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Vol. 24, No. 6 • June 2011 / An Official News Publication of theMills Partners Mattel Brings Barbiewith GrouponMINNEAPOLIS — General Millsbecame the first major con- & Ken Back Togethersumer packaged goods maker Playing off ‘breakup,’ campaignto run an offer through Chica-go-based Groupon’s collective- targets multiple generationspurchasing website. Staged in By Joe BushMinneapolis and San Francisco EL SEGUNDO, C ALIF. — Mattel Inc. usedon April 21, the offer entailed a a multifaceted marketing campaign that“sampler” of 12 Mills products included social media activity on Face- book and Twitter, and event marketing to publicize the “reunion” of its Barbie and Ken dolls. The backstory of the dolls includes a “breakup” seven years ago. It wasn’t un- til the pair appeared together in Pixar Animation Studios’ Toy Story 3 in 2010 that the rematch gained momentum. The theatrical appearance was not of Mattel’s doing, says vice president of marketing Lisa McKnight, but served as an unofficial kickoff for the reunion campaign.from brands such as Fiber One,Cinnamon Toast Crunch andFruit Roll-Ups for $20, which theCPG billed as a 50% discount.The deal also included a couponbook providing $15 in savingson various Mills products. Thepackages were shipped directly Integratingto buyers’ homes. General Millstold The Wall Street Journal thatit would evaluate results fromthe test before deciding to use Shopper & CatManGroupon again. The offer sold “The brand reaches multiple genera-through 4,500 boxes by mid- tions,” McKnight says. “Ken has not beenmorning. Within a week of that in our product line since 2004, so weoffer, TotalBeauty.com launched wanted girls to reconnect with Ken andits first Groupon deal, offering to understand his role in Barbie’s world,$25 worth of E.L.F. cosmetics SEE PAGE 20 that he’s the perfect boyfriend for everyfor $10 redeemable through occasion, and to ultimately buy Ken to ac-EyesLipsFace.com. company Barbie and play out stories with them together.” Dole Learns from Mobile Club Pilot On Valentine’s Day 2011, Barbie’s Face- book page announced the pair was back By Dan Ochwat together. McKnight says Mattel wanted to WESTLAKE VILLAGE, CALIF. — Dole Foods completed an eight-week pilot program with East simultaneously bring Ken back into the Coast supermarket chain Price Chopper to test the mobile marketing waters. The retailer and spotlight and mark his 50th anniversary manufacturer partnered to create the Dole Salad Mobile Club, a loyalty program where shoppers (March 11) with new dolls. signed up for SMS text-message recipes and offers. Dole and Price Chopper started promoting A special-edition gift set printed with the club in November 2010 through targeted direct mail pieces with QR codes, circular ads, a the words “She Said Yes!” included Ken mobile site, Facebook posts and banner ads. and Barbie together. Mattel recommended “We wanted to discover who, how, when and where consumers wanted to use their mobile that retailers sell it for $5 for one week. device,” says CarrieAnn Arias, senior manager of shopper marketing at Dole. “We also wanted All creative work was done in-house, says to create a path for future communications. We accomplished all of our goals and gained some McKnight. unexpected – and heavily guarded – insights into how mobile interacts with other marketing A five-week print campaign in US Week- mediums.” ly and a month-long billboard campaign Category Report: So while the program worked to get shoppers more involved in shopping for salads, the pilot (digital and traditional) in Los Angeles and CANDY AND SNACKS really helped inform Dole and Price Chopper on mobile practices, according to Arias. “You New York preceded Valentine’s Day. See Page 42 See Dole, Page 16 See Mattel, Page 18 Report: Mobile Apps/ Technology Page 26
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4 SHOPPER MARKETING JUNE 2011 EDITORIAL An In-Store Marketing Museum humble opinion, that is one of the great values of events such as our Design of the Times (DOT) Competition. Don’t be keters and retailing execs will conduct the first round of judging at Target’s headquarters in Minneapolis. Through I was laid up with an illness during April’s 3,000 ads would consume four hours of misled by the name. Yes, I’ve seen a few their evaluations, they will “curate” how Shopper Marketing Summit. However, by your life, every day. agency execs and consultants roll their the DOT Gallery is arranged at October’s firing up the ol’ iPad, I was able to fol- The linear path-to-purchase model eyes at the prospect of a “display design” Shopper Marketing Expo, as only final- low the proceedings via attendee Twit- is dead. Again, at first blush, it’s hard contest. (Although why, over the years, ists will be set up for the final judging ter postings. (See www.instoremarketer. to disagree. Disruptor shopping tech- have I seen virtually every one of them on Oct. 18. org/tweetable.) Of course, monitoring a nologies (geo-targeting, social media, in our DOT Gallery, furiously scribbling Entrants please note: this is a BIG proce- stream of 140-character tweets is a lot crowdsourcing, to name just a few) are away? You know who you are.) dural change from years past. like eavesdropping on concession-line flooding the marketplace. Some will be They should take another gander at the Thus, the DOT Gallery will be an in- chatter during an intermission. You over- game-changers, some will be vaporware, rules at www.ShopperMarketExpo.com/ store marketing “museum” with only the hear a lot of factoids, assertions, kudos and some will get your CEO subpoenaed dot. The DOT Competition embraces best of the best (Gold, Silver and Bronze) and complaints, but there’s little room for before Congress. But at the moment, it’s both the linear and the asymmetrical, on view, and plenty of elbow room to elaboration or context. all coming in an asymmetrical avalanche, with 14 activation categories spread over peruse, debate and scribble down notes, So when the statement Facebook and I know more than a few hardcore eight retail channels. We take submissions sketches, names and phone numbers. The ‘Likes’ are worth $3.60 tweeted through early adopters who are getting fatigued from the biggest of CPGs, retail chains, Gold, Platinum and Best of Times winners the Twitterverse, I noticed that not a sin- with all the test-driving. agencies and producing firms as well as will be announced at the DOT Awards gle one of its many re-Tweeters disagreed. So dead dead? As in doornail, dodo, start-up P2P shops working with digital, Dinner on Oct. 19 at Navy Pier. Bottom And that might have been that, until I duck or OBL? Come on. I’m all for open- mobile, coupons, events, sampling and line: Get your entries in before June 10, Google’d it and discovered a flash mob ing our minds, but I suspect that a few of other media. And the entry questionnaire 2011 (the late deadline – with penalty – is of virtual Doubting Thomases out there these speakers are just trying to make our once again incorporates the very popular June 17.) claiming that this statistic is flawed, too heads explode. “Four C’s” shopping paradigm. P.S. We’ll print the winners, both here high, too low and/or meaningless. We can all use reality checks, and in my In August, a large team of brand mar- and throughout the Twitterverse. The average American is exposed to more than 3,000 advertising messages a day. That, too, sounded both authorita- tive and useful (hone your messaging, people), but upon further review, it seems odd that a data point that predates the Dotcom Bubble and the proliferation of “screens” in our lives hasn’t budged in 15+ years. And think about it: Even at a mere five seconds of exposure apiece, Rendering by Keith Arndt, Mechtronics • Sarah Gleason, Consultant, GfK • Sonja Mathews, VP, Market Research • Alicia Smestad, EVP, RPM Connect DISTINGUISHED FACULTY Interscope & Competitive Intelligence, USAA & President, Nsight Connect, • Lily Lev-Glick, Founder, • Patrick Rodmell, President & CEO, • Mary Goggans, Director, • Kent McCuddin, Senior Manager, D.L. Ryan Companies Shopper Sense Watt International Customer Business Development, Marketing Communications, • Alex Sodek, SVP, Research, • Russ Napolitano, EVP/Partner, • Rob Wallace, Managing Partner, Kimberly-Clark Wells’ Dairy Inc. Decision Insight Inc.2011 Events Wallace Church Inc. • Joe Ricci, President, Beacon Strategy, Wallace Church Inc. • Scott Young, President, Perception • Terri Goldstein, Principal/CEO, The Goldstein Group • Elissa Moses, Chief Analytics Officer, EmSense • David Sommer, CPG, Retail and Shopper Marketing, FacebookJUNE 2011 Concepts Inc. Research Services • Nicole Green, SVP, Brand Evangelist, • Tyler Murray, Global Digital Practice • Herb Sorensen, Ph.D., Scientific Mullen/Frank About Women Lead, Saatchi & Saatchi X Advisor, TNS Global Retail &10 Design of the Times Entry • Terry Nannie, Senior Director, Shopper Practice, TNS • Michael Chase, VP of Marketing & • Brian F. Harris, Ph.D., Founder & Co-Deadline INSTITUTE FACULTY Creative, St. Joseph Content Chairman, The Partnering Group Marketing, Walmart Stores Inc. • Jesse Spungin, VP & Generalshoppermarketexpo.com/dot • Daniel Abramowicz, Ph.D., EVP, • Laurie M. Clark, Senior Customer • Doug Healy, Senior Market Research • Robert Osmond, President & CEO, Manager Popcorn Brands, Technology, Crown Holdings Inc., & Media & Interactive Manager, Analyst, Barilla America Benchmarc Display Inc. ConAgra Foods17 Design of the Times Entry President, Crown Packaging Technol- Coca-Cola Co. • Dave Henderson, VP, Customer • John Paulson, CEO, US, G2 • Brian Stankiewicz, Ph.D., Vision ogy Inc., Crown Holdings Inc. Scientist, 3MExtended Deadline • Peter Cloutier, Group President, Strategic Marketing, Hasbro • Brian Pear, VP & General Manager, • Michelle Adams, VP, Shopper & Catapult Marketing Shopper Events LLC • Phil Stanley, VP, Customer Marketing,shoppermarketexpo.com/dot Customer Insights, PepsiCo • John Clutts, Practice Leader for • Mack Hoopes, Manager of Shopper Hershey Foods Insights, Henkel North America • Hugh Phillips, Ph.D., President, • Candace Adams, President, Global Retail, The Partnering Group Phillips Foster & Boucher Inc. • Cathy Stauffer, EVP, Market Develop-21-22 StratConn: Custom Retail Strategy, SmartRevenue • Anne Howe, Founder, Anne Howe ment, Premier Retail Networks • Terry Collier, Ph.D., Marketing Associates LLC • David Plante, Senior MarketingMerchandising • Alexei Agratchev, CEO, BVI Networks Manager, 3M Manager, Target • John Stermer, EVP, Sales & Marketing, • Geoff Jackson, Director, IntegratedThe Westin O’Hare • Rosemont, IL • Bob Anderson, Director, CSM, • Tom Conti, President, G2 Shopper Marketing, Campbell • Daniel Prince, Digital & In-Store PromoWorks Stop & Shop Supermarket • David DeBusk, VP, Client Solutions, Soup/Pepperidge Farm Marketing Manager, • Rich Tarrant, CEO, MyWebGrocer • Charlie Anderson, CEO, North DS-IQ Hewlett-Packard Co. • Marla Thompson, VP, NationalAUGUST 2011 America, Saatchi & Saatchi X • Valerie Jacobs, VP, Group Director, • David Rich, President/CEO, Accounts - Central, Catalina • Giovanni DeMeo, Director, Director of Trend Analysis,3 Design of the Times Round 1 • Evan Anthony, VP, Corporate Global Brand Development, LPK - Libby Perszyk Kathman ICC/Decision Services Marketing Corp.Judging Marketing & Advertising, Kroger Daymon Worldwide • Curt Johnson, SVP, Consumer Goods • Sven Risom, Managing Director, • Aidan Tracey, CEO, Mosaic • Jonathan Asher, VP, Perception • Ben DiSanti, SVP, Planning & Division, Miller Zell Inc. Cannondale AssociatesDOT judges will meet at Target HQ Research Services Perspectives, TPN • AnnaMaria Turano, Founding • Jason Katz, EVP, Emerging Media, • Joe Robinson, President, RPM Partner/Executive Director,for the first round of judging. • Don Baker, VP, Pricing & Category • Tanya Domier, President, Marketing Catapult Marketing Connect, D.L. Ryan Companies MCAworks LLC Selling Strategies, Sara Lee Food & Services, Integrated Marketing • Catherine Roe, Head of Consumer • David VanderWaal, Director, In-Store • Kevin Kells, National Industry Beverage Services Packaged Goods, Google Inc.OCTOBER 2011 Director, CPG, Google Inc. Shopper Marketing, LG Electronics • Steve Bava, Director Of Strategic • Kelly Downey, VP, Customer • Sherri Rosenberg, Media Director, • Randy Wahl, EVP, M/A/R/C Research18-20 Shopper Marketing Expo • Kat Kozitza, Director, Interactive Development, WhittmanHart Marketing, Unilever Blue Chip Marketing and Marketing, Supervalu • Todd Walls, EVP, BuxtonNavy Pier • Chicago, IL • Bernard Beary, AVP, Category • Philip Duncan, Global Design Officer • Jon Kramer, CMO, RockTenn Communications • Kamela Warren, E-Business Manager, Hy-Vee Food Stores Corporate Design, Procter & Gamble • Sarah Rottenberg, Relationship Merchandising Displays Customer Manager, Kellogg Co.18 Design of the Times Round 2 • James Beck, General Manager, • Mark Edwards, President, Founder, Lead and Directing Associate, Walmart Smart Network, Red Dot Square Solutions • Ed Kuehnle, President, Catalina Jump Associates • Brad Williams, Shopper MarketingJudging Walmart Stores Inc. Marketing Corp. Consultant, Coca-Cola Co. • Matthew Egol, VP, Consumer, • Masha Sajdeh, Chief Shopper • Chris Borek, Senior Manager, Media & Digital Practice, • Paul Lieberman, Director of Strategist, Arc Worldwide • Cheryl Williams, VP, Marketing, Interactive Multichannel Experience, Booz & Company Inc. Merchandising & Shopper Marketing - Shoprite19 Design of the Times Awards Drugstore Channel, Mars Chocolate • Bob Samples, Director, Category Target • Craig Elston, SVP, Insight & Strategy, Planning and Sales Support, • Caroline Winnett, CMO,Dinner • Thomas Brown, EVP, Minneapolis, NA LLC Hormel Foods Corp. NeuroFocus Inc. The Integer Group D.L. Ryan Companies • Wendy Liebmann, CEO & Chief • Paul Schaut, CEO, Modiv Media • Al Wittemen, EVP, Integrated Mar- • Maria Emmer-Aanes, Director of Shopper, WSL Strategic RetailDECEMBER 2011 • Stephen Brown, VP of Innovation, Marketing and Communications, • Mark Scott, EVP, Marketing Service keting, Acosta Sales & Marketing Merchandising Displays, RockTenn Nature’s Path Foods • Catherine Lindner, VP, Retail Market- Operations, Acosta Sales & • Jay Zemke, VP, Strategic Develop-8-9 StratConn: Strategic Resources Merchandising Displays ing, Walgreen Co. Marketing ment, BARD Advertising • Patrick Fitzmaurice, Principal,Shopper marketing agencies and • Raymond Burke, E.W. Kelley The Capre Group • Mary Lorson, Director, Business • Suzy Sharpe, Founder & Principal • Mark Zwicker, VP, Business Develop-strategic consultants. Professor of Business Administration, Solutions, Pavone Consultant, Sharpe Insights ment, St. Joseph Content • Ted Flinn, Brand to Retail Strategy Indiana University Director, TracyLocke • Jim Lucas, Global Retail Insight &The Westin O’Hare • Rosemont, IL • John Burn, Director, Channel Strategy, Draftfcb • Jim Fuqua, Director, Shopper Marketing, MillerCoors LLC Marketing, Supervalu • Chuck Luckenbill, VP, Visual ■ Distinguished Faculty and Institute Faculty are the highest-THROUGHOUT 2011 • Rich Butwinick, President, • Craig Geiger, Director, Category Merchandising, OfficeMax rated speakers, based on a 4-point scale, by past attendees of MarketingLab Development & Shopper Insights, • Darren Marshall, VP, Global Shopper our various speaking engagements. Distinguished faculty haveI-Seminars • Alison Chaltas, EVP, GfK Interscope Barilla America Development, Coca-Cola Co. consistently scored high at four or more events. Faculty haveIndustry webinar presentations. See • Anne Chambers, CEO, The Capre • Bryan Gildenberg, Chief Knowledge • Anthony Massa, Chief Creative scored high, presenting at least once.the website for topics and schedules. Group Officer, Management Ventures Inc. Officer, TPN
6 PROGRAMS SHOPPER MARKETING JUNE 2011Rawlings Turns to Digital to Simplify Shopping ExperienceBy Dan AlaimoST. LOUIS — Rawlings Sporting Goods is 140-plus stores in the Northeast and Mid-trying to simplify the process of shopping Atlantic states.for its baseball training equipment by using This year’s campaign adds mobile-basedvarious digital shopper marketing tactics, marketing by way of QR codes on packaging.including QR codes, and updated displays By scanning the codes with a smartphone,at Modell’s Sporting Goods. shoppers can access a video of Ripken ex- Rawlings knew that there are many types plaining and using the product. “Especiallyof shoppers who purchase these products, in our sector of the sporting goods business,including parents, coaches and the athletes it’s hard to sell a batting tee if you are notthemselves. The company sought to make showing exactly how to use it,” Naber says.the shopping experience as easy as pos- In ordinary circumstances, it is impracticalsible for those less knowledgeable about its to set up a batting tee in a store and have5-Tool Training line, especially moms, says someone demonstrate how to swing a bat.Lindsey Naber, Rawlings brand manager, “Now we can show a video of that,” she says.spring sports. “That’s a cost-effective way to sell the fea- “In a lot of cases, some people aren’t as tures, the drills and the experience associ-informed when it comes to sporting goods ated with the product.”equipment,” says Naber. “They don’t un- The digital marketing campaign also in-derstand what separates a $200 piece of cludes email, Facebook and a redesignedequipment from a $50 piece of equipment. website. Rawlings is using QR codes and account-specific displays atSo you have to do a little more work at the Using Modell’s email database, “We are Modell’s Sporting Goods to market its 5-Tool Training line,point of sale.” going to explore doing some geo-segmen- which is endorsed by Cal Ripken Jr. The line, which debuted in February tation where we will talk to segments of2010, came back to Modell’s stores in Feb- their audience that the product line would the items necessary to carve out a trainingruary 2011 with an endorsement from appeal to,” says Naber. “Also, we will look at program.”Hall of Fame baseball player Cal Ripken previous purchases of the 5-Tool Training Naber says the Internet is the ultimateJr. and his Baltimore-based company, line to continue that conversation.” source of information for shoppers, “SoRipken Baseball. Ripken’s image appears The Facebook promotion, set to launch if you are unable to get the informationprominently on P-O-P materials designed this month, enables Rawlings to expand its you need in-store, it’s going to be the des-by Inner Workings, Chicago. The per- advisory staff beyond top athletes and col- tination where you can go home and learnmanent displays highlight five athletic legiate coaches to include more consumers. more about it,” she says.“tools” needed for baseball: arm strength, Rawlings will use the social media site to “so- Summing up Rawlings’ approach, Naber BRAND: Rawlingsa balanced swing, foot speed, hand-eye licit feedback from the people actually using says: “We want to become the single sourcecoordination, and strength for a powerful the brand,” says Naber. “We won’t be talking for all things baseball.” There has to be a KEY INSIGHT: There are many types of shoppers who purchase baseball trainingswing. The products, according to Naber, at them, we will be talking with them.” “cohesive flow of information. We have to tools, including parents, coaches and theconsist of agility hurdles, small training A newly designed website includes a sec- make sure each element is in place; oth- athletes themselves, and some are lessgloves, weighted baseballs, hitting tees, tion dedicated to the 5-Tool Training line erwise, you lose the consumer to a com- knowledgeable about the tools’ features.resistance bands, swing shoots and curve that “will be heavy on tips and drills,” she petitor. So we are constantly exploring new ACTIVATION: QR codes on packaging linktrainers. Rawlings partnered with New says. “It’s not as simple as just showcas- ways of how to use technology to reach to demos of the training equipment.York-based Modell’s to launch the line at ing the product. It’s putting the tips with different segments of consumers.”Kellogg Introduces Cereal in New Market The launch was supported by TV spots created by the Chicago office of Leo Bur- Kellogg says consumer feedback has nett, a dedicated website, a Facebook pageIntegrated Crunchy Nut campaign tries to convert U.S. consumers shown that consumers like the taste of the that also hosts videos, in-pack rebate offers,By Joe Bush cereal. “In other markets where Kellogg FSIs, direct mail and in-store activity suchBATTLE CREEK, MICH. — Hoping to build sells Crunchy Nut cereal (including Austra- as sampling (without milk), at-shelf videoon the success of Kellogg’s Crunchy lia), there are passionate fan bases that have and dedicated floorstands.Nut cereal in England and Ireland, made the brand extremely successful,” says At Walmart, Crunchy Nut garneredKellogg Co. launched the brand in the Jeff Delonis, brand manager. endcap space that incorporated the Wal-U.S. in January using an “It’s Morning Trumpeting the idea that cereal simply mart Smart Network. A co-op ad from theSomewhere”-themed campaign. tastes good and doesn’t have to be for break- retailer and manufacturer in Parade maga- fast only, Kellogg showcased the product’s zine and circular features touted its avail- arrival – and drove awareness of the brand ability at the mass merchant. – with a 24-hour event in Los Angeles that “We enjoyed very broad retailer support featured a 66-by-28-foot cuckoo clock. At for this innovation and together were able the top of each hour, actors impersonating to use retailers’ shopper marketing oppor- people from countries where it was morn- tunities,” says Jamie LaRue, Kellogg’s senior ing at that time emerged from the clock. director of shopper marketing. “For some The theme was sup- retailers this included in-store sampling, ported by packaging that and for others digital inclusion, direct mail included a QR code de- and other customer media opportunities. veloped by Augme Tech- Additionally, we did many scale events, nologies, New York. and Crunchy Nut was one of the heroes of Consumers who scanned those events.” the code accessed a video Kellogg used The Integer Group, Den- on Kellogg’s mobile site. ver, for in-store creative, while Menasha The video’s content car- Packaging, Neenah, Wis., handled POS ried the “It’s Morning production. Somewhere” theme and varied depending on the BRAND: Kellogg’s Crunchy Nut time of day. KEY INSIGHT: A passionate fan base can make a cereal brand successful. A Facebook page and account-specific retailer activity supported the U.S. launch of Kellogg’s Crunchy Nut. Walmart gave Kellogg a ACTIVATION: Use an integrated cam- co-op ad in Parade magazine as well as dedicated endcap space paign to promote the cereal as some- that incorporated the Walmart Smart Network. Supervalu’s thing you can eat at any time of day. Jewel-Osco, far left, placed floorstands near milk coolers.
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8 PROGRAMS SHOPPER MARKETING JUNE 2011Aunt Jemima Reveals Process Behind PancakesBy Aaron BaarMOUNTAIN L AKES, N.J. — Pinnacle Foods’ “Our unique point of difference is whoAunt Jemima has embarked on a yearlong makes our products, how we make themprogram to demonstrate that its frozen and what we put in them,” says Andy Re-pancakes, waffles and French toast prod- ichgut, vice president of marketing for Pin-ucts are not that different from the ones nacle Foods. “The whole message is everypeople make at home. batch is made from scratch.” Through a series of videos viewable The idea resulted from a trip Reichgut andthrough the Aunt Jemima Facebook page, other members of the marketing departmentthe company (along with PR agency Weber took to the plant to familiarize themselvesShandwick, New York) is pulling back the with the company’s production process andcurtain on the process it uses to create its the people who worked there. “We realizedfrozen breakfast foods. The videos depict at the end of the day that if people could seeemployees at the company’s Jackson, Tenn., what we had just seen, we’d have tremen-plant making the Aunt Jemima products. dous brand affinity,” he says. Visit artisancomplete.com It’s rough out there on the shelf. We have your back. Aunt Jemima is using its Facebook page to show consumers how its frozen breakfast foods are made. After playing the video, consumers can print a coupon for a free product. The videos depict plant employees Jen- nifer Franklin, Charley Schumaker and Susie Tomlinson – the company now calls them “brand ambassadors” – talking about the way they make the product. As the em- ployees narrate, the video shows batter be- ing squirted onto a “hot cast-iron griddle,” cooked on one side until bubbling and then flipped. “They’re just like what I make at home,” Schumaker says. The company did not conduct heavy shopper marketing studies before embark- ing on the campaign. “We knew where the brand stood in the minds of consumers,” Reichgut says. “The message we came up with just strengthened what we already knew. They really have curiosity about how their products are made and who’s making them.” The videos were a perfect fit for Face- book, Reichgut says. “We realized this was the type of thing that [would allow us] to have a conversation with consumers. We have such an authentic voice [in the vid- eos]. It’s just the truth, and that tone and manner works well in social media chan- nels.” As an added incentive, after the video plays, the company provided a printable coupon for a free box of frozen pancakes. That coupon disappears after 56 minutes and is replaced by a $1 coupon. Reichgut says the company planned to complement the online videos with a com- prehensive marketing program that would include some in-store promotions (possi- bly with the brand ambassadors attending Point of events around the U.S.), and dedicating an Purchase area of the product packaging to a message Display from the brand ambassadors. Decor Printing+ BRAND: Aunt Jemima KEY INSIGHT: Consumers are curious about their food and who makes it. ACTIVATION: Launch a series of behind- MEET WITH US AT JUNE 2 1 ST- 2 2 ND the-scenes videos depicting how its frozen breakfast products are made and provide a free product coupon.
10 SHOPPER MARKETING SUMMIT SHOPPER MARKETING JUNE 2011Sharing the SandboxHaving worked hard to gain internal alignment,Supervalu now ready for collaborative shopper marketingBy Peter BreenROSEMONT, ILL. — This summer, more than were confusing our supplier partners50% of in-store merchandising in Super- and, ultimately, our joint shopper,”valu stores will be directly related to the said Fuqua. “We were fishing in dif-retailer’s seasonal shopper marketing pro- ferent holes … using different baitgram. That represents a milestone in the [but] trying to go after the same fish.”retailer’s development of a shopper market- The company thus undertook aing strategy that has aligned its marketing concerted effort to break down theand merchandising departments around a walls between the two functions –common goal and, now, is seeking stron- along with the ones separating themger collaboration with consumer product from operations, finance and othermanufacturers. departments – to bring greater clarity In the “Fresh Summertime Fun” program, to the marketplace.“We’ve got the right brands, we’ve got the After gaining a firm commitmentright prices, we’ve got the right time and from leadership within (not to men-then we’ve got the right marketing behind tion above) the two departments, the Shopper marketing director Jim Fuqua, right, talks about Supervalu’s transformation during a keynote presentationit,” said Eric Hymas, Supervalu’s group vice executives began a “discovery phase” at the Shopper Marketing Summit in April. At left is Eric Hymas, group vice president of center store merchandising.president of center store merchandising. entailing interviews with product“And we really think that’s going to step up vendors and roughly 80 Supervalu employ- Setting the Vision The two executives also offered the fol-our sales and our growth.” ees. “We needed to share the story of what The discovery phase informed the develop- lowing advice for potential partners: But that wouldn’t have been possible if we were trying to do, and understand the ment of a corporate vision: “To establish and • Provide actionable insights. “We’ve got differences between marketing and mer- grow an industry-leading shopper market- so much data that we can’t mine it all.the retailer’s executives hadn’t spent the last chandising at Supervalu,” Fuqua said. ing program [that would] move Supervalu We need to identify [shopper] problemstwo years crafting a new corporate culture The goal was to create a culture for pro- to a singular-focused organization to meet and use shopper marketing to solve thosein which “solving problems” for shoppers gram planning that would “start with the customers’ needs,” according to Fuqua. problems,” said Hymas. “If you can’t doprovides the common ground for market- consumer, what she’s looking for, what That vision requires a full commitment anything with [your insights], then justing and merchandising to work together, don’t bring them,” added Fuqua. drives her behavior, and how we can help from all parties involved; the determinationsaid Hymas, who joined with Supervalu change that behavior and drive more sales,” to “ground everything in shopper insights,” • Get aligned internally. “There are manyshopper marketing director Jim Fuqua said Hymas. Fuqua said; and a true desire for collabo- times when marketing is pitching some-in April for a keynote presentation at the ration both inside the company and with thing to our marketing department …Shopper Marketing Summit. national-brand partners. and the account executive is calling on “I’ve been doing merchan- And it can be attained if, according to my team and pitching something totallydising for 30 years, and I can Fuqua, the company’s shopper marketing different,” said Hymas. “We need every-tell you that we don’t like programs can achieve four key objectives: one to head down that same path.” Atpeople playing in our sand- • “Make it inviting and easy for shoppers some CPGs, Hymas continued, market-box – and by ‘sandbox’ I mean to find and buy supplier brands that are ing and sales seem hesitant to both dedi-in-store displays,” said Hymas. important to them.” cate funding to the same program, under“We control that. And we re- • “Build the brand equity for Supervalu the belief that staggered investments willally didn’t need marketing tell- banners as well as our supplier part- get “more on the floor.” “It’s really theing us how to do that.” ners.” wrong approach,” he said. “We’ve had By operating in separate si- • “Provide a source of differentiation for some partners that have figured it out,los, however, “We weren’t only both of us.” and we’re really starting to generate someconfusing ourselves, but we • “Inspire purchase by en- good return for them.” gaging and delighting our • Look beyond the store: “For us, it’s re- customers.” ally about understanding that path to “If we can deliver on purchase,” Fuqua said. “In-store is im- that, we will all be suc- portant, because that’s where the rubber cessful,” Fuqua said. meets the road. But in today’s world, you really need to have that complete view.” Partnering with • Be flexible. “Brands are very different in Brands how they want to be portrayed” and what Fuqua said that Supervalu types of programs they want to fund, is “moving toward being Fuqua said. But everyone should be will- more consistent with how ing to accept tradeoffs. “If we come into we look and feel” through a planning session, and we’re only after its marketing and mer- what we want, we’re not going to win for chandising. “We’re still the shopper,” Hymas said. Supervalu’s “Growing Local Learning” program with General giving the brands the op- • Keep concepts simple. Hymas advised Mills taps into Mills’ “Box Tops for Education” platform. It includes in-store elements and a dedicated website. portunity to have a voice, against “scope creep,” the habit of “mak- and to have a visual in our ing a program too big or complicated to stores, but certainly it’s manage or execute at the store level,” or not going to be as overt as it used to be. too confusing for the shopper to easily “We’ve made a conscious effort within understand or participate in. our corporate programs to allow for brand • Stay informed. Fuqua pitched Super- messaging as a key element of participa- valu’s BrandFusion supplier portal as a tion,” Fuqua said. “We know that you guys “one-stop shop” for tracking the retailer’s have objectives for your brands, and we promotional calendar and managing want to give you the opportunity to partici- participation in its programs. pate in our program in that way.” The “collaborative genius that we need In return, however, suppliers must have to get to” will result from Supervalu and an “understanding of what the strategy is” its suppliers working together to focus behind the program and “the objectives on the shopper, Fuqua said. “We know that we’re trying to achieve,” Hymas said. what our shoppers want, and you knowSupervalu partners with brands such as ConAgra Foods’ “We still get a lot of stuff coming in from what your customers want. How do weRo-Tel and Hunt’s for its annual “Taste of Black History” a lot of our supplier partners that really find that middle ground to build the bestprogram. doesn’t meet what we’re trying to go after.” programs?”
JUNE 2011 SHOPPER MARKETING SHOPPER MARKETING SUMMIT 11An Integrated Approach: PepsiCo Team Puts It All TogetherBy Michael ApplebaumROSEMONT, ILL. — When PepsiCo official- end, the company has revitalized nearly all overarching consumer trends that are Mike Gervasio, vice president of categoryly changed Gatorade’s distribution from facets of its business, including its broad ar- impacting its business. For example, the management, said that Pepsi looks beyondwarehouse to direct-store delivery on Jan. ray of shopper marketing capabilities. The company sees the shift to lower-calorie bev- its core beverage categories and into total1 in such retail channels as convenience far-reaching implications of PepsiCo’s new erages and an increase in at-home usage oc- food and beverage sales, learning, for ex-and dollar stores, talk of the change had ethos were on display during a keynote casions as positive drivers for its diversified ample, that those sales were down last yearbeen largely confined to beverage indus- address given by four elite members of its beverage portfolio. “Health and wellness is among traditional Gen X shoppers at onetry trade circles. It is clear now, however, shopper marketing team at the Shopper not a fad; it’s here to stay,” said Scott Fin- major retailer. “The market was growingthat the switch was a sign of a much larger Marketing Summit in April. low, vice president of shopper and channel 5%, but Gen X was only growing 1%,” saidparadigm shift that initially wasn’t fully The catalyst for the Gatorade decision insights. “And with more people dining out Gervasio. “There’s a $60 million opportu-understood outside the company. dates to the announcement of Pepsi’s $6 less and eating at home, it’s important for nity if we just met the market level in terms In the past two years, PepsiCo has been billion merger with two of its largest North us to partner with our own Frito-Lay and of expectations with Gen X shoppers.”on a mission to become more nimble in American bottling groups, Pepsi Bottling Quaker teams to develop meal solutions Gervasio also examines underperform-adapting to changing market forces. To that Group and Pepsi Americas, in August 2009. that address those needs.” ing food and beverage categories to identify “We took the opportunity that the On the negative side, Finlow noted con- opportunities to increase basket size and merger gave us to really listen to sumers’ increasing resistance to artificial share of wallet among consumer groups all of our customers,” said Tracey sweeteners, as well as the increase in the who have shopped at a particular retailer Doucette, vice president of customer number of quick trips and correspond- within the past year. “If consumers are strategy and shopper marketing. ing decrease in pantry stocking of today’s already in your store but for some reason “We have significantly enhanced shoppers. “Consumers are doing more they’re spending 22.4% of their dollars on our insights group and added more cherry picking of items,” he said. “We need total food and beverage purchases and only resources, tools and capabilities than to better understand why these behaviors 12.2% on carbonated soft drinks, we’ve de- we had prior to the merger. All of are playing out.” Toward that end, Pepsi termined that’s a $30 million gap that you this is intended to deliver better solu- overlays shopper segmentation models could fill,” he said. “The key, of course, is tions for our shopper in the store.” onto traditional category management sales to gain a better understanding of the levers The PepsiCo Beverages shopper charts as part of its assessment of market that drive the trips and why the products marketing team identified several opportunities for any given retailer. are bought at one retailer over another.” The team’s discussions as to how to develop market solutions based on such insights often start with a simple “brand unity” scratch-pad exercise. “The question we look at is: How are we going to ladder up the retailer brand and the manufacturer brand to something bigger than either one of us can easily achieve on our own?” said Bryan Welsh, vice president of marketing and merchandising solutions. For example, Pepsi recently determined a synergy between the brand purpose of Gatorade (to be a complete sports nutri- tion drink) and the retailer purpose ofWalgreens executed an exclusive program Walgreens (to be a complete health andwith Gatorade’s G Series Fit in the spring that wellness provider) that led to an account-included dedicated endcaps. At right, PepsiCo specific in-store marketing solution forvice president of marketing and merchandisingsolutions Bryan Welsh presents during the G Series Fit products.Shopper Marketing Summit alongside, from “I would just ask all retailers in the audi-left to right, Mike Gervasio, Scott Finlow and ence: Can you just replace the programsTracey Doucette. that you’re being served up with another retailer’s name?” Welsh said. “If you can, and you think the program would work just as well, it’s probably not optimized.”Agency Says Consumers Control Marketing; sociate-level training, sampling and ads in social media, and only then figure out what the media-mix budget needs to be. He alsoEngage and Help Them Be Brand Evangelists suggested spring-boarding off Facebook, Twitter and other social platforms ratherBy Erika Flynn than trying to build new communities.ROSEMONT, ILL. — The days of corporate Using consumers in the marketing mix consumers did, sales went through the roof. Within the traditional media mix, thecommunications departments controlling is a way to embrace the change. “In a world The consumers became extremely valuable most crucial part in the years to come willyour company’s messages are long gone. dominated by social technologies, tradi- brand evangelists. be trial. “We’ve all known this is important,The way Aidan Tracey sees it, it’s the con- tional marketing no longer dictates cus- Microsoft, similarly, used people and it’s just disproportionately more so than itsumer who is now in charge, and marketers tomer cares,” Tracey said. “People learn word of mouth as a big part of its launch ever was before,” he said. “There’s a tremen-need to embrace people as “media” in order from and influence each other.” Engaging strategy for Kinect when it cre-to effectively drive sales at retail. consumers on Facebook or getting them to ated pop-up stores in major “When you can amplify your “Everyone has an Internet-connected de- talk about your brand on Twitter is crucial. North American cities eightvice in their pocket, and they can download “We’re seeing a lot of leading companies weeks prior to the launch, re- message through social media,an app, get real pricing, real strategy – what- figuring out ways to create that true en- sulting in sales that “blew away” there’s an entirely new ROI model.”ever they need on hand to change the rules gagement and to drive their brands for- all expectations, he said. Once aof the game,” said Tracey, chief executive of- ward,” he said. message starts to go out about a Aidan Tracey, CEO, Mosiacficer of agency Mosaic, Irving, Texas, during Tracey illustrated how he believes social new launch, product or experi-a presentation at the Shopper Marketing media is intersecting with the power of ence, the marginal cost of distribution of dous need for consumers to understandSummit in April. Tracey said consumers people to become a new medium with a few the message is zero, he said. “When you your product, and when they do, they willare in the process of wresting marketing tangible examples, including how India- can amplify your message through social evangelize about it. Then you’ll start to seecontrol away from retailers, much like re- based Parle Agro asked passionate con- media, mobile and other means, there’s an this ‘People as media’ concept come to life.tailers did from manufacturers and brands sumers of its Hippo potato chips, who are entirely new ROI model.” But in order for them to do it, you needsome 40 years ago; therefore consumers are heavily engaged in social media, to Tweet Tracey encouraged companies to change to drive experiences that are memorable,a growing resource for companies. when they found out-of-stocks. When the their thought processes and start with as- engaging and worthy of discussion.”
12 PROGRAMS SHOPPER MARKETING JUNE 2011Mobile App Boosts Banfi AwarenessWine app promoted in-store with on-pack messagingBy Aaron BaarOLD BROOKVILLE, N.Y. — Banfi Vintners Throughout December, Banfi promotedpromoted several of its South American several of its South American wine varietalswine brands through an app that lets shop- through the app, which operates much likepers select wine by certain criteria such as Google’s pay-per-click advertising system,occasion or type of food. Banfi targeted pushing promoted brands to the top of itsshoppers who may not be up to speed on recommendations. As with Google, thosevarietals, vintage and vineyards and want results are clearly marked as part of a paidthat information while standing in the sponsorship, says Kopp. When a con-wine aisle. sumer got results showing specific types Available for both Android and iPhone of wines – for instance, Chardonnay andsmartphones, Hello Vino’s app lets con- Pinot Grigio – Banfi’s wines appeared atsumers select wines from different brands the top of the list. According to Hello Vino,based on a variety of factors, including meal Banfi’s Chardonnay saw a 526% increase inselection, special occasion, taste preference impressions and 443% increase in clicks,and price, says Jim Kopp, Hello Vino’s vice compared to non-sponsored spots withinpresident of strategic development. the app. The Hello Vino app, which “Wineries have been spending a lot of Banfi distributed tags to be hung on allows shoppers to researchmoney on point-of-purchase materials,” bottles in retail outlets across the coun- Those numbers were enough wines, put Banfi varietals at the top of lists during Decembersays Kopp. “[This program] is a modern try (with store personnel placing the tags to merit another look at how 2010. Bottle neck tags, at left,way to reach people.” on the bottles). The bottle neck tags di- the company can use the mo- promoted the app in stores. For Banfi, the promotion was a way to rected in-store customers to use the Hello bile app in other ways, Bardenreach technologically savvy Millennial Vino app. Through the partnership, Banfi’s says.consumers while taking advantage of the wines – including brands such as Bolla, “We see other ways to take what they’regrowing trend of people using the Internet Concha y Toro and Trivento – were likely to doing and add additional elements to COMPANY: Banfi Vintnersto research purchases from within a store. reach the top of the promotional list. Other prompt consumers to our brands,” he says, KEY INSIGHT: Some consumers may“They’re more educated than previous gen- promotions included mentioning the app declining to offer specifics. “With each not be up to speed on varietals, vintage and vineyards and want that informationerations, and they’re doing more research,” in Facebook and other social media feeds, generation, they like to adopt their own while standing in the wine aisle.says Ed Barden, Banfi’s new world portfolio Barden says. wines, and this whole new generation is ACTIVATION: Partner with a mobile appdirector. “The more we read about them, The result: Banfi’s brands experienced an going to be looking for their own products. that lets the shopper find specific wineswe discovered they really like to research average 245% increase in awareness and a It’s a good time to seed our products with by occasion or meal type.the wines, and they do it online.” 213% increase in consumer engagement. them.”Research Guides Hyde Tool’s Rebranding being bought by women and Hispanics, and they typically have smaller hands,” he Farnsworth Group, Indianapolis, to iden- says. Women purchase 45% of all puttyRedesign focuses on materials, product composition and merchandising tify key customer groups and determine knives and scrapers, he notes, while His-By Craig A. Shutt where they shop, how they shop the aisle, panics make up 44% of construction la-S OUTHBRIDGE , M ASS . — users and retailers during extensive and what features and benefits they need. borers, 40% of all painters and 57% of allA series of research research. Every feature, from That work led Hyde to focus on three key drywallers. The company worked withstudies helped Hyde the handle size and over- customer groups: Proteus Design, Boston, to create the finalTools redefine its mold placement to the blade • Contractors, who were broken further handle designs.product line and bet- thickness and size, to the into high-activity users, such as drywall The new merchandiser consists of ater position them in pricing and profit margins, subcontractors who use one tool con- spinning floorstand shaped like a giantthe store with new were designed to match the stantly. putty knife. The company works throughpackaging, in-store expectations of our retail • Remodelers and maintenance/repair Springfield, Mass.-based Six Point Cre-materials and prod- partners and their custom- contractors, who use multiple tools on a ative for its merchandising programs. “Theuct design for putty ers.” The program also in- regular basis. goal is to help customers quickly identifyknives and scrapers. cludes a new merchandising • High-end do-it-yourselfers, defined as where our products are,” says Talbot. CutThe program includes unit aimed at gaining higher those who undertake at least five major cases and corrugated displays also are usedrevamped products visibility. household projects per year. where possible.and merchandising The program is the latest With these groups targeted, the compa- The company also is developing QRaimed at better target- effort in the company’s re- ny then did “shadow shopping” with select codes for its packaging, which will allowing the brand’s con- branding strategy, which has customers. Working with Group 4, Avon, contractors to watch a video in the store onsumers. included a new logo, colors Conn., and on its own, Hyde’s marketers their smartphone. “Our research indicates “Research was the and other packaging points. went with customers to big-box stores and that about 70% of professionals who workkey to the design and “Our previous rebranding ef- watched how they shopped. Afterward, on the job site have smartphones,” Talbotpricing,” says Corey fort focused on packaging, but they reviewed the experience. “We asked says. The QR code “allows an actual pro toTalbot, vice president it hadn’t evaluated the prod- how they found the products they wanted, be talking to the customer while he’s mak-of m arket i ng a nd ucts themselves,” says Talbot. whether the signage was helpful and other ing the purchase decision.”product development. “We had no good process for things,” says Talbot. Copy on packaging also has been sim-“The full lineup was improving our products or The result was a realignment of the prod- plified, including fewer bullet points and acreated to reflect what developing new ones.” ucts into four tiers: good, better, best and focus on the product’s size, steel composi-we learned from end To change that, Talbot fo- premium. The 32 new and revamped tools tion, type of job it’s intended for and similar cused on the putty knife and focus the most attention on stainless-steel aspects. scraper category. “Those are products at the top of the line for high-end the products most consum- users that need products that will resist ers know us for out of all of rust. “All of the stainless-steel products will BRAND: Hyde our products.” The effort have their own family look to emphasize KEY INSIGHT: A large percentage of began with benchline re- this feature,” he says. Hyde’s tools are bought by women and Hispanics, many who typically have search performed with The Over-molding of handles, in which grips smaller hands and would benefit from are built up for better handling, is being re- easier-to-use tools. Hyde Tools’ rebranding strategy first focused on the duced on many products, either to slim the ACTIVATION: Revamped products and packaging before shifting to the products themselves. handles or make the over-mold more ergo- merchandising with the goal of better The result was redesigned putty knives and scrapers. nomically efficient. “Our research found targeting the brand’s customers. that a large percentage of our products are
14 PROGRAMS SHOPPER MARKETING JUNE 2011Bosco Solidifies Chocolate ProductsChocolate bars appeal to older consumersBy Tricia DespresTOWACO, N.J. — Relying on consumers’ older, and there has always been existinglove of both nostalgia and chocolate, Bosco research to prove that the chocolate bar hasProducts Co. partnered with food licensor a flat appeal across a much broader spec-The Praim Group, Salem, Mass., to launch trum of people compared to chocolatea new line of Bosco chocolate bars. syrups.” The 3.5-ounce Bosco bar uses the same Backed by an advertisingdesign as the packaging for its Bosco push that has incorporatedchocolate syrup line. “There wasn’t nec- email marketing and vari- Bosco displays, created byessarily any hard research that went into ous social media sites, Bosco Evergreen Packaging, featured the brand’s iconic logo. Theour decision,” says Steve Sanders, CEO of made exclusive agreements manufacturer used a partnershipBosco Products. “However, we have been with Dylan’s Candy Bar in New with Candy.com to help get thewell aware that our consumers are getting York and online retailer Candy.com word out about the launch. to carry the Bosco bar through January. The logo-driven displays were designed by independent graphic designers and created by Manchester, N.H.-based Ever- green Packaging, a company that Praim has worked with in the past. “(Dylan’s) had carved out counter space with a flip-top display that we were able to slide right in,” says Paul Pruett, CEO of The Praim Group. “The displays were designed as a background framework for the bars themselves and to have an all-natural look and eco-friendly feel to the consumer.” Bosco and Praim are expanding distri- bution of the Bosco bar into various con- venience, grocery and drug stores on the East Coast, and plan to expand across the country. Current retailers carrying the bar include Cracker Barrel, Cost Plus World Market, TJX Companies (including T.J. Maxx and Marshalls) and Big Lots. “We have heard from a number of ma- jor retailers that are showing interest in the Bosco Bar,” says Pruett. “Right now, we have just one SKU but we are considering the possibility of extending to more. We are looking into the possibility of looping old Bosco commercials in-store along with the possibility of promotions where stores can co-merchandise the Bosco bar with our syrup. I certainly could envision some sort of 70-count floor display that could be used in the short term to merchandise the products together.” BRAND: Bosco KEY INSIGHT: Chocolate bars have broader appeal than chocolate syrup, the brand’s flagship product. ACTIVATION: Create a chocolate bar that uses the brand’s iconic package design, and launch it at a specialty candy store in New York and online at Candy.com.
16 PROGRAMS SHOPPER MARKETING JUNE 2011DoleContinued from Page 1will see a variety of campaigns from Dolein 2011 both national and retailer-specificwith mobile integrated into them,” saysArias. As mobile campaigns are increasinglybeing adopted by CPG companies, Ariassays, there is a lot of information about howmobile is becoming part of the shoppingexperience. Deciding what is right for Doleis the challenge. “There is a tremendous amount of specu-lation about the role mobile will play in thefuture, but until you try it with your own .com America’s choice for stock displays! Dole used direct mail pieces and a mobile site to encourage consumers to join its club. Those who signed up also received entry into a sweepstakes. consumers you will just be guessing.” For the initial test of the Dole Salad Mobile Club, Dole leveraged Price Chop- per’s “extremely sophisticated targeting methodology based on their shopper card PopUp Tradeshow data,” she says. The campaign targeted Traditional & LED Display Booths Light Boxes QuickClip Frames consumers loyal to Dole’s packaged salads and consumers who have lapsed from the category. Plasma/LCD Stands Arias says Dole partners with Price Chopper on a regular basis for shopper marketing initiatives, and printed thou- sands of direct mail pieces that included a QR code. The messaging differed based Deluxe Displays at on whether Dole was targeting lapsed or an Economy Price loyal consumers. The pieces promoted us- All Weather ing Dole for the holidays and the QR code Promotional drove consumers to receive holiday recipes Flags and sign up for the Dole Salad Mobile Club. Banner ads online also included the QR Versatile code, and Facebook posts and ads in the Displays Price Chopper circular drove registration Adjustable Styles into the Mobile Club. The elements aimed to reach consumers where they want to be reached, Arias says. “We looked at which points of entry were used and how. We are also able to track how long consumers looked at the sections of the site and if they returned to the site.” Cincinnati-based RGI Design, Dole’s shopper marketing agency, created the ma- terials. One Media Group, Sacramento, Top Selling Calif., advised and worked on the mobile Display Towers marketing platform. QueuePole Crowd Control Stanchions Floor Innovative BRAND: Dole Standing Outdoor Retail Displays Slatwall A-Frames KEY INSIGHT: A pilot mobile marketing Kiosks program would inform Dole as to what mobile strategy is best for the brand, and also create an avenue for future commu- www.displays2go.com nications with its shoppers. ACTIVATION: Use different methods A division of George Patton Associates, Inc. such as QR codes and direct mail to boost 55 Broad Common Road, Bristol, RI 02809 enrollment in a loyalty club, where shop- Tel: 1-800-572-2194 pers can find recipes and offers for Dole bagged salads.
18 PROGRAMS SHOPPER MARKETING JUNE 2011MattelContinued from Page 1 Simultaneously, there were events pro-moting Ken. Models dressed as Ken (in fourdate outfits) stood in oversized packagingand posed for pictures in New York’s TimesSquare and The Grove shopping area inLos Angeles. “Together Again!” signage andreunion gift sets accompanied the eventsas well. A Kmart store in New York’s PennPlaza also hosted the giant packages andlive Ken dolls. Target dedicated an endcap with the giftset as a focal point, surrounded by otherKen and Barbie products. Mattel promoted the Barbie and Ken reunion with an event at Times Square in New York, at left. Among the retailers supporting the launch was Kmart , above. Mattel sold both dolls together in a special-edition gift set, below, that sold for $5 dur- ing the first week of availability. The campaign also targeted adult con- sumers, mainly with its online and social media presence. In partnership with Los Angeles-based Hudsun Media, Mattel cre- ated an eight-episode reality show titled “Genuine Ken: The Search for the Great American Boyfriend” that debuted on Hulu in mid-January. McKnight said the words “Barbie” and “Ken” were tweeted every 18 seconds on Valentine’s Day, and the campaign im- pressions number in the millions. “A lot of girls influence purchase and demand brands, but because so many moms grew up with Barbie it’s also very helpful to have them aware of the latest products,” she says. “By just letting them know Ken’s on the scene again, it helps. We do have some nice sales results, so not only has the gift set performed really well but also there’s been a halo effect. The Ken products that are everyday-priced are do- We don’t miss because we don’t guess. ing really well, and the whole brand had some very nice sales results during that There’s no need to guess about where to spend your marketing dollars. We are Shopper Sciences, a new kind of Valentine’s week.” agency dedicated to understanding shoppers better than any other company in the world. Our highly accurate insights are the result of radically different scientific methodologies to unlock the shopper’s mind as she moves from undecided to decided. BRAND: Barbie KEY INSIGHT: In addition to moms who Contact Jeff Griffin, SVP - General Manager, at 404-954-8335 or find out more about us at shoppersciences.com. grew up with Barbie and Ken, the brand can also reach a new set of moms as well as the girls who influence purchases. ACTIVATION: Promote the return of the Ken doll through special packaging, social media and events.
20 FEATURE: CATEGORY MANAGEMENT SHOPPER MARKETING JUNE 2011Shopper & CatMan:LET’S PLAY NICE Sara Lee’s reinvention of the bread aisle uses recognizable appetite-appeal visuals in segment headers to help shoppers navigate the category.As these two disciplines evolve, brand marketersdevise management structures to align the work category management work is done.” In the customer team can then adjust for their consumer marketing, he says, a strategy assortment and their shelf space.” must be devised that’s central to the con- The teams connect on a daily basis, he sumer before any tactical activities take says, adding that whenever a new memberBy Erika Flynn place. “Similarly with shopper marketing, joins either team, they are given a docu-Two years ago, as the In-Store Marketing discussion with folks, since one’s answer category shoppers must be defined and the ment laying out how the two coexist. “ItInstitute’s “Retail Commission on Shop- can quickly reveal their perspective – on strategic approach must be developed be- will say, ‘Here’s what you’re responsible forper Marketing” was just ramping up, Chris many fronts.” fore the tactics of activation are developed.” and shopper [marketing] follows, and here’sHoyt, a veteran marketing expert, fired off The two disciplines also are in different what shopper is responsible for and here’sa salvo: The Commission and other indus- Roles & Responsibilities groups at Morris Plains, N.J.-based John- where you follow.” It’s centered around thetry groups, he charged, were “championing “Where the train goes off the tracks is the son & Johnson, but they are aligned, says “Four P’s,” he says. The straight-up plano-the idea that shopper marketing should ambiguity of who owns what and who does Charles Meyer-Hanover, director of the U.S. gramming is category management, andbe integrated into the … category man- what,” says Joe Beier, principal at Westport, shopper team. Category management is shopper marketing then overlays onto that,agement process” and that “retailers ought Conn.-based GfK Interscope. “Organiza- within the company’s sales strategy depart- with insights, learnings and educationalto be seriously concerned with the major tions churn and start tripping over them- ment, a trade-marketing group. Since sales messaging.push … to fold this ‘marketing stuff’ into selves.” strategy is responsible for working with the “If a shelf is set as X, it’s not just becausebusiness-as-usual category management.” Don Baker, vice president of pricing company’s marketing organization and its we want J&J products to be at eye level,” Clearly, a nerve was struck, although and category selling strategies at Sara Lee, field sales group to launch new items, the Meyer-Hanover says. “It’s because we didas the Commission’s work progressed, no Downers Grove, Ill., says that while the category management group can stay con- this shopper work that showed that thissuch rough mash-up was ever proposed. disciplines are separate at his company, the nected to that, he says. “They put together brand within our portfolio is a beacon“Shopper marketing and category manage- intention is for them to overlap. All prac- either gold standard recommendations or brand and as such, should be here. That’sment are not the same,” says Brian Harris, tices are driven through Sara Lee’s category the 30,000-foot recommendations, which where we link.”founder of The Partnering Group and a management practices, and the companyCommission chairman. “They come from coordinates brand strategies to the categorydifferent roots and from different perspec- strategies. Category strategies are definedtives.” Separate, yes, but as a practical matter, separately and objectively from brand strategies, he says, using a cross-functional “Instead of looking at the basic elements ofare they equal? When asked if category team. “Every activity we do below that willmanagement and shopper marketing con- then align, including the shopper market- pure volume and value, we delve into a deepflict with or complement each other inside ing approach.”Nestlé USA, 2011 Hall of Fame inductee Baker believes that if the path to purchase understanding of shopper preferences.”Joe Radabaugh said, “We definitely wrestle “is truly to come to life, it has to be plannedwith this one. And I love getting into this organically – not just ‘bolted on’ after the Sarah Lonorgan, knowledge and insights director, The Coca-Cola Co.
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22 FEATURE: CATEGORY MANAGEMENT SHOPPER MARKETING JUNE 2011Traditions Evolve with a solution, hand it toAt Neenah, Wis.-based Kimberly-Clark, the external people and tell Recognizing the trends among them to go.” consumers to reduce spendingAnne Jones, vice president of shopper mar- on groceries and seek convenientketing and business development, oversees While the teams “com- meal solutions – as well as theboth disciplines. “They are two distinct plement each other great- fact that retailers often ignoreareas of expertise, but the insights coming ly,” there isn’t unnecessary the center store when trying to connect with shoppers – ConAgraout of category management inform great overlap, Coughlin says. Foods created a destination forshopper marketing execution, so they work “There’s an understand- shelf-stable microwave mealscollaboratively and there’s a lot of joint ing of roles. We’re the ones such as pasta, soup and chili.sharing of knowledge.” providing the insights to She believes the “strong interaction” be- plug into the customers’tween the two will continue to grow be- category strategy, basedcause of the greater demand from retailers on research or other datato provide a higher level of total shopper requirements. When weand consumer insights. “That’s an area build a learning plan, we PepsiCo’s Quaker Oats division initiatedwe’re trying to ramp up,” she says. “We build it in conjunction with a category reset for hot cereal in 2010.can’t walk away from the traditional tenets the customer, even as their The program began with the goal of better understanding shopping behavior.of category management, which are still strategies are evolving.” It used research to identify key shoppervery critical. But now we also have to be Identifying untapped needs and wants.bringing stronger insights about how the needs through the pro-consumer shops the category and, impor- cess has proven an effec-tantly, make that relevant to the retailer by tive “opportunity to pro-putting it into a solution they can act on.” vide a way in,” Coughlin As the vice president of North America says, noting that initiallycustomer marketing for Shelton, Conn.- the category developmentbased Energizer Personal Care, Frank people were skeptical be-Coughlin oversees both category manage- cause traditionally theyment and shopper insights. The company’s owned that interface withprimary vision, he says, is to be the pre- the customer. “What weferred partner for developing in-store solu- really had to impress upontions that will grow both the category and the teams is that this will continue, but creativity required for shopperthe store. there is now additional benefit. I think we’ll marketing and heavy-duty ana- His internal teams work with their own continue to see the greater value that will lytical thinking for CatMan. Saraexternal category development personnel, be driven by it.” Lee’s Baker, however, doesn’t seewho provide information on the key strate- The groups will succeed or fail together, much of a difference. “They’re just broader category management” – but the principlesgic drivers within customer organizations. he notes. “We’ve created a relationship of for two reasons [that are holdovers] from are pretty simple. “It’s our way of help-“Our job is determining how to align on dependency for success. There may be dif- the ‘pre-shopper marketing’ era,” he says. ing our businesses better understand andthe best ways to drive the category based ferent parts along the development of any “First, category management is now broad- respond to the needs of our consumers,on shopper and category dynamics,” says project, whether short- or long-term, where er than just the four P’s right at the shelf. shoppers and retailers,” says Lonorgan. “IfCoughlin. “A lot of the work is done inter- one team may have a greater role, but both It’s the defining blueprint for unlocking the you don’t put the consumer, shopper andnally, but then we face up to the customer teams own it from beginning to end. To try path to purchase, which requires a deeper customer needs at the heart of everythingwith our internal and external groups to- to tease them apart would be disastrous.” understanding than first-generation catego- you do, it doesn’t matter what you call thegether in terms of bringing those in-store Some executives believe that the basic ry management. Second, data and research technical discipline.”solutions forward. We don’t just come up skill sets differ, with a mix of science and about shoppers and the ever-growing tool- The company launched shopper-driven box (digital, store clustering, etc.) for at- category management globally about three tacking the insights that are uncovered is years ago, and Lonorgan says the principlesIn Your Opinion, Shopper Marketing is … deeper and better.” of category management still apply, but A variation of co-marketing 42.1% Baker believes that whatever approach is there’s an increased focus on pulling that adopted, organizational alignment must be need all the way through the path to pur- A variation of category management 30.3% a priority: “Giving license to separate dis- chase. The company focuses on enhancing Something new 23.3% ciplines without an organizational mecha- the shopping experience through practical Other 4.3% nism will cause different execution in the ways of leveraging its shopper insights toSource: In-Store Marketing Institute/Shopper Marketing Trends 2011 marketplace, [resulting in] mixed messages optimize assortment and availability, on- and wasted resources.” and off-shelf space, and its promotion ef- fectiveness, irrespective of the type of store Shoppers First or location in the world, she says.Dedicated Shopper Marketing Groups Report into… Casting aside some of the technical defini- “Instead of looking at the basic elements tions and constraints of category manage- of pure volume and value, we delve into a 2010 2009 ment, The Coca-Cola Co., Atlanta, instead deep understanding of shopper preferences Executive 24% 27% focuses on the task at hand. “We believe to ensure that our in-store execution is re- Marketing 25% 19% that you have to worry about how prod- ally tailored against what they need,” she Sales 23% 17% ucts are merchandised and displayed, and says, adding that it doesn’t matter whether make sure they’re provided in an efficient they have basic or advanced data from dif- Category management 10% 8% way,” says Sarah Lonorgan, knowledge and ferent parts of the world; the principles are Shopper insights 6% 6% insights director, based in London. “But at the same. “They’re all focused on how the Trade marketing 6% 5% the end of the day, if you don’t do it with an company can deliver excellent in-store ex- Strategy/planning 2% 5% eye on the shopper, it’s irrelevant.” ecution that better improves the shopping The beverage giant’s term for how cat- experience for shoppers while also improv- Other 4% 13% egory management and shopper marketing ing the efficiency and category growth for coexist is a flashy one – “shopper-driven retailers.”Functional Groups that Support Shopper MarketingActivities When No Dedicated SM Group is Established Category management 72% Sales 62% “We’ve created a relationship of dependency Marketing 51% Trade marketing 46% for success. To try to tease the teams apart Market research 40% Consumer promotion 38% would be disastrous.” Shopper insights 37% Frank Coughlin, vice president of North AmericaSource: GfK Custom Research North America customer marketing, Energizer Personal Care
24 FEATURE: CATEGORY MANAGEMENT SHOPPER MARKETING JUNE 2011Thinking vs. Doing sights, the company has seen success.Like Coca-Cola, Hostess Brands focuses “I work with the senior vice president ofon the category through the lens of the con- marketing, Stephany Verstraete, leveragingsumer. Its category management functions all of her proprietary studies, consumer seg- “Giving license to separate disciplines causesfall under what it has termed “category mentation, market structure and all the con-leadership” because it sees it as a bigger sumer trends,” Colarossi says. He estimates different executions, mixed messages andentity than traditional category manage- that 80% of his insights come from market-ment, also incorporating shopper market- ing. “I convert them into something mean- wasted resources.”ing or brand marketing insights against ingful so a salesperson can go in and sell.”two things: how a consumer thinks about The future is in bringing the two togeth- Don Baker, vice president of pricing and category selling strategies, Sara Leecake and bread, and also how a consumer er, he believes. “We’re absolutely blendingpurchases those items. the two when we go to a retailer with our Rob Colarossi, vice president of category category leadership capabilities. That’s re-leadership, says the main goal is to leverage ally important.” As retailers continue tothe best of traditional category management bring stronger P-O-P insights, research on cess, and marketing has realized that it’s ment each other more. “I think we’re muchwith the best of shopper marketing, working purchase patterns and even local knowl- critical to their success,” Colarossi says. more effective and seamless in how we“very closely with the marketing team in ev- edge the manufacturer doesn’t have access “That’s the linkage: Shopper marketing has interface with the customer and the end-erything we do.” He admits his philosophy to, and when the knowledge from both per- brought marketing and category manage- to-end solution of the programs we bringof talking category over individual brands is spectives is combined, the teams at Hostess ment together under what we call category to retail,” he says. “We hear it from ouran aggressive one, but he believes his brands believe a stronger and more cost-efficient leadership.” customers. That’s how we know it’s work-will win if the company does what’s right for plan can be developed and executed. Mike DuBoise, senior vice president, ing. We’re getting very positive feedbackthe category. In the past 18 months, with a “We have realized that shopper market- customer marketing and category man- because things work more efficiently andstrong focus on driving solutions with in- ing is critical to category management suc- agement, for NBCUniversal’s Universal more seamlessly, and it’s allowed us to be Studios Home Entertainment in Universal viewed much more as a thought leader in City, Calif., agrees that when it comes to this space as well.” role clarity and go-to-market, “it takes a “Preaching and practicing one message few years to find your way.” In his mind, through category management and shop- “We can’t walk away from the traditional the ideal relationship coordinates objec- per marketing is key to success,” says Sara tives around what needs to be accomplished Lee’s Baker. “I think when the same catego- tenets of category management, which with shoppers and at retail, as well as clear ry insights and strategies drive our brand communication. “In terms of goals, roles shopper fundamentals, they will drive all of are still very critical.” and responsibilities, we need to be really our key decisions: How to innovate, price, clear on our objectives and, importantly, promote, shelve and activate in-store. The Anne Jones, vice president of shopper marketing and whose role it is to deliver it.” idea of joint business planning is really business development, Kimberly-Clark Under one umbrella, the groups comple- starting to penetrate our company.” You might have noticed QR codes on several ads in this issue. Take advantage — scan them with your smartphone for an interactive experience that will deliver even more information about the solutions or services of interest.
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26 REPORT: MOBILE APPS/TECHNOLOGY SHOPPER MARKETING JUNE 2011 Dynamic MOBILE The aisle411 app lets users locate products in stores, access product reviews, manage shop- ping lists and share experiences with friends via social media integration. Shoppers receive reward points and coupons for using the service. To keep pace, marketers need to see past the ‘cool’ and develop a mobile strategy that saves time rather than kills it By Dawn Klingensmith Mobile shopper marketing, no longer in its infancy, about its use and effectiveness. One is that “cool” tor” for brands, especially lifestyle brands whose has reached a developmental stage in which “things and “popular” do not equal “most likely to succeed.” devotees are early adopters, says Bhanote. are moving so fast” that efforts to keep up are like The other is to crawl before you walk. The stampede continued, with lots of “life of “painting a moving train,” says Sandeep Bhanote, “In approaching mobile strategically, we con- the party” types of apps garnering press coverage chief executive officer of Global Bay Mobile Tech- tinue to fight a daily battle between harnessing and, in some cases, successfully building brand nologies, South Plainfield, N.J. clients’ excitement and effectively managing their awareness and equity. (Examples: The Coca-Cola Risks are taken, mistakes are made, and lessons expectations as they relate to the latest shiny mo- Co. came out with a “Spin the Bottle” app, and are learned. Mobile technology has been around bile offering,” says Ben Kennedy, who directs the Heineken introduced a “breathalyzer” so you could long enough to provide two fundamental lessons mobile group for the global promotional, retail and demonstrate to friends that their drinking was shopper marketing agency The Integer Group, transforming them into, say, an exhibitionist or a Denver. “What started with Bluetooth in 2006 has stumbler.) But though marketers and consumers progressed through the application obsession, cur- alike may initially be drawn to “buzz-worthy” uses rently bringing to play a QR code epidemic.” of mobile technology – such as game-like apps and “Leaning toward things that seem to be the most augmented reality – in the end, most consumers innovative is not always best for consumers,” says will look to mobile shopper marketing tools and Jason Rogers, an executive vice president with glob- initiatives to save time rather than kill it. al agency Catapult Marketing, Westport, Conn. “Last year was the year of the app, and frank- “In the case of QR codes, for example, they can ly, for some of the brands an app did not make work, but there are barriers” that make them a sense,” says Jennifer Mathissen, senior vice presi- questionable choice for retail environments like dent of digital strategy for the marketing agency grocery stores, where people want to get in and out Ryan Partnership, Wilton, Conn. “Many brand- as fast as possible. “Odds are,” Rogers says, “most ed apps try to accomplish too many user goals, or folks barely understand what a QR code is, let alone push out content that does not ultimately support the value of using one.” shoppers’ needs.” The “cool” mobile shopper marketing initiatives All That Glitters Is Not Gold aren’t necessarily the ones that succeed. “Apps to There has been what some have called a “stampede me are disposable,” says Matt McKenna, president, of brands onto the iPhone” via downloadable apps. Red Fish Media, Miami Beach, Fla. Their novelty A lot of “novelty apps” were created for the purpose wears off, he says, and their popularity seldom of building awareness and creating a “coolness fac- persists.
JUNE 2011 SHOPPER MARKETING REPORT: MOBILE APPS/TECHNOLOGY 27Simplify and Streamline john, who points to aisle411’s program with Coca-At its best, mobile shopper marketing saves consum- Cola to prove his point. For those who have pretzelsers time and money, reduces frustrations and helps on their shopping lists, aisle411’s app suggests thatclear barriers along the path the purchase without a Coke product might go well with the salty snack,erecting new ones. Particularly in CPG channels, inducing them to make the purchase merely bymobile shopper marketing in general, and apps in suggestion, rather than with a dollar-off couponparticular, should center on convenience and util- sent at a less opportune time.ity, and arise out of shopperinsights. The programs thattend to provide value to theconsumer and ROI to retail-ers or brand marketers are “ Higher-involvement purchases are wherenot particularly sexy. It’s not about using aug- mobile is delivering on its promise.”mented reality to make aswimsuit model greet beer Tyler Murray, digital practice lead, Saatchi & Saatchi Xdrinkers in the liquor sec-tion, though that is certainly possible. Instead, “There currently is no category-killer app avail-“They address everyday needs, realities and incon- able that offers the full suite of utilities needed toveniences that shoppers have always dealt with and gain widespread adoption,” Mathissen says. In or-always will: list making, navigation and trusted, der to win, she adds, a shopping app needs to be:relevant recommendations,” says Nathan Petty- • integrated with coupons and offers, preferablyjohn, CEO of St. Louis-based aisle411. via loyalty card; Aisle411 helps shoppers locate items in the store • sharable and manageable across household mem-down to the specific section of an aisle, provides bers;them with product reviews and price comparisons, • able to tell shoppers where to find items in-store;manages their shopping lists, and allows them to andshare experiences with friends via social media • integrated with recipes and product reviews.integration. Users receive reward points and mo- In the future, apps will “facilitate the transactionbile coupons for using the service. “Based on your via mobile payment,” Mathissen concludes.shopping list, aisle411 can plot the most efficient Shopping list apps can also drive switching androute through the store, and then give you recom- trial behavior as they deliver real-time, location-mendations along the way based on where you are,” sensitive offers in-store.Pettyjohn says. Aisle411 is driven by shopper insights (collected Turning Deliberators into Doerssince 2008) such as: “Higher-involvement purchases are where mobile is• 24% of retailers’ revenue is lost due to customers delivering on its promise a lot more effectively,” says not finding what they came to buy, according to Tyler Murray, digital practice lead for the shopper a Wall Street Journal report. marketing agency Saatchi & Saatchi X, Spring-• 83% of shoppers have trouble finding what they dale, Ark. are looking for, according to national consumer This is particularly true where QR codes come data from Bryles Research, Mokena, Ill., and into play. A survey from New York-based Accen- 67% say they would leverage mobile technologies ture found that 73% of smartphone users prefer to navigate stores. using their mobile device rather than interacting• 43% of general market shoppers “always” rely on with a store employee for basic information. QR a shopping list while in the store, according to codes enable them to access product information a survey conducted by The Integer Group and and reviews, and select the right product without M/A/R/C Research, Irving, Texas. relying on sales staff. Shoppers’ phones use a reader Aisle411 benefits retailers by capturing sales that application to recognize the QR code and convertmight otherwise be lost, freeing sales associates it to a small amount of data (the “payload”), mostto do other things besides helping shoppers find commonly a URL pointing to a mobile Web page.items, and building basket size through product The Home Depot in March launched a QR coderecommendations and cross-selling. For example, initiative with mobile bar code platform developerbased on purchases of chips and nuts, the software Scanbuy, New York, enabling shoppers to scanmight deduce the shopper is throwing a party and codes with their smartphone camera for productrecommend other items to round out the menu. information such as how-to guides. Prior to that, Similar “shopping assistant” types of apps are Best Buy added QR codes to product fact tags in alllinked to loyalty cards “that understand how I shop of its U.S. retail stores.and give me offers that are meaningful to me based LG Electronics opted not to use QR codes withon my previous purchases,” Rogers says, adding that its “Discovery Zone,” a store-within-a-store con- cept at Sears with a mobile component developed by Saatchi X. Instead, shelf sig- nage directed shoppers to a“ Last year was the year of the app, wireless application protocol (WAP) site, which is a Web and frankly, for some of the brands page that can be viewed on mobile phones, including fea- an app did not make sense.” ture phones that cannot ac- cess standard HTML pages. Jennifer Mathissen, senior vice president of Unlike QR codes, WAP sites digital strategy, Ryan Partnership do not require a camera or a reader app and are thereforeKroger, Meijer and Stop & Shop are using mobile more widely and readily accessible.to their best advantage, making “smart use of a The mobile initiative was based on the insightdata-driven platform to give value to customers.” that people in the market for a new home applianceBranded apps like Kraft Foods’ iFood Assistant generally have not purchased one in so long that themake recipe and meal-planning suggestions, along product features, and the language describing thosewith storing shopping lists and offering coupons. features, would be unfamiliar and perhaps intimi- However, “If you talk to shoppers at the exact dating. The path to purchase is a “long cycle,” start-right moment in the exact right place, you don’t ing with online research, Murray says. The mobilenecessarily need to incentivize them,” says Petty- website enables consumers to continue and complete
28 REPORT: MOBILE APPS/TECHNOLOGY SHOPPER MARKETING JUNE 2011 their research right in the store, rather than Consumers who aren’t ready to pur- going home to deliberate. “It helps the shop- chase an appliance on the spot can email per, and it helps retailers close the sale right product specifications to themselves via then and there,” Murray says. the mobile site. For high-consideration purchases, an in- store mobile component “can get consumers Getting Started in Mobile Marketing away from deliberating and into doing,” he The starting point and cornerstone of any says, provided it “answers all their delibera- mobile strategy is usually a mobile website tion points. Are all their questions answered? – either a mobile version of an existing site, Is the terminology explained? Can consum- adapted for a handset, or a dedicated mobile ers see how this fits in with their lifestyle?” site designed to meet the needs of folks who are on the go. “The No. 1 thing I do with cli- ents who are thinking about getting into mo- “ Most folks barely understand what a QR bile is at least get them mobile-friendly,” says code is, let alone the value of using one.” Sarah VanHeirseele, director of digital, Jason Rogers, executive vice president, Catapult Marketing Blue Chip Marketing, Northbrook, Ill. Mobile Web pages are specially formatted to be legible and easily navigable on mobile browsers. Images are kept to a minimum so pages load quickly, and Flash is eliminated because most mobile phones don’t support it. Traditional websites can detect when some- one is using a mobile device and automati- cally redirect the user to the mobile version. “The intent of a mobile-optimized site is to scale down and simplify not only the visual design to be easily viewed and ac- cessed by mobile phones but also to define the navigation and content accessible on that site to deliver on the needs of the user on the go,” Rogers says. “Typically, this is less information than the full site,” with mobile-friendly features like a store finder and a means of opting in to receive special offers and alerts via text. Other mobile marketing tactics in addition to mobile Web pages and apps include: • Short messaging service (SMS), which sends text-based messages to mobile de- vices. • Multimedia messaging service (MMS), which can include richer content such as video. • Voice, accessible via a mobile phone’s click-to-call functionality. (Kimberly- Clark’s Huggies Pull-Ups ran a voice campaign involving the Disney princess- es and other characters, offering potty training support to kids.) • Proximity marketing, which uses GPS Think Outside the Box technology to deliver content and offers to mobile users in specific locations (near brick-and-mortar stores, for example). • Branded content such as ringtones and Don’t get boxed in using the same in-store solutions to videos. attract shoppers. Easily connect with P-O-P producers • Email. and suppliers at popdesign.com to discover new and “The way to drive revenue, response and indispensible in-store marketing ideas. customer engagement is through text,” says McKenna, adding that text alerts and offers drive traffic to stores and form the basis One click will give you access to: of mobile loyalty clubs. Mobile marketing channels like SMS are the “connective tis- sue” between traditional retail and Internet commerce, says Michael Becker of the Mo- bile Marketing Association, New York. For example, a brand or retail website can invite visitors to send a text to receive an encoded game piece via a mobile device, which is then taken to a brick-and-mortar location where Red Fish Media’s MobiDe- coder reveals an offer redeemable in-store. Mobile marketing should integrate with other channels and tactics, including tradi- tional in-store marketing, to form a cross- platform strategy. Despite all the preplan- ning being done by shoppers, “There’s still quite a bit of brand switching in-store,”
30 REPORT: MOBILE APPS/TECHNOLOGY SHOPPER MARKETING JUNE 2011 Murray says. “That’s why having good platforms detect when consumers are with- endcap displays and shelf messaging still in close range of a retail or brand presence, matters. You can do all this work to get on and therefore primed to buy, and then send the shopping list and then lose out” at the relevant content such as coupons to their point of purchase. mobile devices. Some platforms use GPS, and others seek out Bluetooth-enabled Location, Location, Location phones within a certain range. RFID tech- Proximity or location-based marketing nology and handheld scanners can also be used to track shoppers in the store and pro- vide them with offers based on their loca- “ Mobile commerce is the next big piece tion and what they are buying. in the mobile ecosystem.” Applications like Shopkick reward con- Matt McKenna, president, Red Fish Media sumers just for check- ing in at certain retail- ers and for scanning particular items in the store. Reward points can be redeemed for things like gift cards, song downloads or donations to charities. Whereas check-ins were once primarily social, consumers these days expect more than social badging or Foursquare’s may- oral status for essentially broadcasting their whereabouts. When, for example, a check- in automatically appears in your Facebook status, “You’re advertising or advocating Oct. 18-20, 2011 the brand, and if you do that, you expect (Exposition: Oct. 19-20) value in return” like a coupon or freebie, Navy Pier, Chicago Rogers says. www.ShopperMarketExpo.com Smartphone GPS has an error radius, prompting Shopkick to develop a signaling device for retailers that verifies users are ac- tually in the store before reward points are Stand out from the crowd. given. Aisle411 uses a retailer’s inventory database and syncs it to proprietary map- ping software using UPC location codes; that way, if products get moved around, the store map will automatically update. AT&T is testing “geo-fencing” around participating retailers in four cities that al- Apply today to become lows them to send messages to consumers in a defined geographic area. AT&T cus- a Featured Exhibitor at tomers can opt into the ShopAlerts pro- gram to receive deals and promotions from this year’s Expo! nearby stores, or for products within those stores. Partners include Hewlett-Packard, Kmart and SC Johnson. [Editor’s Note: Participate in this business-building opportunity Shopper Marketing will cover geo-fencing in that will help drive leading in-store marketing a future issue.] “Over time, it’s possible that location-based and merchandising buyers to your booth. The marketing may evolve to alert shoppers of Featured Exhibitor program is a way for you to any discount on a specific brand at a retailer nearby,” Mathissen says, “but this would re- connect with top brand and consumer product quire such coordination across retailers that executives who need to hear your unique story. “ The Featured Exhibitor program was a strong and influential it’s unlikely to be a near-term reality.” Moving Forward ” An elite panel of industry professionals will platform for us. “I see social and mobile connecting,” says Mathissen, adding that people will use review all submissions and then choose only a Kristin Barclay their online networks to guide and validate select few to receive this special classification. VP, Product Marketing purchasing decisions. Product reviews will be sorted so that recommendations made For more details and to apply online, by Facebook friends will rise to the top, she predicts. visit www.ShopperMarketExpo.com/ Augmented reality may find its footing in practical uses like helping shoppers lo- featuredexhibitor or contact Scott Easton cate items in a store by looking through at (847) 675-7400 ext. 119. their phone’s camera screen for a flashing beacon. Mobile devices will morph into “digital wallets,” eliminating the need to carry lists, coupons and currency, Mathissen says. Applications are due by June 22. McKenna agrees: “Mobile commerce is the next big piece in the mobile ecosystem,” Space is limited. Enter today! and SMS will be a major medium. “A retailer could reach out via text and say, ‘Would you like this scarf to go with the sweater you bought last month,’ and you’d just reply, ‘Yes,’” and it’s bought and paid for.
MY PHONE SAYS I CAN SAVE –BUT IF IT’S NOT EASY, FORGET IT!I really like the idea of being able to save money needs. At ﬁrst glance, one might think it’s just like foursquare orand get incentives from location-based apps. What I do not any of the other “check in” type apps, but shopkick has chosenlike is an inconsistent experience when doing so. Technology to focus its features on different areas than the others. Insteadhas brought us a long way, but I feel we have a way to go still. of focusing on the social aspect, it focuses on the shopper’sI’m not completely sold on social-heavy applications tying in experience – part of which includes rewarding them via a pointdiscounts and incentives. GPS-based check-ins aren’t accurate system called “kickbucks.” Kickbucks are awarded oftentimes toby any stretch of the imagination, and I’m not interested in who shoppers who simply walk in the door and to shoppers who scanthe mayor of an establishment is. Sure, businesses might care the UPC of featured items or sample items in-store. This uniquehow many people are checking in, but are those people really system brings the shopper through the store and drives hands-onin the store and can businesses prove an increase in sales? awareness of products. Kickbucks can be redeemed through theMost likely not. app for a wide variety of virtual goods ranging from $10 to $15 gift cards to larger prizes like a Sony TV or even a cruise!Open any of your favorite location-based apps and search for “nearby places to check in to. You’ll quickly realize that you cancheck in to them and “unlock” deals without even having to set Tight integration with retail partnersfoot near the establishment. You can raise your social braggingrights but for what? On top of all that, why should I have to allows for virtually seamless ”“mention this deal to an in-store associate”? You start with redemption of offers.technology, but it all comes crashing down when it comes timeto redeem. Technology Solution #1: Shopkick can prove customers are coming through the doors of its retail partners. It is the only location-based app that is able to do this. They’ve achieved this by introducing a piece of technology installed in-store that emits an audio frequency the app picks up via your phone’s microphone. When shoppers walk in, they are rewarded. Technology Solution #2: Tight integration with retail partners allows for virtually seamless redemption of offers that are Checking in doesn’t mean I’m there – so what good is being the mayor? preprogrammed into their systems. In the case of Target, they’ve incorporated their mobile coupon system into the app, allowing the retailer to scan coupons straight off of a shopper’s phone as they would a paper coupon. This type of integration is the key toThere is nothing more discouraging than when you go to the best user experience possible.redeem an offer at the register and either the promotion hasn’tbeen updated, the employee/manager doesn’t know aboutit, or they don’t know how to key it into the point-of-sale systemfor the savings. There is a technology solve for this two-partproblem of redemption and verifying that people are walkingthrough the retailer’s door.One company is making a good effort to do just that and much,much more. Shopkick is a location-based application with asmall but continually growing list of supported retailers. The sizeof the list, however, is balanced out by some big names suchas Best Buy, Macy’s and Target, which cover a lot of consumer Target mobile coupon within shopkick Brand retailers want results, and technology is making them easier to deliver. Solving the problems that exist with platforms today is making it simpler and more intuitive for consumers to engage and redeem. Keep it simple, and they’ll use it! Matt Espinoza is the Manager of Creative Technology at TracyLocke Wilton. He works closely with brands on ways to engage consumers through ideas involving technology. He and his team enjoy solving creative problems Big names right out of the gates with technology by means of testing existing solutions and, in some cases, creating new ones. He has a wife, a dog and a race car.
32 SHOPPER MARKETING JUNE 2011 RICCI AT RETAIL Diageo 1 Thirst Quenchers This beautifully decorated beach chair f ties into the bright colors of Smirnoff and Captain Morgan summertime drinks. The chair really catches your eye and sets a Summer drinks get creative placement tropical mood that just shouts out for 2 some liquid refreshment. Coke products even get in on the cross-merchandising 1 action. Gnarly Head 2 This arbor wooden display from Gnarly d Head is certainly impossible to miss, espe- cially with a complete assortment of cut cases of wine in and around this 8-foot-tall unit. I like the wooden effect and the flow of the curved elements, but the wheel- barrow on the top threw me for a loop. Other than an additional place to get the Gnarly Head name in front of shoppers, it really looks out of place up there. On the other hand, I noticed it (and so did other shoppers), so it was doing a good job of attracting attention. Dr Pepper 3 At the start of the pro football season, my f local Fry’s stores seemed to build their versions of this Dr Pepper display in sup- port of the Arizona Cardinals. The route ...tropical theme. man obviously supplied some of the ma- terials to make the running figure, but the 3 rest was built from 12-packs of product. The Cardinals logo was positioned in a contrasting field of colors, and the “run- ner” was in full stride heading for the goal. Arbor Mist 4 This case stack display for Seagram’s Arbor k Mist is made far more eye-catching and has great shopper impact due to the com- pact peach-colored umbrella covering ...out-of-place wheelbarrow. almost the entire area. Toss in an “enjoy the escape”-themed header, and you get the brand’s message to enjoy the breeze 4 and the summer warmth with an icy Arbor Mist Cooler. Minis 5 I can remember when alcoholic drinks were free on your cross-country flights, and you were given little miniature bottles of your favorite libation. This is an ironic display in that it is absolutely huge in size and structure, and all it says is “Minis.” It must hold over 600 little bottles, all on divided metal shelves, and it is as solid as a rock. 5 Jack Daniels 6 Here’s another example of a branded um- brella covering an array of summertime beverages. The old barrel, the No. 7 on the umbrella, the black labels and square bottles ... it’s my old friend Jack, as in Jack ...getting on the case. Daniels. This Fry’s store has done a great job of using brand-supplied materials as well as a great imagination to create a big, 6 bold display. ...adding party elements. Joe Ricci is an industry expert in P-O-P merchandising. He is the founder of Beacon Concepts Inc., Surprise, Ariz. Please offer your ...miniature bottles go large. ...carrying the umbrella theme. comments to him at email@example.com.
34 SHOPPER MARKETING JUNE 2011 GALLERY 2 1 Embedded Acrylic Sheet 1 The Mineral series of cast acrylic sheets from Acrilex shows flakes of Muscovite mica embedded in the mate- rial. The sheets can be formed for signage and display applications, as well as drilled, routed, screenprinted and hot stamped. Custom colors are available. Branded Tags 2 Elastitag, Elastitote, Elastiband and Elastinote tags i add product information, coupons and promotional messages to packaged goods. Bedford Industries partners with HarvestMark to print 2-D bar codes on tags so shoppers can scan for additional product ...elastic tags. information. Different tag and loop sizes are available, and are grouped according to shape and size. Digital or flexographic printing is available on one or both sides. Label Holders for Wire Fixtures 3 New Wire Fixture Label Holder Clips from Merchandis- l ing Inventives Inc. securely loop over wire shelving ...mineral-embedded acrylic sheet. up to .375-inch thickness for holding adhesive-backed 4 labels or tags. The durable design has a closing mecha- 3 nism designed to quickly open and close for restocking and moving items. New styles are available in two sizes that can accommodate labels up to 2 inches wide by 11⁄4 inches high, or 3 inches wide by 11⁄4 inches high. Heavy-Duty Floor Graphics 4 Flexmark floor art OV6604 digital films from Flexcon fea- i l ture an anti-slip, 25mil, textured overlaminate for outdoor and high-traffic walkways and carpets. The company says Flexmark protects printed graphics and is durable under heavy foot traffic. A pressure-sensitive acrylic adhesive bonds to the base film for placing on surfaces. ...secured tags for wire shelves. ...anti-slip floor graphics. go to JIFRAM.COM I am the Institute. for an instant quote So are thousands of other consumer product and service manufacturers, agency executives, retailers, researchers, P-O-P designers and other solution providers. We support the Institute and, in return, have on-demand access to an enormous database of research, presentations, images and more. Proudly Made in the U.S.A. Our participation in Institute seminars, conferences and events keeps us informed and helps build our competitive advantage. We believe in the power of in-store marketing. We are the Institute. Join us. www.instoremarketer.org David Plante Senior Manager, Marketing Planner, Target Visit jifram.com or call 920-467-2477 Call Lisa today at (847) 675-7400, ext. 175.
GfK InterscopeNavigating Shopper MarketingInsights Leadership Insights Leadership PathSetting the courseOperating effectively in a complex retail environmentis tremendously challenging. Even as retailers andmanufacturers strive to understand their core targetsmore clearly, shopper dynamics continue to change andevolve. Navigating the path toward retail leadershiprequires ever-increasing data sophistication and anability to course-correct to capitalize on emergingshopper trends.Shopper centricity is the keyWhile in-market performance matters, it is not alwaysthe biggest nor even the fastest growing that will drivelong-term proﬁtability and market leadership. Long-termwinners are usually the thought leaders—those with aclear vision of where the category is headed, and clearunderstanding of how the retailer can uniquely drivethat vision through their shoppers. Shopper centricity Importance of Robust Shopper Insightsis the name of the game, and shopper insights are thecurrency for game-changing retail strategy. Foundation to Shopper Marketing SuccessBuilding shopper insights – one step at a time 54% 91% nearly universal importanceMany organizations ﬁnd navigating the data andinformation landscape a daunting task. The myriad of 37%data sources and research approaches available canfeel overwhelming to even the experienced researchmanager. The challenge is to bring order to the chaos,and avoid ﬁelding a series of one-off studies that under-deliver on meaningful insights. 6% 1%Where to begin? Extremely Important Neutral Unimportant The road to thought leadership must start by deﬁning important Source: GfK Futurescope, 2010 strategic priorities and brand roles. Choosing where to play and what spaces to “own” are critical in deﬁning clear direction. Often a well-deﬁned strategy can lead to an efﬁcient path toward insight leadership. The GfK Interscope Difference Companies must establish a centralized inventory of shopper and consumer insights that can be leveraged At GfK Interscope we help companies large and across the organization. Treasure troves of important small develop their own unique learning roadmaps insights often hide in siloed functions and channel using our proven methods and veteran experience. groups, and some become lost as organizations As experts in integrating consumer and shopper change. A clear catalog of key insights and data, along insights, we are uniquely positioned to help with a process by which to add to these insights, is companies benchmark their insights against imperative to assessing and building knowledge. leading shopper marketing players across a range Leaders then benchmark insights inventories against of industries and develop the research blueprint industry best practices to create a gap assessment. that provides a clear path toward thought Clear best practice scorecards help drive what is leadership, enabling true retailer partnerships. needed to turn insights into a competitive advantage. Finally a learning roadmap can be created to prioritize As needed, we can also leverage the broader studies needed to close those insight gaps. The resources of our tremendous global GfK network roadmap should provide a detailed plan of priority to make sure our clients get the right tools for the research that will drive the learning that will make a job. We ensure the process is truly collaborative, difference with shoppers, across trading partners and with an eye toward maximizing return on internally. investment for their research dollar. GfK Interscope is a practice area of GfK, focusing on building brands at retail. We lead our clients to identify uncommon customer and shopper insights, translate them into creative retail strategies and solutions, and execute them with excellence. Contact Alison Chaltas at 203.571.1444 or firstname.lastname@example.org GfK Interscope 1221 Post Rd East, Westport CT 06880 www.gfk.com www.interscopellc.com
36 SHOPPER MARKETING JUNE 2011 GALLERY Digital Shopper Marketing In this increasingly digital world we live in, it has become commonplace and expected that brands and retailers integrate digital components into their shopper marketing programs. Shoppers are “connected” all along the path to purchase from the Zero Moment of Truth, as Google coined it, to the store shelf. In this issue, Shopper Marketing showcases some “best in class” examples of digital shopper marketing. Look for a second installment of the digital gallery in the December issue. G SERIES FIT PepsiCo’s Gatorade launched the G Series Fit line, which was devel- oped specifically for fitness athletes, in April and supported it with activity on the brand’s web- site and the line’s Facebook page. On the social media site, G Series Fit identifies athletes and trainers who endorse the prod- uct. G Series Fit also collaborated with Ubisoft to co-promote the fitness beverage with the “Your Shape Fitness Evolved” video game. Game packaging includes codes to be entered on a Gatorade microsite for additional content. In stores, account-specific activity at Walgreens has secured dedicated endcaps that include video. WALMART The “In Stores Now” section of the mass merchant’s website (operated by Tampa, Fla.-based Triad Retail Media) gives manufacturers/brands the opportu- nity to reach the 34 million unique visitors per month to Walmart.com through dedicated brand pages. Among current/recent activity: ■ Nestlé-Purina’s “Purina Pet Park” presents a pet name generator, games and videos about animal adoptions while also promoting an iPhone app that helps users locate pet-friendly places while they’re on the go. ■ The Kraft Foods’ “Quest” allows users to learn about products, watch videos and get recipes by navigating through a virtual “town” that features a produce stand, sandwich shop, cafe, etc. ■ McCormick & Co. provides a “McCormick Meal Planner” that offers meal ideas and recipes using its products, as well as a promotional video. ■ Hallmark Cards’ “Connections” page included a countdown clock to Mother’s Day in addition to product information, including videos and TV spots.
38 SHOPPER MARKETING JUNE 2011 GALLERY P&G FUTURE FRIENDLY Through its Future Friendly platform, Procter & Gamble offers ways for consumers to adopt environmentally friendly practices. P&G designates its eco-friendly products with a Future Friendly seal, including Tide Coldwater detergent, Duracell rechargeable batteries and Cascade Action Pac dish- washing soap. A conservation-themed quiz on the Future Friendly Facebook page earns the consumer Recyclebank points on purchases of P&G products. The My Carbon Footprint app for iPhone, iPad and Droid lets consumers gauge their carbon footprint and get points for P&G products. In stores, shelf talkers and tags on products like Tide Coldwater call out the Future Friendly program. ALLEGRA Sanofi-Aventis launched a multifaceted campaign in February to support the March 3 launch of Allegra as an over-the-counter allergy medication. Among the most visible components of the campaign were account- specific activity with such retailers as Wal- greens and Walmart. Allegra’s website and brand pages on retailer microsites contained videos and offered coupons while linking to Allegra’s presence on social media sites Face- book and Twitter. In stores, Allegra secured prime space, including aisle archways at Wal- greens and Action Alley displays at Walmart. SEARS CRAFTSMAN The department store chain uses a microsite to support its “Turf Wars” price guarantee campaign aimed at the two big home centers. All marketing materials – including TV spots, circular features and signage in lawn and garden depart- ments – employ the slogan, “Fighting the Home Depot & Lowe’s for the right to be on your lawn.” Among the cam- paign’s strategy is a promise to match competitive prices, and awarding store gift cards worth $50 to $100 to shoppers who present an ad containing a price lower than the one posted for a comparable private-label Craftsman tractor or mower. Sears also posted videos on YouTube to support.
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40 SHOPPER MARKETING JUNE 2011 GALLERY HUGGIES PULL-UPS Kimberly-Clark found out that moms see potty training as a stressful time. To make it more fun for mom and child, the Huggies Pull-Ups training diaper uses a potty-training kit and Disney-themed pants and packaging surrounding the Potty Dance theme. Pull-Ups housed a page on Walmart’s “In Stores Now,” highlighting the training kit and links to potty training videos. The iGo Potty app provides a progress tracker, reminders and a built-in tutorial. Pull-ups.com features Potty Dance gear, videos and print- able coupons.TM RITE AID The drugstore chain has been running a paid “Video Values” program on its site since August 2009. Operated by AdPerk, San Francisco, the program awards printable coupons to consumers who watch informational videos about participating products. The products are identified in stores with special shelf tags. Among the brands recently participating were GlaxoSmithKline’s Nicorette and Tums. Rite Aid primarily groups the offers according to a theme, such as NASCAR or oral care.
42 CATEGORY REPORT: CANDY AND SNACKS SHOPPER MARKETING JUNE 2011Second to that Emotion Marketers of snacks and candy find ways to connect with shoppers beyond price promotions Hershey Co.’s annual S’mores campaign, paign, which launched in 2007 and includes ludes a partnership with Kraft Foods, has ds, addressed a typical lull in chocolate pur- te chases during the summer months.By Joe BushAn angel with a celery stalk on one shoulder; a devil with cus groups why they buy certain immediate consumption the category with our customers. It’s a longer-term visiona candy bar on the other. It’s an eternal struggle, and we snacks. It’s such an impulse-oriented decision.” than the quarterly plan of what items or what brands you’reall know which side usually wins at home, at work, and The Hershey Co., Hershey, Pa., in the past year has going to promote this month or next month and at what rate.especially while shopping. trumpeted a consumer-research initiative called Insight This is about what drives the category demand and how we Even highly health-conscious shoppers who head to Driven Performance (IDP), which the company says will can partner with our retailers to capture that demand.”the store with a locked-down list are susceptible. “When guide its future. Melding proprietary consumer-behavior The S’mores promotion is designed so that retailers withthey walk down that snack aisle, the emotional element of studies with retailer knowledge, IDP can best be identi- private-label graham crackers and/or marshmallows cansnacking takes over,” says Alison Chaltas, executive vice fied in stores through Hershey’s collaboration with Kraft feature them with Hershey’s custom display units and pal-president at research and consulting firm GfK Interscope, Foods for a S’mores campaign, which began in 2007 lets. If the retailer does not have those products, HersheyWestport, Conn. “People might go in with the intent of when Hershey identified a lull in chocolate purchases in and Kraft have a separate display, featuring six-packs ofbuying a better-for-you cracker product, and they’ll buy the May through August period. Hershey’s milk chocolate bars alongside Kraft’s Honeythat for the kids, but they’ll then get enticed to buy a sweet “We’ve researched thechocolate or a more indulgent product because something category on how the con-struck their fancy.” sumers act and behave “ Why are you giving it away when you could be Manufacturers and retailers need to know how to strike within the confectionthe right balance when weighing impulse appeal, immedi- category and created the connecting with consumers in other ways?”ate consumption, trip missions and consumer concerns demand landscape basedabout value in a society technically out of a recession yet on shopper activities,” Susan Viamari, Times and Trends editor, SymphonyIRI Groupstill fiscally conservative. says Mike Depanfilis, “It’s not a functional purchase; for the most part, it’s an Hershey’s vice presidentemotional purchase. Those brands and retailers that can of shopper marketing. “Then we’ve taken the next step Maid graham crackers and Jet-Puffed marshmallows.combine the emotional desire for snacking with the more with trip missions and usage occasions. Now that you un- Depanfilis explains IDP with another example, the Easterintellectual hope of better-for-you products are the ones derstand who’s buying and what they’re buying and why holiday. Hershey’s strategy is to feature different items atthat are going to win,” says Chaltas. “We are seeing from they’re buying, you then get into a deeper understanding different times during the eight-week Easter window aftera shopper research standpoint an awful lot of both retail- where they’re going to buy. That will allow us to target more Valentine’s Day. “When you’re in the beginning of the sea-ers and manufacturers investing in total snacking shopper effectively and create crisper communication that resonates son, candy ball items, like wrapped candy, Kisses, Hersheyresearch: observing shoppers and understanding why they with shoppers because we better understand who they are, Miniatures, are more popular as you’re farther out from thewent into the store, what was on their list, and when they where they’re going and why they’re going there. season, as people start to decorate and get into the seasonaldecided to buy that snack either deliberately or on impulse, “It’s an evolution of our category management approach. mode,” he says. “As you get closer to the season that’s whereintercepting them to understand why. In-store is definitely This is not scratching the surface of a demographic segmen- Easter baskets start to occur. And as consumers shift fromthe best methodology for immediate consumption research tation study. It centers around this notion of customer col- one mode of shopping to another they will now start to pickbecause it is very difficult to ask people online or in fo- laborative planning. It’s really about changing how we plan up the novelty items, the instant consumable: the Reese’s
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44 CATEGORY REPORT: CANDY AND SNACKS SHOPPER MARKETING JUNE 2011eggs, the Cadbury eggs, the chocolate bunny. In an idealworld you’d love to have prominence of the items that aremore relevant during the eight-week window of the season,so eight weeks out, seven weeks out, six weeks out, you maysee more wrapped candy, the candy dish items, and as youget closer in you see more emphasis on more novelty andsingle-serve items.” While supermarkets and mass merchants have the spacefor displays focused on the building of Easter baskets, con-venience stores do not. “They’ll focus on the novelty andthe instant consumable, so what we’ll do is merchandiseour Cadbury eggs and Reese’s eggs very early in the yearbecause we know they have a different usage occasion, theydeliver a different eat,” says Depanfilis. “We can grow incre-mental sales by having items that deliver against a differentusage occasion. Reese’s eggs for Easter do not necessarilycannibalize at a very high rate to Reese’s peanut butter cups,so we can go to the retailer with a strategy of leveraging thepower of Reese’s with the core brand advertising and theEaster-specific advertising, utilize both those items, growthem incrementally because the occasions are different,insulate the interaction between them. C-stores use this Tic Tac’s pink displays and see-through packaging pro-strategy very aggressively, and they will use it around our moted a limited-edition flavor that supported nonprofit CancerCare. FSI activity supported the campaign.Reese’s eggs for Easter and our Cadbury eggs.”Options Other than Price do move the needle, but what we found is this price-only to help with a seasonal or in-store display. We’ve doneMarketing research and consulting firm SymphonyIRI type action is not moving the needle as much as it had in Easter programs in years past where we had orangey-greenGroup, Chicago, which has conducted separate studies in the past,” Viamari says. “What we’re trying to impart to pastel colors.the past year about merchandising and the snacks category, CPG marketers is there are other options that are also very “We’re able to add that to the whole in-store impact.identified a diminishing effectiveness of price-only promo- powerful. If you look at [sales] lift on price-only action, only So not only do you have a themed display and a themedtions. Susan Viamari, editor of SymphonyIRI’s Times and 1% of categories got lift of 100% or more, but if you look consumer event, but the product is actually visually tiedTrends newsletter, says manufacturers and retailers can keep at feature and display combined, 85% of categories saw lift to the event, which helps with the sell-through because it’ssome of their margin with just a little more creativity. Choco- of 100% or more. That says to marketers don’t just slash something unique and different,” says Szporn. “For us, it’slate candy and salty snacks ranked second and third behind prices. A, you’re not going to get the lift you would from critical because the challenge is, how do we get out of thecarbonated beverages in merchandising activity in the 52 other tactics, but, B, you’re eroding razor-thin margins and front end and into incremental locations in the store? It isweeks ending Oct. 31, 2010, while crackers were seventh. probably brand equity as well because you’re training con- such an impulse purchase, and the impulse can occur at “Price-only actions are grabbing consumers and they sumers to seek your product out at a lower price, saying it’s the register, but the impulse can also occur when you’re not worth as much. Why are you giving it away when you walking at the end of the beverage aisle and you see a Tic could be connecting with consumers in other ways?” Tac [display] and say, ‘I want that.’” Somerset, N.J.-based Ferrero, manufacturer of Tic Tac mints, connects with consumers with its annual “Shake, Connecting with Consumers Share & Care” promotion, which benefits New York-based As another example of manufacturers connecting with nonprofit CancerCare and originated with a brand man- consumers, Minong, Wis.-based Link Snacks, makers ager who had a family member battling cancer. Taking ad- of Jack Link’s beef jerky, cross-promoted with Chicago- vantage of Tic Tac’s see-through packaging and the power based MillerCoors’ Keystone Light beer in the spring for of social media in its quest for arresting and secondary a “Play It Smooth” campaign. Consumers could punch out placements, Ferrero uses the pink-colored, pink grapefruit-flavored mints, which were first created in 2008 for a Women’s Health- “ The color of our product is almost care Month promotion at Walmart. In the fall of 2010, Ferrero asked its Facebook fans to share stories of their experiences with cancer, as impactful as the flavors.” whether as a victim or caregiver. Ferrero then J. Noah Szporn, Tic Tac category manager, Ferrero donated $5 in the name of each storyteller (up to $100,000) to CancerCare in addition to making a one-time $100,000 donation. Freestanding a perforated hole on the top of packages of 30-, 24-, and inserts spread the word and carried coupons, while in- 12-packs of Keystone Light and make a game of tossing store Ferrero used themed floor displays and counter in a small bag of Jack Link’s. Inserts featured “Canhole” units. New York-based MSLGroup Americas handled tournament brackets, details on the game, and “coaching” the creative. tips from Keith Stone, a character featured in Keystone’s Ferrero also used its see-through packaging for a “Always Smooth” campaign. Additional promotional sup- “Holiday Twist” promotion. Ordering the port included an online Canhole game with Keith Stone displays was the only way for retailers to and Sasquatch from Jack Link’s “Messin’ With Sasquatch” get the CancerCare and Holiday Twist campaign, banner ads, social media support, out-of-home products, says Tic Tac category man- and radio advertising, and an in-store Jack Link’s coupon. ager J. Noah Szporn. “What’s driven “Our goal is to really understand the consumer dynamic the gum/mint category the last three here,” says Jeff LeFever, marketing director for Jack Link’s. years was both flavor and flavor sen- “Although beef jerky has become a much more mainstream sation. The great thing about what snack, it can also be viewed as an impulse purchase. In light Tic Tac’s able to do is the color of our of that, we need to continuously generate excitement to help product is almost as impactful as the trigger purchase in-store. We are continually providing flavors. We’re one of the few gum, mint retailers with a variety of merchandising options including or candy products you can actually see special racks, endcap displays, point-of-purchase counter the product through the packaging. displays, eye-catching temporary shipper displays, door We’re able to really leverage that color and floor clings, danglers and a variety of other POS, all to help attract consumer attention, increase impulse sales, and ultimately increase rings at the register.” Link Snacks collaborated with MillerCoors on Mars Inc.’s Wrigley business invests heavily in attracting a “Play It Smooth” campaign that promoted a convenience store consumers, says Jennifer Jackson-Luth, bag-tossing game using Jack Link’s beef jerky and Keystone Light beer packaging. The effort senior manager of marketing communications for Wrigley. utilized Keystone Light character Keith Stone, A busy 2011 includes a “MyExtra” campaign for customiz- right, and Jack Link’s Sasquatch. able packs of Extra gum, and promotional partnerships with
46 CATEGORY REPORT: CANDY AND SNACKS SHOPPER MARKETING JUNE 2011Viacom’s MTV and Marvel Studios/Para- says Mary Westerhaus, senior director of and 5 concept; 3 seconds to understand, 4 ited-edition Godiva milk chocolate Eastermount Pictures’ “Captain America: The First in-store marketing. Much like the box for paces away to engage, and 5 words or less. bunny, which could be found only at TargetAvenger”, which releases July 22. In addition Wheat Thins, the popcorn’s packaging be- Every display we put in the marketplace beginning March 13. Godiva’s existing lineto counter and floor displays, standees, shelf comes the bowl when heated. goes through a gate process and, with a few of premium chocolates was also availabledanglers, ATM signage, cooler clings, and “We have an internal guiding principle we exceptions, reflects our purpose and core during the promotion, which ended on Eas-beverage fountain signage, Wrigley recently call ‘Display with a Purpose,’” Westerhaus creative principles. It is important for the ter (April 24). The Godiva Easter assortmentbegan advertising on soda fountain beverage says. “We create our displays with purpose consumer to see our products as meal solu- was prominently displayed in the seasonalcups as well as using 3-D lenticular printing – understanding the value, the measure- tions – to see beyond the product to the end department of stores, with its own endcapon some of the in-store signage. ment of success and the margin profile. We product. When she sees a can of tomatoes, display. There was a print campaign from Kraft/Nabisco’s Wheat Thins crunch stix have creative principles that follow the 3, 4 she sees endless meal possibilities: pasta, Target to support the collection, with adsleverage the product’s unique packaging in chili and more.” running in publications such as Vanity Fairmerchandising. The box can be manipu- Among retailers, Target used its Face- and InStyle. For three weeks prior to Easter,lated with foldouts to form a wide-mouth book and Twitter sites to build awareness of there was a Godiva microsite on Target.combowl. New York-based Momentum World- an exclusive Easter collaboration with Go- that showed the full assortment and offeredwide helped with the project, says Melissa diva Chocolatier, New York. The creative printable coupons. Additionally, the limit-Renny, senior associate brand manager for centerpiece of the in-store signage for Tar- ed-edition chocolate bunny was featured onWheat Thins. She says the Wheat Thins get’s “Bunnylicious” program was the lim- the cover of Target’s circular.brand has shifted its target demographicyounger (to ages 25-45) and has been activeon Facebook and Twitter. “We knew fromresearch that the shape of the packagingwas compelling to consumers and so wechose to highlight it in-store at the point-of-purchase.” Renny says the brand is cur-rently sampling Wheat Thins “crunch stix”in almost 4,000 stores across the country aspart of launching two new flavors. ConAgra Foods, Omaha, Neb., is us-ing QR codes with its “Pop Up Bowl” cam- Oct. 18-20, 2011paign for Orville Redenbacher. Consumers (Exposition: Oct. 19-20)can scan the code to “see what pops up,” Navy Pier, Chicago www.ShopperMarketExpo.com Orville Redenbacher’s used account-specific displays at Walmart, above, that supp- ported its “Pop Up Bowl” campaign. Godiva’s activity at Target for Easter, at left, included Become an exhibitor at the dedicated endcaps, in-store signage and in-store industry’s premier event. exclusive products that supported the mass merchant’s Our attendees are seeking innovative “Bunnylicious” theme. solutions along the entire path to purchase. Reserve your booth space today if you would like to: Meet face-to-face with in-store decision makers from all industries. Increase visibility for your company. Generate new sales leads. Contact Scott Easton (847) 675-7400 ext. 119 or email@example.com for more information.
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48 PERSONNEL APPOINTMENTS SHOPPER MARKETING JUNE 2011 Doug Leeds: 1947-2011 It is with deep sadness that the Institute notes the death of Doug Leeds, founder and chief executive officer of StoreBoard Media, after a long and courageous battle with cancer. A long-time supporter of the In-Store Marketing Institute and its predecessor, Hoyt Publishing, Leeds is best known in the marketing world as CEO of Thomson- Capossela Doody Fiore Nitzberg Porter Russo Vossen Leeds, a leading P-O-P firm that he guided for more than 30 years. “Doug was a true legend in the in-store media president of retail for merchandising, store operations and real an in-store media services company that will service more and marketing industry,” said Rick Sirvaitis, president of estate. Lewis served as head of merchandising center activities than 470,000 commercial locations, including retail and quick- StoreBoard Media, New York. “Doug was like a brother for Walmart, oversaw brand management and supply chain service restaurants. The U.S. headquarters will be in Fort Mill. to me and I will miss him dearly. I join my StoreBoard logistics, and managed merchandising for Walmart private colleagues and all those whose lives Doug touched in Pelago, Seattle brands in grocery and personal care. Groupon Inc. acquired the location-based service (LBS) social extending deepest condolences to his wife Anki, daughter Victoria, mother Nancy and sister Connie on their loss. I will Rite Aid, Camp Hill, Pa. app developer Pelago. Pelago shut down its check-in service continue to work closely with the outstanding team that The chain promoted Tony Montini to executive vice president- app Whrrl, and CEO Jeff Holden will continue on at Groupon Doug helped assemble, and we will continue to build on merchandising to oversee field merchandising and new store to oversee product development. Other Pelago staff will stay his vision and add to his legacy,” Servaitis said. format development. Bryan Shirtliff took the role of senior on at Groupon in various roles. vice president-merchandising to handle store segmentation initiatives and front-end merchandising.PRODUCT MARKETERS PRODUCERS DCI Marketing, MilwaukeeKellogg Co., Battle Creek, Mich. AGENCIES Mike Doody was named president. In his 10 years with theSteven Sterling joined the company as senior vice president, Catapult Action-Biased Marketing, Westport, Conn. company, he has served as account executive, sector lead ofglobal supply chain. He spent 26 years with PepsiCo, most The company hired Dave Fiore as vice president, digital consumer electronics, and senior vice president of sales.recently as group vice president, operations for PepsiCo’s creative director, to oversee all digital creative for theFrito-Lay, and also spent time with PepsiCo’s Latin America Chuck Russo was named executive president of marketing and marketing services agency including programs with Web, digital merchandising to oversee IT, marketing services anddivision, and at Procter & Gamble. mobile, social media and location-based marketing. customer insights. He spent eight years with digital marketingToys “R” Us, Wayne, N.J. company Organic Inc. (part of Omnicom).Neil Friedman joined the company as president. Friedman dunnhumbyUSA, Cincinnati The agency named Matt Nitzberg executive vice president of Kendal King Group, Kansas City, Mo.will oversee all merchandising, marketing, store operations, the firm’s communications and media practice. He replaces The company opened an office in Minneapolis to help itsmerchandise presentation, global sourcing and product Mark Wilmot, who moved on to dunnhumby’s U.K. office. clients who work with Target and Best Buy. Luke Vossen joineddevelopment. Friedman was formerly Mattel Brands’ Nitzberg had handled dunnhumbyUSA’s global strategy Kendal King as account manager in the Minneapolis office. Hepresident, and was Tyco’s president, preschool, when thatcompany was acquired by Mattel in 1997. for CPG clients. Prior to joining dunnhumby he held senior spent two years with Graphic Systems. positions with Procter & Gamble, Borden Foods and IRI.Microsoft, Redmond, Wash. Meyers, MinneapolisChris Capossela assumes the role of chief marketing officer, The Marketing Arm, Greenwich, Conn. The company hired Dave Salkin, Mary Donovan and Christineand will head the Consumer Channels and Central Marketing The agency hired Ines Henrich and Kristin Stevens to head its Fiori as senior account executives. The hires come on the heelsGroup as senior vice president. He’ll oversee programs for new office in Greenwich. The two will lead a team to focus on of Meyers’ capital expansion project, including installation ofWindows, Windows Phone, Xbox and Office. executing and measuring shopper marketing programs. Henrich, new KBA and Durst printing presses. vice president/account service, came from Catapult. Stevens, viceU.S. Cellular, Chicago president/planning, manages shopper insights.Carter Elenz took on a newly created role at the company TPN, Dallas Anne Howe Associates, Beverly Hills, Mich.as executive vice president, sales and customer service. He Anne Howe is launching ShopperSparks to assist brandhas held senior-level positions with Seventh Generation, The agency promoted Wesley Porter to group creative and shopper marketers. Customized workshop sessionsStonyfield Farms and Quaker Oats. director in the Dallas office. He has worked with such clients provide exercises to study shopper research that clientsAlan Ferber was named executive vice president, chief as The Hershey Co. and 7-Eleven as creative director. already have completed. Sessions and meetings take placestrategy and brand officer. He recently led the company’s in various locations; instead of onsite at a client’s office,loyalty and customer experience-based Belief Project. RETAIL MEDIA they hold them at unusual meeting spaces. Clients can test MaxPoint Interactive, Cary, N.C. concepts based on the shopper behaviors studied. HoweRETAILERS The digital agency expanded its team with four new hires. spent 18 years with MARS Advertising in various roles, most recently as senior vice president, market intelligence.Blockbuster Inc., Dallas Chris Kozloski was named vice president of sales, Lynn VitelloDISH Network Corp.’s bid for the assets of Blockbuster Inc. was was hired as vice president of marketing, Eric Thorne is nowthe top bid in a bankruptcy court auction. The bid was valued director of sales for the New York office, and Mark Ailsworth isat about $320 million, and DISH may pay about $228 million director of sales for a newly opened Chicago office. Please send information regarding personnel appointments to:after adjustments for cash and inventory. Mood Media Corp., Toronto Anne Downes, Shopper Marketing, 7400 Skokie Blvd.,OfficeMax, Naperville, Ill. The in-store media company acquired music and voice Skokie, Ill., 60077, or e-mail: firstname.lastname@example.orgMichael Lewis was named executive vice president and provider Muzak Holdings, Fort Mill, S.C. The acquisition creates M C M E N I M E N & A S S O C I A T E S, I N C. Permanent STAFFING Temporary STAFFING CUSTOM REPRINTS for In-Store Marketing/P-O-P for P-O-P Projects Use reprints to maximize your Sales Representatives marketing initiatives and strengthen Account Managers Experienced FREELANCE DESIGNERS your brand’s value. 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50 SHOPPER MARKETING JUNE 2011 IN-STORE STRATEGIST More info at Making the Best of Intentions Walgreens’ ‘Arm Yourself’ flu-shot program changed behavior by the millions By Peter Breen Somehow, Walgreens was able to make an entire arm fit like a glove into its marketing strategy. The drugstore chain’s 2009 “Arm Yourself for the Ones You Love” program was hugely successful in its own In-store execution played a key role right. But the campaign also worked on a broader level, in the success of helping Walgreens position itself as a trustworthy and Walgreens “Arm convenient source of health care for the communities Yourself” campaign it serves. “Since we’re literally in the neighborhood, we in 2009. The P-O-P package included can be in the first line of primary care,” chief marketing storefront A-boards, officer Kim Feil explains. stanchion signs, Walgreens has offered flu shots in stores for some endcap headers, years, and in 2008 set a company record by adminis- counter mats and shelf talkers. CMO tering roughly 1.2 million vaccinations. Although the Kim Feil says store service does generate revenue (at $24.95 or so per shot), operators “just liked it’s also a means of driving store traffic and front-end the program.” sales, and perhaps most importantly is integral to the company’s efforts to be viewed as a full-fledged health resource rather than just a purveyor of health-related products. After undertaking a training program to get all 17,000 pharmacists certified to administer vaccinations, Wal- greens set a goal to dispense 5 million flu shots in 2009. The objective was “aggressive, but reasonable,” given national vaccination trends and the chain’s new-found ability to offer the service on a widespread basis, Feil says. The retailer worked with Chicago-based Arc World- wide, its retail agency of record, to develop a plan that would achieve the ambitious goal. Using “desk research” that profiled consumers who obtain flu shots, and quali- age points and as a “provider of health services that are tative studies that ascertained why others didn’t, they easy to access” 11 points to 56% (the highest among any identified a large population of “Intender Moms” who retailer tested). The campaign also earned the “Super want to get vaccinated each fall but aren’t able to make Reggie” (and other accolades) this spring as the best time amidst “the three dozen other things they need to pharmacists on national cable networks such as CNN campaign of 2009-2010 in the Promotion Marketing do” as the school season begins, says Leslie Meredith, and MSNBC to administer shots on-air and discuss their Association’s annual awards competition. executive vice president-account director at Arc. benefits; that schedule included a segment on the popu- Overall success benefitted from strong in-store ex- The “big idea” that was created involved positioning lar “Dr. Oz Show,” where host Mehmet Oz endorsed the ecution, which was due in large part to a development flu shots not as a self-centered act but as “the best thing Walgreens program. timeline that started one year out, providing ample op- she could do for her family. If she’s healthy, she can take The media plan also encompassed radio spots, regional portunity to obtain feedback from all involved parties better care of them,” Meredith says. With that concept print ads that sometimes depicted “Armed” local celebri- and “get everyone organized,” Feil says. It also helped established, Walgreens then could be pitched as the ideal ties, digital and social media efforts to fuel viral activity, that store operators “just liked the program,” she adds. place to get vaccinated quickly and conveniently. and out-of-home advertising at bus stops, airports, hospi- They liked it even more in 2010, when Walgreens The “Arm Yourself” tagline, therefore, was a literal call tals and other high-traffic or highly relevant locations. The added a corresponding “Get It Before You Get It” cam- to action, and also spawned the visual that would serve P-O-P package included storefront A-boards, stanchion paign that enlisted support from national cough and as the centerpiece in marketing creative: vaccinated signs, endcap headers, counter mats and shelf talkers. cold brands for a stronger front-end sales push, Feil consumers flexing their arms to show off a heart-shaped To drive front-end sales, stores distributed booklets says. Meanwhile, Dr. Oz was enlisted to be the primary bandage inscribed with the name of a loved one benefit- delivering roughly $31 in coupons for flu-related prod- “arm” used in creative for the flu-shot campaign, which ting from their action. (Each shot recipient ultimately ucts from both national and store brands. sparked more vaccinations than the prior year while received a similar sticker to personalize.) The program not only surpassed its lofty goal by again attracting new shoppers and boosting front-end That imagery was employed throughout a massive, 400,000 shots, it did so in five weeks, allowing Wal- sales. multi-million dollar campaign that stretched from TV greens to reallocate several months of media inventory to Walgreens has another program ready for 2011, says to the shelf edge to spread the message as widely as other efforts (and, thereby, improve ROI by reducing the Feil, declining to provide details. The marketplace possible. In addition to ad spots (from Downtown Part- campaign’s total cost). Unaided consumer awareness of “will have to wait to see how we’ve upped the ante one ners, Chicago), the TV plan entailed appearances by Walgreens as a destination for flu shots rose 22 percent- more time,” she says.Editorial Index Companies named in the editorial columns of this issue are listed below. Kimberly-Clark . . . . . 22, 28, 40 Merchandising Inventives Inc. . . 34 PepsiCo . . . . . . . . . . . . . . . 11, 36 SC Johnson . . . . . . . . . . . . . . . 30Accenture . . . . . . . . . . . . . . . . 27 CancerCare . . . . . . . . . . . . . . . 44 Farnsworth Group, The . . . . .12 HarvestMark . . . . . . . . . . . . . 34 Kmart . . . . . . . . . . . . . . . . . . . 30 Microsoft . . . . . . . . . . . . . . . . .11 Pinnacle Foods. . . . . . . . . . . . . .8 Scanbuy . . . . . . . . . . . . . . . . . 27Acrilex . . . . . . . . . . . . . . . . . . . 34 Catapult Marketing. . . . . . . . 26 Ferrero . . . . . . . . . . . . . . . . . . 44 Heineken. . . . . . . . . . . . . . . . . 26 Kraft Foods. . . . . . . . . 27, 36, 42 MillerCoors. . . . . . . . . . . . . . . 44 Pixar Animation Studios . . . . .1 Seagram’s . . . . . . . . . . . . . . . .32aisle411. . . . . . . . . . . . . . . . . . 27 Coca-Cola Co., The. . . . . . 22, 26 Flexcon . . . . . . . . . . . . . . . . . . 34 Hello Vino. . . . . . . . . . . . . . . . .12 Kroger . . . . . . . . . . . . . . . . . . . 27 Mobile Marketing Praim Group, The . . . . . . . . . .14 Sears . . . . . . . . . . . . . . . . . 27, 38Arc Worldwide. . . . . . . . . . . . 50 ConAgra . . . . . . . . . . . . . . . . . 46 Foursquare . . . . . . . . . . . . . . . 30 Hershey Co., The . . . . . . . . . . 42 Leo Burnett . . . . . . . . . . . . . . . .6 Association . . . . . . . . . . . . 28 Price Chopper. . . . . . . . . . . . . . .1 Shopkick . . . . . . . . . . . . . . . . . 30AT&T. . . . . . . . . . . . . . . . . . . . . 30 Cost Plus World Market . . . . .14 Fry’s . . . . . . . . . . . . . . . . . . . . . .32 Hewlett-Packard. . . . . . . . . . 30 LG Electronics . . . . . . . . . . . . 27 Modell’s Sporting Goods . . . . .6 Procter & Gamble . . . . . . . . . 38 Six Point Creative . . . . . . . . . .12Augme Technologies . . . . . . . .6 Cracker Barrel Old Country General Mills . . . . . . . . . . . . . . .1 Home Depot, The . . . . . . . . . 27 Link Snacks. . . . . . . . . . . . . . . 44 Momentum Worldwide . . . . 46 Proteus Design. . . . . . . . . . . . .12 Stop & Shop . . . . . . . . . . . . . . 27Banfi Vintners . . . . . . . . . . . . .12 Store . . . . . . . . . . . . . . . . . . . . 14 GfK Interscope . . . . . . . . . 20, 42 Hostess Brands . . . . . . . . . . . .24 M/A/R/C Research. . . . . . . . . 27 Mosaic. . . . . . . . . . . . . . . . . . . .11 Rawlings. . . . . . . . . . . . . . . . . . .6 Supervalu . . . . . . . . . . . . . . . . .10Bedford Industries . . . . . . . . 34 Diageo. . . . . . . . . . . . . . . . . . . .32 Global Bay Mobile Hudsun Media . . . . . . . . . . . . .18 Mars Inc. . . . . . . . . . . . . . . . . 44 MSL Group Americas. . . . . . . 44 Red Fish Media . . . . . . . . . . . 26 SymphonyIRI Group . . . . . . . 44Best Buy . . . . . . . . . . . . . . . . . 27 Dole Foods . . . . . . . . . . . . . . . . .1 Technologies . . . . . . . . . . . . 26 Hyde Tools . . . . . . . . . . . . . . . .12 Marvel Studios/Paramount NBCUniversal . . . . . . . . . . . . . .24 RGI Design . . . . . . . . . . . . . . . .16 Target . . . . . . . . . . . . . . . . 18, 46Big Lots . . . . . . . . . . . . . . . . . . .14 Downtown Partners . . . . . . . 50 Gnarly Head . . . . . . . . . . . . . . .32 Integer Group, The . . . . . . 6, 26 Pictures . . . . . . . . . . . . . . . 46 Nestle USA . . . . . . . . . . . . . . . 20 Rite Aid . . . . . . . . . . . . . . . . . . 40 TJX Cos. . . . . . . . . . . . . . . . . . . .14Blue Chip Marketing. . . . . . . 28 Dr Pepper . . . . . . . . . . . . . . . . .32 Godiva Chocolatier . . . . . . . . 46 Inner Workings . . . . . . . . . . . . .6 Mattel Inc. . . . . . . . . . . . . . . . . .1 Nestle-Purina. . . . . . . . . . . . . 36 Ryan Partnership . . . . . . . . . 26 Viacom . . . . . . . . . . . . . . . . . . 46Bosco Products Co. . . . . . . . . .14 Dylan’s Candy Bar . . . . . . . . . .14 Group 4 . . . . . . . . . . . . . . . . . . .12 Jack Daniels . . . . . . . . . . . . . . .32 McCormick & Co. . . . . . . . . . . 36 One Media Group . . . . . . . . . .16 Saatchi & Saatchi X . . . . . . . . 27 Walgreens . . . . . . . . . 11, 36, 50Bryles Research . . . . . . . . . . . 27 Energizer Personal Care . . . . 22 Groupon . . . . . . . . . . . . . . . . . . .1 Johnson & Johnson. . . . . . . . 20 Meijer . . . . . . . . . . . . . . . . . . . 27 Parle Agro. . . . . . . . . . . . . . . . .11 Sanofi-Aventis. . . . . . . . . . . . 38 Walmart . . . . . . . . . . . . 6, 36, 50Candy.com . . . . . . . . . . . . . . . .14 Evergreen Packaging . . . . . . .14 Hallmark Cards . . . . . . . . . . . 36 Kellogg Co. . . . . . . . . . . . . . . . .6 Menasha Packaging . . . . . . . . .6 Partnering Group, The . . . . . 20 Sara Lee . . . . . . . . . . . . . . . . . 20 Weber Shandwick . . . . . . . . . . .8
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