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Shopper Marketing

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  • The ultimate goal of all (shopper) marketing actions need to be improved business results
  • Phase 1: collect information, gain insights, indicate strengths & weaknesses, pitfalls & opportunities, identify problems and formulate questionsPhase 2: find an answer to your questions from Phase 1 & Put the answers to action
  • Transcript

    • 1. Shopper MarketingHow to turn shoppers into buyers
    • 2. What is shopper marketing? “Shopper Marketing is the use of insights-driven marketing and merchandising initiatives to satisfy the needs of targeted shoppers, enhance the shopping experience and improve brand equity for retailers and manufacturers. The ultimate goal is to improve business results for all parties involved. Turn shoppers into buyers!Presentation1 2
    • 3. Why shopper marketing is that important On the product/brand level: • 3000 marketing messages/day • > 30.000 product introductions in 1 year (average) • More and more promotion instore/outstorePresentation1 3
    • 4. Why shopper marketing is that important on the retail side: • Convenience: number of retail channels doubled in 50 years • Choice is unlimited: f.i. Carrefour Planet stocks > 30.000 products • Strong retail brands (housebrands) • Delhaize = quality, Colruyt = sustainability, Carrefour = choice • Success of hard discounters even increases • More and more concept stores/pop-up storesPresentation1 4
    • 5. The retailer is in the game ! Shopper physical competitive environment environment Retailer / Dealer BrandsPresentation1 5
    • 6. Why shopper marketing is that important on the consumer side:  68% brand switchers  5% loyal to a brand  73% shops with 5 different retailers  26% is loyal to a retailer  Seeks for experience and authenticityPresentation1 6
    • 7. Why shopper marketing is that important. On the consumer side: Too much!Presentation1 7
    • 8. Shoppers are not consumers! And vice versa. Who drinks Coca Cola? Who buys Coca Cola?Presentation1 8
    • 9. Shoppers are not consumers! And vice versa. Consumer marketing Shopper marketing • Who is the consumer? • Who does the • Where does he use my shopping? product? • Where does he do the • When does he use my shopping? product? • When and how? • How does he use my • Why does he buy this product and why? product or brand? • How can I increase the • How can I make the use of my product? shopper buy MY brand? SECOND MOT FIRST MOT 80% of the buying decision happens INSTORE!Presentation1 9
    • 10. Shoppers are influenced in- and outside the store: Outside the store Inside the store Demographics Retail circumstances Psychological element Mindset Family issues Time & budget pressure Personal issues Discovery Consumer advertising Senses SHOPPER MARKETINGPresentation1 10
    • 11. Shopping segments Lot of time Less time Like to shop Hates (daily) shopping Fun shopping Run shopping Impulse shopping Comparison shopping Shopping list No shopping list High spending Low spending Remark: Most of the shoppers are “multi-vidual” Spend time Comparison Fun shopping shopping Discount Convenience shopping shopping Save time Save money Spend moneyPresentation1 11
    • 12. Shopper research Understand how shoppers think, plan, decide, interact with environment, and evaluate their experiences. • Focus Groups • Shopalongs • In-store Shopper Groups • Subject Matter Expert Interviews • Ethnographic research • Online and Traditional Surveys • Advanced quantitative analytics • Geographic data mapping • Secondary subscription databasesPresentation1
    • 13. What is a shopping barrier? A barrier is an element of the product offering or the retail environment that prevents a shopper from buying a brand. - De-selection Barriers • Ones that cause a brand to be “ruled out” on a cursory overview of the category - Selection Barriers • barriers that prevent a brand to be chosen upon closer considerationPresentation1
    • 14. Shopper Marketing is about overcome Shopping barriers De-Selection 1. Perceived lack of need 2. Low brand line-up or awareness 3. Lack of “shelf pop” 4. Habit change Prevent Selection 1. Unconvincing Benefit; Performance Uncertainty 2. Choice Confusion 3. Usage Uncertainty 4. Poor ValuePresentation1
    • 15. Conclusions on Shopper barriers 1. Define the shopper barriers 2. Make a selection (1 – 2, KISS) 3. Define your shopper marketing execution planPresentation1 15
    • 16. 6 steps, all linked with each other, towards an effective Shopper Marketing Strategy 1 2 3 4 5 6 Define Get to know Get to know Get to know Get To know Shopper Execute & yourself your market your Retailer your shopper Marketing Measure Strategy •SWOT analysis •Competitor SWOT •Retailer strategy •Define required •Define action •Define activities •Portfolio Analysis analysis insights plan for each •Set action plan Assessment (BCG •Competitor •Performance •Collection of specific retailer •Identify involved Matric) portfolio analysis internal existing based on the departments & •Product life cycle assessment •Identify key data needs of all key stakeholders analysis •Define Category contacts •Shopper research parties (company, •Set Backtimings •P&L analysis Role •Identify key based on insights retailer & •Identify KPI’s •... processes & way needed •... shopper) •... of working •Shopper involved •... Segmentation •... •... list of strategic retail Shopper Commercial Ranking of partners, Category Demands, Shopper Clear & Executional Improved business Strategy, company competition & role per retailer, key research Shopper Marketing results, continuous capabilities, Product products, Category priorities and methods, Shopper Strategy learnings strategy role opportunities BarriersPresentation1 16
    • 17. Combined into 2 phases, for a more logical workflow: 1st Phase: analysis of yourself, your retailer & your shopper within the competitive market environment 2nd Phase: Strategy definition, execution & measurement 2 Get to know your market 1 3 5 6 Get to Get to know know Define Execute yourself your Shopper & Measure retailer Marketing Strategy 4 Get to know your shopperPresentation1 17
    • 18. Most important shopper marketing trends • The consumers get smarter & seek for relevance* • Shopper marketing moves between smart shopping and pleasure shopper • Digital evolution can cause shopper revolution • Shopper marketing is more & more sensorial * Carre Associates Shopper Reseach 2010Presentation1
    • 19. What makes The House of Marketing different?Presentation1 19
    • 20. We have a strong vision on marketing … Marketing is a mindset throughout the whole company, and only happens through uncompromising and ruthless focus on the total process of customer engagement. Marketing is a key contributor to achieve business objectives and to optimize shareholder value. Our guiding principles are Focus, Agility, Creativity, Tangibility and Sustainability.Presentation1 20
    • 21. … and a clear view on how marketing must evolve • Simplicity • Strategic consistency • Leadership continuity • Prioritize & making choices • Consistent brand across all channels • Seek leadership in specific category • Customer centricity • Focused team • Detect trends & act • Early warning systems & processes • Agile & up to date organization • Built around customer engagement • Innovative company culture • Willingness to change • Diversity of profiles • Flexibility & Speed • Idea generation process • Idea valuation • Porosity & open-mindedness • KPI’s & dashboards • Scenario analysis & ROMI • Connect with marketing intelligence • Analytical culture & skills • People: yours & every stakeholder • Planet: ACT on innovation, packaging, promotion... • Profit: business-minded marketersPresentation1 21
    • 22. We are convinced that flexibility is a key asset for the future to bridge capacity gaps... Resource Demand Chart FTE (hours per month) Project 1 5,000 Project 2 Project 3 Project 4 4,000 Capacity 3,000 2,000 1,000 0 1/95 4/95 7/95 10/95 1/96 4/96Presentation1 22
    • 23. …. and to bridge competence gaps Data cruncher Packaging E-commerce ……… Online specialist CPM specialist Performance management Project Management Shopper marketer CRM specialist Mobile marketer SocialMedia Strategist ……… Web masterPresentation1 23
    • 24. Flexibility demands the right talent at the right place, & on going training The House of Marketing can help you develop and keep the right talents in your marketing department. Coaching on the job, one company or multi company program, more details Marketing Talent program available as from October 2012 Relevant Marketing training, from general to very specific & tailor made - product management Training - project management - communication (online, offline) - social media - email marketing -…… Personal coaching focused on marketing Coaching related skills and technical skillsPresentation1 24
    • 25. We offer help adapted to the new business context In a economical environment where turbulence is the new norm, The House of Marketing provides marketing excellence at the right moment, exceeding clients expectations by delivering higher return on investment and by making the organization more agile. We achieve this by recruiting passionate marketers for whom we create an inspiring and nurturing environment.Presentation1 25
    • 26. How do we work?Presentation1 26
    • 27. We work on temporary assignments…. Mostly function based Broad FMCG experience B2B and B2C environments Coordination activities of Marketing plan, go-to-market specialists in strategy & production, sales, advertising, implementation, people Brand promotion, R&D, … Marketing management, business Managers Churn analysis, churn Managers intelligence reduction Coordination of Marketing Product placement activities optimization Strong analytical and Market & competitor negotiation skills analysis Channel & Enhancing retail partnerships Business Market assessment & Category by increasing category sales Analysts quantification and aiding in fact Clustering of customers Managers based/strategic selling E-strategy definition & roll- out Extended experience in SME E-Marketers Coordination, design & and large matrix organizations implementation of e- Alignment of organization & Social Process marketing actions towards similar goals Media Website Managers Clear roles & responsibilities Specialists management, email definition, organizational marketing, social design media, mobilePresentation1 27
    • 28. … and on strategic marketing challenges Mostly project based Client challenges THoM expertise & solutions • Attract new customers • Customer intelligence: translate data into relevant insights Volume • Increase customer spending • Segmentation driven • Reduce customer churn • Business and marketing planning • Increase Innovation success rate • Innovation Management Program • Restore customer trust • Customer intelligence: translate data into relevant insights • Capture more customer value Margin • Category assessment • Margin management driven • Marketing performance management • Doing more with less resources (ROMI, CLTV, dashboards) • Tracking of ROI • Marketing audit • Define or redefine positioning • Consumer intelligence: translate data into • Changing customer experience from relevant insights product push to relational (customer- Positioning centric) • Customer (store) experience • Positioning on the sustainability dimension • Sustainability • Positioning towards current and potential • Employer branding employees Consumer analytics and insights are crucial for each of the three challengesPresentation1 28
    • 29. We offer a unique combination of strategic excellence and operational pragmatism Strategic excellence Operational pragmatism • Proven track record in strategic • Track record in making things happen marketing advice within international and complex • Creating relevant insights in the companies business • Applying practical knowledge of • Identifying the true leverages for successful corporate sales and significant improvements marketing organizations • Turning opportunities into structured • Turning initiatives into tangible actions and prioritized business initiatives • Helping you to successfully implement strategic recommendations We help you in realizing more from your marketing strategies and building the marketing capabilities for systematic resultsPresentation1 29
    • 30. We deliver tangible value by bridging the knowing doing gap… Strategic excellence Operational pragmatismPresentation1 30
    • 31. We have different meetings during an assignment PROJECT DELIVERABLES DEADLINE PROJECT DELIVERABLES DEADLINE Define MLT strategy for Market analysis End 2007 Internal Define MLT strategy for Market analysis End 2007 product X RGO identification + – Draft – product X RGO identification + estimated revenues & final reco + budget EPR Developing targeted expansion strategy for a estimated revenues & final Brand strategy Luxembourg based private life insurer Strategy, organization and marketing reco + budget Brand strategy Action plan 2008 Client Launch Product Y Product chart (branding, …. Build methodology and framework for country-specific go-to- Knowledge Capture Matrix Project objectives market launches based on learnings from first failure on the Italian market in private life insurance asset management Action plan 2008 Launch approach EPR positioning, USP, …) Client: Consultant: Project: Sodexho Pass - Apogheos Olivier Olbrechts Business Plan Date: 27/08/07 • Analysis of the fact base and decision on targets Launch package Comment: Interim (project) All documents on project saved here. Final Deliverables. Credential to follow - Life insurance business Launch Product Y Product chart (branding, …. Organization concept test STAKEHOLDERS Learnings from the way the client works Learnings on how THoM could work better New products or services Marketing domain/ methodology Relationship opportunity (executive Client agenda sell-on opportunity Industry trend/ insight Competitor information • Market structure and distribution options Follow-up launch improvement contact, positioning, USP, …) idea) SALES Apogheos = - Sold as interim project Proposal in - Small No other • Cross-border revenues Account Team Business Unit that has to be integrated but could be more profitable sold as process: coaching during the independent firms with low consulting firm identified in this - Private banking business into the Group if consulting implementation of potential for part of Sodexho return sufficiently - Formal approach and the business plan consulting/ • Market structure and differentiation Launch approach attracting to Sodexho Group deliverables could have been more clarified prior to the project interim - Exceptions (potential clients ?): • Expectations of wealthy individuals BCD Group, • Off-shore business aspects Launch package Coordinate client event ….. …. DELIVERY Marketing Domain: - No THoM methodology used - Business Plan Develop a standard financial business plan Accentiv (FR) • Value and tactics of wealth managers template created spreadsheet Methodology - Bancassurance model options in private banking Organization concept test from scratch template) - Detailed geographical study on Italian potential Follow-up launch iii team: No B2B Services team - Understanding of wealthy individuals • Wealth classification • Identification of advisory circle • Trend in family offices • (Family) business activity and influence of private equity and venture capital • Positioning study and go-to-market draft Coordinate client event ….. …. • Implications for organizational and branding requirements • Organizational roadmap and risk management Deliverables • Design of go-to-market model and potential • European-wide positioning strategy and implementation200706-CBC-PresentationTHoM.ppt 2 Visit by SSO Mgr Interview Objectives Consultant(s) finalized Evaluation1st call Proposal Contract Knowledge sent signed Engagement follow-up capturing Running Project status report Product Management Platform Resources Planning Risks Scope Prepared by: Liesbet Vandenberghe Period: from 25/9 to 20/10 week 6 Activities completed this reporting period Activities planned for next reporting period Client Name or LOGO Client Name or LOGO Supplier gave demo. Didier VDH will have a meeting to fine tune the requirements Didier VDH got input to make draft of technical Title of Function/project Title of Function/project requirements Central marketing will have meeting about the next steps and how we see the current project management We have now a list of general requirements tools in this project. Proposal for Interim Management Proposal for Interim Management Month Day, 2007 Month Day, 2007 LAST MODIFIED: Task ID Week Project name Action/task Task owner Follow-up Priority Status Start date Due date Date Comments/issues Decision to take Outstanding Issues/ Main Risks(1) Decision to take(1) description persons finished Issues & Risks Actions Responsible Due Date Decision Decision Maker Due Date Need alignment Meeting Thomas DC November on the real Thomas with needed Philippe. requirements Issue description Decision Decision Due date and which taker budget we can have for it. 1 2 3 4 5 6 7 (1) Format could be simplfy for simple project 8 Project status reports Liesbet 27 December.ppt 3 9 10 11 12 13 14 15 From initial call till 2 first weeks During the engagement Closing the engagement Presentation1 31
    • 32. You are always hiring a whole team of marketing specialistsHiring a THoM consultant isn’t just hiring a person, it’s acquiring expertise: •THoM consultant: your day to day contact Visible • Counselor, Client Manager and Mentor: first help, coaching and stretched goals for Invisible the THoM consultant • All THoM consultants with their specific skills, expertise and experience: the second resort for the THoM consultant • THoM knowledge base (training, career development plan, books, papers, former projects, experience of previous THoMers)Presentation1 32
    • 33. We deliver Marketing expertise in four areas • Market Intelligence • Business & Marketing Planning I. Strategic • Segmentation • Employer Branding Marketing • Branding & Positioning • Sustainability • Pricing • Social Media II. Go-to- • Product/ Brand/ Category • Shopper Marketing Management Market • Customer Relationship • Communication (offline & Management online) • Customer Process Management • Marketing Audit III. Organization & Change • • Marketing Coaching & Training Organization Management capabilities • Customer Experience IV. • Marketing Dashboards Performance • Marketing Performance Management Management • Customer Lifetime Value & ROMIPresentation1 33
    • 34. For whom do we do this?Presentation1 34
    • 35. We have clients from many different sectors (1) ICT & Media Utilities & Resources Financial & Other Services Healthcare & Public Sector Transport & LogisticsPresentation1 35
    • 36. We have clients from many different sectors (2) Consumer Goods & Retail Durables & Industrial GoodsPresentation1 36
    • 37. … talking about the tangible value delivered by The House of Marketing “THoM’s pragmatic approach is to me a key differentiator, as they are able to talk the language of actual executors and to predict or foresee many operational issues we need to tackle.” “We appreciated that the THoM team supported us in (Ronald Hannet, BU Manager) the bottom up approach involving customers, prospects, sales, specialists.” (Danny Vandevyver, Head of Marketing Com Belux) “THoM succeeded in creating change thanks to their straightforward and efficient solutions and approach.” “The added value of THoM is that they do not only deliver strategic advice, but their recommendations (Michael De Koster, Segment Manager) are tangible and can be implemented.” (Luc Deflem, CEO)Presentation1 37
    • 38. Your point of contact The House of Marketing tel: +32 (0) 15 444 000 E-Mail: info@thom.eu The House of Marketing Kardinaal Mercierplein, 2 B-2800 Mechelen Belgium Fax +32 (0)15 444 044 www.thehouseofmarketing.be Join us on LinkedIn Follow us on TwitterPresentation1 38