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Shopper Marketing - The Great Marketing Shift


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A Whitepaper on Shopper Marketing in India

Published in: Business, News & Politics

Shopper Marketing - The Great Marketing Shift

  1. 1. 0
  2. 2. CONTENTS The New Marketing Mix puzzle 02 - 05 Is shopper marketing the missing piece? 06 - 07 Shopper Marketing at retail 08 - 13 The Indian retail scenario 14 - 15 Shopper Marketing in India 16 - 17 Our views on trends in India 18 - 22 Key insights 23 - 25 About us 26 1
  3. 3. THE NEW MARKETING MIX PUZZLE ‘What they don’t teach you at Harvard Business School’ is a best seller by Mark McCormack that goes beyond the teachings of business school classrooms to a playground where the rules of the game are learnt by rolling up your sleeves, getting your hands grimy and sniffing the air Red Indian style, for cues. This could also well describe the way marketing success is being achieved in the 21st century. Twenty or so years ago, an ivy league business degree would often lead to the hallowed portals of the blue chip marketers. A few years gaining cross category marketing experience and the seasoned marketing manager would have a successful blueprint. It was based on market research insights and leveraged radio, TV, print and promotions to build the brand. Nothing wrong with that. It even worked in many cases. Then they said ‘The World is Flat’. Thomas Friedman made a case for India and China. Boundaries disappeared. Continents and countries shrank and a lot of people got ‘Bangalored’. Communication and the internet had already started shaping a new world and a just few years ago, we stood at the beginning of a new age. An age of easy consumer access to a diverse and global media environment with few boundaries. Consumer access to plenty of information and numerous channels offering an abundance of choices. An age of consumer control. Recent economic developments if anything have arguably made the consumer even more powerful in the last two years. In this time, the game of doing business has changed quite a bit. The game of advertising and marketing has changed a lot. 2
  4. 4. There is a lot of widely cited information pointing to the change The average global citizen encounters around 5000 advertising messages a day While watching TV, over 70% of people read and over 65% are also online at the same time The typical consumer is often flitting between ATL and BTL media, often simultaneously exposed to two or more media Market share of many top brands is reducing Less than 10% of new products launched survive more than three years 3
  5. 5. We are not the first to see this or say this. Companies like Nike, P&G, Johnson & Johnson and Coca Cola saw this ‘Great Shift’ happening. Probably one of the few things they couldn’t have probably seen was the acceleration of this great shift because of unexpected economic factors. Their response? A steady realignment of roles and spends in their marketing mix. Here is one example of this farsightedness. While Nike’s total advertising budget grew 20% from 2003 to 2006, in the in the same period their ATL budget reduced from 40% to 33%. The result - a 20% spurt in sales in the same period. These companies see that new driving forces have come into play in marketing. For example, traditional TV, radio and print no longer suffice to shape preferences. The demand for credible ROI is higher than ever before. These innovators in marketing are therefore reinventing their thinking and their skills with a tremendous sense of urgency. Having said that, every innovation follows an ‘S’ curve and shopper marketing is no exception. Companies who embark on this journey will have to go through the three stages of Initiation, Growth and Integration. At each stage come the critical points of inflection which determine whether the innovator moves on to the next stage or stagnates or even falls completely off the path. There are key barriers, and as with all innovation, these pioneers will also face the typical risks of integrating the innovation and interdependence with the other players in the ecosystem. (See Figure 1) ROI metrics continue to challenge even the most analytically enabled of these marketers. But responses to these challenges are evolving. Our own view is that there is no single formula for success. The only constant factor is the need for change! 4
  6. 6. Fig.1 5
  7. 7. SHOPPER MARKETING - IS IT THE MISSING PIECE? Debates around marketing effectiveness will always continue and at times like now, reach a crescendo too. Meanwhile brands continue to make large investments in the traditional marketing practices of advertising and promotions. However in many cases, success measured by sales and brand equity remains elusive. In a recently concluded study of over 50 top marketers, we focused on those who seem to have got it right, in an attempt to isolate a common game changing strategy. The shift in thinking brought about by a shopper centric approach was what we found common among these companies. As much as brand management and then category management emerged as important paradigms in marketing, shopper marketing seems to be the next step in the evolution of marketing towards an integrated 360 degree approach. What is Shopper Marketing? Many different definitions exist. To us, shopper marketing is simply defined as a deep understanding of how consumers behave as shoppers in different channels and formats and using this insight to benefit the brands, the retailers and the shoppers.(See Figure 2) From this definition, clearly the core of Shopper Marketing is Shopper Insight. Shopper insight needs to be combined seamlessly with consumer insight and brand and category management to deliver the ultimate goal of holistic 360 Fig.2 degree marketing. 6
  8. 8. It is first important to understand that Shopper Marketing is not just an activity inside the brick and mortar store. The in-store aspect of Shopper Marketing is only one aspect of Shopper Marketing. The broader approach is one that is shopper centric and believes simply that happy shoppers buy more. So why do we think Shopper Marketing is the crucial missing piece of today’s marketing success puzzle? A few pointers: P&G’s 2007 financial reports restated 11 years of advertising expenditure to reflect over $500 million current annual spend on shopper marketing alone. A 2007 Deloitte GMA study had 6% of consumer product respondents and 0% of retailers investing in shopper marketing. The 2008 study reflected 29% and 60% for the two respectively! The same study showed that companies who have really embraced Shopper Marketing were growing at 25-50% more than their next competitor in the same category. Percentage CAGR 21% Fig.3 Deloitte GMA study on media spends 7
  9. 9. SHOPPER MARKETING AT RETAIL Shopper Marketing at retail is using the insight into shopper behaviour of different segments in different retail formats, to deliver the right marketing mix of product, price and promotion (communication) in the right place (environment). Narrowing this focus further, we find that there are broadly three main areas that impact Shopper Marketing at retail. These are 1. MARKET SPECIFIC VARIABLES 2. SHOPPER CENTRIC VARIABLES & 3. DESIGN & EXECUTION CHALLENGES 1. MARKET SPECIFIC VARIABLES Market variables mainly pertain to the channel and the format. As much as channel variations significantly impact marketing strategy, we believe that format variations (more so in a market like India) have a very strong relevance to the shoppers. A shopper marketing strategy can therefore not afford a ‘one size fits all’ approach. Marketers have till recently looked at modern and traditional retail as two broad entities and devised solutions accordingly. However, this broad division is not enough. Within modern and traditional retail, markets differ to a great extent. There are geographical and cultural differences, urban and rural differences and more. Shopper behaviour in each channel and format needs to be understood well and the different layers of marketing stimuli need to be synchronised to work towards the objective of integrated 360 degree marketing. Ideally - different strategies for different formats. 8
  10. 10. 2. SHOPPER CENTRIC VARIABLES Shopper centric variables include behaviour based on demographic, psychographic and cultural factors. The shopper’s mental make up is decided by his sex and age, where he hails from, the sociocultural aspects that have shaped his thinking and habits, the economic strata of society he belongs to and his genetic traits too! There are important differences in shopper behaviour that stem from who the shopper is. These factors strongly impact the outcome of in-home, out of home and instore experiences and need to be far better understood than they are today. While consumer research provides these inputs through consumer research, shopper research is key to gaining this insight into these shopper centric variables since shoppers follow a path to purchase. On this path, shoppers may be predisposed to make a purchase not only within the store, but probably on the way to the store or even at home, before venturing out to make a purchase. A second angle to the whole thing is how the same shopper can behave differently in different formats. Segmenting the shoppers at each format or retail banner based on shopping behaviour gives insight into the most profitable segments. Shoppers move from one segment to another as they shop in different formats. When mapped with consumer segmentation, the shopper marketing strategy can be aligned with the right segments. In fact, there are a number of ways in which shopper behaviour is studied, right from the use of technology to simple observation. But to an extent the methodology takes second place to intent. There has to be a clear intent to understand shopper behaviour. 9
  11. 11. We also believe that true shopper insight does not come only from interviewing shoppers or observing them, but in also knowing what they think. And a non intrusive way in which we do that is in researching trends and their implications on shoppers and shopper segments. Human needs and thoughts are constantly changing with time. Some core needs remain constant throughout, whereas others evolve in alignment with external (sociocultural) and internal (demographic) variables. Seen another way, some trends remain, only modifying themselves along the way whereas others disappear making way for newer manifestations. Global events give rise to global trends. Local cultures are impacted by local events that shape local trends. But any which way one looks at it, trends are fluid in terms of their dynamics and most certainly impact all humans. Thus ongoing trend research is an important part of any shopper marketing strategy. An example below illustrates how Insight Instore used findings from trend research in creating a strategic solution. CASE STUDY In a recent case during the recession, we were confronted with a very common situation. The client was averse to spending on advertising (or anything else for that matter). The shopper was averse to spending (purchasing). So the onus fell on us as the consultants to break this impasse. We started with shopper interviews and we then went on to shopper observations. It certainly told us a lot. But the solution finally came from trend research. At the risk of stating the obvious, the most powerful trend during a recession is a reduction in spending. Our shopper and trend studies in this tough time however, showed us that consumers and shoppers were greatly missing their earlier experiences in all the gloom. So we decided on a model that would allow our client to offer ‘free trial’ of their product (the fact that the client was in an appropriate sector unlike CPG helped!). We decided to ‘TRYVERTISE’ our client’s product. Potential customers were offered an opportunity to try the product for a specific time period. If they liked it, they could buy. 10
  12. 12. Otherwise there were no obligations. While drastically reducing the client’s spend, if nothing, it would help build the brand for better times, we reasoned. The result was a pleasantly significant improvement in sales and tremendous impact on brand equity! It is of importance to state here that trends are a valuable directional tool not only in the case of understanding shopper behaviour, but also in constantly keeping track of market conditions and other challenges faced both by brands and retailers. 3. DESIGN & EXECUTION CHALLENGES Often brands approach retail formats without researching the implications of the format for their category, or with only a broad understanding of the variables. We are of the view that the design and execution-specific variables are key and can even take on regional or cultural differences, specially in a market as diverse as India’s. The challenges are spread out, very fuzzy and need a very different set of skills and tools to tackle. Design has to thus stem from a deep understanding of format specific challenges at retail, apart from taking into account the human-centred elements. Design should not be restricted to only devising tangible products and services. It should extend to doing background research and charting out a smooth flow of the strategic solution, from the drawing table into the market place, through the various funnels of manufacturing, marketing & advertising, organizational implications etc., depending on the case maybe. In other words, organizations need to have design thinking in their culture itself. Finally, no strategy is successful unless it is executed well. Well-executed rollout of the activity and compliance often make the difference between an expense and an 11
  13. 13. investment. An effective shopper marketing approach thus has to address each of these aspects as the following case shows. CASE STUDY A client had a brief that was to devise a promotion strategy to deliver better results with their key accounts - improving the results for the retailers as well as the brand. Shopper studies at the different accounts revealed insights into the gross visibility impressions of an ongoing promotion. This was then compared with audience conversion to determine the approach that should be used at each retailer to drive improved performance. For example, at Retailers X and Y, the gross impressions were low but conversions were high. Secondary stocking locations, displays and signage was used to drive conversions higher At Retailer Z on the other hand, gross impressions were high but conversions were low. Aligning the product mix to the profitable segments of Retailer Z, category adjacencies and in-aisle promotions were used to drive incremental sales. The new strategy took into account all these to get the approach right from day one! The ultimate objective in any case is to convert shoppers to buyers. It is by understanding the market variables, the shopper variables and the design and execution challenges in the context of macro trends, that focused and successful shopper marketing strategies are created. (See Figure 4) 12
  14. 14. Fig.4 13
  15. 15. THE INDIAN RETAIL SCENARIO TODAY Retail has been one of the fastest growing industries in India over the past few years. The country was also ranked 1 on the list of most attractive countries for FDI in retail for two successive years. Global players waiting to enter, modern retail growing at a scorching pace and the growth of organized retail beyond the metros and Tier 1 cities – this was the picture. The last 18 months have created a changing landscape and new emerging challenges, as retailers have been forced to focus on profitable growth through rationalizing operations, consolidation and innovation. Modern retail is grappling with issues of rental renegotiations, store profitability, working capital management and manpower resizing as they seek to deal with falling footfalls as well. In all this, traditional retail has been quietly initiating a slow metamorphosis. While maybe the change is still perceptible only in the top 20 cities, there is no denying the movement that has been set in motion. A 2009 KPMG report on Indian retail says that organized retail is not likely to achieve the growth that was originally projected for it by 2012. (See Figure 5) Fig.5 Source: KPMG Analysis & Retailer’s Association of India 14
  16. 16. A recent Nielsen study also reports that the acceptance of Traditional Retail has increased over its modern counterpart over the last year. “Traditional grocery stores continue to dominate the Indian retail scene and are frequented more often by Indian shoppers. While 39 percent of grocery buyers visited a Supermarket/Hypermarket at least once in four weeks, 97 percent of them visited a Traditional store over the same period” the report says. Our own study of “Unplanned Buying at Traditional Retail in India’ has a number of interesting insights into many aspects of traditional retail. We think the change in traditional retail is more like a mutation that in many years time, will end as a transformation. To start with, the sudden spurt in modern retail certainly attracted the attention of traditional retail. And a country that has spread its entrepreneurial creativity at retail all over the world could not but learn from the awakening. Not for nothing is small retail in Dubai or London the prerogative of the traditional Indian retailer. The ‘bhaiya’ as he is popularly known in India is well known to be a very quick learner and though he often sits in a small corner of his shop all day, is known to be very nimble on his feet in terms of strategy. Quick little adaptations followed to compete with the modern stores. First, many stores were cleaned up and in many cases the counter moved inside the store in an ‘L’ form to allow the shopper more access to the products. The bhaiya’s skill at credit assessment was also proven to be superior to that of many multinational banks, as he seems to have leveraged this facility well for increased loyalty. And finally, armed with a mobile phone, a bicycle with a large carrier and a skillful rider to home deliver even large bags, the traditional retailer seems to have not just held bastion, but even pushed back noticeably. 15
  17. 17. SHOPPER MARKETING IN INDIA Shopper Marketing in India is still in its early stages. Call it shopper marketing or shopper insight or customer insight, only a clutch of blue chip marketers and a couple of top retailers seem to have actually reached a stage where they have integrated this function into the company’s way of working. For brand manufacturers, the traditional approach to the marketing mix has long been the main tool of marketing success and for modern retailers, growth seemed a default option till recently. Even today, for many brands, shopper marketing might seem synonymous with point-of-purchase advertising – in itself relegated to a line item in the P&L and often, more of an afterthought in budgeting. However, the good news is that we see more efforts in recent times to bring shopper insights into strategy. Companies have created separate portfolios around consumer marketing, shopper marketing and trade marketing. Shopper insight is an area that is increasingly sought to be understood. CASE STUDY Grocery World is a chain of modern grocery stores in India. They have a presence across three southern metros with a chain of 38 stores. A study of Grocery World’s shoppers reveals the following 7 shopper segments for the banner. Fine Food Shoppers 26% Health Food Shoppers 20% Convenience Shoppers 15% Price Sensitive Shoppers 15% Mainstream Shoppers 12% Traditional Shoppers 7% Social Shoppers 5% 16
  18. 18. GROCERY WORLD’S POSITIONING STRATEGY EXCLUSIVITY New GW Old GW LOW CONVENIENCE HIGH CONVENIENCE Fig.6 AFFORDABILITY Mapping this traditional positioning map based on consumer insights with the shopper segmentation revealed potential gaps. By moving the positioning towards the exclusivity seeking shopper who was willing to pay more, GW better aligned the positioning of the store with the most profitable segment that was shopping there. (See Figure 6). If GW decided to expand into different geographical markets, would the same positioning work? Interestingly, from a brand’s perspective, we found that a similar exercise would also suggest the marketing mix that was best suited to the major shopper segment’s behaviour at GW’s format - possibly more exclusive products, smaller pack sizes and individual communication with shoppers. 17
  19. 19. A FEW VIEWS On retail in Rural India While Indian retail is certainly going to learn and grow, we think that retail in rural India will become increasingly more relevant. A few numbers set this in perspective. 70% of India’s and 12% of the world’s population lives in rural India. They contribute 50% of the country’s GDP. At 750 million, their population is more than that of USA, UK, France, Italy, Germany and Japan combined. This population also accounts for 64% of the country’s total consumer base. McKinsey predicts that 63% of this population will continue to live in rural areas even in 2025. Size apart, the growth potential is impressive too. In 2008 the rural retail market grew at 25% as compared to a 10% in urban areas. Rural GDP has also been growing at 4%. Negligible tax liability and low credit offtake has meant rural savings accounting for 33% of the country’s savings. Increasing exposure and discretionary income make for a good combination as well. The Associated Chamber of Commerce and Industry says rural India accounts for more than 40% consumption of major FMCG categories like personal care, beverages and fabric care. And it says this sector of rural consumption is growing at 40%. All this points to one clear trend - rural retail is set to double in the next 4 years and this is not an opportunity that can be ignored. However, the sheer diversity of the nation and its multi lingual cross cultural population spread across a large geography means that a strategy that holds good for the goose may well not be good for the gander. If shopper behaviour in urban retail in itself not understood well enough, venturing to ride the rural wave without proper insights into shopper behaviour will be like driving a car blindfolded. Thus understanding trends at rural retail is critical. Innovation has started raising its head at rural retail too, not only as initiatives by brands and corporates but also 18
  20. 20. as ideas borne from the heart and soul of the rural people themselves. For example the rural farming community has devised a barter economy system in Raawal village, Rajasthan, India. There are tiny shops owned by members of a close-knit community where articles are exchanged, instead of the regular cash deals. Thus, a big pack of beedis is exchanged for half a kilo of wheat. Many other similar transactions make life easier for the villagers. Corporate initiatives that have emerged successful include ITC’s E-Choupal and HLL’s Project Shakti. E-Choupal is ITC’s business model to build a trading platform with rural India, and it already touches more than 3 million farmers. HLL’s Project Shakti uses self-help groups to directly cater to 1 million homes every month in villages where traditional distribution systems cannot hope to enter.Other initiatives include include Mahindra’s Shubhabh and Rural initiative, Godrej Agrovet-Adhaar and Tata Kisan Sansar. In essence, it is important to align strategies with all the elements that make up the rustic rural landscape. 19
  21. 21. On technology in shopper research In both urban & rural scenarios, shopper marketing can take a few lessons from it’s online cousin, internet marketing. Internet marketing places an emphasis on marketing that appeals to a specific behaviour or interest, rather than reaching out to a broadly-defined demographic. Marketers have the luxury of targeting by activity and location with geolocation software, and delivering automated different content to that visitor based on his or her location, such as country, region/state, city, metro code/zip code, organization, Internet Protocol (IP) address, ISP or other criteria. Shopper marketing can draw parallels to this with the concept of shopper segmentation, already mentioned earlier. Effective shopper segmentation helps to streamline strategies to appeal to the shoppers mindset depending on various extrinsic and intrinsic factors, including the retail format in which the shopper is in, thus ensuring effective translation into higher sales and greater brand equity. Internet marketers also have the advantage of measuring statistics easily and inexpensively. Nearly all aspects of an Internet marketing campaign can be traced, measured, and tested. The advertisers can use a variety of methods: pay per impression, pay per click, pay per play or pay per action. Therefore, marketers can determine which messages or offerings are more appealing to the audience. The results of campaigns can be measured and tracked immediately because online marketing initiatives usually require users to click on an advertisement, visit a website, and perform a targeted action. Internet marketing thus offers a greater sense of accountability for advertisers. The success of shopper marketing in future will be decided mainly by its accountability, which in turn, will drive the learnings back into the strategy design process. With technology advances being the main factor for the success of online marketing, it will play a huge role in deciding the future of many a shopper marketing strategy as well. Instore research activities have embraced technology through the use of eye 20
  22. 22. movement trackers, heat and footfall sensors, video surveillance and RFID chips to name a few. Results are arrived at by correlating these data with other techniques like shopper interviews, observations, ethnographic studies, POS data etc. If these are any indicators, shopper marketing is at the threshold of a technology revolution. Martin Lindstrom in his book, Buyology, speaks of having used MRI scans of shoppers to analyze their behaviour. One cant but help think at this stage – ‘With such a huge influx of scientific methodologies and technological processes to unravel the shopper’s mind, are we encroaching into private territories in the human mind, bordering on the unethical?’ The issue of ethics in Lindstrom’s neuromarketing process, where the hot debate is on using human mind studies for commercial gain, has been addressed to an extent in his book. According to him, “neuromarketing is simply an instrument used to help decode what consumers are already thinking about, when they are confronted with a product or a brand — and sometimes even to help uncover the underhanded methods marketers use to seduce and betray without the consumers even knowing it.” He takes a route in which, according to him, the consumers are actually benefited, as brands and retailers know more about their subconscious needs and desires, and customise strategies to give them a meaningful and enjoyable shopping experience. Our own view on this is that putting people under an MRI and mapping their brainwaves may give a certain amount of insight but that is again limited by the simulated and possibly rather stressful environment. After all, lying inside an MRI scanner is not the most pleasant way of calling up responses to marketing stimuli! Photo courtesy : 21
  23. 23. All said and done, it really does depend on ethical use of all the information though. And also in making the shopper feel comfortable in his shopping environment, without the constant fear of being watched by cameras or sensed by hidden chips or being questioned by robots. Technology has to be integrated seamlessly into the entire instore strategy. With the benefits it can bring to shopper marketing, technology is here to stay. While it helps in uncovering shopper mindsets, it should do so with due consideration to the shopper. A technically friendly face on the outside and ethically correct, effective processes behind the scenes. Photo courtesy : 22
  24. 24. KEY INSIGHTS 1. Shopper marketing is an approach that evolves at each step. There are no set rules. While on the face of it, this might seem rather inappropriate for a strategy, given the number of variables and unseen implications, this is the only way to go about the approach. Of course, periodic measurements are important and there are the signposts that need to be followed, but by and large, shopper marketing is not something that can be defined by a given set of rules before the start. This is specially true in diversity defined India. A strategy devised after having taken all the key points into consideration, will undoubtedly see iterations along the path. Brands and retailers need to understand this, and be flexible in their approach to any shopper marketing activity. This implies that research has to be a fairly ongoing activity built into each step. The team in charge of the shopper marketing program needs to constantly keep asking themselves how their strategies are driving growth. They need to review research findings on a regular basis and think through the implications that arise from the insights. Core strategies that address the objectives will need to be redefined accordingly. Redefining could mean small incremental changes or sometimes a drastic deviation in the path itself. For example, It could be something as easy as an extended display period or as radical as changing the entire messaging for the target audience in a specific format. To reiterate, shopper marketers have to monitor key performance indicators throughout the course of the program and not just at the conclusion. To minimize major changes in the process, Insight Instore has test runs of the strategic solution wherever possible. The insights from this step are fed back Fig.7 into fine tuning the original solution. (See Figure 7) 23
  25. 25. 2. A cross-disciplinary approach & collaborations are key to the success of shopper marketing today A lot is being said about creativity these days. Definitions are changing. Its complexity as a concept and its importance in creating any strategy is being underlined many times over. Design today is not just about product or service design. It is about all-encompassing creativity. In shopper marketing specifically, it means using design to embed the shopper-centric culture into the fabric of the organisation. It has to come from figuring out format specific challenges and opportunities to devising human factor strategies to pave the way forward. It involves cross-disciplinary innovation tools, processes and behaviors. It involves moving from a closed innovation approach to a much more open framework where creativity comes into play at every step from research to strategy to analytics and in extrapolating it to the future. In this context, collaborations within and between organizations and teams will help initiate solutions that align mutual objectives and strategies towards a common creative goal. It will help in vertically integrating shopper marketing solutions with all relevant brand efforts. Also, strong ties and constant communication between brands and retailers will ensure better communication activities that increase purchase intent and drive profitable, incremental volume. In the process these also induce differentiation and grow both retailer and manufacturer brand equities. 24
  26. 26. 3. There are many barriers to collaboration and execution is a big challenge, more so in a market like India. In fact, our research shows that close to 40% of any spend on shopper marketing in-store, does not get activated. Reasons? Indifference of the sales staff and the retailer, clutter, and inefficient logistics to name just a few. This is also a reason for a constantly evolving strategy, stated as point 1 earlier. However, the trick is to see this age-old challenge as a new opportunity. It is an opportunity, given the focus on traditional, unorganized retail today, and the big numbers forecasted in rural markets. Execution challenges are more in these scenarios and so is the current potential for growth. As positive developments, Industry standards are now seeing light and technology seems to be slowly edging its way into Indian retail to be an integral part of shopper marketing strategies. Automated processes will ensure better distribution methods and instore merchandising programs. Apart from this, an increasingly skilled workforce will ensure progress in execution related activities, enhanced by a good background understanding of the research and analytics scene as well. At present, steps have been initiated in the right direction and the success timeline will depend on the consistency of collaborative efforts put forth by brands, retailers and agencies. To conclude, Shopper Marketing is here to stay and the question is not one of ‘if’ it will be the next gen strategy but more one of ‘when’ will it if’ when’ be accepted as the next gen strategy! Till then, we continue our strategy! attempts to provide more Insight Instore. 25
  27. 27. ABOUT US Insight Instore is a trend research and retail shopper marketing consultancy. We study trends and shoppers. We see the shop as our laboratory. Our aim is to create impact instore, through insight and innovation. Our areas of work include shopper research and instore consulting, design consulting, trend research and forecasting. Our solutions are driven by a combination of various skills and disciplines, coming together on a vibrant and receptive platform. Research forms the basis of our consulting work. Consulting for us does not stop at developing a strategy, but extends to helping our clients to execute and evaluate the strategy. We also use this entire experience for trend research and forecasting. Insight Instore is headquartered in Bangalore, India. Contact us: Insight Instore 455, 1st Cross 9th Main, HAL 3rd Stage Bangalore - 560 075, India email: Tel : +91 97390 94983 / +91 97399 74069 26