Bo4.5 ECR Europe Forum '08. Breakthroughs in understanding in-store behavior Shopping Behaviour

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Breakthroughs in understanding in-store behaviour …

Breakthroughs in understanding in-store behaviour

As in-store marketing grows in importance, the need to plan and evaluate becomes ever greater. This session introduces advances in the measurement of behaviour using observational techniques, loyalty cards and survey data. These collaborative initiatives allow in-store to be understood and optimised as an integral component of the marketing mix.

Speakers: Sandy Livingstone, BMRB ; Joan Francolini, Donna McCabe, Kraft Foods; Koos Berkhout, LMG; George Wishart, Nielsen.

Facilitated by Kantar.

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  • 1. Breakthroughs in understanding shopper behaviour
  • 2. Shopper marketing budgets are growing…. CAGR marketing budget growth Total 2% Shopper (manufacturer) 21%, (retailer) 26%* …… creating a demand for better understanding of shopper behaviour *Source : 2004-2010 estimated marketing budgets, source GMA/Deloitte Consulting LLP 2007 Shopper Marketing Study Results (Deloitte.com) 2
  • 3. Agenda • Development of a standardised in-store behavioural metric • New approaches to collaboration in manufacturer / retailer shopper data sharing • Situating shopper behaviours within 360° consumer understanding 3
  • 4. P.R.I.S.M A Revolutionary, New In-Store Behavioural Metric Presented by Donna McCabe, Kraft Foods George Wishart, The Nielsen Company 4
  • 5. Dramatic shifts are taking place in the consumer marketplace… Shortcut to ARC In-Store Jan '08Pt1.lnk video #1 5
  • 6. Effective Shopper Marketing is crucial According to Millward Brown: “In every CPG/FMCG category, the point of purchase is the critical moment of truth when a consumer facing a shelf of competing brands makes a decision to part with hard-earned money for just one of them.” Nigel Hollis, Millward Brown, July 2006 6
  • 7. So, what is “Shopper Marketing” ? The GMA (Grocery Manufacturers Association) defines Shopper Marketing as: • All marketing stimuli, • developed based on a deep understanding of shopper behavior, • designed to build brand equity, • engage the shopper (i.e., consumer in ‘shopping mode’), • and lead him/her to make a purchase GMA (Grocery Manufacturers Association) & Deloitte Consulting 7
  • 8. The paradigm has shifted from…. The relationship has changed, from… Consumers Retail Brand 8
  • 9. To a more integrated view…. NT PR ME EF Consumer ER GE EN GA Shopper C EN E Retail Brand LEVERAGE 9
  • 10. Driving to a powerful instore marketing plan Design Retailer Strategy Aisle Brand In-Store Equity SHOPPER Marketing Plan Promotion Purchase Barriers Advertising • Brand equity • Consistent promise fundamentals Display • idea, • Reflecting • look and feel Shopper Event/ Insights Sampling 10
  • 11. Unfortunately, consumers are facing similar message overload in the retail environment… Shortcut to ARC In-Store Jan '08Pt2.lnk video #2 11
  • 12. So, how can manufacturers & retailers determine the most effective, impactful allocation of their marketing investment? Introducing P.R.I.S.M. 12
  • 13. Marketing has changed due to evolving consumer & industry dynamics • Media fragmentation 13
  • 14. Marketing has changed due to evolving consumer & industry dynamics • Consumers have evolved 14
  • 15. Marketing has changed due to evolving consumer & industry dynamics • Retailers have evolved 15
  • 16. With 70% of the purchase decision made in the store 16
  • 17. More Demanding Shoppers The timing is right to create truly shopper Retailer Differentiation Why More Manufacturers Striving for Topline centric stores Shopper Centric Stores? New Metrics Source: Interscope, 2008 17
  • 18. The In-Store “Medium” is an unparalleled opportunity 18
  • 19. Challenge is – No Metric 19
  • 20. P.R.I.S.M. – Pioneering Research for an In-Store Metric 20
  • 21. The P.R.I.S.M. Consortium LEAD SPONSORS CONSORTIUM MEMBERS CO-SPONSORS SUPPORTING RETAILERS CONSULTATIVE SPONSORS 21
  • 22. Current & Future Shopper Marketing In-Store Audience Data Shopper Marketing is the next marketing 1980s – 1990s frontier Loyalty Data Category Management 1970s – 1980s Brand Management Scanner Data 22
  • 23. A common industry metric to measure consumer reach in-store 23
  • 24. Auditor Store Sensor 24
  • 25. Retailer transaction-level scan data “Who’s in the store” Gross impressions/ + audience by demo & daypart In-store audience P.R.I.S.M. measures the audience“What’slocation by in the store” Presence of in-store in store and understands shopper patterns by + P.R.I.S.M. promotions demographicpanel Household •ROI Predictive •Measurement & Modeling Applications – e.g. + Closure rates In-store audits 25
  • 26. P.R.I.S.M. provides the foundation for in-store planning, execution & evaluation • Who was in the store? 26
  • 27. P.R.I.S.M. provides the foundation for in-store planning, execution & evaluation • What is in the store? 27
  • 28. P.R.I.S.M. provides the foundation for in-store planning, execution & evaluation • Was the investment effective? 28
  • 29. Retailing Applications 1. Marketing/Merchandising 2. Shopper Conversion 3. Operations/Supply Chain 4. Store Layout 5. Shopper Segmentation 29
  • 30. Shopper Conversion 0 10 20 30 40 50 60 70 66 SALTY SNACKS 51 27 BEER 36 42 READY TO EAT CEREAL 35 39 FRESH BREAD AND ROLLS 30 SHELF STABLE Food 39 JUICES AND 29 DRINKS The Opportunity Gap Retailer A 22 WINE 24 34 CRACKERS 24 Shopper Conversion - Retailer A 36 WATER 23 34 COOKIES 21 26 FROZEN ENTREES 21 30
  • 31. The audience data can be analyzed by store part and time Retailer A - Thursday Store Part #29 had a high of 91% on Thursday but a low of 13% on Wednesday 31
  • 32. New Technology will track the shopping trip and monitor dwell time DWELL MAP 32
  • 33. Media & Marketing Applications 1. In-Store Planning 2. Evaluation 3. Multi-Media Planning 33
  • 34. The new In-Store metric will tie In-Store to other marketing spending and total investment analysis 34
  • 35. In-Store Activity Return On Investment Analysis End Cap Trade Displays Pricing Check In-Store Out Radio Pallet Floor Displays Graphics In-Store Consumer In-Store ROI Promotion In-Store Sampling TV Programs Case Shelf Stacker Talkers Displays Advertising 35
  • 36. Overall Marketing Campaign In-Store Activity Return On Investment Analysis End Cap Trade Displays Television Pricing Check In-Store Out Radio Magazines Radio Pallet Floor Event Displays In-Store Graphics Marketing Consumer In-Store In-Store ROI CampaignRF Promotion In-Store Sampling Cinema Internet TV Programs Case Shelf Stacker Outdoor Newspaper Advertising Talkers Displays 36
  • 37. Impressions can be measured across multiple marketing options Need to develop Avg. Weekly Gross Impressions (000) Female 25-54 Northern California* appropriate CPMs 736 across these 526 vehicles 269 100 100 Front End/Checkout Runway - Rear American Idol 30 In-Aisle Shelf Women's Service In-Store TV Wall Display Second Spot Talker Magazine Source: Nielsen Media Research; Nielsen In-Store 37
  • 38. Extensive testing and early pilot programs confirm P.R.I.S.M. is valuable and ready for rollout Today Phase 1: Phase 2: Phase 3: Test Scale and learn Rollout Dates • 2006 • 2007-early 2008 • 2008 and beyond Scope • 10 stores, 4 retailers in U.S. • 169 stores, 17 retailers, 38 • Syndicate the service in banners representing 62% the U.S. Total U.S. ACV • Begin international • Projecting to 24,000(+) expansion stores 38
  • 39. Everybody Wins • CPG manufacturers 39
  • 40. Everybody Wins • Agencies 40
  • 41. Everybody Wins • Retailers 41
  • 42. Everybody Wins • Media Companies 42
  • 43. Bringing In-Store Measurement to Life 43
  • 44. P.R.I.S.M. - How can we use the data to further advance shopper marketing understanding? 44
  • 45. P.R.I.S.M. offers unique insights and long-awaited information 1. Audience measurement - who is in the store? - audience counts 2. In-store Marketing Presence - what was in the store? - presence of all in-store marketing stimuli - knowing whether and which marketing in-store vehicles are present 3. ROI/Efficiency/Effectiveness - effectiveness/efficiency of in-store spending - conversion (from exposure to purchase) - planning and evaluation insights 45
  • 46. A range of unique in-store metrics • Gross impressions • Unduplicated impressions • Gross rating points • Frequency • % reach • Shopper conversion rate • # of stores in which marketing vehicle was present • % of stores in which marketing vehicle was present • Average # of weeks in which marketing vehicle was present 46
  • 47. P.R.I.S.M. Data - Actual Examples 47
  • 48. P.R.I.S.M. audience size measurement Gross Impressions by Store Part Retailer A - 4 w/e 09/29/07 Total Store Females 55+ Males 25-54 Checkout Area Zone 17,877,042 3,721,803 3,166,048 Runway - Front 99% 99% 99% • P.R.I.S.M. can identify Lobby Zone 96% 95% 96% In Aisle Zone 92% 92% 92% audience size by storepart Runway - Rear Wall 72% 72% 72% Runway - Front Wall 61% 61% 61% Produce Zone 55% 57% 49% P.R.I.S.M. can highlight Dairy Zone 50% 44% 47% differences in impressions Runway - Rear 46% 46% 46% by demographic groups Meat & Poultry Zone 42% 37% 41% Runway - Perimeter 40% 40% 40% Runway - Split Aisle 34% 34% 34% P.R.I.S.M. data can be used Frozen Food Zone 28% 25% 26% Deli Zone 22% 19% 21% to determine optimal Bakery Zone 21% 19% 21% placement of in-store Seafood Zone 20% 18% 20% Promo-Seasonal Zone 13% 13% 13% display based on gross Pharmacy Zone 9% 9% 9% impressions Greeting Cards-Party Zone 6% 6% 6% Floral Zone 4% 4% 4% 48
  • 49. P.R.I.S.M. allows you to analyze a common metric (gross impressions) across all mediums Female 25-54 Despite being the #1 rated US television One Week TOTAL GROSS IMPRESSIONS 526,100 show, American Idol Gross Impressions In-Store Audience lag behind a number One Week Retailer A of Retail Store Zones. Gross Impressions Storepart Female 25-54 Lobby zone 1,155,489 Runway – Rear Wall 871,880 Runway – Front Wall 736,498 Produce Zone 713,231 Dairy Zone 676,542 49
  • 50. Shopper Conversion rates from P.R.I.S.M. can be analyzed week to week to assess changes driven by in-store activity Cookies Shopper Conversion Rates Aug-Sept 2007 Retailer A Retailer B Retailer C 50
  • 51. P.R.I.S.M. can reveal how many shoppers had the opportunity to see various in-store executions Impressions generated by a 1 week pallet display in the runway front generated nearly as many impressions as a 6 week shelf banner. Kraft Bistro Deluxe In-Store Activity # of store/weeks Impressions Display – Pallet 1 5,393 Runway Front Shelf Banners 6 7,823 Dry Dinner Mix Aisle Total Impressions 13,216 51
  • 52. The in-store marketing activity of competitive brands can also be analyzed through P.R.I.S.M. More shoppers had the opportunity to see Kraft Deluxe displays in just 5 weeks driven by more display locations. Kraft Deluxe Competitor # of store/weeks 5 6 Display Location Display Pallet Endcaps Endcap Case Stacker Wall & Slatwall Locations Runway Front Runway Rear Wall Lobby Zone Runway Split Aisle Impressions 31,961 28,039 52
  • 53. P.R.I.S.M. data may be applied to answer many additional questions such as… Can investment in aisle reinvention drive increases in aisle traffic and shopper conversion rates sufficient to result in positive ROI? 53
  • 54. And… • Which aisle placement will drive the greatest exposure and shopper conversion rate for my mega display? • Which type of display will yield the best ROI? 54
  • 55. And many other questions… • Is the execution of in-store media in line with targeted goals? • Are there other storepart locations that provide a more favorable audience rating and alignment with category shopper traffic? • Are there other in-store media types that should be used to drive brand volume and category closure rate? • Is the ROI more favorable for one type of in-store execution than another? • Are my in-store marketing activities as effective as my competitors? 55
  • 56. P.R.I.S.M. analytics … A powerful tool for retailers and manufacturers • Keeping the Shopper at the center • Delivering leveragable insights into Shopper in-store traffic, closure rates, and ROI for in-store spending • Examining impressions, impact and ROI of media spending across all mediums, including the store 56
  • 57. New approaches to collaboration in manufacturer / retailer shopper data sharing ECR Berlin 2008 Koos Berkhout
  • 58. Presentation overview • Introduction • Data challenges in collaboration • Benefits of a single platform • Case study • Summary
  • 59. Company Overview • Own and operate customer loyalty programmes – Nectar UK – Air Miles Middle East – Aeroplan Canada • International Business Development – Launched in: UK, Canada, Netherlands, Spain, Middle East – Grocers: Safeway, A&P, IGA, Sobeys, Albert Heijn, Eroski, Spinneys, Sainsbury’s • Insight & Communication – Customer analytics – Insight sharing – Customer targeting
  • 60. LMG Insight & Communication Division
  • 61. Data-driven collaboration can go wrong in many areas • There is an abundance of data sources, each with • People working across companies its own limitations and data traps introduce additional challenges • ePOS – Comprehensive, cross-retailer view – Does not provide insight into who • Organisations tend to have their own product hierarchies and category definitions • Panel – Adds the customer dimension to the cross-sector view • Different data sets can be used to answer – Provides directional information only – becomes less (parts of) the same question reliable in questions requiring granularity • Choosing the best analysis technique and • Loyalty Card which insights to show can be subjective – Accurate view of how what customers do on a very granular level • Interpretation of results can vary – No cross-retailer view, data provides limited insight into why shoppers behave the way they do • Market Research – Captures broader range of data can be providing better insight into why – Shoppers don’t always do what they say they do, survey content is subjective
  • 62. A single platform addresses many sources of inconsistencies LMG Analysts Manufacturer Retailer Uniform front-end guiding Uniform front-end guiding users through phrasing users through phrasing business questions in aa business questions in consistent way Central set of modules Central set of modules consistent way containing definitions, containing definitions, analysis methodologies analysis methodologies Single source Single source containing 100% containing 100% transactional and transactional and customer data customer data
  • 63. Self Serve Live Case Study
  • 64. A single insight platform enables more effective collaboration between retailers and manufacturers • Organisational alignment and data quality are critical – Manufacturers and Retailer use the same system – Agree on consistent definitions in order to make customer data common language – 100% data available over a sufficient time period • The right technology determines the success – Quick – Reports built and delivered in minutes – Fast – Data available 3 days after the end of each trading week – Simple – Intuitive portal simple to use and provides actionable insight – Intelligent – Portal structured around key business questions
  • 65. Thank you k.berkhout@loyalty.co.uk
  • 66. Situating shopper behaviours within 360° consumer understanding Using this insight to drive differentiated strategies Sandy Livingstone BMRB / TGI Europa ECR Berlin 2008
  • 67. As discussed earlier . . . Consumer Shopper Retail Brand
  • 68. In-store planning is still disconnected In-store planning is frequently conducted without sufficiently close reference to: central marketing communications strategy other wider picture issues such as attitudinal and cultural differences across markets At best this misses an opportunity to build differentiation with real value to the consumer At worst it results in poorly directly activities which can undermine longer term brand health
  • 69. A short story of Brand X How, apparently this brand came to decide on its in-store targeting strategy Why subsequent sales data disappointed and led to uncertainty How 360° data revealed new levels of insights, comparable across countries How this influenced future European strategy How it inspired a platform for specific actions with a retail customer
  • 70. Misunderstanding derived from an incomplete picture Brand X, a new snack product was launched across 3 European markets in early 2005 Based on demographic data on category consumption, assumptions were made by the sales team as to the target market, for example: that the core was 18-34 year old females that the major competitor was a category leader A post-launch analysis showed that this hypothesis was clearly incorrect leading to concern over direction of trade support Could more detailed analysis of other data help find a way forward?
  • 71. Brand X profile in France A highly summarised example of output
  • 72. Brand X Users: 2.4 million in France Two thirds are female, younger (spread within the 15-34 age group) and therefore more likely to be single and to be students. However some have started their families, and 44% About them have children in their household. An average number work, however given a quarter are in full time education and with skews towards homemakers and unemployed, they are slightly more likely to finding it hard on their personal income (though by background, HH income is above average). Marked skew to the north half of France with a core group living in larger cities and Paris. Have more spare time than many with a third spending 2.5 hours a day on leisure activities. Most of their weekdays are at college, some work part time or spend a lot of time Regular activities caring for children. Often use the Internet, some may use it at their campus for study or for staying connected with friends. They like to hang out with friends after school or work at fast food restaurants, cafés and bars are also into sports (football, swimming, badminton) and particularly sociable activities such as bowling, snooker etc. They rely on TV heavily or books and Bande Dessinées for relaxation. Some try to win some extra money from machines, scratch-cards or the lottery. Those with families are active theme-park goers (Parc Astérix, Walibi) and others attend cultural sites/events in Paris. Source: Enlightenment Europa TGI 2007 February (Oct05 - Sep06) Universe: All Adults 15+ in F Base: Brand X users
  • 73. Impulsively driven by clothes, fashion and socialising Fashion is everything Impulsive trialists – love anything even superficially new (e.g. (and is disposable) packaging or gadgets) Compulsive shoppers / Try to affirm themselves through their browsers / spenders appearance gain Aspire to Out and about enjoy having a good night out Experiencing Enjoy diversity esteem and and difference stand out Look for guilt free treats. Indulge themselves but may feel tension being aware of calories Forward-looking, ambitious and up for Challenges Love being Young and Youthful Pleasure in everything; food, affection, shopping or their home Reactive to and engaged with ads and promotions Spenders, not good at saving Music an important thing in life or managing money Source: Enlightenment Europa TGI 2007 February (Oct05 - Sep06) Universe: All Adults 15+ in F
  • 74. Foods and Diet Snack/ Foods more likely to consume often Other choc Bar choc Chewing Ice cream (bars Sweets Savoury Cereal Mints snacks Boxed choc bars gum & sticks) Snack Food RTE Breakfast cereal Salad dressing cream Ice Sweet Cheese in Delicatess Meat & Milk Frozen Mayonnaise desserts biscuit portion en Poultry vegetable Connecting with friends and family through food in Top confectionary a non-traditional French manner (no Food strategy structure/control). Sweet tooth, like to treat themselves without avoiding sugars/fats. They like brands fast food and pizza and many go for easy options such as takeaway. Many like experiencing new things and some eat in restaurants especially Greek/Turkish, Italian and exotic foods. Some opt to diet products or skip meals to keep their weight down. Many compensate with sport and overall keep fit. Source: Enlightenment Europa TGI 2007 February (Oct05 - Sep06) Universe: All Adults 15+ in F Base: Brand X users
  • 75. Brand Y comparative profile
  • 76. Key values for each brand Similarities Key values pulling consumers apart Culture Environment Image conscious/ Spending Home keeping up Connecting Diet tension Superficial novelty Source: Enlightenment / Europa TGI 2007 February (Oct05 - Sep06) Universe: All Adults 15+ in F
  • 77. Discoveries Real differences exist between Brand X consumers and those of its competitors Not just a challenger sub-set: these were evident throughout: Demographics Mindset Lifestyle This warranted a further investigation into attitudinal differences in greater depth
  • 78. Starting point: a map using 250+ attitudinal statements against category brands in Germany I consider myself interested in the arts Brand X Brand L It's worth paying more for organic food BrandI M really enjoy any kind of shopping Milkinis A designer label improves a person's image It is important my household is equipped with the latest technology I find it difficult to say no to my kids I always think of the calories in what I eat To do my shopping by internet makes my life easier Lion Bar We rarely sit down to a meal together at home Nuts Real men don't cry DoveBounty I don't have time to spend preparing Tender Most of the time I'm trying to lose weight Banjo There's little I can do to change myDuploand cooking food life I think fast food is all junk I consider myself to be a spiritual person Contraception is a woman's responsibility Kit Kat Pick up Twix Snickers I would never think of taking a package holiday Celebrity endorsement influence I like taking risks Mars Bar my purchase decision. Daim Milky Way I loathe doing any form of housework I don't want responsibility I'd Brand Y The point of drinking is to get drunk rather be told what to do I find that I'm easily swayed Brand people's views by other A Nussini I always look for the light/diet Brand B I would like to set up my Nutoka Aldi - Other choc own business one day versions of food and drink I sometimes send off for goods Caramac faith is really important to me My services or info packs advertised in Kinder Maxi A woman's place is in the home newspapers mags on TV or radio When doing the household Maltesers shopping I budget for every penny I often enter competitions featured on packets or labels Enlightenment / Europa TGI 2007 February (Oct05 - Sep06)
  • 79. Brand Positioning in Germany Distinctive niche Sophistication position is Premiumisation Early adoption Brand X confirmed Brand L Brands L and M are Brand X’s closest Brand M Milkinis competitors from this axis of interpretation Lion Bar Nuts Rolo Banjo Tender Dove Bounty Feminine Duplo Kit Kat Pick up Masculine Snickers Twix Values Daim Milky Way Mars Bar Values Brand Y Brand A Nussini Aldi - Other choc Brand B Nutoka Kinder Maxi Caramac Maltesers Reactivity Price-oriented Conservatism Enlightenment Europa TGI 2007 February (Oct05 - Sep06)
  • 80. Observed differences by country Core territory Opposing values values Great Britain Fashion / Convention materialism France Trialism based on Contrarian / promotion Rebelling Germany Premium / Conservatism sophistication
  • 81. Recommendations by country In-store strategy Potential tactics Great Britain • Reinforce fashion values • Glamour magazine • Leader of its own category • Range away from main • Increase frequency • Checkout displays France • Refresh novelty value • Rolling price promotions • Permanent new interest • Series of tie-ins with other trial • Increase penetration increasers in other categories Germany • Support sophistication • Premium display • Avoid carving small niche • No price or “cheap” promotions • Widen appeal outside core • Competitions as link to aspirational
  • 82. Generating new sales from this insight A retailer/manufacturer partnership approach built on differentiation
  • 83. The potential amongst non-users is sized by creating a closely matched “look-alike” group . . . I like to treat myself to foods that are not good for me I avoid sugar (no) I often eat between meals, I keep eating snacks I think fast food is all junk (disagree) I don't pay sufficient attention to what I eat Brand X I really look after my health (no) 63% of Because of my busy lifestyle, I don't take care of myself as well as I should Brand X Our family spends a lot on food consumers I often buy useless things have at least I often buy, on impulse, products I hadn't thought of 7 of these I dress in a young style variables in I like to keep up with the latest fashions their profile I like others to look at me I spend a lot of my spare time with friends every day I want to get to the very top in my career Marital status: Single/Living alone Among snacks consumers, people who have at least 7 of these variables in their profile are 43% more likely to be Brand X consumers
  • 84. . . . Creating a potential of 16.5m consumers Snacking consumers who are non-users of Brand X Potential of 16.5m extra consumers Among other snacks eaters 39% have a very similar attitudinal profile to Brand X’s users
  • 85. The opportunity for Brand X / Retailer A No particular affinity between these consumers identified and any specific brands. Their consumption of competitive products is average Their potential affinity with Brand X is quite unique making this a promising target market Opportunity to create a differentiated platform from Stronger likelihood to be which to drive consumption Retailer A shoppers / sales
  • 86. Creating a shared, differentiated platform: Brand X / Retailer A in partnership Health and diet Indulgence Premiumisation Eating is a short break to fuel and Indulgence is not really achieved Not really about quality for its own escape pressure via sensorial pleasure sake • Convenient / easy solutions / • Rather it is through the notion of • Notion is more one of quick fix having transgressed extravagance • Often on the go • Treating generates feelings of • Usually expressed only on • Follow impulsions / avoid rules guilt as well as of pleasure occasions Pleasure obtained from the category positioned as a well-being treat / mental break necessary to a healthy and balanced lifestyle (similar function as a massage or some down-time in a Starbucks etc.) • No relation to premium quality snacks or to healthy options
  • 87. Conclusions
  • 88. Conclusions Survey data can provide the missing insight vital to maximise in-store differentiation and ROI. We recognise that relatively few make intelligent use of it: The volume of data being processed from other sources can be overwhelming and gives the illusion of completeness There is an inherent difficulty in reconciling findings with other data sources We are hopeful that in future these barriers will be reduced: we have already worked with P&G on a project to tie into Nielsen data we are investigating ways of working with loyalty card systems Meanwhile make use of differentiating insight already available
  • 89. Panel Q&A 89