. Filing Date: 9/18/14 4. Issue Frequency: Monthly 5. No. of Issues Published Annually: 12 6. Annual Subscription Price: 0 7. Mailing Address of Known Office of Publication: Path to Purchase Institute, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731 8. Mailing Address of Headquarters or General Business Offices of the Publisher: Path to Purchase Institute, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731 9. Names and Complete Address of Publisher, Editor and Managing Editor: Publisher, Peter Hoyt, Shopper Marketing, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731; Editor, William Schober, Shopper Marketing, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731; Managing Editor, Linc Wonham, Shopper Marketing, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731 10. Owner: In-Store Marketing Institute, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731; Peter W. Hoyt, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731 11. Known Bondholders, Mortgagees and Other Security Holders Owning or Holding 1 Percent or More of Total Amount of Bonds, Mortgages or Other Securities: None
No. Copies Avg. No. Copies of Single Issue Each Issue During Published Nearest Preceding 12 Months to Filing Date
A. Total No. Copies (net press run) 21,839 23,783B. Legitimate Paid and/or Requested Distribution; 1. Outside County Paid/Requested
Mail Subscriptions stated on PS Form 3541. 17,232 16,965
2. In-County Paid/Requested Mail Subscriptions stated on PS Form 3541. — —
3. Sales Through Dealers and Carriers, Street Vendors, Counter Sales, and Other Paid or Requested Distribution Outside USPS. — — 4. Requested Copies Distributed by, Other Mail Classes Through the USPS. — —C. Total Paid and/or Requested Circulation 17,232 16,965D. Nonrequested Distribution 1. Outside County Paid/Requested
Mail Subscriptions stated on PS Form 3541. 2,586 5,680
2. In-County Paid/Requested Mail Subscriptions stated on PS Form 3541. — —
3. Nonrequested Copies Distributed Through the USPS by Other Classes of Mail. — — 4. Non-Requested Copies Distributed Outside the Mail. 683 18 E. Total Nonrequested Distribution 3,269 5,698 F. Total Distribution 20,501 22,663G. Copies Not Distributed 1,338 1,120H. Total 21,839 23,783 I. Percent Paid and/or Requested 84.05% 74.86%
I certify that the statements made by me above are correct and complete.
Christopher Stark
Statement of Ownership.indd 1 10/9/14 10:46 AM
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Please send information regarding personnel appointments to: Linc Wonham, Shopper
Marketing, 8550 W. Bryn Mawr, Ste. 200, Chicago, IL 60631 or email: [email protected]
Addicks Quinn WeihrauchMcCollDawson EddlemanClarke
38 SHOPPER MARKETING NOVEMBER 2014
INSTITUTE STRATEGIST
By Patrycja MalinowskaSafeway and PepsiCo elevated their longstanding part-nership to co-create a football-themed “Game Day Gear” program that launched in September.
“Oftentimes we say, ‘Hey, let’s do co-creation,’ and it’s really ‘Come bring me an idea,’” says Chris Almeida, Safeway’s vice president of shopper marketing. “This is the first time with any CPG partner that we’ve done anything of this magnitude that we would call true co-creation.”
Every year during late summer or early fall, Safeway and PepsiCo meet to discuss priorities and share growth plans. At that time in 2013, PepsiCo had just renewed its National Football League partnership while Safeway was rebooting its events strategy and forming its own partnerships with a few NFL teams, including the Seattle Seahawks, San Francisco 49ers and San Diego Chargers.
Using the insight that the top two categories consumed at football parties are soda and salty snacks (beer is third on the list), the grocer saw PepsiCo as a good partner for football activation. “For us it start-ed with the shopper, and we know our shoppers are football fans, so we saw that as an opportunity to engage them to grow our mutual business,” says Dimitri Haloulos, Safeway’s group vice president of marketing.
The partners built the mechanics and marketing as-sets of the program jointly through a series of meetings including a core group of some 15 people from the Safe-way team and marketing teams from all of PepsiCo’s di-visions. Additional partners included both Dallas-based TracyLocke, PepsiCo’s creative agency, and Nashville, Tennessee-based sports agency Genesco, which han-dled all the NFL complexities.
Safeway’s company-wide “Game Day Gear” program resides on a dedicated, co-branded website: EarnFoot-ballGear.com. After registering, loyalty cardholders earn a half-point with each purchase of any of the 370-some qualifying products from brands including Pepsi, Quaker and Aquafina. The cumulative points earned are redeemable for NFLShop.com merchandise, gift cards worth $5, $10 or $25, and unique items including autographed jerseys and footballs. Southfield, Michigan-based Prize Logic administers the platform.
The marketing plan boasts 22 different tactics, most of them executed at the national scale, says Stacey DeVoe, Safeway’s director of shopper marketing. It includes digi-tal, out-of-home, flights of radio (weeks on and weeks off) and other media advertising – all custom-designed by the partners to be specific to this program.
Editorial Index Companies named in the editorial columns of this issue are listed below.Acxiom . . . . . . . . . . . . . . . 25Ahold USA . . . . . . . . . . .4, 34Alias Color . . . . . . . . . . . . . . 8Amazon .com . . . . . . . . . . . 8Apple . . . . . . . . . . . . . . . . . 23Bayer . . . . . . . . . . . . . . . . . 28Beiersdorf . . . . . . . . . . . . . 16Best Buy . . . . . . . . . . . . 8, 35BPN . . . . . . . . . . . . . . . . . . 23Catalina . . . . . . . . . . . . . . . 38Catapult . . . . . . . . . . . . . . 18Clorox Co ., The . . . . . . . . . . 4Closure Media . . . . . . . . . 10Code and Theory . . . . . . . . 6ConAgra Foods . . . . . . . . . . 4
Coolfire Studios . . . . . . . . 22Cool Gear
International . . . . . . . . 36Costco . . . . . . . . . . . . . . . . . 8Colgate-Palmolive Co . . . 26Cox Target Media . . . . . . . 10CVS/pharmacy . . . . . . . . . . 8Dailybreak Media . . . . . . . 6Datalogix . . . . . . . . . . . . . 25DB Vision . . . . . . . . . . . . . . 34Del Monte Foods . . . . . . . . 1Design Phase . . . . . . . . . . 29Dollar General . . . . . . . . . . 4Dr Pepper Snapple
Group . . . . . . . . . . . . . .4, 6
eBay Inc . . . . . . . . . . . . . . 23Enjoy Life Natural
Brands . . . . . . . . . . . . . 25Epsilon . . . . . . . . . . . . . . . . 18Express . . . . . . . . . . . . . . . 23Field Agent . . . . . . . . . . . . 25Freeosk Inc . . . . . . . . . . . . 34General Mills . . . . . . . . . 4, 6Genesco . . . . . . . . . . . . . . . 38Google . . . . . . . . . . . . . . . . 25Great Northern Instore . . . 26Harbor Packaging Inc . . . . 6Heineken USA . . . . . . . . . 14Hershey Co ., The . . . . . . . 13Higi . . . . . . . . . . . . . . . . . . 35
Hillman Group, The . . . . . 35Hillshire Brands . . . . . . . . 23Hip Digital Media . . . . . . . 6Ibotta . . . . . . . . . . . . . . . . 25Indiana University . . . . . . 32inMarket . . . . . . . . . . . . . . 23InStore Innovation
Group . . . . . . . . . . . . . . 28Integer Group,
The . . . . . . . . . 24, 28, 30International Paper . . . . . 29Iris Mobile . . . . . . . . . . . . . 23iZipline . . . . . . . . . . . . . . . 22IZ-ON Media . . . . . . . . . . . 35Johnson & Johnson . . . 29, 31
Kellogg Co ., The . . . . . . . . 18Kendal King Group . . . . . . 6Kiehl’s . . . . . . . . . . . . . . . . 34KKG Velocity . . . . . . . . . . . . 6Kmart . . . . . . . . . . . . . . . . 35Koollii . . . . . . . . . . . . . . . . 22Kraft Foods Group . . .22, 30Kroger . . . . . . . . . . . . . . . . . 4Lego Systems Inc . . . . . . . 31Liberty Diversified
International . . . . . . . . . 6L’Oreal . . . . . . . . . . . . .26, 36Macy’s . . . . . . . . . . . . .22, 34Mars Inc . . . . . . . . . . . . . . . 4Mars Petcare . . . . . . . . . . 30MaxPoint . . . . . . . . . . . . . 25Meijer . . . . . . . . . . . . . . . . 35
MillerCoors . . . . . . . . . . . . 30Mintel Group . . . . . . . . . . 10Mojo Marketing . . . . . . . . 30Mondelez International . . .16Nestlé-Purina . . . . . . .26, 29New Dimension Research
Group . . . . . . . . . . . . . . 28News America
Marketing . . . . . . . . . . 38Northwestern
University . . . . . . . . . . . . 32One Source Industries . . . . . .28Packaging Corp . of
America . . . . . . . . . . . . . .30Paramount Pictures . . . . . 6Path to Purchase
Institute . . . . . . . 1, 18, 32
More info at
“Safeway is bringing their as-sets and their media dollars, we’re bringing our assets and our media dollars, and we’re putting them to-gether and jointly planning them,” says Bryan Jones, PepsiCo’s senior director of shopper marketing.
PepsiCo’s athlete partners enhance the social media strategy, using their accounts to tweet about the cam-paign. Meanwhile, Safeway’s NFL team partners include advertising in their game programs. Safeway also had a kickoff tailgate event at each of its partner teams’ first home games that included PepsiCo sampling and pro-gram sign-up for attendees. Additional local elements at launch included radio DJ integration in four key markets where the retailer does the bulk of its business.
Catalina, St. Petersburg, Florida, targeted likely par-ticipants on checkout receipts in a pre-registration phase that let shoppers who have purchased qualifying items know the program was coming. Checkout employees also have distributed sticky notes to shoppers. Stores hosted significant display activity during the first couple weeks of the program, when the retailer’s hundreds of thousands of employees also were encouraged to wear their favorite team jerseys.
Ceiling banners, standees, headers, bridge wraps,
violators (through New York-based News America Marketing’s SmartSource) and flags strung between checkout counters continue to support, while shelf tags ID participating items. Additional local elements in-clude team-specific signage.
Overall, instant access to Safeway (and PepsiCo) was vital to making the partnership work. “It wasn’t just ac-cess at the lower levels, it was access all the way up to Dimitri [Haloulos], being able to connect and quickly resolve any differences,” Jones says. “That was the key to the success of the program.”
“Oftentimes, retailers see shopper marketing as a way to get brand dollars, and CPG [companies] see it as a way to get merchandising. Yeah, both occurred here, but it was really about this business opportunity, engaging the shop-per, and winning and growing together,” Almeida says.
The “Game Day Gear” program kicked off Sept. 3 and boasted tens of thousands of registrants in its first few days. The effort runs through Jan. 7, though the part-ners are discussing how they can extend it to the Super Bowl. SM
p2pi.orgSafeway ‘Gears Up’ with PepsiCoLoyalty-based program leveraging partners’ NFL sponsorships labeled ‘true co-creation’
The “Game Day Gear” program co-creat-ed by Safeway and PepsiCo includes 22 different marketing tactics, all custom-designed by the partners.
PepsiCo . . . . . . . . . . . . . 4, 38Petco . . . . . . . . . . . . . . . . . 35PetSmart . . . . . . . . . . . . . . 35Pharmavite . . . . . . . . . . . . 21Pollinate Media Group . . .10Post Foods . . . . . . . . . . . . 18PPG Architectural
Coatings . . . . . . . . . . . . . 8Pratt Display . . . . . . . . . . 26Prize Logic . . . . . . . . . . . . 38Procter & Gamble
. . . . . . . . . . 4, 12, 28, 29Publix . . . . . . . . . . . . . . 4, 35Quri Inc . . . . . . . . . . . . . . . . 6RadioShack . . . . . . . . . . . . 35Real Digital Media . . . . . . 22Realizing Innovation . . . 24
RevTrax . . . . . . . . . . . . . . . . 6Rite Aid . . . . . . . . . . . .34, 35RockTenn Merchandising
Displays . . . 26, 28, 29, 31RSI Retail Solutions . . . . . 25Saatchi & Saatchi X . . . . . 10Safeway Inc . . . . . . . . 13, 38Sam’s Club . . . . . . . . . .8, 34Samsung . . . . . . . . . . . . . . 28Seed Partners, The . . . . . 20Shopkick . . . . . . . . . . . . . . 22ShopRite . . . . . . . . . . . . . . 35Sonoco Display and
Packaging . . . . . . . . . . 26Stop & Shop . . . . . . . . . . . 35StrongBark . . . . . . . . . . . . 22Synsor Corp . . . . . . . . . . . 30
Tapcentive . . . . . . . . . . . . 23Target . . . . . . . . . . . . . . . . . 8Texas A&M University . . . 32Time Inc . Retail . . . . . . . . 17TraceyLocke . . . . . . . . . . . 38Triad Retail Media . . . . . . 23Tyson Foods . . . . . . . .14, 23Unilever . . . . . . . . .10, 26, 35University of Arkansas . . .32University of Florida . . . . 32University of Tennessee . . . 32Walgreens . . . . . . . . . . . . . 8Walmart . . . 1, 8, 30, 34, 35Walt Disney Co .,The . . .29, 31Westcott Displays . . . . . . 30WPP . . . . . . . . . . . . . . . . . . . 6Zound Industries . . . . . . . 30
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