The document discusses the benefits of an integrated marketing approach for growing product categories rather than just focusing on taking market share from competitors. It argues that most manufacturers still use a "share steal" business model even for categories that have room for more growth. An integrated approach puts the shopper at the center and thinks about win-win strategies for both manufacturers and retailers. This could involve linking product consumption to purchase opportunities and having coordinated sales and marketing plans. Growing the overall category leads to benefits for everyone rather than just shifting shares between competitors.

1. GET YOUR SLICE
OF A BIGGER PIE
STEP-CHANGING
CATEGORY GROWTH
THROUGH “INTEGRATED
MARKETING” – AND
WINNING BIG IN MARKET
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2. KEY CONCEPTS OF TODAY’S PRESENTATION
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–Share Steal or Category Growth?
 Real Growth building from Behaviour Change
–Benefits of an Integrated Marketing Approach
 Putting the Shopper at the Centre
 Thinking Win-Win – Manufacturer & Retailer

3. DEVELOPING OR NON FIXED-CONSUMPTION CATEGORIES... IS THERE
MORE ROOM FOR GROWTH?
Laundry Additives : is
there one in every
washload?
Alcoholic drinks : are people
drinking as much as they
might be?
Confectionery : are people
reminded of all the
occasions they can
consume?

4. MOST MANUFACTURERS STILL HAVE A “SHARE STEAL” BUSINESS MODEL,
EVEN IF THE CATEGORY ISN’T MATURE FIXED CONSUMPTION…
Category
Manuf.
Share
Share Steal

5. Category
Manuf.
Share
GROWING THE CATEGORY LEADS TO A BIGGER SIZE OF THE PRIZE, AND
WHOEVER LEADS THE GROWTH WILL TAKE THE LION’S SHARE…

6. WHO IS GROWING THE CATEGORY SUCCESSFULLY TODAY?
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Coca-Cola Europe : key strategy is
to drive consumption with meals, to
replace water.
Danone UK : new products to
expand yoghurt consumption
in breakfast occasion
P&G USA : bringing air-
freshening to a wide range
of places and occasions

7. THE ENEMIES OF CATEGORY GROWTH
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Innovation designed to outperform
the competitor, not win new usage.
Communication focused on
brand benefit only, and
talking to existing category
consumers
Non-strategic promotions
rewarding deal-hunters and
not driving behaviour change

8. AND IF YOU DON’T BELIEVE ME ON THE PROMOTIONS...
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£-
£50,000
£100,000
£150,000
£200,000
£250,000
Loyal Repertiore Pantry Loader Deal Seeker
2 for £1.60 BOGOF BOGOF
Rewarding the Deal Buyers….

9. INTEGRATED MARKETING™
WHAT IS IT ABOUT:
FROM: a BRAND
only view
TO: CATEGORY &
BRAND view

10. WHAT’S THE BIG IDEA?
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Having an Integrated set of
Consumer AND Shopper
strategies supported by
linked activation plans

11. SO WHAT SHOULD WE DO?
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– Link Consumption / Usage to Purchase opportunities
– Have an Integrated Sales and Marketing response to attacking
these opportunities through all appropriate touch points
– Engage Customers in a shared Vision for the Category

12. WATCH THIS VIDEO AND THINK ABOUT HOW THE CHANGE IN
APPROACH TO THE PURCHASING ENVIRONMENT IN CONFECTIONERY
COULD STIMULATE NEW CONSUMPTION...
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Confectionery Video

13. A CLEAR SET OF DRIVERS SHAPE THE GROWTH AGENDA FOR A
CATEGORY – WITH ACTIVATION AGAINST CONSUMER, SHOPPER
AND RETAILER.
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14. © Glendinning Management Consultants 2008
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STRATEGIC PLATFORMS ARE THE “CREATIVE SPRINGBOARDS” THAT
LEAD TO EXECUTION – IN COMMUNICATIONS, NPD AND NEW
FORMATS, AND IN-STORE ACTIVATION
Events
Connect
Cold
“Big Events @ Home”
Giving consumers the knowledge, tools, products
and services to host the perfect fun,
contemporary event at home.
“Connect & Unwind”
Unlock more lower tempo everyday casual
occasions with the right Beer & Cider for the
Occasion
“Cold”
Build the everyday appeal of Beer & Cider by
ensuring it is always sold and served at the
right temperature
“To create and satisfy more
everyday consumption
occasions at home by
improving the in-home
experience”
Strategic Platforms for Activation:

15. HOW “COLD” STRATEGIC PLATFORM MIGHT LOOK WHEN ACTIVATED
IN A STORE ENVIRONMENT
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16. 5 QUESTIONS TO ASK YOURSELF...
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 Does the category you’re working on have room for consumption growth?
 Are you investing heavily to win share from your competitor, only to lose it back
to them in the next promotional period?
 Is it costing more and more to partner with Retailers, in promotional investment
required to get support, and margin delivery?
 Are you linking consumer needs to the purchasing occasion?
 Are you CHANGING BEHAVIOUR?

17. TANGIBLE
Not theoretical
Not over engineered
Not a pure external view
Gets embedded
Clear metrics
TRANSFORMATION
Drive Practical
and Real Change
Change Results
Change Behaviour
Creates Future Demand
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WHO ARE KANTAR RETAIL...?

18. © Kantar Retail insert year
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© 2011.Kantar Retail. No part of these materials may be used,
reproduced or adapted without the prior written consent of the
copyright owner. All rights reserved
Contact:
Vadim Khetsuriani
T: +44 (0) 1932 833 600
M:+44 (0) 7770 427 273
Vadim.Khetsuriani@kantarretail.com
www.kantarretail.com
Contact
James Pollock
T: +44 (0) 1932 833 614
M:+44 (0) 7917 235 006
James.Pollock@kantarretail.com
www.kantarretail.com