Shopper Marketing magazine - December 2013

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December e-issue of Shopper Marketing Magazine

Shopper Marketing Magazine - is published 12 times a year, Shopper Marketing covers retail marketing and other elements of Path to Purchase from insights to activation to execution. Issues include case studies, discussion-oriented features, channel and category reports, and news on the latest research, digital strategy, retail media technologies, packaging innovation and displays. It serves those shaping the in-store and shopper marketing industry. It reaches 18,000 qualified subscribers on a monthly basis. (Complimentary subscriptions available to Brand Marketers, Retailers and Institute Members)

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Shopper Marketing magazine - December 2013

  1. 1. Vol. 26, No. 12 • December 2013 Safeway’s Aamir Joins Coupons.com MOUNTAIN VIEW, C ALIF. — Mir Aamir, formerly president of customer loyalty and digital technologies at Safeway Inc., has joined Coupons.com Inc. as chief financial officer and chief operating officer. In addition to overseeing all financial and accounting functions, Aamir will lead the company’s operations and the international business. A 2013 Path to Purchase Institute/Shopper Marketing Hall of Fame inductee, Aamir helped establish and lead Safeway’s “Just for U” digital marketing platform, which takes advantage of the retailer’s loyalty-card data to deliver personalized offers. His prior experience includes time with A.T. Kearney and Procter & Gamble. Lewis Moves to J&J NEW B RUNSWICK , N.J. — Joh n son & Johnson has lured Alison Lewis, formerly SVP, marketing, North America, at the Coca-Cola Co., to be global chief marketing officer of its consumer companies. Truvia Renews Focus on Trial SEE PAGE 12 Integrated campaign moves past education to sampling, coupons and a money-back guarantee By Dan Ochwat WAYZATA, MINN. — Having already run several campaigns to educate consumers about its Truvia natural sweetener, Cargill launched a new effort in September that pushes consumers to experience the product. The campaign is supported by a money-back guarantee and Truvia’s largest in-store push to date. Mark Brooks, global business director for Truvia Consumer Products, says this new campaign, which will run through the second quarter of 2014, required a heavier push at the shelf. “We have probably doubled the weight of our marketing media mix at store vs. previous years.” Truvia was introduced in 2008, and early marketing focused mainly on the stevia plant (of which Truvia is made). But ongoing consumer panel research and shopalongs helped show that the sugar/sugar substitute category is very “low involvement,” Brooks says, often housed in the low-involvement baking aisle. “So we’ll really be pushing shopper marketing through,” he says. “When you get to the aisle, there will be many more retail demos than we’ve ever done PEOPLE toWATCH toWATCH WA See Truvia, Page 8 Meyer Corp. Bakes With the ‘Cake Boss’ New product line leverages celebrity, brings excitement to conservative category INSIDE Retail Intimacy, Part 5 The series finale focuses on successful CPG initiatives at Dollar General. By Michael Applebaum VALLEJO, CALIF. — Through a licensing agreement with Discovery Communications, cookware manufacturer Meyer Corp. recently launched a bakeware line that leverages the popularity of TLC reality series “Cake Boss.” The Cake Boss-branded products are being sold at craft stores, department stores and mass retailers nationwide, including Michaels and Walmart. According to TLC research, “Cake Boss” viewers are more likely than the average female consumer to bake for fun. Given that insight, Meyer (which also licenses Rachael Ray and Paula Deen products) saw an opportunity to bring some excitement to the typically conservative bakeware category. “Cake Boss” star Buddy Valastro worked closely with Meyer on PAGE 18 Big Data, Part 2 A two-part series examining how data can translate into shopper success. PAGE 26 Design of the Times The spotlight shines on the contest’s Platinum and Best of the Times winners. PAGE 28 See Cake Boss, Page 10 ADVERTISEMENT More in Store. Less Out-of-Pocket. ® See more details on page 5
  2. 2. Treat yourself to an interactive experience. See instructions below. Sweet solutions for retail Tempt is an innovative visual solutions company that combines retail expertise with strategic creative capabilities and world-class printing options to create enriched, emotionally charged signage and point-of-purchase materials. Tempt has the horsepower, technology and experience to develop sweet solutions for retailers, and the talent to deliver with flawless execution. 1. Download Actable® – Scan the QR code. 2. Launch Actable® – Click on the icon to open the app on your device. 3. Scan – Frame ad within Actable® to launch the experience. For more information: www.tempt-ing.com info@tempt-ing.com 1.866.435.0263 Powered by JOIN US ON © 2013 Quad/Graphics, Inc. All rights reserved. | 10.13 | 13-1410
  3. 3. Editorial Director Bill Schober, (773) 992-4430 Executive Editor Tim Binder, (773) 992-4437 Managing Editor Anne Downes, (773) 992-4432 Art Director/Production Manager Sonja Lundquist, (773) 992-4419 CONTENTS Contributing Editors Peter Breen, Emily Hatton, Rob Mahoney, Patrycja Malinowska, Samantha Nelson, Rebecca Susmarski Contributing Writers Dan Alaimo, Michael Applebaum, Joe Bush, Ed Finkel, Erika Flynn, Chris Gelbach, Sharon Goldman, Laura Heller, Dawn Klingensmith, April Miller, Dan Ochwat Best of the Times, Page 28 Publisher Chuck Bolkcom, (773) 992-4420; cbolkcom@p2pi.org Associate Publisher Craig Hitchcock, (773) 992-4422; chitchcock@p2pi.org ADVERTISING SALES Rob Hanson, (773) 992-4423; rhanson@p2pi.org Serving the Eastern United States, Canada, International Rich Zelvin, (773) 992-4425; rzelvin@p2pi.org Serving the Western United States Need help finding a supplier? We may be able to help. Send your email to shoppermarketing @p2pi.org 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 © 2013 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: cpcreturns@wdsmail.com 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 clewis@cds1976.com 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 seaston@ p2pi.org. 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. p2pi.org 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 – 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 Jenny Grady, (773) 992-4441 Manager – Audience Development Stacy Stiglic, (773) 992-4443 Art Director Stephanie Beling, (773) 992-4442 OPERATIONS Director – Finance & Accounting Mike Bernal, (773) 992-4445 Manager – H.R./Office Services Jeanine Caughlin, (773) 992-4447 Editorial and Executive Offices 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731 PHONE: (773) 992-4450 FAX: (773) 992-4455 MEMBER DEVELOPMENT & SERVICES Managing Director – Member Development Chuck Billups, (773) 992-4462 Director – Member Development Pat Burke, (773) 992-4465 Manager – Member Development Quan Tran, (773) 992-4464 Marketing Analyst Carol Schiro, (773) 992-4463 Senior Coordinator – Member Services Cindy Hahn, (773) 992-4414 EVENTS & EDUCATION Manager – Events Peggy Milbrandt, (773) 992-4412 Sales Manager – Events Scott Easton, (773) 992-4421 Director – Education & Faculty Administration Ronit Lawlor, (773) 992-4415 P2PI.ORG Managing Director – Content Peter Breen, (773) 992-4431 Associate Director – Content Rob Mahoney, (773) 992-4434 Managing Editor – Content Patrycja Malinowska, (773) 992-4435 Associate Editor – Content Samantha Nelson, (773) 992-4436 Associate Editor – Content Rebecca Susmarski, (773) 992-4439 Associate Editor – Content Emily Hatton, (773) 992-4433 Senior Coordinator – Administrative Services Ann Estey, (773) 992-4448 PLATFORMS & PUBLISHING Managing Director Chuck Bolkcom, (773) 992-4420 Staff Accountant Sajan Kuriakose, (773) 992-4446 Director Craig Hitchcock, (773) 992-4422 INFORMATION TECHNOLOGY Director – Information Technology Jack Dare, (773) 992-4411 Dir. – Market Development & Sales Rob Hanson, (773) 992-4423 Dir. – Market Development & Sales Rich Zelvin, (773) 992-4425 6 Toys in the Spotlight Sesame Workshop implements a packaging refresh for all of its licensed Sesame Street consumer products. SPECIAL REPORTS 12 People to Watch 6 Solution Provider News 6 The View from OASIS 8 Expo Keynote 18 Retail Intimacy, Part 5 10 Expo Keynote 26 Big Data, Part 2 OfficeMax’s Kim Feil, IN Marketing Services’ Lisa Klauser and Arc Worldwide’s April Carlisle discuss how to strengthen manufacturer-retailer collaboration. Family Dollar’s Jocelyn Wong and Coca-Cola’s Alison Lewis explain how their companies have allied to compare insights, develop strategies and achieve shared objectives. 22 Global Case Study A Unilever campaign from Turkey is featured in a case study pulled from the Path to Purchase Institute’s “Global Perspectives on Shopper Marketing,” which published in October. 24 So-Lo-Mo A roundup of social, local and mobile marketing activity at retail from: • Snipp Interactive • Instacart • CVS/pharmacy • Ibotta • MappedIn • GroundCntrl Our annual report singles out up-and-coming individuals from Anheuser-Busch, Coca-Cola, Del Monte, Hillshire Brands, Procter & Gamble and Walmart. This five-part series examines best practices for shopper marketing collaboration. In the finale, we examine successful CPG initiatives at Dollar General, a chain that maintains an unwavering focus on its customers across a diverse slate of programs. The second article in this two-part series examines how translating the promise of big data into shopper marketing success remains a tricky proposition. The industry is only in the early stages of being able to harness the data. 32 Products: Popdesign.com 33 Personnel Appointments 34 Institute Strategist Dollar General’s collaborative marketing programs often involve either a NASCAR sponsorship, a country music tie-in or education advocacy. 28 Gallery: DOT Winners The spotlight shines on the Best of the Times and the Platinum winners of the Path to Purchase Institute’s annual Design of the Times contest. 30 Ricci at Retail Joe finds that large displays offer variety: • Glade • Rayovac • Energizer • Duracell SnippCheck at Walmart, Page 24
  4. 4. 4 SHOPPER MARKETING DECEMBER 2013 EDITORIAL Happy New Normal! Y ou’ll see a lot of dollar store coverage (pages 10, 18 and 34) in this issue, which brings to mind one of those big questions that often get asked at conferences: Just how enduring are the penny-pinching behaviors of shoppers that became so evident during “The Great Recession” of 2007-2009? It’s a tricky question because some suspect that these behaviors were there and quite pervasive all along, but simply missed by CPG marketers who viewed things through an uppermiddle-class perspective. We know of at least one CEO who actually scolded his marketing army for this sort of myopia. IRI’s MarketPulse survey suggests that consumers have indeed settled into a “new normal” when it comes to CPG (primarily grocery) shopping. In this “conservative” mindset: ■ ■ ■ ■ budgeting is now routine; more decisions get locked in before leaving the home; interest in coupons remains high; comparison shopping via circulars, store checks and/or retailer websites remains high. Certain store-based tactics have become more influential in determining brand decisions as well: ■ ■ ■ ■ Shopper loyalty card discounts: 48% In-store circulars: 44% Signs/displays in store: 28% In-store kiosks: 10% IRI’s “Shopper Sentiment Index” is on the upswing, which sounds like good news except that its analysts caution that “there are so many balls in the fiscal air that consumer sentiment could easily be tracked not only daily but hourly.” I suspect that the real “new normal” is that nobody really knows. One barometer of shopper sentiment that I’ve kept an eye on is private-label/store-brand unit sales relative to national brands. Sure, private labels are not a perfect proxy for price-consciousness – they’re no longer the “generics” of years past given the proliferation of premium store brands at places like Trader Joe’s and Costco. But historically, there’s been a correlation between private-label sales growth and hard times. According to the Private Label Manufacturers Association (PLMA), private labels rose to 15% of unit sales during the 198082 recession but fell back to 12% during the recovery; in the 1990-91 downturn, it went to 20%; in the 2001 recession, it grew to 21%. In 2009, in the throes of the most recent slump, there was a big debate, with one side asserting that private labels were on a permanent upswing, had a share somewhere in the mid-20s already, and might be headed p2pi.org DISTINGUISHED FACULTY • Christopher Brace, Owner, Shopper Intelligence • Rich Butwinick, President, MarketingLab • April Carlisle, SVP, Director of Strategy for Global Shopper Marketing, Arc Worldwide • Alison Chaltas, EVP, Shopper & Retail Strategy, GfK • Craig Elston, SVP, Insight & Strategy, The Integer Group INSTITUTE FACULTY • Kristine Abrahamson, Senior Director, Global Innovation, PepsiCo • Keith Anderson, VP, Digital Advisory Practice, RetailNet Group • Rob Barrish, SVP, GfK Digital Technology, GfK • Valerie Bernstein, VP, Client Services, IN Marketing Services • Spencer M. Blaker, Global Director, Retail Marketing, Burt’s Bees • Blake Boulden, Director, Shopper Marketing, Walmart, Kimberly-Clark • Evan Brody, Senior Manager, Digital Guest Experience, 7-Eleven • Suzie Brown, EVP, Sales & Marketing, Valassis • Sally Buckley, Manager, Shopper Insights, Del Monte Foods Co. • Douglas Busk, Mobile Brand Strategy, Global Connections, The Coca-Cola Co. • Erin Byron, AVP, Shopper Marketing, The Coca-Cola Co. • Steve Carlin, Senior Director, Shopper Marketing & Insights, Ubisoft • John Caron, VP, Marketing, Catalina • Jeff Ceccarelli, Team Manager, Category Adivsory Services, Burt’s Bees • Anne Chambers, CEO, Capre Group • Michael Chase, CMO, St. Joseph Communications • Will Clarke, Executive Creative Director, The Integer Group • Leslie Clifford, Executive Director, Strategic Planning & Insights, Geometry Global • Brian Cohen, Director of Digital Shopper Marketing, Catapult • Patrick Fitzmaurice, Principal, Capre Group • David Sommer, Partnership Leader/ Global Marketing Solutions, Facebook • Aidan Tracey, CEO, AMG – Acosta Mosaic Group • Rob Wallace, Managing Partner, Strategy, Wallace Church Inc. • Scott Young, President, Perception Research Services • Rachel Cohn, Global Customer Marketing Strategist, Facebook • Daniel Cooke, Director, Digital Shopper Marketing, Kellogg Co. • Liz Crawford VP, Strategy & Insight, Match Drive • Sandra Creamer, Strategy Director, CBX • Marty Cregg, President, Chase Design • Sean Dana, Creative Director, Geometry Global • Suchit Dash, Co-Founder, VP of Product, IFeelGoods • Agustin De Dios, Senior Director, Global Syndicated Data & Analytics, GlaxoSmithKline • Jeff Dec, Senior Director, Beverage Shopper Marketing, Mass and Club, PepsiCo • Michael Depanfilis, VP, Shopper Marketing, The Hershey Co. • Seth Diamond, EVP, Insights, Catapult • Ben DiSanti, Retail Evangelist, The Marketing Store Worldwide LP • Tim Dorgan, VP, Managing Director, Peapod LLC • Tracey Doucette, SVP, Customer Strategy, Field & Shopper Marketing, PepsiCo • Walt Doyle, General Manager, Paypal Media Network • Elle Duncan, Head of Industry, Home & Personal Care, Google Inc. • Matthew Egol, VP, Consumer Media & Digital Practice, Booz & Company Inc. • Aaron Elleman, Director, Shopper Marketing, Walmart, Kellogg Co. • Malcolm Faulds, SVP, Marketing, BzzAgent Inc. • Kim Feil, Chief Marketing Officer, OfficeMax Inc. • Michelle Fenstermaker, Executive Director, Consumer Insights, WD Partners • Ken Fenyo, CEO, You Technology • Scott Finlow, VP, Shopper Insights North America Beverages, PepsiCo • Nicole Flavin, Senior Director, Drug/C&G/Dollar, PepsiCo • Elizabeth Fogerty, SVP, Strategic Planning and Insights, IN Marketing Services • Nick Fotis, Director, Digital Strategy, Arc Worldwide • Karyn Froseth, Director, Shopper Marketing Capability, The Coca-Cola Co. • Gian Fulgoni, Executive Chairman & Co-Founder, comScore • Doug Galen, Chief Revenue Officer, Shopkick • Monica Garaitonandia, AVP, Director of New Product Development & Multicultural Marketing, Brown-Forman Corp. • Katie Geraty, VP, Director of Insight & Strategy, The Integer Group • Mike Gervasio, VP, Category Management, PepsiCo • Sarah Gleason, SVP, Shopper & Retail Strategy, GfK • Alistair Goodman, CEO, Placecast • Dr. Christopher Gray, VP, Shopper Psychology, Saatchi & Saatchi X • Elizabeth Harris, SVP, Strategy Director, Arc Worldwide • Jeff Hasen, CMO, Hipcricket • John Hawkins, President & CEO, Pathfinder Management Consulting • Henry Hendrix, Director, Shopper Marketing & In-Store Merchandising, Henkel North America • Rob Holland, GM, DLX Consumer Products, Datalogix Inc. • Adam Holyk, Group VP, Insights and Analytics, Walgreen Co. • Steve Horowitz, Chief Technology Officer, Coupons.com Inc. • James House, CEO, 5one USA LLC • Ron Hughes, Director, Shopper Experience Innovation, The Coca-Cola Co. • Sterling Jackson, Senior Market Research Manager, Hewlett-Packard Co. toward European levels where private-label shares can exceed 50%-60%. The other side said, don’t worry – everything will settle down “once this recession is over.” Neither was exactly prescient, it turns out. PLMA says that private-label unit share in supermarkets was just 23.1% last year. That surprises me. Just from eyeballing store shelves, I would have guessed that it was closer to 30% by now. Since 2009, private-label sales in supermarkets have grown at a 2.6% annual rate compared to 0.9% for national brands, which is significant, although no one looks like a Tesco quite yet either. This is our annual “People to Watch” issue (see page 12) in which we profile some of the rising stars of shopper marketing. Apparently, though, it’s also our “People to Keep Track Of” issue as a host of Institute contributors are on the move: ■ ■ ■ ■ ■ Alison Lewis, until recently an SVP at CocaCola (featured on page 10 of this issue) is on the move to J&J, where she will serve as global chief marketing officer of its consumer companies. Mir Aamir, a 2013 Hall of Fame inductee at Safeway, is joining Coupons.com as CFO/COO. Mark Scott, a Hall of Famer with Kimberly-Clark and most recently Acosta, is moving to Medline Industries, best known for the Curad brand. Laura Moser, who served as content developer on our newest book, “Global Perspectives on Shopper Marketing” (it’ll be available in January) is moving to Momentum as a SVP and shopper marketing practice lead. Other “Who’s Who” honorees on the move include Dirk de Vos (to Heineken from • Anne Jenkins, Director, Shopper Marketing Strategic Specialty Retail/ Enterprise, Kimberly-Clark • Becky Johnson, Account Executive, Google Inc. • Anne M. Jones, VP, Shopper Marketing & Business Development, Kimberly-Clark • Bryan Jones, Senior Director, Beverage Shopper Marketing, Grocery, PepsiCo • Ed Kaczmarek, Director of Innovation & Emerging Technology, Mondelez International • Jason Katz, SVP, Digital, AMG – Acosta Mosaic Group • Jeremy Keenan, Director of Shopper Marketing, Henkel, RockTenn Merchandising Displays • Erik Keptner, EVP, Marketing, Ahold USA • Donald King, Senior Associate Consultant, Pathfinder Management Consulting • Lisa Klauser, President, Consumer & Shopper Marketing, IN Marketing Services • Gil Krakowsky, Principal, A.T. Kearney Inc. • Jon Kramer, CMO, RockTenn Merchandising Displays • Ken Krasnow, Senior Director, Grocery, PepsiCo • Dave Krause, SVP, Category Management, Brookshire Grocery Company • Dave Kuhn, SVP, Research Director, Leo Burnett • Wendy Lanchin, Planning & Strategy Director, The Marketing Store Worldwide LP • Brandon Leck, AVP, Shopper Marketing, The Coca-Cola Co. • Lily Lev-Glick, Founder & Chief Insights Officer, ShopperSense • Larry Levin, EVP & GM of Consumer Insights, IRI • Margaret Lewis, SVP, Catapult • Wendy Liebmann, CEO & Chief Shopper, WSL Strategic Retail • Catherine Lindner, Sagres Consulting LLC • Jim Lucas, EVP, Global Insights and Strategy, SGK • Chuck Luckenbill, VP, Visual Merchandising, OfficeMax Inc. • Ken Madden, EVP, Head of Digital, North America and Analytics, Global at JWT/Ogilvy Action, Geometry Global • Ken Mantel, Senior Director, Marketing, Walmart Stores Inc. • Jennifer Marchant, VP, Customer Marketing, Time/Warner Retail Sales & Marketing • Tony Marlow, Director, Strategic Insights, Yahoo! Inc. • Clint McClain, Senior Director of Marketing, Walmart Stores Inc. • Philip McGee, Director, CCID, Beverages and Portfolio Analytics, Campbell Soup/Pepperidge Farm • Ann McGrath, Group Director, Shopper2Buyer, Kinetic Worldwide • Sheila McKay, Customer & Channel Insights, Hewlett-Packard Co. • Kathi McKenzie, SVP, Decision Analyst Inc. • Andrew McMillin, VP, GM Coca-Cola Trademark, The Coca-Cola Co. • Liz Mohr, Director of Shopper Insights & Analytics, ConAgra Foods • Johanna Mooney, Director, Health & Beauty, Disney Consumer Products • Patrick Moorhead, VP, Mobile Sales, Catalina • Graham Mudd, Head of Measurement Market Development, Facebook • Angela Myers SVP, Retail Consulting, Spire LLC • Linda Nash, VP, Marketing, POP Displays • Lynn Neal, NA Retail Strategy Leader, Procter & Gamble • Alec Newcomb, CEO, indri • Matt Nitzberg, EVP, Communications & Media, dunnhumby USA • Sarah Ortman, Senior Group Manager, Consumer & Shopper Promotions, The Clorox Co. • Diane Oshin, Publisher, ALL YOU • Matthew Parry, Project Director, OxfordSM • Allan Peretz,SVP, Client Service, MARS Advertising Inc. • William C. Pink, Senior Partner, Client Solutions, Millward Brown • Mary Jean Pogoda, Senior Manager, Shopper Insights, Campbell Soup, Campbell Soup/Pepperidge Farm • Cheryl Policastro, Director, Shopper Insights & Marketing, Grocery Channel, Novartis Diageo); Terrie Wendricks (to C+R Research from Hillshire); and Janet Carter-Smith (to Crossmark from GlaxoSmithKline). Crossmark, by the way, has been shaking things up in Chicagoland by acquiring both PromoWorks and Marketing Werks in recent weeks. Whenever we walk industry execs through our annual “Trends Report” data, the response is never anything less than, “Wow! Where do you guys get this stuff?” Our next report will be in our January 2014 issue, which will arrive sometime during the Christmas/New Year’s rush. Since I don’t want you to miss it, I’m going to tease you with some of the intriguing new questions we’ve posed this year: ■ ■ ■ ■ ■ If you had to choose only one tactic to make your numbers – in-store or digital – which would it be? If you were forced to sell through just one e-commerce site, which would it be? Which retailers give manufacturers the most useful data? Which chains can’t activate based on the insights manufacturers bring them? Which chains are amenable to brand displays these days? And a whole bunch more. The info will be in the magazine, on our website, and later on in a special reprint courtesy, as always, of Menasha Packaging. Bill Schober is editorial director of the Path to Purchase Institute. He can be reached via e-mail: bschober@p2pi.org or phone: (773) 992-4430. • Brian Priest, SVP, Creative Services, Creative Shopper Practice Lead, Upshot Inc. • Julie Quick, VP, Shopper Marketing, Shoptology • Joe Radabaugh, Divisional VP, Category and Shopper Excellence, Nestlé USA • Alexis Rask, VP & GM, Brand Partnerships, Shopkick • Karuna Rawal, EVP, Retail Strategy Director, Arc Worldwide • Lauventria Robinson, VP, Multicultural Marketing, The Coca-Cola Co. • Catherine Roe, CPG Client Partner, Datalogix Inc. • Tony Rogers, SVP, Marketing, Walmart Stores Inc. • Kristi Ross, Engagement Director, Capre Group • John Ross, President Decision Analytics & EVP Inmar Corporate, Inmar Inc. • Masha Sajdeh, Chief Shopper Strategist, SVP of Insights & Strategy, Arc Worldwide • Alexandra Samuel, VP Social Media, Vision Critical • Corrine Sandler, CEO, Fresh Intelligence Research Corp. • Mike Scriven, VP, Client Marketing, Coupons.com Inc. • Art Sebastian, Customer VP, Category Leadership & Shopper Insights, Kraft Foods Global Inc. • Darren Seifer, Food & Beverage Industry Analyst, NPD Group • Brett Sengbusch, Director of Customer Development, Kimberly-Clark • David Sevitt, VP Consumer Insights, Vision Critical • Roberto Siewczynski, EVP, Business Development & Strategy, PanaVista Inc. • Greg Silverman, CEO, Concentric • Alicia Smestad, President (Nsight Connect), Ryan Partnership • James Sorensen, SVP, Retailer & Shopper, TNS ■ • Daren Sorenson, Director, Knowledge and Insights, North America, The Coca-Cola Co. • Dan Stanek, EVP, Big Red Rooster • Paul Sternhell, General Manager, OpenX • John Stichweh, Director, Digital & Social Shopper Marketing, ConAgra Foods • Doug Stovall, EVP, Sales & Services, Hipcricket • Julian Tan, Senior Manager, Digital & Regimen Solutions, Bayer HealthCare • Janice Tennant, Director, Integrated Marketing Planning Enterprise, Kimberly-Clark • Matthew Tullman, President, Merchant Mechanics Inc. • Elizabeth Ubell, VP, Strategy, Customer and Marketing Services, Newell Rubbermaid • David VanderWaal, Director, Brand Marketing, Home Appliances, LG Electronics • Bruce Vierck, VP, RTC • Vince Voron, VP, Executive Creative Director, Dolby Laboratories • Wendy Warus, VP of Sales, Winning In Store, Henkel North America • Jeff Weidauer, VP, Marketing & Strategy, Vestcom International Inc. • Bryan Welsh, VP, Shopper Marketing, PepsiCo • Mark Weslar, CMO, Gizmo Beverages • George Wishart, EVP & Chief Commercial Officer, Vestcom International Inc. • Don Wortley, Digital Marketing Manager, Best Buy Co. Inc. • Robert Yau, Director of Product Management & Social Commerce, @WalmartLabs • Donna Zambo, Manager, eCommerce and Digital Innovation, Shoprite • Stephen Zhawred, Group Account Director, TracyLocke • Mark Zwicker, VP, Business Development, St. Joseph Communications Distinguished Faculty and Institute Faculty are the highest-rated speakers, based on a 4-point scale, by past attendees of our various speaking engagements. Distinguished faculty have consistently scored high at four or more events. Faculty have scored high, presenting at least once.
  5. 5. , GA. All rig hts reserved. C, Norcross Services, LL -Tenn Shared ©2013 Rock More in Store. Less Out-of-Pocket . ® A RockTenn display delivers more of the wow factor. Like with this award-winning pallet display that turns shoppers into stoppers and browsers into buyers for the Simply Asia®/Thai Kitchen® brands. As the leading producer of in-store displays, we bring you better insights, more innovative technologies and greater efficiencies than anyone else. Maybe we can help you stand out in store? Kathy McGowan-Carnes | 855-229-2163 www.rocktenndisplays.com
  6. 6. 6 PROGRAMS SHOPPER MARKETING DECEMBER 2013 SOLUTION PROVIDER NEWS Sesame Street Refreshes its Packaging Research leads brand to employ a cleaner, simpler look for licensed products By Erika Flynn Henschel Steinau Tests with Food Lion Henschel Steinau’s EZ Slide tray is in tests with Food Lion stores. The merchandising tray organizes pouch products on gondola shelving. The tray is sized to fit round and square single-serve pouch packages for brand and private-label items, such as baby food. Chobani Picks Mars Advertising: Yogurt maker Chobani tapped Southfield, Mich.-based Mars Advertising as its shopper marketing agency of record. Mars says it will provide strategic planning, shopper insights and creative development for the brand. GNC Selects Dunnhumby: Health and wellness retailer GNC Holdings has contracted with dunnhumby, Cincinnati, for customer engagement strategies. The services cover GNC’s more than 6,000 retail outlets and online retail at GNC.com, including personalized communication to shoppers online and offline. Crossmark Acquires PromoWorks: Plano, Texasbased Crossmark added to its in-store engagement services by acquiring the assets of in-store sampling and demonstration firm PromoWorks, Schaumburg, Ill. Julie Beck will head PromoWorks as general manager. Market Track Acquires Competitrack: Retail analytics firm Market Track, Chicago, has acquired New Yorkbased Competitrack, a provider of product and image advertising data across media channels including online display, social and mobile advertising. Mars Advertising Adds Digital Creative Services: Mars Advertising has partnered with digital creative firm Nomadic Agency, Scottsdale, Ariz., on shopper-oriented digital services such as brand websites, advertising-focused games, mobile apps and touch installation. Send your solution provider news – new projects and programs with brands and retailers – to adownes@p2pi.org. NEW YORK — Sesame Workshop implemented a packaging refresh for all of its licensed Sesame Street consumer products earlier this year. All packages across every product category now feature up-close images of the Muppets characters’ faces, while educational and developmental information has been moved to the back of the packaging. Working with New York-based agency Parham Santana, Sesame Workshop used existing research and conducted “Coffee Conversations” with moms to gain more insight into what they really want and need for their children. The agency also met with several of Sesame Workshop’s partners to understand category-specific concerns and challenges, including the need to bring forth the educational component that lives within the brand. Based on its learnings, Sesame Workshop now uses the tagline “Let’s Grow!” on the back of most packaging. “That is a setup to talk about the developmental, enrichment benefits of a particular product,” says John Parham, president/director of branding, Parham Santana. “We put it on the back because moms told us we didn’t need to sledgehammer it on the front. They already know this.” Moving the educational information to the back of the packaging allowed for more white space on the front. “We brought forward evidence that said white in other categories is consumer code for ‘good for you’ and ‘wholesome,’” says Parham. “Sesame Street has some of the most iconic assets on the planet. We believed that if we removed excess copy, the characters would shine. And research shows that consumers want cleaner, simpler packaging. We wanted to present the characters when they are at their furry, heartfelt best.” Sesame Workshop’s Maura Regan, senior vice president and general manager, global consumer products, says it had been nearly five years since the company had refreshed its retail experience. “Every season on ‘Sesame Street’ [the TV program] is all new, so we feel that the experience our consumers have with our brand off-air needs to be as refreshed, up-to-date and as topical as possible.” She says the new packaging can help the target market of parents of preschool-aged kids, tweens and teens, as well as grandparents, navigate the aisles more quickly and easily. Toys from Hasbro featuring the new packaging were first to hit shelves last spring, followed by the rest of Sesame Street’s licensed products. “While we say packaging, it’s the full retail experience – on-shelf and off-shelf,” Regan says. “Everything going forward will be developed using the iconography of the refresh.” Regan is quick to point out that shoppers won’t notice a drastic change in-aisle. “Because of the nature of retail, we developed the program so two looks could live side by side, complementing each other as this rolls out so the packaging doesn’t look disconnected,” she says. “We wanted to make sure our retail narrative was constant and not broken by a sharp redesign.” Comprehensive packaging guidelines are now in place for all Sesame Street products, unifying and streamlining packaging and merchandising design for hundreds of product types and partners – accommodating all markets and languages. Parham Santana handled all aspects of the global assignment, including the packaging, point-of-sale and merchandising for all licensed products in a variety of different categories, from toys and food products to health and beauty aids, apparel and DVDs. “The emotional connection that consumers have with the characters is very strong,” Parham says. “Their faces are like beacons on the shelf.” BRAND: Sesame Street KEY INSIGHTS: Moms already know and understand the developmental and enrichment benefits of Sesame Street products. White space on packaging is consumer code for “good for you” and “wholesome.” NEW PACKAGING: Employ packaging that showcases Muppets characters, without cluttering up the space with too many details about the products’ educational aspects. Share of Digital Ad Appearances THE VIEW FROM INSTITUTE ANALYSIS: In both the laundry and paper products categories, OASIS captured approximately four times more ad appearances on DollarGeneral.com than on Walmart.com from Jan. 1 through Oct. 14. Paper products include paper towels, tissues, toilet paper and disposable tableware. In the laundry category, Sun Products accounted for the majority of ad appearances on DollarGeneral.com, promoting Wisk and Snuggle in addition to All. Walmart and Family Dollar sites saw only All ads from Sun Products. Three manufacturers – Georgia-Pacific, Kimberly-Clark and Procter & Gamble – accounted for all the advertising in the paper products category on these three sites. K-C advertised four different brands on Dollar General’s site: Cottonelle, Kleenex, Scott and Viva. Walmart.com only advertised Cottonelle, Kleenex and Scott, while FamilyDollar.com only Cottonelle and Scott. On DollarGeneral.com in the spring, an ad for the “Everyday Clean Savings” sweepstakes brought the paper products and laundry categories together. It featured brands from Clorox Co., Sun Products and Kimberly-Clark. SHARE OF DIGITAL AD APPEARANCES DollarGeneral.com Laundry 5.47% Paper products 5.29% Sesame Street updated its packaging after surveying moms about their toy-buying needs. The product itself anchors the design of the package. (January through October 14, 2013) DOLLAR GENERAL.COM LEADING CATEGORIES Carbonated beverages Corporate promotions Pet care Laundry Candy Paper products Personal care Juices Drink mixes Hair care 11% 10% 6% 5% 5% 5% 4% 4% 3% 3% LAUNDRY Sun Products Procter & Gamble Church & Dwight 66% 20% 14% (Total captured ad appearances: 37,020) PAPER PRODUCTS Kimberly-Clark Georgia-Pacific Procter & Gamble 54% 25% 21% (Total captured ad appearances: 35,805) (Total captured ad appearances: 676,589) FamilyDollar.com 0.27% 0.10% Walmart.com 0.70% 0.72% 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.
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  8. 8. 8 PROGRAMS SHOPPER MARKETING DECEMBER 2013 Panelists Discuss How to Strengthen Collaboration SHOPPER MARKETING EXPO By Patrycja Malinowska CHICAGO — The best collaboration between manufacturers and retailers occurs when the partners are fully transparent and align their focus clearly on the shopper, posited a trio of shopper marketing veterans during a panel discussion at the 2013 Shopper Marketing Expo. “Much of the stuff that’s happening in the [shopper marketing] industry could potentially be confused with trade promotion,” said Lisa Klauser, president, consumer & shopper marketing, IN Marketing Services. “We have to think about how we evolve the relationship from this tactical place and take it to a much more joint, demand creation-focused conversation.” Klauser shared the stage with Kim Feil, chief marketing and strategy officer, OfficeMax; and April Carlisle, SVP, director of strategy for global shopper marketing, Arc Worldwide. Patrick Fitzmaurice, principal, The Capre Group, moderated the discussion. Klauser said that shopper marketing today is still very much planned in isolation, disconnected from a lot of other business drivers. “The old model would be the sales teams who have the relationships with the buyers or with whomever they happen to be working with,” she said. The new model is about cross-functional teams working much more in partnership. Getting organizational alignment unlocks an ongoing commitment of resources that lets partners build sustainable capabilities. “It’s really easy to see shopper marketers come when it’s promotion season, but when they go away in between, they’re not really engaging,” Feil said. Get away from having a discussion that stems from a predefined budget and what can be done with it, she urged. Rather, “Hey, let’s talk about the real growth opportunities of this business and figure out what the right level of Truvia Continued from Page 1 before – 4,000 this year. We will be giving away 1½ million samples. We’re really trying to get that point of purchase, even with the early-stage media, the awareness-driving media, TV, digital, social media. When you’re in the aisle, you have an opportunity to see the product.” The campaign includes two 30-second TV spots and two 15-second cut-downs. The ads end with a call to action: “Love us or your money back,” referring to the money-back guarantee that’s pushed hard in-store. Shelf signage and every 40-count box of Truvia will call out the money-back guarantee. The packages carry a sticker that folds back with directions on how to receive money back, should the consumer go that route. In addition to the increased sampling and retailer demonstrations using Truvia brand ambassadors and the retailer’s staff, custom displays will be placed at top national retailers. Truvia will participate in existing programs at retail, such as Walmart’s baking display, and freestanding shippers will be customized to each retailer’s needs. Co-branded displays and shared demos with the likes of Folgers, Seattle’s IN Marketing Services’ Lisa Klauser, OfficeMax’s Kim Feil and Arc Worldwide’s April Carlisle, from left to right, stress that taking a shopper-centric approach will strengthen collaboration. investment is to be able to do those together.” Shared insights fuel innovation and allow for precise targeting, Feil continued, holding up OfficeMax’s recently launched “Services Center” for small-business owners as an example. The offering marshals vendor partners such as LoJack, Carbonite and MiMedia to offer a full kit of solutions spanning marketing, promotion, technical and Web service. The partners also provide content for the retailer’s first-ever magazine for small businesses. “What astounded me was what came out of it in the way of joint creation with these vendors,” Feil said. “We asked them how these services really work; what these customers really care about; who they target when they’re selling these services. And we worked with them to shape our messages, offering, deals, kickoff announcements … They were involved in every single part of this.” As retailers and manufacturers stretch their capabilities, they need to agree on clear objectives and joint measures that speak to all tactics. “I think it’s now the new frontier of measurement,” said Carlisle, citing growing digital shopper marketing efforts that require measurement beyond traditional sales and compliance metrics. “No tactic is a good tactic if you can’t measure it.” Feil concluded the discussion with a call to action: “Pick one thing you’re going to do that is not tactical, and one retailer you’re going to do that with this coming year, and get on it right now. Get it in both the retailer’s and your plans and hold it up as evidence of moving yourself and your department one step further” toward effective collaboration. Best and Smuckers will complement the promotion. Truvia’s social media effort includes Facebook, Twitter and Pinterest. The impetus is user-generated content, with coupons and samples as incentives. A #sweetswitch hashtag will accompany posts. The brand will spread FSI coupons along with digital coupons. Digital banner ads will support the effort, along with video on sites such as Hulu. Behindthe-scenes footage of the commercials can be found on YouTube and the Truvia website (the commercials use stop-motion animation). Martha Stewart will have videos featuring recipes for the holiday on the Truvia website. Throughout the integrated campaign, there is a strong sense of design, Brooks says. “The clean, negative white space of the packaging runs throughout.” Truvia has a 75% unaided awareness rate with consumers, he says, so the look and feel of the packaging and brand already communicates a lot. Truvia felt confident offering the money-back guarantee because panel research told them that once consumers try Truvia, they love it. He knows not everyone will turn. They like their coffee a very specific way, and on average it takes 10 tries before a consumer may change, he says. But this new campaign is engineered to get consumers to try. “There’s much more generous couponing here than in the past,” Brooks says. “There are so many choices ahead of ours. How do we become a staple on the list? We think this campaign will help encourage people to take that moment, reconsider and then switch.” Mars Advertising, Southfield, Mich., led the charge in-store. Other campaign partners included: Creature, Seattle; Universal McCann, New York; and Periscope, Minneapolis. Truvia supports the campaign with a variety of in-store and online/social media activity, including videos (below), shelf talkers (right) and digital coupons. BRAND: Truvia KEY INSIGHT: The sugar/sugar substitute category is low involvement, and the product is often shelved in the lowvisibility baking aisle. ACTIVATION: After focusing previous campaigns on education, use sampling and in-store demonstrations, as well as a money-back guarantee and coupons, to get shoppers to purchase the product. Support with a fully integrated effort that includes social media.
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  10. 10. 10 PROGRAMS SHOPPER MARKETING DECEMBER 2013 Family Dollar, Coca-Cola Take Fresh Approach SHOPPER MARKETING EXPO By Samantha Nelson CHICAGO — Brands were once true marketing powerhouses, since trips were largely driven by demand for their products. But in recent years, says Family Dollar chief marketing officer Jocelyn Wong, the industry has seen a dynamic shift as retailers and shoppers become more empowered. “No longer can CPGs come in with their big national programs,” she said in October during a Shopper Marketing Expo keynote presentation. “Retailers are starting to demand customization.” Wong shared the stage with Alison Lewis, then-senior vice president, Coca-Cola N.A., who explained how the manufacturer has allied with the dollar store chain to compare insights, develop strategies and achieve shared objectives. “We think about the retailer, the brand and the shopper, and it has to be a three-way win,” Lewis said. Increasingly, retailers are becoming loyalty-inspiring brands in their own right. Wong pointed out the success of Whole Foods Market as an example. “They have created such a brand, it’s almost a way of life,” she said. “Retailers are now really trying to evolve themselves.” While Family Dollar was founded more than 50 years ago, Wong said most brands still don’t understand the dollar store’s objectives and customer base. Wong played a video introducing the Family Dollar shopper, who is price conscious but still wants quality; feels good about getting deals; and will clip and trade coupons and even attend coupon classes despite working multiple jobs. “People tend to think of her as poor,” Wong said. “You tend to feel sorry for her. But when you actually get to know our customer, you find that she’s tough, proud, smart and resilient.” A Family Dollar study that looked at the efficacy of various touchpoints at driving purchases found that the retailer should ramp up its Twitter and Facebook activity as well as radio and bus ads, but also that circulars, digital activity, receipt offers, shelf signs and the retailer’s website were still very important. Family Dollar shared all of these Cake Boss Continued from Page 1 the design of the items, which come imprinted with the Cake Boss name. “Anyone can do the kind of baking and decorating that Buddy does in their own home – if they have the right tools,” says Ingrid Ellerbrock, director of consumer and shopper marketing at Meyer. For example, the line includes a cake-decorating kit that allows bakers to create a miniature version of the “Groovy Girl” cake – one of Valastro’s signature items at Carlo’s Bakery in Hoboken, N.J. Valastro promoted the products in September during a insights with Coca-Cola to drive a recent campaign, which Lewis said embodied their philosophy of “co-creation.” The goal was to establish Family Dollar as a destination for low-price Coke and national brand snacks. Coke is an important trip driver for Family Dollar shoppers, who often purchase it for their kids, but Family Dollar only captures 3% of the brand’s share of wallet. The campaign focused on getting people to the store rather than increasing basket sizes. Coke used an email blast and enlisted bloggers to raise awareness of its My Coke Rewards loyalty program. The brand used bus shelter ads for the same purpose, employing consumer data that finds 25% of Family Dollar customers use public transit. In stores, custom racks merchandised Coke with snacks from Mondelez International, encouraging shoppers to buy for an occasion: snack time while you’re relaxing at home. Security wraps supported the effort. Coke used geofencing to message My Coke Rewards members near Family Dollar stores. Store receipts contained codes that shoppers could text to receive a reward. Twitter (#yestohappy hashtag) and Facebook provided an outlet for consumers to talk about their rewards. Beyond the sharing of insights to develop a program, the co-creation philosophy sees the retailer and brand working together to measure success and learn from it. In this case, the partners collaborated to track traffic, conversion, frequency, size of purchase and ROI for the campaign. “Collaboration has to be foundational in what we do,” Lewis concluded. “What we have to do going forward is go for the win-win-win and do it every time we build or co-create a shopper marketing program.” Jocelyn Wong details Family Dollar and CocaCola’s co-creation efforts. book signing at the Texas State Fair. The event was part of a Michaels 40th anniversary mobile tour. He also conducted a workshop at the Carlo’s Bakery facility in Jersey City, N.J., challenging attendees with their icing skills at the “Who’s Afraid of Fondant?” promotional event. “The art of decorating with fondant is still somewhat intimidating Meyer is leveraging “Cake Boss” star Buddy Valastro online, in-store and in person to promote its new bakeware line. to the U.S. consumer,” says Ellerbrock. “Buddy is a master at fondant and makes it accessible to the home baker.” The product hit Michaels stores in mid-September. The retailer supported the launch with circular features while also conducting in-store “Cake Roulette” demonstrations. While learning more about the items, shoppers who spun an interactive wheel received recipe cards and had a chance to win prizes such as a Cake Boss cookie cutter. Subsequent activation included a custom pallet display at Walmart produced by Rogers, Ark.-based Corr Design, and a wire spinning rack produced by Southern Imperial, Rockford, Ill., that was available to participating retailers including Target, Macy’s and Kohl’s. Meyer used consumer data provided by Discovery Communications to develop a targeted retailer activation schedule, Ellerbrock says. “We had insights as to whether the ‘Cake Boss’ viewer is more likely to shop at a particular retailer, bake for fun or cook for fun, and have made recent bakeware purchases. The data has supported the relevancy of the Cake Boss brand to our customers and [each retailer’s] shoppers, and also the potential for higher basket size and category purchases.” Meyer also tapped the digital space, working with Valastro to produce a series of instructional videos that are housed on its Cakebossbaking.com website and brand pages on retailer sites. Banner ads on retailer websites (via Evolution Bureau, San Francisco) drove shoppers to stores. Social media also provided a key awareness builder as the combined Facebook communities of Meyer and “Cake Boss” reach more than 6 million fans, per Ellerbrock. “When you start to layer in the partnerships with Michaels, where they post on their properties, it’s closer to 8 million,” she says. BRAND: Cake Boss KEY INSIGHT: “Cake Boss” cable reality show viewers are more likely than the average female consumer to bake for fun. Bakeware is typically a conservative category. ACTIVATION: Partner with the show’s star, Buddy Valastro, to create and promote a line of bakeware. Support the product launch at Michaels with in-store demonstrations, social media activity and circular ads.
  11. 11. And the winner is… Congratulations to the winners of the 2013 Design of the Times Awards Competition for their exemplary display of effective in-store activations and tactics! 2013 Wii U Interactive Retail Display Program Created For: Nintendo of America Submitted By: Frank Mayer and Associates Inc. and AGI In-Store Category: Mass Merchandisers Platinum Winners Nabisco Brighten Your Holiday Traditions Created For: Mondelēz International Submitted By: Eastwest Marketing Group and International Paper Category: Supermarket/Grocery EA Sports Interactive In-Line Display Created For: Electronic Arts Submitted By: RockTenn Merchandising Displays Category: Consumer Electronics Sponsored by: I N N O VAT I V E Axe Apollo Easel Astronaut Floorstand Created For: Unilever NA Submitted By: RockTenn Merchandising Displays Category: Drug Take Note of Color Endcap Created For: 3M Company Submitted By: Great Northern Consumer Packaging & Display and Go East Category: Specialty In conjunction with: B Y D E S I G N
  12. 12. 12 PEOPLE TO WATCH SHOPPER MARKETING DECEMBER 2013 Photo by Edith Drew PEOPLE toWATCH Six 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 their brands and categories that’s worthy of attention. W hen Edith Drew joined Hillshire Brands in August 2012, she was charged with helping to build out the shopper insights function within a new organization. As a successor to Sara Lee Corp.’s North American Business, Hillshire began operating independently in July of that year. With an analytical background and a creative nature – she also owns a photography business and photographed herself for this feature – Drew was ready to take on a new challenge. “The foundation was still being laid, and I was being given the chance to impact that, which I saw as an amazing opportunity,” she says. Just months into her position, Drew helped develop the underpinnings of a landmark study that ultimately led to a deeper understanding of shopper behavior at the shelf. Leveraging insights of a previous study, Hillshire began the new study in April 2013. In conjunction with the Smart Learning Center in Dallas, Drew led execution and development of the study, which entailed talking to and observing shoppers at the shelf, and carefully taking a brand-agnostic view to help not only Hillshire’s brands, but also retailers and the category in general. “We leveraged insights from a piece of quantitative video research to design and execute a shopper study to determine the optimal shopping experience and shelf execution,” she says. The Hillshire team installed 48 feet of refrigeration, recruited more than 300 shoppers and had more than 40 one-on-one conversations about the aisle and their experience with it over a three-week period. The results, she says, are helping lead new internal and external strategies. “Many of the insights we uncovered EDITH DREW COMPANY: Hillshire Brands TITLE: Shopper Insights Manager AGE: 31 EDUCATION: DePaul University (B.S., Commerce, Finance) are extremely actionable and a perfect opportunity to help drive what we’re going to be doing for the next year,” she says. “It has given us a solid understanding of what shoppers are doing from a category level and how they react to us at a brand level.” While Drew thrives on contributing to Hillshire’s vision to be the most innovative meat-centric food company in the U.S., she says there are a lot of questions yet to be answered within shopper insights. “I’d love to be able to answer every one, but strategically that can’t always happen,” she says. The team is building and maintaining a library of secondary research. “So while I can’t do primary research for every question that comes across my desk, we can provide some level of guidance by leveraging the secondary research we have.” Her goal for her second year on the job is to ensure that Hillshire Brands is seen as an insights leader for the categories in which it plays. “We want to make sure we continue to talk to our customers’ shoppers because every retailer loves when we have grounded solutions,” Drew says. “Shoppers are inherently different across retailers, so we need to make sure we’re helping support what’s happening at each retailer.”
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  14. 14. 14 PEOPLE TO WATCH ALESSANDRA CASCINO COMPANY: The Coca-Cola Co. TITLE: Shopper Technology Manager AGE: 25 get the answers they needed to build a strategy. Lui points to her work with the customer insights team as a growth opportunity. She served as a “brand cop” for a few months into her tenure, answering questions about and providing approvals for store creative, signage, communications, etc. That gave her the chance to interact with nearly every department in the organization. She says that creating targeted messages is a challenge considering the scope that Walmart has. The goal is to take a mass approach while speaking to consumers in different ways: She and her marketing counterparts touch all channels in several languages, and determine the right places. Lui says that a secret initiative is underway to increase Walmart’s proof-of-price leadership. “I’ve transitioned to working in an area of marketing that really focuses on that,” she says. “There are some cool technologies coming to market from my team next year, and I can’t wait for it to be launched.” ATIMA LUI COMPANY: Walmart Stores Inc. TITLE: Assistant Marketing Manager – Brand AGE: 23 EDUCATION: Washington University (B.S.B.A., International Business, Marketing, Spanish) A lessandra Cascino began her career at Coca-Cola just weeks after earning her college diploma – a rarity at Coca-Cola. She attributes much of her early success to time spent studying abroad at the University of Oxford in England, an experience that gave her “great insight into better reading and researching.” Cascino started as a contractor for the beverage giant’s commercial execution team three years ago. She says she’s had several mentors and the opportunity to work with different teams, which has expanded her knowledge base. With a budding passion for looking through a shopper lens, Cascino has focused on the path to purchase, specifically considering teens and young adults. Photo by Todd McQueen EDUCATION: University of Georgia (B.A., Journalism) Photo by James Keltner W anting to dive right into a career in marketing, Atima Lui in August 2012 accepted a job at the world’s largest retailer: Walmart. Her resume includes summer internship experience at Google and YouTube, as well as owning her own business while in college. Lui’s current work centers on Walmart’s “Save Money. Live Better” positioning. She helps create consumer messaging that “drives total box traffic to Walmart stores” and manages brand compliance. The environment in which she works every day is similar to what she experienced at Google. “It was so fastpaced and entrepreneurial, and the retail environment at Walmart feels very much like that,” Lui says. “We move very quickly here, just like they do in Silicon Valley. We’re always thinking ahead and trying to do something bigger and better than last year.” She also sees similarities to how Google focused on the user and making sure consumers get the best user experience. “The customer is No. 1 at Walmart,” she says. “We’re customer-centric in our marketing, especially on the innovation side.” Her work at Google was very analytical and data-focused, which pairs well with the massive amount of data that Walmart has. “We made decisions based on data at Google,” she says, “and Walmart is definitely no different.” She thrives when being able to mix analytics and strategy with creativity. In her first year at Walmart, Lui identified a need for the retailer to speak to its Millennial customer base and spearheaded the launch of the retailer’s Instagram account, working with a colleague on the social media team. With little secondary information available, she developed and presented a strategy to Walmart’s marketing executives that was largely informed by a quantitative research study she commissioned as well as a competitive review of other brands and retailers currently on Instagram. “Since this is a fairly new channel, there’s not a lot of insight out there, and no one has demographic data,” Lui says. “We had to do our own research, which was somewhat groundbreaking and proprietary.” That included quantitative studies in partnership with Walmart’s insights team that focused on asking the right questions to SHOPPER MARKETING DECEMBER 2013 She eventually moved into the emerging shopper technologies group. Today, as shopper technology manager, Cascino focuses on how Coca-Cola is using technology along the path to purchase to drive incremental transactions. “We’re testing a wide variety of technologies to solve our key business needs,” she says. “We try to find proven solutions and technologies, and then work across the globe to scale out those learnings.” Cascino works with many technology startups to advance the company’s efforts in digital shopper marketing. “We work most closely with North America since that’s where many of these startups and applications are taking place, but also with our counterparts in Northwest Europe and the United Kingdom,” she says. She also interacts with other corporate teams, such as the global connections team, which concentrates more on pure mobile marketing. Earlier this year, Cascino honed her skills at a conference for startups. “We worked with these companies to help think about how we drive some of our key business metrics,” she says. “They have a nimbleness and quickness that sometimes a large company like Coca-Cola might not have. We’re constantly being pushed to innovate, and one way we look at new innovation is through the startup space.” Cascino is a Gen Y employee among many Gen Xers and Baby Boomers. “A lot of the work we do is targeted around demographics,” she says. “I’m a digital native, having grown up immersed in technology and now learning how to pepper in shopping with that. That’s different from a digital immigrant, who has always known how to shop and now is learning how to integrate technology into that shop. When both parties coalesce and come together around an idea, it usually brings forth the most business traction for us.” She recently returned from the One Young World Summit in Johannesburg, South Africa, a conference for global youth leadership with 1,300 delegates from 190 countries. One of only seven Coca-Cola representatives to attend this event, Cascino says discussions centered on important world issues.
  15. 15. PEOPLE TO WATCH 15 DECEMBER 2013 SHOPPER MARKETING STEPHANIE HEADLEY COMPANY: Procter & Gamble TITLE: Associate Director, Shopper Marketing & Scale AGE: 37 EDUCATION: University of North Carolina at Chapel Hill, Kenan-Flagler Business School (MBA); University of Richmond (B.A., Mathematics) S tephanie Headley is working her way up at Procter & Gamble. She began as an intern, and then held assistant brand manager positions with Febreze Fabric Refresher and Febreze Air Effects. She became a Family Dollar customer team marketing manager in 2006 and then served as an emerging channels marketing leader. She also was a global brand manager for Herbal Essences before assuming her current role as associate director, shopper marketing and scale. Headley credits the shopper marketing lessons she learned early in her career for her success. She learned the fundamentals of brand management and developed an understanding of how retailers can accelerate brand results. As Family Dollar customer team marketing manager, Headley learned the importance of shopper marketing in building equities for P&G brands. “Still one of my favorite assignments, I gained an understanding of shoppers, particularly ethnic shoppers, and how P&G’s brands, innovation and scale can deliver on the retailer’s needs to drive category growth,” she says. When she returned to P&G’s Cincinnati headquarters in 2010 as the Herbal Essences global design manager, she worked on renewing the brand fundamentals, including equity and innovation strategy. “My ability to effectively deliver results for Herbal Essences was directly impacted by my experiences with customers and in shopper marketing,” she says. Headley is particularly proud of her work with Family Dollar on marketing Luvs diapers. She used the recognizable Luvs brand name to “improve shopper quality and purchase intent of Family Dollar’s high-margin baby accessories, and to secure incremental merchandising and support for the Luvs diapers business,” she says. “This is an example of how shopper marketing can uniquely create joint value that benefits retailers, consumers and the company. In this case, Family Dollar gained profitable sales growth behind a differentiated solution that built shopper loyalty. For P&G, not only did we grow the Luvs business, but we also learned how our brands can play a broader role with retailers beyond only our SKU assortment. And for consumers, we delivered value for Luvs moms who want trusted brands to care for her baby.” Photo by Chris Cone Displays2go_JuniorPage_051712_Displays2go_JuniorPage_7x10 5/17/12 8:50 AM Page 1 .com America’s choice for stock displays! Portable Literature Displays PopUp Tradeshow Booths Deluxe Floor Stands Largest collection of LCD stands in the country! Promotional Banners QuickClip Frames Adjustable Styles Versatile Displays Top Selling Display Towers QueuePole Crowd Control Stanchions Outdoor A-Frames Countertop Advertising www.displays2go.com A division of George Patton Associates, Inc. 55 Broad Common Road, Bristol, RI 02809 Tel: 1-800-572-2194 Untitled-5 1 5/20/12 5:14 PM
  16. 16. 16 PEOPLE TO WATCH SHOPPER MARKETING DECEMBER 2013 LAURA HASLEE COMPANY: Del Monte Foods TITLE: Shopper Marketing & Activation Manager AGE: 31 PATRICK ARMINIO COMPANY: Anheuser-Busch TITLE: Shopper Insights Manager partners and quickly move on emerging trends.” In nearly four years, Arminio has worked his way from intern to contractor to staff. He is one of six shopper insights managers. Simply put, he uses the data the company has mined to suggest marketing messages. The focus, he says, is on today’s new path to purchase, which includes social and mobile media. With new modes of reaching shoppers at the point of purchase, there are various ways to talk to shoppers “closer to the moment of truth, which ultimately leads to better insights.” AGE: 28 EDUCATION: Saint Louis University, John Cook School of Business (MBA; B.S., Business Administration) L aura Haslee pursued an MBA so she could change careers. She chose a CPG career after six years working for a global mobility consulting firm that investigates expatriate compensation. During her time with that company, she traveled internationally and spent a lot of time in grocery stores researching prices. “It was during those trips and seeing so many brands in a variety of contexts that I first considered applying to business school,” she says. “I experienced what brand management was like during an internship and would’ve focused my efforts there, but Photo by Tim Shonnard EDUCATION: Thunderbird School of Global Management (MBA); Wellesley College (B.A., International Relations) Photo by Whitney Curtis P atrick Arminio’s role at Anheuser-Busch includes discovering how digital and mobile technology can assist with research and sales. A recent example is the use of a mobile crowdsourcing application to run store audits and determine the out-of-stock rate within a retail channel. Consumers with the app visit assigned stores to answer survey questions and take pictures of specific brands or promotions. The data is then linked with potential lost sales to spur corrective measures. “Eliminating out-of-stocks presents an opportunity for any retailer to increase sales,” says Arminio. “In this particular study, we were able to quantify the percentage of out-of-stocks in a significant number of stores. The mobile portion of the study provided a quick survey with visual evidence of the out-of-stocks. From there we were able to partner with the retailer and identify an action plan to lower that number.” Arminio calls his job fascinating and challenging because it’s a marriage of cold, hard facts and humanity. “The beer category is one that has a lot of emotion around it, and a lot of opinions that go with the emotions,” he says. “I love being able to listen to shoppers and translate that into strategy. The hardest part of my job is translating research results to show the business implications and ultimately drive action. “Often, researchers love to talk about methodology, statistical significance, etcetera, but it is becoming increasingly important to step out of the research role and clearly communicate what the numbers mean, painting a clear picture that allows for action to be taken.” Arminio sees no slowing of the pace of new technology in research, and the insight possibilities that provides. “Continuing to discover how technology is changing the research landscape is going to be a huge task,” Arminio says. “The role of digital-mobile research changes quickly. I believe, to remain relevant in research, A-B is going to have to be on the forefront of this type of research. Successfully doing so will allow A-B to provide relevant insights to retail there was something about the dynamic role of shopper marketing that piqued my interest.” She experienced further change when her shopper activation team at Del Monte moved into the company’s Market Development Organization. Recently, when Del Monte launched new packaging for its flagship brands, Haslee led a merchandising program to support the initiative. Del Monte used full- and halfpallets to communicate “New Look, Same Garden Quality” messaging. Haslee says the big change to an iconic brand made it essential to reach shoppers in-store, grab their attention during routine shopping trips and help facilitate the transition. “Pallets were an obvious choice as a disruptive vehicle in-store while also providing ample area for equity messaging,” she says. “Additionally, the pallets carried multiple product lines, which gave us the opportunity to let consumers know this was a change across our entire brand. While the in-store aspects were foundational, we created a plan that reached consumers along the entire path to purchase with elements such as digital coupons, social recipe dissemination and email blasts – to name a few.” Haslee works across Del Monte’s consumer products portfolio brands within the grocery, mass and dollar channels. In 2014, she will lead the shopper marketing and activation activities at Kroger and Family Dollar as well as all executions for the Contadina and College Inn brands. There are four people on her team, which Haslee says “strives to find unique and relevant ways to engage with shoppers and provide them with solutions to everyday concerns. “One of the most common problems is centered on the age-old question, ‘What’s for dinner?’” Haslee says. “As a result, we will be focusing our efforts around recipe inspiration and meal solutions. Shoppers are open to engagement if it connects with their motivation. In this way, we hope to reinforce the conversations with our consumers when they most want to hear from us.”
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  18. 18. SPECIAL REPORT 18 SHOPPER MARKETING DECEMBER 2013 RETAIL INTIMACY Part 5: Winning at Dollar General In collaboration with: By Michael Applebaum This is the final installment in a five-part series examining best practices for shopper marketing collaboration. This month, we look at how Dollar General maintains an unwavering focus on its customers across a diverse slate of programs. T hese are heady times for Dollar General. The company has posted several consecutive quarters of strong sales and earnings growth while rapidly expanding its retail footprint. In fiscal 2013, Dollar General opened about 650 new U.S. stores, including its 11,000th outlet in Murfreesboro, Tenn., and remodeled several hundred of its older locations. Already boasting a loyal customer base, the retailer has been attracting new shoppers with highly competitive prices, cleaner and more modern-looking stores, and a wider product assortment in the household and grocery categories. Dollar General reinforces its value proposition through a diverse slate of shopper marketing programs. Its corporate calendar features seasonal and co-op events (e.g., Super Bowl, back to school); cause-related tie-ins (the company does a considerable amount of outreach through its Literacy Series Schedule Part 1: Target (July) Part 2: CVS/pharmacy (August ) Part 3: Kroger (September) Part 4: Walmart (October) Part 5: Dollar General (this issue) Foundation, for example, which awards grants to schools, public libraries and nonprofit organizations to assist young students with reading deficiencies); and original programming with many leading CPG companies including Procter & Gamble, Kimberly-Clark, Coca-Cola, PepsiCo, ConAgra Foods, Nestlé-Purina and Mars. “I don’t think I’ve ever worked with a retailer that’s so in tune with its shoppers,” says Kelly Mattran, shopper marketing manager at PepsiCo. “One of the things that has often come out of our conversations with Dollar General is that they insist on being dependable for their shoppers. Part of that is knowing you can go into any of their stores and find the products you’re looking for.” Dustin Lehner, shopper marketing team lead at Mars Petcare, says that Dollar General not only “knows its shoppers,” but it does not waver in laying out a customercentric strategy for shopper programs with clearly defined objectives. “I always know going in what they are trying to achieve,” says Lehner. “They’ve been extremely collaborative and opened the door for our marketing, digital and other groups to expand our pet programs.” Colby Swan, Dollar General’s director of marketing, says that the chain is also open to doing “outside-the-box” programs as long as they are tailored specifically for its shoppers: “Dollar General is constantly evaluating new ways to partner with vendors through innovative and fresh concepts. Through continual customer feedback, we are able to provide the products customers want at the value they expect. This is a key component of our success since our product selection and business success is built on providing customers the products they use most often while helping them save money.” Mountain Dew Has Much in ‘Store’ One of the most successful shoppermarketing initiatives at Dollar General in recent years has been The Dew General Store. This PepsiCo/Mountain Dew rewards program has grown in scope each year since its 2011 launch and is set for a refresh in 2014. Notably, it has increased Mountain Dew’s share of wallet at Dollar General without relying on any additional promotional discounts, says PepsiCo’s Mattran. “We’re creating value for shoppers beyond price,” she says. “The rewards enable customers to buy the products they want at the stores they want, and have that extra badge to carry with them. It’s an incentive to buy a little bit more of their Mountain Dew products at Dollar General.” This year, Mountain Dew leveraged its NASCAR sponsorship and its partnership with country music singer Brantley Gilbert to deliver branded merchandise to customers who redeemed their points online at TheDewGeneralStore.com. Custom displays included a sixweek summer endcap featur- ing NASCAR driver Dale Earnhardt Jr. and a front-of-store U-boat display, running September through November, with country music imagery. Shoppers collected points from purchases of participating Mountain Dew products and were rewarded with Dew-branded clothing, Trek bikes, Weber grills and beach accessories (for the summer promotion), as well as Beats headphones, iPhone covers, an acoustic guitar, and tickets to a NASCAR race in Charlotte, N.C., with a chance to ride three laps around the track in Earnhardt’s No. 88 car. Based on a post-purchase analysis, Mattran says the program has drawn a significant number of male customers while still resonating with Dollar General’s core female, baby boomer shopper. “Mountain Dew’s typical millennial-male buyer is obviously a very different shopper,” she says. “But many women are in the store and buying Mountain Dew for their husbands
  19. 19. SPECIAL REPORT 20 or sons. She’s thinking of him, wanting to make sure everyone in her home is taken care of.” For 2014, Mountain Dew is looking to add a complementary partner to the program – potentially a snack brand – and find a permanent merchandising location at Dollar General stores. Mattran attributes PepsiCo’s success at Dollar General to the open lines of communication that exist between the two companies’ respective marketing and sales organizations. “This is one of the DOLLAR GENERAL RECEPTIVITY TO IN-STORE TACTICS A-boards rarely Aisle Violators/Fins/blades often Balloons sometimes Base Wrap rarely Ceiling banners/signage often Checkout Ads rarely Checkout dividers/separators rarely Circular rack ads often Counter cards rarely Demonstration/Sampling kits rarely Digital signage ads rarely Employee apparel rarely Endcap signage kits often Floor Decals rarely Header Cards often At-shelf product demo/sample rarely In-line/category headers rarely In-store radio rarely Inflatables sometimes Outdoor signage sometimes Neckhangers sometimes New item showcases Pole toppers rarely sometimes Printed materials/handouts rarely Placeholders, on-shelf rarely Price-label messaging sometimes Security pedestal ads rarely Shelf Blockers sometimes Shelf Strips sometimes Shelf Talkers often Shelf Danglers/Wobblers rarely Shopping Cart Ads rarely Side Panels often Standees often Take-one dispensers rarely Tearpads sometimes T-stand posters/stanchion signs Wall banners rarely sometimes Window clings rarely Window posters often Endcap Displays rarely Shelf trays/PDQs often Pallets sometimes Floorstands/shippers often Dump bins rarely Power wings/sidekicks often Category management systems rarely Spectaculars/lobby displays rarely Source: Path to Purchase Institute Analysis, May 2013. tightest relationships we have with any of our retail customers,” she says. “Their marketing team is looped into their buying desk and has a fair amount of influence about what happens in stores. They’re very direct in what they’re looking for. If there’s something that they don’t like, they’ll tell us right off the bat.” She cautions marketers for whom securing display is a priority that there are limited opportunities within an approximate space of 7,200 square feet. Thus, she says, you can’t win over Dollar General 100% of the time. “Sometimes we have access to [assets] that don’t fit in with their objectives in that specific time frame,” says Mattran. “But nine out of 10 times, they’ll work with us if it’s [a] compelling enough [property].” Kimberly-Clark, ConAgra Forge New Territory Across the CPG spectrum, new opportunities are arising as more consumers are flocking to the dollar channel for their fill-in trip needs. Kimberly-Clark, for example, worked with Dollar General on a 2013 program for its Huggies brand (“Little Hands, Big Plans”) that centered on an essay-writing contest in which consumers described how the $5,000 grand prize would allow them to achieve the educational dreams they have for their children. The program included FSIs, shelf talkers, digital/social media support and additional promotional activity involving Huggies’ new SureFit waistband and moisture absorption technology. The concept was developed in strategy sessions between Kimberly-Clark’s shopper marketing team (which then included Jennifer Carter, now senior brand manager for shopper marketing and family care) and agency of record, Geometry Global. The idea was seen as a way to drive awareness in the underpenetrated baby category while addressing the challenges of low-income shoppers. It also dovetailed nicely with the retailer’s Literacy Foundation mission, explains Stephanie Wieczorek, shopper marketing manager at Kimberly-Clark. “Dollar General shoppers do everything they can to care for their family within their means. This includes supporting their children’s education, which is often a big expense,” Wieczoreck says. “Dollar General uses a variety of ways besides reading advancement to connect to their Literacy Foundation, including promoting continued education, so this was a nice alignment with their corporate objectives.” Food represents another sizable opportunity at Dollar General. In the past few years, the retailer has expanded its grocery section, for example, by bringing in additional coolers near the front of its stores to house convenience items like frozen sausages, waffles and pizza. Thus, marketers like ConAgra have stepped in to capitalize on the growing segment with targeted solutions. “ConAgra has had a lot of success in executing programs that provide shoppers with a quick and easy meal solution while still giving them the value they are looking for,” says Abbey Greer, account executive and Dollar General team member at Catapult. As an example, ConAgra developed a recipe for an egg, bread and sausage casserole as part of a breakfast meal solution for its Banquet Brown ’N Serve frozen sausages. The program, which ran throughout September, featured shelf talkers with recipe tear pads that included a coupon for a free loaf of Dollar General’s private-label Clover Valley white bread with purchase of a box of Brown ’N Serve and a carton of one dozen eggs. While the program focused on creating a strong value component, convenience was also a building block of the solution, says Mike Esposito, shopper marketing manager at ConAgra. “The basic idea was: How we can feed a family of four and get the Dollar General shopper to quickly see the value in the offer? It had to be simple enough so that shoppers didn’t feel like they had to treasure hunt for the recipe ingredients,” Esposito says. “We also wanted to have additional communication points outside frozen. The bread aisle is typically one of the first you see, so there was an opportunity to drive shoppers to multiple points across the store.” With its sheer size and portfolio of products, ConAgra has the luxury of being able to segment programs using SHOPPER MARKETING DECEMBER 2013 value brands like Banquet and Chef Boyardee to target different subsets of dollar store shoppers. “We have flexibility as to how we market [those products] and go after varying income levels of shoppers,” Esposito says. “At the same time, we’re cognizant of Dollar General’s promotional calendar and what their merchandisers are focused on in any given month. We look for ways to integrate shopper or promotional activity that ties into the relevant season or time of year.” Updating the Dollar Store Image Dollar General today continues to benefit from the seeds of revitalization it planted during the 2008 recession. “Their timing was a bit of a fortunate accident,” says Mike Paglia, principal analyst at Bostonbased Kantar Retail. “They were just starting to remodel stores and ramp up assortment when the economy went south, and having shoppers suddenly give them a second look provided a lot of momentum. But their efforts in stores have been very focused, deliberate and measured.” Now, more affluent shoppers are beginning to give Dollar General that second look. In fact, the fastest growing segment within the dollar channel are shoppers who earn more than $75K per year. At Dollar General specifically, this
  20. 20. DECEMBER 2013 SHOPPER MARKETING SPECIAL REPORT General shopper, it has a chance to move forward,” says Mars Petcare’s Lehner. He cites a holiday 2012 program in which Mars featured a bundled savings offer to cross-promote the candy and pet food categories, “something that would be a big hurdle for many other retailers.” Custom shippers provided secondary display at the front of the store, using the tagline, “A treat for you, and a treat for them.” Lehner explains: “Shoppers think of their pets as family, so when they are shopping for stocking stuffers, why not group comprised a healthy 7% of shoppers, as of Kantar’s June 2013 survey. Two-thirds of Dollar General shoppers remain in the $50K or under group, per the study. In addition to becoming more affluent, the overall demographic is increasingly skewing younger and more Hispanic, Paglia notes. Dollar General is reinforcing its spiffier image by blanketing stores with its trademark black-and-yellow signage that contains a clear message for shoppers: We’re not your typical dollar store. Alongside one sign that reads, “Expect Low Prices. Every Day” is another that says, “Being affordable doesn’t mean being cheap here” and another: “We deliver top brands at bargain prices.” The retailer has also shown a willingness to pursue unconventional tactics. “Very rarely do they shoot something down just because it’s different or unique. As long as the idea is rooted in research and credible insights specific to the Dollar 21 remind them their pets need treats too? We talked about the idea internally, presented it to them and they loved it.” Going forward, Dollar General is supporting Mars’ efforts to become more strategic, vs. promotional, in its petcare programs. “They’ve done a great job in building awareness for the pet category through tie-ins with Mars’ Pedigree brand and the Country Music Awards,” notes Amy Sorensen, account supervisor at Catapult. “Shoppers now know that Dollar General carries quality national petcare brands.” According to Paglia, this is all part of a larger strategy to solidify Dollar General as a “complementary mission” to the stock-up trip. “A shopper goes to Kroger or Walmart for two-thirds of their basket and stops by a Dollar General store on their way home because they know they can get their favorite deodorant or shampoo at the lowest price,” says Paglia. “Dollar General is perfectly OK with that. They’re not trying to steal trips from other retailers.” And yet, as many would argue, that’s exactly what they are doing. SAVE THE DATE March 24–26, 2014 Schaumburg, IL About the Author Michael Applebaum is a freelance writer and editor who specializes in developing features that address all aspects of marketing. He trained in the New York City publishing industry and held senior-level editorships at Brandweek, Photo District News and Spy magazine. Catapult is today the merger of two powerful agency brands – Catapult and RPM – now operating under a single vision and name. Catapult was launched in 2005 as an integrated agency resource, while RPM began in 2008 as a decentralized shopper marketing agency. Today both have come together under the Catapult name, delivering insights, brand strategy, shopper marketing, consumer promotions, digital, and outstanding creativity. In 2012, the agency became part of Epsilon, the recognized leader in providing data and technology solutions. This gives Catapult access to proprietary data and analytics that help develop rich, fact-based insights to fuel winning creative solutions. It also provides a more granular level of assessing inmarket performance of its programs. Registration Opens January 1 This is much more than your average conference. www.ShopperSummit.com
  21. 21. 22 GLOBAL CASE STUDY SHOPPER MARKETING DECEMBER 2013 GLOBAL PERSPECTIVES on Shopper Marketing TURKEY: Coming Clean in Supermarkets Campaign Name: “Cleaning Experts” Company: Unilever Agency: In-House Region: Middle East Program Type: Channel-Specific Marketing BUSINESS LANDSCAPE: In Turkey, the supermarket channel is the fastest growing for consumer packaged goods, with a reported annual growth rate of 19%. Therefore, the channel presents a huge opportunity for Unilever home care products such as laundry detergent and household cleaners, which currently are growing at better than 30%. This growth is being driven primarily by smaller, local supermarkets that offer Turkish shoppers a convenient place to buy groceries near their homes or workplaces. The importance of these local retailers within the grocery market has been rising steadily. These local supermarkets are renowned for offering cheaper prices and a simplified shopping experience. They’re also perceived as homey, with environments that make it conducive for shoppers to build relationships with the store owners and develop trust not only for the store but also for the authenticity of the products on its shelves. Many of these local storeowners are members of the Turkey Local Retailers Confederation, a trade body actively supported by Unilever. OBJECTIVES: ■ Communicate the effectiveness of Unilever brands to shoppers. ■ Educate shoppers about the benefits of new products such as liquid detergents and concentrates. ■ Create a homey ambience in stores to make an emotional connection between the purchase and usage occasions. ■ Ensure that participating retailers “own” the platform by involving them in every phase of the project to develop tailored executions. ■ Establish permanent visibility for Unilever’s home care products in supermarkets, where additional display opportunities have been limited. INSIGHTS: Multiple-SKU purchases within the home care category are high. For example, fabric conditioner and laundry detergent are found together in 30% to 40% of category baskets. However, a key barrier to purchase is that shoppers often believe that they have a sufficient supply of cleaning products at home and therefore decide to delay the purchase until a subsequent trip. Attractive displays that educate shoppers about new products and improved benefits, as well as more prominent promotions, might help to overcome this barrier. Turkish shoppers use supermarkets to fulfill their regular, daily needs. Between 70% and 80% of channel shoppers are focused on planned, daily purchases such as fresh vegetables, bulk cereals and charcuterie/meat products. However, Unilever has a chance to drive the impulse purchase of detergents and home care products among these shoppers by improving their visibility in stores. In addition, qualitative research obtained through the use of eye-tracking technology revealed that shoppers in checkout lines often scan the store to find new products or reassure themselves that they haven’t forgotten anything. Prominent displays, compelling in-store advertising and product demonstrations all could catch the attention of these shoppers. STRATEGY: The “Cleaning Experts” program that Unilever devised had two main levers. The first was a new merchandising area that would co-locate laundry and household cleaning products together to trigger cross-purchase within the broader home care category. This would be achieved through secondary displays that would deliver the added benefit of ensuring against out-of-stocks – which is always a risk given the limited shelf space available in local supermarkets. The second was to develop tailored solutions for participating retailers, which would strengthen Unilever’s relationships with these increasingly important accounts. EXECUTION: Unilever created a display that presented all of its home care brands together as “Expert Cleaning Products.” The program was implemented at 11 local supermarket retailers that collectively operated 253 stores in 13 cities. Within the company, brand marketing, trade marketing and the account teams worked collaboratively to ensure that the campaign was executed through a full 360-degree activity plan. To ensure full support and smooth execution, the retailers were invited to Unilever’s “Customer Collaboration Centre” to discuss all aspects of the campaign during the planning stages. A campaign logo was designed for use on all the special product co-packs and promotional materials that would be produced. The logo also was employed to ensure ownership and uniqueness for each participating retailer. In addition, This is one of 31 case studies presented in the Path to Purchase Institute’s “Global Perspectives on Shopper Marketing,” which was published in October in conjunction with Coca-Cola, Unilever and Geometry Global. The book will be available on Amazon.com in January. each retailer received tailored promotional activity over the course of the campaign. Ensuring that the store managers and staff were engaged with the campaign was also important, since it’s the in-store personnel who really help drive great execution. Once all the targets and components had been planned with the account teams, Unilever visited each account to present the program to local staffers. The first step in the multifaceted effort was to design a differentiated double-pack exclusively for the participants. This was the first time Unilever had created an exclusive SKU for local supermarkets. The next step was to secure the permanent displays, which were a mixture of secondary and in-line fixtures negotiated on a store-by-store basis. The goal was to gain annual agreements with each customer – a difficult task given the size of these stores. Thirdly, Unilever worked to bring the brands to life onshelf through visuals that created a “just like home” environment. In addition, the manufacturer dispatched brand ambassadors to explain the products in the top 25 stores. Finally, Unilever tapped into various in-store events to ensure that the “Cleaning Expert” effort would be promoted periodically throughout the year. These events included customer-initiated campaigns and 49 store grand openings in the first 12 months. Unilever also staged a three-day “Cleaning Experts Carnival” in the top stores of each retailer during the year. Ultimately, more than 20,000 total product samples were distributed. SUCCESS MEASURES: ■ With successful execution at all 11 customers (and all 253 stores), Unilever got the program into more than half of all local supermarkets in Turkey. ■ Participating stores posted sales growth that was two to three times better than non-participating stores. ■ Almost 50,000 of these special co-packs were sold over the course of the year. ■ Unilever was appointed category captain for bath & kitchen and fabric cleaning at all 11 accounts. Unilever leveraged the success of the “Cleaning Experts” program to make stronger, sustainable connections with key accounts in an increasingly important retailer channel. After the initial flight in 2012, an updated version of the campaign ran in 2013 and a third incarnation is being prepared for 2014. WHY IT MATTERS: Fostering collaborative relationships with local supermarket operators helped Unilever find a permanent in-store residence for its full array of home care products. KEY LESSON: Cross-category solutions let manufacturers provide key retailers with sustainable, behaviorchanging programs that grow relationships as well as sales. MADE POSSIBLE BY:
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