Digital Shopping Statistics 2012
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Digital Shopping Statistics 2012 Digital Shopping Statistics 2012 Document Transcript

  • d i g i ta lshoppINGW H AT YO U N E E D TO C O N S I D E ROCTOBER 2012
  • Meet the d i g i ta l shopper connected, savvy and actively seeking choice, convenience and value for their doll ar. Success in the digital shopping environment requires a deep understanding of shopper needs, how a product category gets shopped and the ability to cost effectively deliver a product to the consumer. The digital revolution has transformed industries like music, books and travel almost entirely because e-commerce solutions delivered shopper needs in ways that traditional channels couldn’t match. Gone are the days where we had to buy an entire album because of a particular track. With iTunes, it is so much easier and economical to customize a personal music library and deliver it digitally. It is much more convenient to visit travel sites like Expedia or Travelocity to research, compare and make purchases, rather than visiting a travel agency. In publishing, Amazon’s endless book selections, authentic reader reviews, personalized book recommendations and e-book options are hard for brick-and-mortar bookstores to match. Amazon’s edge in giving shoppers tailored and relevant choices as well as highly competitive prices has forced traditional booksellers like Borders to close, and has set Amazon on pace to own more than half of the books business in the United States across all formats by the end of 2012.i So are consumer packaged goods (CPG) next in line? Is technology a friend or a foe to retailing in CPG? What does it take for CPG marketers to be shopper centric in a digital world? This paper provides a thorough assessment of the impact of digital on the CPG industry, and outlines key principles for marketing success in a world where digital is a new normal. While we acknowledge that both shopper understanding and economic considerations dictate success in the digital world, this paper focuses primarily on the former: the shopper, their category needs and the digital touchpoints that influence their behavior.2 DIGITAL SHOPPING | WHAT YOU NEED TO CONSIDER
  • DRIVERS OF SUCCESSWHO SHOPPERS MATTERWHAT CATEGORIES MATTERHOW Touchpoints matterCopyright © 2012 The Nielsen Company 3
  • shopper N EEDS Fundamental truths about shopping Digital technology is widely pervasive today and will only continue to grow at a rapid pace into the future. Over 274 million Americans have access to the Internet. ii As of March 2012, 117 million people had smartphones,iii and approximately 80 percent of them were using smartphones for shopping activities like finding stores, making lists, checking prices, researching products, sharing content and purchasing.iv Amidst these activities, people continue to want to satisfy three fundamental needs when they shop: convenience, choice and value for their money. Convenience is the ability to deliver a shopping solution that requires less time and effort. Choice is simply more variety to cater to a broader set of consumer needs. Price-value is the level of quality delivered at a certain price point. For nearly two centuries now, retail formats have evolved to better address these needs. RETAIL FORMATS EVOLVED AROUND FUNDAMENTAL SHOPPER NEEDS natural/specialty food stores hypermarkets/ mass merchandisers CHOICE warehouse club stores pharmacies supermarkets PRICE - VALUE dollar stores CONVENIENCE convenience stores4 DIGITAL SHOPPING | WHAT YOU NEED TO CONSIDER
  • Ample evidence suggests that these needs have been just two percent of total CPG sales. We believe that while responsible for retail evolution. Shoppers who found digital will continue to play an increasingly important role the need to visit multiple stores to buy consumables in the CPG industry, online shopping will not completely and household products inconvenient, migrated to replace trips to stores any time soon. E-commerce does supercenters introduced by Meijer for a ‘one-stop- offer a few benefits and has enjoyed some success, shopping’ experience. Convenience stores also offered particularly with shoppers in densely populated urban an alternative to supermarkets for shoppers on ‘grab and settings that are seeking convenience. However, brick- go’ trips. In recognition of shoppers’ desire to economize, and-mortar stores also enjoy key advantages over Walmart focused on lowering supply chain costs, increasing e-commerce and have prevented e-commerce from efficiency and providing value to shoppers in terms of gaining widespread adoption. As illustrated below, both everyday low prices. More recently, shopper needs for virtual and physical stores deliver convenience, choice and natural or ethnic products have emerged. Retailers like price-value to shoppers in their own way. Trader Joe’s recognized this need for choice early on, and implemented a culturally-tailored approach to offer unique While e-commerce may not replace traditional grocery product selections to a fast growing multicultural group shopping in the immediate future, the reality is that in in the population. They have grown into a $9.5 billion an industry with modest growth like packaged goods, company in a relatively saturated retailing environment e-commerce will likely grow at the expense of more and have managed to transform a trip to a Trader Joe’s traditional channels. More broadly, digital also provides store into an experience. v an opportunity for marketers to engage with shoppers ‘everywhere and exactly where’ in order to influence Are clicks, then, destined to replace bricks in CPG as they shopping decisions in their favor. Let’s evaluate how you have in other industries? E-commerce has undoubtedly can unlock this opportunity in CPG through the lens of grown at an impressive rate, but in 2011, it accounted for where people buy and how people shop.Shopper Needs and Retail Advantages need ONLINE STORE BRICK-AND-MORTAR ADVANTAGES STORE ADVANTAGESconvenience • No Travel • No waiting for deliveryShopping solutions that • Available 24x7 • Easy to address immediate or specialrequires less time and effort • Features like automatic needs replenishment • Avoid crowded stores/checkout • No shipping fees or stringent returnprice-value • Easy price comparison policiesHigher quality for a • Access to deals and coupons • Ability to inspect products for qualitycertain price • Exposure to promotions, sampling and signagecHOICE • Broader product range • Easy to interact with, evaluate and • Access to more retailers select productsVariety to address more • Experience through tailored • Ease of researchconsumer needs • Ability to seek help or give advice assortment, layout or prices • Interaction with store associatesCopyright © 2012 The Nielsen Company 5
  • W HERE PEOPLE BUY The role that category pl ays in e-commerce While e-commerce may not account for a dominant share of CPG sales today, it is still the fastest growing retail channel. Less than four percent of people in America buy CPG products online in any given monthii, but we project e-commerce to grow at a 25 percent annual rate through 2015 and more than double its current share of total CPG sales. Online CPG sales will continue to grow at a robust rate US online CPG sales ($Billions) 2% of CPG sales 5% of CPG sales te 32 Ra h wt ro lG ua nn dA 25 un po om C % 20 25 16 14 12 2010 2011 2012 2013 2014 2015 Source: Nielsen NetView Panel and Nielsen Analysis, 20126 DIGITAL SHOPPING | WHAT YOU NEED TO CONSIDER
  • Here’s an interesting fact: the mix of product sales in e-commerce is 60 percent non-food to 40 percent food, the exact reverse of the CPG picture in total, which is 60 percent food and 40 percent non-food. Looking ahead, we expect that the acceleration will greatly differ by product category. If CPG marketers want to influence shopper’s decisions on where to buy, the reality is that category matters. Some categories are better candidates for selling online than others. Categories in the lead are diapers, diet aids, vitamins and skin care with online sales significantly above the average for CPG products. Many of these categories are relatively expensive non-food products with a steady usage rate. In contrast, categories like carbonated beverages, dairy, liquor, beer, produce and frozen food have a very small proportion of sales online. These categories encounter physical barriers to e-commerce due to factors like refrigeration, perishable concerns and weight that are cost-prohibitive for shipping. In Q2 2012, Nielsen conducted extensive research across 36,000 shoppers of CPG products spanning 18 categories, including both food and non-food items. Based on this research and analysis of online purchase data, we identified two barriers and two enablers that translate into convenience, price-value and choice for a shopper, and collectively determine how successful a category can be in e-commerce. THE majorit y of online sales are for non-food products FOOD NON-FOOD US ONLINE $6B CPG SALES $8B ($ BILLIONS) Source: Nielsen NetView Panel and Nielsen Analysis, 2012Copyright © 2012 The Nielsen Company 7
  • Barriers and Enablers to E-Commerce Urgency Barrier Some categories face a pronounced urgency barrier, the seeking CONVENIENCE overwhelming shopper desire to buy and use at once, without waiting to have the product delivered. For confections, the consumption urgent needs need is often immediate. Convenience can be paramount and the immediate consumption nearest store suffices for that shopper mission. low delay tolerance Inspection Barrier This barrier is especially relevant to perishable food such as fresh seeking choice produce and food requiring refrigeration. Concerns about spoilage can discourage online purchasing because they negatively affect the check quality in store product value proposition if items get discarded. The need to inspect difficult to return certain products drives people to a store and they tend to buy sensory product choice other products that they need while they are there. Therefore the (e.g. smell) inspection barrier has a secondary effect on the entire basket. Stock-Up Enabler Products with predictable consumption rates and a long shelf life such as diapers or dog food lend themselves to online purchasing programs such as Amazon’s Subscribe and Save. Shoppers enrolled seeking CONVENIENCE in such programs are automatically shipped specific products on a periodic basis, and also provided with other incentives such steady use-up rate as preferred customer discounts, coupons and new product willing to stock up information. Meanwhile, retailers and manufacturers enjoy the ancillary benefit of building brand loyalty via these automatic replenishment systems. Price Enabler As for price factors, online retailers enjoy several cost advantages seeking price-value over brick-and-mortar operations, particularly related to overhead. Lower costs of doing business often convert directly into lower high price to weight ratio consumer prices or steeper discounts for digital shoppers, which (low shipping costs) allows marketers to retain price sensitive shoppers in a more profitable way. Considerations affecting the digital investment product margin decision for retailers include how online delivery charges and overall (room for discounting) pricing align with offline retail alternatives.8 DIGITAL SHOPPING | WHAT YOU NEED TO CONSIDER
  • Keeping the barriers and enablers in mind, we expect personal care categories like vitamins, skin, hair, feminine and baby care; pantry staples like coffee and cereal; and paper products like bath tissue and kitchen towels to win in e-commerce if manufacturers and retailers collaborate to deliver price-value, choice and convenience. Conversely, e-commerce growth in snacks, frozen foods, condiments and beverage will be relatively slow. It is clear that consumers are beginning to embrace the idea of buying some packaged goods online. In response, brick-and-mortar retailers, who were skeptical of e-commerce, are increasingly making it a strategic goal. Savvy retailers are expanding their online offerings and experimenting with new ordering and delivery options. They are developing strategies to cater to shoppers that don’t have time to make grocery trips, or prefer to avoid long checkout lines or crowded parking lots. For example, some retailers are allowing shoppers to order online or from an app on a connected device and pick up the products in-store at a convenient time. Others are including ‘did you forget’ style reminders for online shoppers to promote cross- merchandising and build baskets, while performing a service for customers. Walmart, for instance, stands at the forefront of a vanguard of progressive retailers actively addressing the digital shopping opportunity. The retailing giant is leveraging the advantages of being a multi-channel player, enhancing the benefits of physical store locations with those of the digital environment, and integrating efforts across e-commerce, mobile and in-store initiatives. Retailers have also partnered with manufacturers to drive win-win with key shoppers. For example, Dollar General has recently worked with P&G to offer free samples of Tide Pods to shoppers for a purchase of anything at dollargeneral.com. Several brands, including large ones like Axe and Dove use social networking sites like Facebook as an early medium to distribute product samples, obtain product feedback, optimize their marketing strategy, and use these results as valuable information to collaborate with retailers. While the vast majority will continue to do a bulk of their grocery shopping in a store, the multi-channel shopping era that combines offline and online shopping is here. There will not be a massive or sudden flight from brick-and-mortar stores to online grocery shopping in the next few years, akin to what has occurred in other industries. However, some categories will experience faster e-commerce growth than others, and if these are trip driver or basket builder categories, then retailers definitely need to find ways to mitigate the loss. We contend the winners will be those who quickly recognize how shopper demand is evolving due to changing demographics and rapid advances in technology, and are able to align formats, assortment, promotions and communication to deliver against the core shopping needs of choice, convenience and value for their dollar.Copyright © 2012 The Nielsen Company 9
  • inspection barrier I love researching new products online but I don’t buy my BODY LOTION online because I like to smell it in the store.10 DIGITAL SHOPPING | WHAT YOU NEED TO CONSIDER
  • price enabler I SHOP ONLINE BECAUSE THE PRICES CAN’T BE BEAT. I CAN FIND THE BEST DEALS ON MY FAVORITE RAZORS.Copyright © 2012 The Nielsen Company 11
  • URGENCY BARRIER I buy aspirin at my local drugstore because when I have a headache I need it right away.12 DIGITAL SHOPPING | WHAT YOU NEED TO CONSIDER
  • STOCK-UP ENABLER I NEVER HAVE TO WORRY ABOUT BATH TISSUE BECAUSE I HAVE MY ACCOUNT SET TO AUTO REPLENISH EVERY MONTH.Copyright © 2012 The Nielsen Company 13
  • HO W PEOPLE SHOP The importance of touchpoints in digital shopper marketing E-commerce in the CPG industry is in its nascent stages. However, digital technology does present significant potential for timely and personalized marketing. Shoppers do engage in other activities like checking prices and researching products online. Moreover, rapid proliferation of technology certainly provides marketers with a myriad of ways to interact with shoppers. Amidst this increasingly complicated marketing landscape, where should you invest in digital? Are websites more effective than coupon sites? Should you prioritize social media engagement over developing mobile apps? These are indeed difficult questions to answer. Nielsen’s recent research in Q2 2012 set out to answer these questions in the CPG industry. Our results illuminated the role that various digital touchpoints (websites, social media sites, blogs and coupon sites) play in influencing shoppers’ purchase decisions for various CPG products. We discovered that shoppers often default to only using certain touchpoints depending on what they are purchasing. It is important for marketers to understand what the relevant touchpoints are for their products, and the specific shopping decisions they influence. There are interesting differences across categories and people in terms of whether emails, blogs or websites work best. Based upon our analysis, several key principles emerged: • People utilize a variety of media and sources of information, and these vary by category and demographics. • An integrated approach, leveraging traditional and digital touchpoints, is most effective. Focusing solely on a social or mobile strategy is not prudent. • Strategies must recognize which digital touchpoints are effective. Using them judiciously in concert with traditional marketing efforts is key to success.14 DIGITAL SHOPPING | WHAT YOU NEED TO CONSIDER
  • Preference for Digital Touchpoints Varies Across Shoppers Ranking Most Used Digital All Hispanic African American Touchpoints FOR Shoppers Shoppers Shoppers CPG CATEGORIES 1 Coupon Website 1 1 2 2 Social Network 2 1 1 3 Brand Email 3 3 4 4 Store Website 4 5 2 5 Store Email 5 6 5 6 Blogs 6 3 8 7 Brand Website 7 7 9 8 Mobile Apps 8 8 5 9 Media Website 9 9 7 10 Online Retailers 10 10 10 Highlighed touchpoints indicate a disparity between shoppers. Source: Nielsen Digital Shopping Study, Q2 2012Copyright © 2012 The Nielsen Company 15
  • Shoppers prefer different touchpoints for different categories % shoppers Top 3 Digital utilizing DIGITAL Touchpoints for category shopping for High Digital Usage Categories Carbonated Beverages Source: Nielsen Digital Shopping Study, Q2 201216 DIGITAL SHOPPING | WHAT YOU NEED TO CONSIDER
  • Intuitively, one may think that categories more suited for e-commerce also do a better job of marketing digitally to shoppers. We, however, uncovered a different reality. Categories are currently at very different stages of establishing and engaging an online audience. The level of e-commerce development is not always a good indicator of how effective these categories are in digital shopper marketing. Marketers that are able to prioritize the right touchpoints across digital platforms to reach, engage and influence shoppers have significant upside. Effective digital shopper marketing requires that marketers identify decisions shoppers make along the path to purchase when they intend to buy specific products, and then determine the right mix of digital touchpoints to influence those decisions. DIGITAL ENGAGEMENT ALIGNS WITH E-COMmERCE FOR MOST, BUT NOT ALL CATEGORIES HIGH Small Appliances Vitamins Diet Aids ONLINE PURCHASE Skin Care Diapers Pain Remedies Baby Food Cereal, Hair Care, Oral Hygiene Carbonated Beverages Laundry Detergent LOW HIGH DIGITAL ENGAGEMENT Source: Nielsen Digital Shopping Study, Q2 2012Copyright © 2012 The Nielsen Company 17
  • When planning a trip to the store, convenience, choice and price-value are always top of mind. PATH TO PURCHASE PLAN PLACE PURCHASE18 DIGITAL SHOPPING | WHAT YOU NEED TO CONSIDER
  • Use media to influence shopping at key decision points along the Path to Purchase Access deals/ Plan bargains shopping trip CHOICE DRIVERS Access feedback/reviews PU NS PLACE RC HA SIO SE IS M PU DR IV S & RC AN ER AND DIGITAL INF H IP PL DIT IO NA L AS TR LUEN S Gather product T RA CES E information Make DEMAND BUY purchase Obtain ideas on usage EN T RA ES DIT IO U ENC E L AND DIGITAL INFL UM M GA NA GE NS ED CO IA N S & IO SO AS CI AL EVALUATE OC C E& AG Discover a new US brand or product/ SATISFACTION DRIVERS reconfirm prior purchaseCopyright © 2012 The Nielsen Company 19
  • Diapers vs. Baby Food An examination of the path to purchase for diapers versus baby food provides an interesting perspective into the different role of digital technology for two seemingly related categories. At first glance, more shoppers use digital media when shopping for diapers (62%) compared to baby food (54%). This suggests that diapers are more successful in digital shopper marketing. However, a closer look reveals baby food utilizes multiple digital touchpoints more effectively compared to diapers. It suggests that marketers of diapers have room to further optimize their digital strategy, either by trying to make certain touchpoints, e.g. websites and social networks, work better for their products, or by focusing on a smaller set of more influential touchpoints, e.g. blogs. Similarly, baby food marketers that have evidently enjoyed some success in digital shopper marketing might have even more opportunity to influence certain decisions or activities along the path to purchase, e.g. planning trips and accessing deals.MORE SHOPPERS USE DIGITAL WHEN SHOPPING FOR DIAPERS, BUT BABY FOOD UTILIZES MULTIPLE DIGITAL TOUCHPOINTS MORE EFFECTIVELY DIAPERS BABY FOOD 62% 54% of category shoppers that use digital Source: Nielsen Digital Shopping Study, Q2 201220 DIGITAL SHOPPING | WHAT YOU NEED TO CONSIDER
  • PATH TO P U RCHASE DECISIO N POI N TS DIAPERS PATH TO PURCHASE SOCIAL EMAIL WEBSITES BLOGS DECISION POINTS NETWORK Discover new brand/product ▼ ▼ Reconfirm prior purchase Obtain ideas on usage ▼ ▼ Gather product information Access feedback/reviews Plan shopping trip ▲ Access deals/bargains ▲ BABY FOOD PATH TO PURCHASE SOCIAL EMAIL WEBSITES BLOGS DECISION POINTS NETWORK Discover new brand/product ▲ Reconfirm prior purchase Obtain ideas on usage Gather product information ▲ Access feedback/reviews ▲ Plan shopping trip Access deals/bargains *Shoppers acknowledge the role of a digital media in the helping them on a specific path to purchase decision points (index vs. other CPG categories) ▼ ▼ Index <50, ▼ Index 51-79 , Index 80-119, ▲ Index 120-149, ▲ ▲ Index 150+ Source: Nielsen Digital Shopping Study, Q2 2012Copyright © 2012 The Nielsen Company 21
  • Diet Aids vs. Skin Care A similar analysis of the diet aid and skin care categories suggests that a good barometer of success in digital shopper marketing is the extent to which marketers influence key decisions along the path to purchase, rather than penetration alone. Diet aids (53%) trump skin care (42%) in terms of the percentage of overall shoppers that use digital touchpoints while shopping for these products. However, skin care products utilize digital touchpoints more effectively to engage shoppers. Marketers of diet aids can potentially learn how to make websites more influential by analyzing how skin care marketers use websites to engage with shoppers. They could also improve on helping shoppers to make better decisions earlier along the path to purchase, e.g. discovering new products. We live in a digital world and digital marketing can provide significant opportunities to connect with shoppers on a personal and relevant level. However, the increasingly complex multi- platform retail environment requires mastery of online, mobile, social, traditional and in-store media vehicles and the ability to assemble the right tactical mix. Marketers tuned-in to the digital advantage will bolster consumer engagement and involve shoppers in a more vital, authentic way at every decision point along the path to purchase. In the future as shoppers begin to want continuity between the online and offline experience, they will exercise their online expectations in offline environments. THOUGH DIET AIDS HAS MORE DIGITALLY ENGAGED SHOPPERS, SOME TOUCHPOINTS ARE NOT AS USEFUL TO SHOPPERS DIet aids skin care 53% 42% of category shoppers that use digital Source: Nielsen Digital Shopping Study, Q2 201222 DIGITAL SHOPPING | WHAT YOU NEED TO CONSIDER
  • PATH TO P U RCHASE DECISIO N POI N TS DIet aids PATH TO PURCHASE SOCIAL EMAIL WEBSITES BLOGS DECISION POINTS NETWORK Discover new brand/product ▼ Reconfirm prior purchase ▲ ▲ ▼ Obtain ideas on usage ▼ ▼ Gather product information ▼ Access feedback/reviews ▲ Plan shopping trip ▼ ▼▼ Access deals/bargains ▼ ▼▼ skin care PATH TO PURCHASE SOCIAL EMAIL WEBSITES BLOGS DECISION POINTS NETWORK Discover new brand/product ▲ ▲ ▲ Reconfirm prior purchase ▲ Obtain ideas on usage Gather product information ▲ Access feedback/reviews ▲ Plan shopping trip Access deals/bargains *Shoppers acknowledge the role of a digital media in the helping them on a specific path to purchase decision points (index vs. other CPG categories) ▼ ▼ Index <50, ▼ Index 51-79 , Index 80-119, ▲ Index 120-149, ▲ ▲ Index 150+ Source: Nielsen Digital Shopping Study, Q2 2012Copyright © 2012 The Nielsen Company 23
  • How to be as digitally savvy as your shoppers24 DIGITAL SHOPPING | WHAT YOU NEED TO CONSIDER
  • R etailers M anufacturers The message to retailers with regard to Manufacturers can benefit from joining the e-commerce and digital shopper marketing is digital vanguard as well, developing a loyal clear—embrace the trend and make digital a following among key constituencies through core element of your overall strategy. In order to frequent communication and feedback with succeed, retailers should: shoppers that helps shape and tailor offerings. Factors influencing digital marketing success for manufacturers include: Recognize 1 shopper needs: Improve engagement Online shopping and digital shopper marketing are 1 with your shoppers: changing shoppers’ expectations and behaviors. Keep in mind that shoppers will continue to seek Understand evolving consumer trends and the convenience, choice and price-value, and they optimal way to reach your most valuable shoppers, will find the channel that best delivers against leveraging personalization afforded through these needs. Don’t let the fear of cannibalization digital platforms. Shape offers that reflect the dissuade digital shopper marketing efforts as your usage patterns and product preferences of your shoppers may switch to competitors if you do not shoppers, like automatic replenishment programs, offer a complete shopping experience. in order to influence purchase decisions and drive long-term brand loyalty. Create a multi-platform campaign that influences the consumer along Understand the the path to purchase by offering more value than 2 role of categories strictly promotional offers. in the digital era: Online shopping provides opportunities to up-sell Innovate to and grow the basket. Free of physical or temporal 2 drive growth: barriers, online shopping environments can provide an expansive product assortment and unexpected Leverage e-commerce as a channel suited items (treasure hunt), incentivizing shoppers to to certain shopper segments, niche product check-in and check-out the merchandise on their assortment and new product introductions. own time. Protect categories that drive trip count Understand the new rules of engagement as and basket size by unlocking the barriers and this channel introduces new competition, but enablers of e-commerce success: affords the opportunity to maximize new product innovation. Solicit immediate feedback on new • Urgency Barrier formulas and programs, tweaking winners and • Inspection Barrier cutting losses on unsuccessful products; query • Stock-Up Enabler customers as to pack size and form preferences to • Price Enabler create virtually customized offerings. Optimize digital Digital shopper 3 touchpoints: 3 marketing: Digital affords new opportunities for personalized Leverage digital to proactively tackle the most shopper communications enabling special offers important issues of your key retail partners. appealing to unique interests via relevant, resonant Online engagement with brands can trigger new messaging. Enjoy a boost in ROI on promotional trips, expand baskets and influence store choice. spending by extending offers to price-sensitive Ideas include ‘buy it now’ links in digital ads, shoppers only, avoiding unnecessary subsidies and digital shopping lists pre-populated with common precisely calibrating offers to shopper needs and purchases, and pop-up stores driving product or wants. retail trial.Copyright © 2012 The Nielsen Company 25
  • CO N CL U SIO N For the CPG industry, digital shopping represents an evolutionary, not a revolutionary development, that will bring manufacturers and retailers closer to the consumer. Success in the digital shopping environment requires a deep understanding of decisions that different shoppers make along the path to purchase at both the trip and product level, the types of information they seek to inform those decisions, and where they choose to purchase. Manufacturers and retailers should measure the impact of digital shopper marketing programs, understand the drivers of success or causes of failure, and continuously adjust these programs to better align with core shopper needs. By leveraging digital and its distinct characteristics, retailers can complement brick-and-mortar operations rather than replace them, building sales on both fronts. Stores will thrive because of technology, not in spite of it. For manufacturers, digital is no longer optional. Know your shopper. Engage her through digital media to influence relevant decisions on the path to purchase. Drive her to purchase—wherever that purchase might be. About Nielsen Nielsen Holdings N.V. (NYSE: NLSN) is a global information and measurement company with leading market positions in marketing and consumer information, television and other media measurement, online intelligence, mobile measurement, trade shows and related properties. Nielsen has a presence in approximately 100 countries, with headquarters in New York, USA and Diemen, the Netherlands. For more information, visit www.nielsen.com. Copyright © 2012 The Nielsen Company. All rights reserved. Nielsen and the Nielsen logo are trademarks or registered trademarks of CZT/ACN Trademarks, L.L.C. Other product and service names are trademarks or registered trademarks of their respective companies. 12/5455 REFERENCES i “Amazon Positioned for 50% Overall Market Share by End of 2012”, Seeking Alpha, February 2011. http://seekingalpha.com/article/250507-amazon-positioned-for-50-overall-market-share-by-end-of-2012 ii Nielsen NetView, 2012 iii Nielsen Mobile Panel, 2012 iv Nielsen Mobile Shopping Report, Q1 2012 v “2012 Power 50: No. 23 Dan Bane”, Supermarket News, July 2012. http://supermarketnews.com/trader-joe039s-market/2012-power-50-no-23-dan-bane26