Shopper marketers are under more scrutiny than ever to accurately forecast and assess ROI.
Foresight ROI is proud to have analyzed over 18,000 shopper marketing events to help Clorox and other leading CPGs:
• Decide levels of investment across demand creation programs
• Better understand shopper marketing impact across the portfolio
• Gain visibility to which plan elements are “working harder” than others
Learn more in this presentation by Rick Abens, Founder and CEO at Foresight ROI, and David Cardona, Director, Shopper Marketing, Category Advisory & Multi-Cultural Capabilities at the Clorox Company, delivered at the Path to Purchase Expo in Rosemont, IL on September 22, 2016.
To learn more contact us at www.foresightroi.com or call us directly at 312-575-0024.
Our Shopper Marketing Methodology is a planning methodology that highlights our premium tool-kit of tools & templates to help you develop and implement a shopper marketing strategy that increases sales, builds shopper insights, and grows brand awareness.
Demand Metric methodologies are step-by-step guides that help you build strategic processes using "Best Practices" and other Demand Metric tools & templates.
Stages of this methodology include:
Learn About Shopper
Analyze Opportunities
Strategic Planning
Technology Selection
Campaign Execution
Measure Results
Our Shopper Marketing Methodology is a planning methodology that highlights our premium tool-kit of tools & templates to help you develop and implement a shopper marketing strategy that increases sales, builds shopper insights, and grows brand awareness.
Demand Metric methodologies are step-by-step guides that help you build strategic processes using "Best Practices" and other Demand Metric tools & templates. For background info on Demand Metric methodologies, read our blog post: Much Ado About Methodologies.
Stages of this methodology include:
Learn About Shopper
Analyze Opportunities
Strategic Planning
Technology Selection
Campaign Execution
Measure Results
AS SHOPPER MARKETING CONTINUES TO GAIN
A FOOTHOLD IN CANADA, CONFERENCES LIKE
THIS ONE ARE BECOMING MORE AND MORE
VALUABLE. AGENCIES, RETAILERS, AND
MARKETERS ALL NEED TO UNDERSTAND
NOT ONLY THE UNDERPINNINGS OF THE DISCIPLINE,
BUT PERHAPS MORE IMPORTANTLY,
HOW THE DISCIPLINE IS AFFECTED BY THE
NUANCES OF THE CANADIAN RETAIL LANDSCAPE.
THIS DECK IS AN ENCAPSULATION
OF WHAT WE HEARD OVER THE TWO DAYS OF PRESENTATIONS AND DISCUSSIONS.
This document outlines the agenda for a workshop on shopper marketing. The workshop will cover: 1) Defining shopper marketing and how it has evolved from a focus on advertising to understanding shoppers, 2) Examining the retailer perspective, 3) Distinguishing shoppers from consumers, 4) Shopper ergonomics and behavior, 5) Best practices in shopper marketing, and 6) Shopper research. Shopper marketing aims to influence purchasing decisions made at the point of sale by understanding shoppers and using marketing strategies accordingly.
How to thrive in the age of the customer!
Age of the customer — a 20-year business cycle in which the most successful enterprises will reinvent themselves to systematically understand and serve increasingly powerful customers
New Commerce Conference: Charting a Course to Success with Your Retail Media ...Catalyst
This document summarizes a presentation on charting a course for success with retail media partners. The presentation recommends three steps: 1) Collaborate early with retailers to unlock opportunities like seasonal placements and build retail-specific content. 2) Inspire shoppers across the path to purchase by discovering possibilities and recommendations. 3) Unleash agency specialists to optimize results through collaboration, experimentation, organic visibility, and applying best media practices around structure, bidding and budgeting. The presentation emphasizes that retail media is easy to get started with and is more than just product listing ads, advising attendees to test and learn against benchmarks.
Our Shopper Marketing Methodology is a planning methodology that highlights our premium tool-kit of tools & templates to help you develop and implement a shopper marketing strategy that increases sales, builds shopper insights, and grows brand awareness.
Demand Metric methodologies are step-by-step guides that help you build strategic processes using "Best Practices" and other Demand Metric tools & templates.
Stages of this methodology include:
Learn About Shopper
Analyze Opportunities
Strategic Planning
Technology Selection
Campaign Execution
Measure Results
Our Shopper Marketing Methodology is a planning methodology that highlights our premium tool-kit of tools & templates to help you develop and implement a shopper marketing strategy that increases sales, builds shopper insights, and grows brand awareness.
Demand Metric methodologies are step-by-step guides that help you build strategic processes using "Best Practices" and other Demand Metric tools & templates. For background info on Demand Metric methodologies, read our blog post: Much Ado About Methodologies.
Stages of this methodology include:
Learn About Shopper
Analyze Opportunities
Strategic Planning
Technology Selection
Campaign Execution
Measure Results
AS SHOPPER MARKETING CONTINUES TO GAIN
A FOOTHOLD IN CANADA, CONFERENCES LIKE
THIS ONE ARE BECOMING MORE AND MORE
VALUABLE. AGENCIES, RETAILERS, AND
MARKETERS ALL NEED TO UNDERSTAND
NOT ONLY THE UNDERPINNINGS OF THE DISCIPLINE,
BUT PERHAPS MORE IMPORTANTLY,
HOW THE DISCIPLINE IS AFFECTED BY THE
NUANCES OF THE CANADIAN RETAIL LANDSCAPE.
THIS DECK IS AN ENCAPSULATION
OF WHAT WE HEARD OVER THE TWO DAYS OF PRESENTATIONS AND DISCUSSIONS.
This document outlines the agenda for a workshop on shopper marketing. The workshop will cover: 1) Defining shopper marketing and how it has evolved from a focus on advertising to understanding shoppers, 2) Examining the retailer perspective, 3) Distinguishing shoppers from consumers, 4) Shopper ergonomics and behavior, 5) Best practices in shopper marketing, and 6) Shopper research. Shopper marketing aims to influence purchasing decisions made at the point of sale by understanding shoppers and using marketing strategies accordingly.
How to thrive in the age of the customer!
Age of the customer — a 20-year business cycle in which the most successful enterprises will reinvent themselves to systematically understand and serve increasingly powerful customers
New Commerce Conference: Charting a Course to Success with Your Retail Media ...Catalyst
This document summarizes a presentation on charting a course for success with retail media partners. The presentation recommends three steps: 1) Collaborate early with retailers to unlock opportunities like seasonal placements and build retail-specific content. 2) Inspire shoppers across the path to purchase by discovering possibilities and recommendations. 3) Unleash agency specialists to optimize results through collaboration, experimentation, organic visibility, and applying best media practices around structure, bidding and budgeting. The presentation emphasizes that retail media is easy to get started with and is more than just product listing ads, advising attendees to test and learn against benchmarks.
Ratera & van Galen is an independent market research and retail consultancy firm that specializes in shopper research and trade marketing strategy. They use various methodologies like in-store intercepts, focus groups, video monitoring, and traffic flow analysis to understand shopper behavior. Their services help clients with category definition, category layout, ideal product ranges, promotions, and point-of-purchase communication to drive profit through an improved shopper experience.
Shopper Marketing - The Great Marketing Shiftinsight instore
Shopper marketing is evolving as the next step in marketing evolution beyond brand and category management. It focuses on deep understanding of how consumers behave as shoppers across different retail channels and formats. This shopper insight is then used to benefit brands, retailers, and shoppers through an integrated 360 degree marketing approach. Shopper marketing at retail involves using shopper behavioral insights to deliver the right marketing mix of product, price, and promotion in the appropriate retail environment. Key factors that impact shopper marketing at retail are market specific variables like retail channel and format differences, as well as shopper centric variables regarding demographic, psychographic, and cultural influences on shoppers.
How to Improve Sales Productivity in 5 Steps: Digital Sales CoverageMarketBridge
Your buyers have changed how and when they want to engage with your Sales Team. However, when they do engage, 70% of the time your Sales Reps are not properly prepared for the conversation and only 7% will earn a second conversation.
Join us for a 30 minute webinar to learn about the 5 step approach to Digital Sales Coverage, a tactic that combines digital customer engagement with analytics, enabling sales teams to target, prepare, and engage far more effectively.
This webinar is for Sales AND Marketing leaders, as we'll cover how to:
Improve Lead Quality and Conversion Rates by 20%+
Develop a Scalable Digital Engagement Model for Customers Who are "Not Ready to Buy"
Lower Your Cost-of-Sale to Deliver Revenue More Efficiently
How continuously improve on marketing ROI with lessons learned from the Total Quality Movement. Create a Plan-Do-Learn-Change process with a continuous cycle on measuring what you need to learn how to improve, then keep it going with increases in ROI thresholds as you improve.
In this ebook, Copernicus’ Peter Krieg and Jeff Maloy take direct aim at the points in the shopper research process that frequently hold back the profitability and ultimate performance of shopper marketing programs.
They offer the current lay of the land in shopper insights, explaining problem areas in the research process and offering specific fixes to improve the actionability and relevance of results.
What can start-ups do to accelerate their DTC strategyAdrian M Odgers
The document provides advice for startups on accelerating their direct-to-consumer strategies. It recommends that startups 1) have a clear vision, business strategy, and goals with key performance indicators, 2) put customers first by understanding their needs through research, and 3) take an iterative approach of testing, analyzing, evaluating, and optimizing to improve customer experience and conversion. It also emphasizes establishing a single source of customer data, focusing on retention, and doing a few strategic things well rather than many things adequately due to limited resources.
The New Commerce Conference: The Omni-channel ImperativeCatalyst
Presentation:
The Age of Omni-Commerce & What It Means for Marketing Strategies
Welcome to the age of omni-commerce. From Google to Amazon, and from Instagram to Instacart, commerce is happening all around us. It is ubiquitous and omni-present. What does this mean for brands?
It means that omni-channel strategies are more critical than ever. Join this presentation as we size up the omni-channel opportunity and share tips for planning and activating an effective omni-channel program.
You’ll discover how to capitalize on commerce opportunities across search, social, retail media, and emerging programmatic channels like connected TV, audio, digital out-of-home, and more.
Panel:
Less Silos, More Symbiosis: Omni-Channel Strategies to Drive In-Store & Ecomm Sales
Many marketers take separate and siloed approaches to in-store and ecommerce marketing. It’s time to rethink this approach. As the digital ecosystem continues to drive purchase behavior across in-store and ecommerce, brands must identify and capitalize on synergies across online and in-store.
Join our panel discussion to learn how to get started. You’ll hear from commerce experts as they discuss their omni-channel journeys and share how they’ve broken down silos to drive better performance both online and in-store.
Redleafdigital - How would you approach your first 3 months in the role to dr...redleafdigital
The document outlines a 90 day plan to deliver growth for an ecommerce company. The plan involves spending the first 30 days understanding the business, market, and customers. The next 60 days would be spent assessing opportunities to improve short and long term growth. The final 90 days would be used to plan improvements based on learnings from the first two months, including outlining plans for each sales channel and defining key performance indicators. The overall goal is to define a plan to deliver continued revenue growth over the next three years through initiatives such as improving the website, increasing digital marketing investments, enhancing customer relationship management systems, and expanding internationally.
This document provides an overview of analytical tools that retailers can use to maximize the results of their marketing efforts. It discusses five key tools: targeting, predictive modeling, contact management, channel optimization, and media mix modeling. These tools help retailers understand customer behavior, effectively target consumers, optimize the number of customer interactions, engage customers through their preferred channels, and adjust marketing spend across channels to maximize sales and ROI. The document emphasizes that measurement is critical for marketing success and retailers should implement analytic tools to influence their strategies and drive improved results.
Retail Media Insights - Consumer Insights for Digital Retail Mediaretailmediainsights
In developing digital retail media networks, the needs and wants of the consumer should be the primary consideration. Consumer insights are the foundation for successful digital retail media strategy and advertising sales.
Retailers are using customer segmentation strategies to better understand their customers and target them more effectively. Segmentation involves collecting customer data to group them into segments based on spending behaviors, purchase categories, channel usage, and other factors. This allows retailers to develop tailored marketing strategies for each segment to grow sales and loyalty. Key metrics to measure the success of segmentation include changes in customer migration patterns, attrition rates, sales and profit per customer. Combining segmentation with predictive modeling helps retailers further optimize their targeting and spending.
The May issue of Shopper Marketing Magazine - The Who's Who in Shopper Marketing & E-Commerce edition. Also an 18 company guide to elite digital solution providers
In a webseminar for the Path to Purchase Institute, Copernicus' Jeff Maloy illustrated how to develop an actionable shopping occasion framework and activate against it to improve sales.
I travelled to Ireland last week to speak at the Shopper Marketing Conference 2013 about some of the key themes held in “The Shopper Marketing Revolution” Here is the deck from the day and if you haven't got your copy yet, what are you waiting for? http://sqz.co/s7J2EeK
Data visualization is the presentation of data in a visual format to help identify patterns, trends, and correlations. It allows business users to easily understand and apply insights from large amounts of data. The document discusses various data visualization tools like dashboards, graphs, sensitivity modeling, and heat maps that can provide executives actionable insights to inform strategic decisions and drive business performance. These tools simplify complex data and communicate insights across organizations in a visual and easy to understand manner.
Sales Trends & Challenges in 2016 – 12 Experts Share Their PredictionsMikogo
To assist sales professionals in preparing for the New Year, we’ve leaned upon the expertise of some of today’s most influential and respected sales leaders for their predictions in 2016. In the following slideshare, you’ll hear directly from the CEOs of sales companies, global sales executives, keynote speakers, sales strategists, and best-selling sales authors.
Retailer-branded credit card programs can provide significant benefits to retailers, including increased sales, customer loyalty, and wallet share. Case studies show that credit cardholders spend 39-86% more on average annually than non-cardholders. They also visit stores more frequently and have attrition rates that are 75% lower. Retailers can gain insights into customer purchasing behaviors from credit card transaction data to improve marketing. When implemented effectively, retailer credit programs can help drive higher long-term revenues and profits through customer retention and increased spending.
The document discusses how retailers can use shopping analytics and data to improve their online advertising by answering four critical questions: 1) Is this a valuable ad moment? 2) What is the value of the ad moment? 3) What is the buyer's context at this moment? 4) How do I maximize the moment? It argues that applying shopping analytics to address these questions can help retailers create unique and personalized ad experiences for customers and improve marketing performance and returns.
Omni-channel Retail - Bridging the Digital and Brick & Mortar DivideAdrian Teo
Ok, so you have a website, facebook page, even mobile apps, but how is that helping you to engage your consumers when you need it most… when they are at your outlets!
I mean how do you drive footfall and sales from digital to your brick & mortar channels? How do you identify your consumers, personalized that engagement and get them to buy before they step out?
And we don’t mean spamming everyone with the same promotion at that outlet, but personalized according to their profiles, transaction history and location. Better yet, it’s all automated, you really don’t want to be pouring through and interpreting heaps of customer data.
In this presentation, I share the challenges faced by retailers, shop owners, F&B and mall operators in bridging the digital and brick & mortar divide. While each solution is unique to your retail business, vertical or consumer behaviours, it is about breaking down the silos that exist in your consumer touch points, enterprise solutions, best practices and how TAO OF SHOP can help you to bring it all together.
This document discusses shopper marketing and provides an overview of key concepts. It begins with definitions of shopper marketing and explains that the goal is to satisfy shoppers' needs, enhance their shopping experience, and improve brand equity for retailers and manufacturers. Several reasons are then given for why shopper marketing is important, including the abundance of choices for consumers and marketing messages. The presentation outlines differences between consumer and shopper marketing, discusses overcoming shopping barriers, and provides steps for an effective shopper marketing strategy including understanding the market, defining the strategy, and measuring results. Finally, it covers important trends in shopper marketing such as consumers seeking more relevant information and the increasing role of digital and multi-channel approaches.
Retail Pricing in a Dynamic Promotional WorldRevionics
Retailers are stuck in the endless “death by discount” cycle destroying margins. It’s time to put the brakes on ad-hoc promotions and close the gaps. Learn the 5 must-haves to turn underperforming promotions into profit-generating offers.
The Integrated Marketing Analytics Guidebook White Paper by BECKONAmanda Roberts
You have all the data in the world at your fingertips and your leadership team is waiting for strategic scorecards to come out of marketing. But what should you track, measure, report on and share? What metrics actually matter?
Ratera & van Galen is an independent market research and retail consultancy firm that specializes in shopper research and trade marketing strategy. They use various methodologies like in-store intercepts, focus groups, video monitoring, and traffic flow analysis to understand shopper behavior. Their services help clients with category definition, category layout, ideal product ranges, promotions, and point-of-purchase communication to drive profit through an improved shopper experience.
Shopper Marketing - The Great Marketing Shiftinsight instore
Shopper marketing is evolving as the next step in marketing evolution beyond brand and category management. It focuses on deep understanding of how consumers behave as shoppers across different retail channels and formats. This shopper insight is then used to benefit brands, retailers, and shoppers through an integrated 360 degree marketing approach. Shopper marketing at retail involves using shopper behavioral insights to deliver the right marketing mix of product, price, and promotion in the appropriate retail environment. Key factors that impact shopper marketing at retail are market specific variables like retail channel and format differences, as well as shopper centric variables regarding demographic, psychographic, and cultural influences on shoppers.
How to Improve Sales Productivity in 5 Steps: Digital Sales CoverageMarketBridge
Your buyers have changed how and when they want to engage with your Sales Team. However, when they do engage, 70% of the time your Sales Reps are not properly prepared for the conversation and only 7% will earn a second conversation.
Join us for a 30 minute webinar to learn about the 5 step approach to Digital Sales Coverage, a tactic that combines digital customer engagement with analytics, enabling sales teams to target, prepare, and engage far more effectively.
This webinar is for Sales AND Marketing leaders, as we'll cover how to:
Improve Lead Quality and Conversion Rates by 20%+
Develop a Scalable Digital Engagement Model for Customers Who are "Not Ready to Buy"
Lower Your Cost-of-Sale to Deliver Revenue More Efficiently
How continuously improve on marketing ROI with lessons learned from the Total Quality Movement. Create a Plan-Do-Learn-Change process with a continuous cycle on measuring what you need to learn how to improve, then keep it going with increases in ROI thresholds as you improve.
In this ebook, Copernicus’ Peter Krieg and Jeff Maloy take direct aim at the points in the shopper research process that frequently hold back the profitability and ultimate performance of shopper marketing programs.
They offer the current lay of the land in shopper insights, explaining problem areas in the research process and offering specific fixes to improve the actionability and relevance of results.
What can start-ups do to accelerate their DTC strategyAdrian M Odgers
The document provides advice for startups on accelerating their direct-to-consumer strategies. It recommends that startups 1) have a clear vision, business strategy, and goals with key performance indicators, 2) put customers first by understanding their needs through research, and 3) take an iterative approach of testing, analyzing, evaluating, and optimizing to improve customer experience and conversion. It also emphasizes establishing a single source of customer data, focusing on retention, and doing a few strategic things well rather than many things adequately due to limited resources.
The New Commerce Conference: The Omni-channel ImperativeCatalyst
Presentation:
The Age of Omni-Commerce & What It Means for Marketing Strategies
Welcome to the age of omni-commerce. From Google to Amazon, and from Instagram to Instacart, commerce is happening all around us. It is ubiquitous and omni-present. What does this mean for brands?
It means that omni-channel strategies are more critical than ever. Join this presentation as we size up the omni-channel opportunity and share tips for planning and activating an effective omni-channel program.
You’ll discover how to capitalize on commerce opportunities across search, social, retail media, and emerging programmatic channels like connected TV, audio, digital out-of-home, and more.
Panel:
Less Silos, More Symbiosis: Omni-Channel Strategies to Drive In-Store & Ecomm Sales
Many marketers take separate and siloed approaches to in-store and ecommerce marketing. It’s time to rethink this approach. As the digital ecosystem continues to drive purchase behavior across in-store and ecommerce, brands must identify and capitalize on synergies across online and in-store.
Join our panel discussion to learn how to get started. You’ll hear from commerce experts as they discuss their omni-channel journeys and share how they’ve broken down silos to drive better performance both online and in-store.
Redleafdigital - How would you approach your first 3 months in the role to dr...redleafdigital
The document outlines a 90 day plan to deliver growth for an ecommerce company. The plan involves spending the first 30 days understanding the business, market, and customers. The next 60 days would be spent assessing opportunities to improve short and long term growth. The final 90 days would be used to plan improvements based on learnings from the first two months, including outlining plans for each sales channel and defining key performance indicators. The overall goal is to define a plan to deliver continued revenue growth over the next three years through initiatives such as improving the website, increasing digital marketing investments, enhancing customer relationship management systems, and expanding internationally.
This document provides an overview of analytical tools that retailers can use to maximize the results of their marketing efforts. It discusses five key tools: targeting, predictive modeling, contact management, channel optimization, and media mix modeling. These tools help retailers understand customer behavior, effectively target consumers, optimize the number of customer interactions, engage customers through their preferred channels, and adjust marketing spend across channels to maximize sales and ROI. The document emphasizes that measurement is critical for marketing success and retailers should implement analytic tools to influence their strategies and drive improved results.
Retail Media Insights - Consumer Insights for Digital Retail Mediaretailmediainsights
In developing digital retail media networks, the needs and wants of the consumer should be the primary consideration. Consumer insights are the foundation for successful digital retail media strategy and advertising sales.
Retailers are using customer segmentation strategies to better understand their customers and target them more effectively. Segmentation involves collecting customer data to group them into segments based on spending behaviors, purchase categories, channel usage, and other factors. This allows retailers to develop tailored marketing strategies for each segment to grow sales and loyalty. Key metrics to measure the success of segmentation include changes in customer migration patterns, attrition rates, sales and profit per customer. Combining segmentation with predictive modeling helps retailers further optimize their targeting and spending.
The May issue of Shopper Marketing Magazine - The Who's Who in Shopper Marketing & E-Commerce edition. Also an 18 company guide to elite digital solution providers
In a webseminar for the Path to Purchase Institute, Copernicus' Jeff Maloy illustrated how to develop an actionable shopping occasion framework and activate against it to improve sales.
I travelled to Ireland last week to speak at the Shopper Marketing Conference 2013 about some of the key themes held in “The Shopper Marketing Revolution” Here is the deck from the day and if you haven't got your copy yet, what are you waiting for? http://sqz.co/s7J2EeK
Data visualization is the presentation of data in a visual format to help identify patterns, trends, and correlations. It allows business users to easily understand and apply insights from large amounts of data. The document discusses various data visualization tools like dashboards, graphs, sensitivity modeling, and heat maps that can provide executives actionable insights to inform strategic decisions and drive business performance. These tools simplify complex data and communicate insights across organizations in a visual and easy to understand manner.
Sales Trends & Challenges in 2016 – 12 Experts Share Their PredictionsMikogo
To assist sales professionals in preparing for the New Year, we’ve leaned upon the expertise of some of today’s most influential and respected sales leaders for their predictions in 2016. In the following slideshare, you’ll hear directly from the CEOs of sales companies, global sales executives, keynote speakers, sales strategists, and best-selling sales authors.
Retailer-branded credit card programs can provide significant benefits to retailers, including increased sales, customer loyalty, and wallet share. Case studies show that credit cardholders spend 39-86% more on average annually than non-cardholders. They also visit stores more frequently and have attrition rates that are 75% lower. Retailers can gain insights into customer purchasing behaviors from credit card transaction data to improve marketing. When implemented effectively, retailer credit programs can help drive higher long-term revenues and profits through customer retention and increased spending.
The document discusses how retailers can use shopping analytics and data to improve their online advertising by answering four critical questions: 1) Is this a valuable ad moment? 2) What is the value of the ad moment? 3) What is the buyer's context at this moment? 4) How do I maximize the moment? It argues that applying shopping analytics to address these questions can help retailers create unique and personalized ad experiences for customers and improve marketing performance and returns.
Omni-channel Retail - Bridging the Digital and Brick & Mortar DivideAdrian Teo
Ok, so you have a website, facebook page, even mobile apps, but how is that helping you to engage your consumers when you need it most… when they are at your outlets!
I mean how do you drive footfall and sales from digital to your brick & mortar channels? How do you identify your consumers, personalized that engagement and get them to buy before they step out?
And we don’t mean spamming everyone with the same promotion at that outlet, but personalized according to their profiles, transaction history and location. Better yet, it’s all automated, you really don’t want to be pouring through and interpreting heaps of customer data.
In this presentation, I share the challenges faced by retailers, shop owners, F&B and mall operators in bridging the digital and brick & mortar divide. While each solution is unique to your retail business, vertical or consumer behaviours, it is about breaking down the silos that exist in your consumer touch points, enterprise solutions, best practices and how TAO OF SHOP can help you to bring it all together.
This document discusses shopper marketing and provides an overview of key concepts. It begins with definitions of shopper marketing and explains that the goal is to satisfy shoppers' needs, enhance their shopping experience, and improve brand equity for retailers and manufacturers. Several reasons are then given for why shopper marketing is important, including the abundance of choices for consumers and marketing messages. The presentation outlines differences between consumer and shopper marketing, discusses overcoming shopping barriers, and provides steps for an effective shopper marketing strategy including understanding the market, defining the strategy, and measuring results. Finally, it covers important trends in shopper marketing such as consumers seeking more relevant information and the increasing role of digital and multi-channel approaches.
Retail Pricing in a Dynamic Promotional WorldRevionics
Retailers are stuck in the endless “death by discount” cycle destroying margins. It’s time to put the brakes on ad-hoc promotions and close the gaps. Learn the 5 must-haves to turn underperforming promotions into profit-generating offers.
The Integrated Marketing Analytics Guidebook White Paper by BECKONAmanda Roberts
You have all the data in the world at your fingertips and your leadership team is waiting for strategic scorecards to come out of marketing. But what should you track, measure, report on and share? What metrics actually matter?
Top 20 Reasons Why Agent-based Modeling is Disrupting Marketing MixThinkVine
Misallocated ad dollars may be costing brands more than 25 percent in lost sales. Based on an analysis of ThinkVine customers with average annual sales of more than $1 billion, we found that companies were spending too much or too little on specific media 85 percent of the time. By optimizing their marketing budgets, the companies added anywhere from 7 to 81 percent in additional revenue attributed to marketing activities – an average of 28 percent.
Don’t lose out on the additional sales your marketing could be driving. Brands have been relying too heavily on outdated, backward-looking marketing mix methods that leave money on the table.
Companies are now turning to agent-based modeling to make better strategic decisions that will deliver the results they need, and here is why.
Michael Fedynyshyn presented on scaling sales organizations. He defined scale as adding revenue rapidly while incrementally adding resources. To scale, companies must evaluate their market and forecast demand, ensure adequate funding, establish the right sales structure for their go-to-market strategy, invest in enabling technology, and find or outsource top talent. High performing sales teams are data-driven, optimize processes, stay on budget, hire the right people, prioritize activities, and hold representatives accountable. Formalizing sales operations, enablement, training, and coaching programs can increase sales success and productivity when scaling.
Optimizing marketing spend - How offliners can act like onlinersDaniel Zörnig, LL.M.
Over 60% of marketing managers in retail allocate their marketing spend based on gut feeling and too little based on insights! With our innovative, big data driven approach, stationary retailers can now measure and steer their marketing's profit impact a lot more like onliners. Want to learn more?
This document outlines the top 12 sales practices of world-class sales organizations. It finds that only 6% of organizations excel in all 12 practices, which are related to tangible results like higher revenue, win rates, quota attainment, and seller retention. The practices include call planning, tailoring solutions to buyers' needs, talent strategy, objective internal hiring processes, performance benchmarks, diversity and inclusion, data quality, sales forecasting, coaching, predictive analytics, cross-functional alignment, and shared goals between sales and marketing. Implementing these practices can help average organizations achieve world-class status.
Driving Marketing Efficiency In The Consumer Goods Business With Advanced Ana...Gina Shaw
"Information is the oil of the 21st century, and analytics is the combustion engine" – Gartner
A large percentage of marketing efforts in a consumer goods business has little to no impact on sales. One primary reason for low-yield marketing campaigns is the inability to leverage data. Success in the consumer goods industry largely depends on the speed and accuracy of decision-making.
This eBook will help you discover:
1. Challenges marketers face in in the consumer goods business
2. The current state of marketing analytics
3. The overview and importance of advanced analytics
4. Traditional analytics vs advanced analytics
5. Advanced analytics solutions use cases in the areas of
- Measuring marketing effectiveness
- Optimizing marketing and advertising spend
- Sales forecasting
- Product portfolio management
- Marketing mix modelling
6. Driving analytics adoption within your organization with AI
7. Case study: How a global CPG company reduced marketing spend by 5% with advanced analytics
8. How you can get started right away?
Olga Denisova presented 10 marketing lessons from hyper-growth companies. The lessons include: measuring marketing KPIs with business metrics to define growth; establishing a culture of experimentation with regular testing; building an ROI-driven budget model with separate budgets for lead generation, retention, and tests; aligning marketing priorities across departments; staying aware of industry trends; focusing on the customer journey from demand generation to capturing demand; prioritizing top-performing channels and content; using creative content to stand out; emphasizing social selling and communities; and maintaining a growth mindset.
The document discusses strategies and tactics for winning complex accounts. It defines a complex account as one involving multiple decision makers from different roles. Key strategies include developing a long-term focus on the account rather than individual sales, account mapping to understand needs and opportunities, and leveraging relationships through ongoing marketing and communication. Tactics covered include social media, publications, events, and customer relationship management tools to build name awareness and foster strong customer relationships.
This document provides strategies and tips for onboarding new customers and retaining existing ones. It discusses understanding customers, segmentation, targeting, positioning, evaluating opportunities, understanding digital ecosystems and channels, and optimizing the customer experience and conversion rates across channels. Body language, developing the right attitude, and negotiating skills are also addressed.
This document provides guidance on developing and implementing an effective strategic marketing plan. It emphasizes the importance of having a clear strategic direction and measurable goals. Key aspects discussed include involving stakeholders, understanding the market environment, aligning the plan with organizational objectives, developing strategies and tactics, monitoring progress through metrics and reporting, and continually updating the plan based on results. The overall message is that an effective strategic marketing plan requires focus, accountability, and continuous optimization based on performance.
Databook White Paper - Precision Selling (Nov 2018)Anand Shah
This white paper distils two years of learning on how Professional Sales executives are using Technology to prioritize prospects, prepare for line of business meetings and present compelling solutions with value outcomes.
The Paradigm: From Sales to Profits Using Optimization AnalyticsVivastream
The document summarizes a presentation about how CVS Caremark has utilized lift modeling and constraint-based optimization analytics to deliver targeted offers through their point-of-sale channel. It discusses how CVS implemented lift modeling to improve their ExtraCare loyalty program's return on investment by better predicting which customers would generate incremental sales. The presentation outlines CVS's process of developing predictive models, testing different targeting and offer assignment strategies, analyzing results, and refining their approach in an iterative way. It emphasizes balancing analytic techniques with business knowledge and testing multiple approaches.
Using Metrics to Build Marketing's CredibilityMarketo
The document discusses how marketing can build credibility within organizations by using the right metrics. It recommends focusing on revenue-related metrics like the revenue cycle, program performance, and marketing forecasts. The revenue cycle measures the progression of leads through different stages like awareness, nurturing, and sales. Program performance calculates the incremental revenue and ROI of individual marketing programs. Marketing forecasts allow marketing to predict future conversions and revenue in a way that is accountable to business goals. Using metrics focused on financial impacts and outcomes rather than costs helps marketing demonstrate its value and "speak the language of business".
LSA17: Best Practices for Local Advertiser Retention (Green Banana, Boostabil...Localogy
The document provides best practices for advertiser retention based on research conducted with small and medium sized businesses. The research found that the top reasons advertisers cancelled were poor results, poor customer service, and high costs. Additional findings indicated that customers cared more about customer experience than the product or sales. The company analyzed the findings and implemented solutions like improved communication of success milestones, personalized customer service, and entry-level pricing packages. As a result, the company saw a reduction in churn, happier employees and clients, improved brand, and a more energetic company culture.
Portfolio planning is a strategic approach that allows companies to make informed decisions about the right number, type, frequency, and timing of marketing tactics needed to generate an optimal mix of brand experiences. It involves a 4-step process: 1) aligning tactics to objectives and audiences, 2) evaluating tactic performance, 3) considering new opportunities, and 4) creating a tactic plan. The goal is to accelerate business success by increasing effectiveness, improving ROI, and achieving objectives.
Similar to Align, Aim, Perform and Grow with Shopper Marketing (20)
STATATHON: Unleashing the Power of Statistics in a 48-Hour Knowledge Extravag...sameer shah
"Join us for STATATHON, a dynamic 2-day event dedicated to exploring statistical knowledge and its real-world applications. From theory to practice, participants engage in intensive learning sessions, workshops, and challenges, fostering a deeper understanding of statistical methodologies and their significance in various fields."
4th Modern Marketing Reckoner by MMA Global India & Group M: 60+ experts on W...Social Samosa
The Modern Marketing Reckoner (MMR) is a comprehensive resource packed with POVs from 60+ industry leaders on how AI is transforming the 4 key pillars of marketing – product, place, price and promotions.
Build applications with generative AI on Google CloudMárton Kodok
We will explore Vertex AI - Model Garden powered experiences, we are going to learn more about the integration of these generative AI APIs. We are going to see in action what the Gemini family of generative models are for developers to build and deploy AI-driven applications. Vertex AI includes a suite of foundation models, these are referred to as the PaLM and Gemini family of generative ai models, and they come in different versions. We are going to cover how to use via API to: - execute prompts in text and chat - cover multimodal use cases with image prompts. - finetune and distill to improve knowledge domains - run function calls with foundation models to optimize them for specific tasks. At the end of the session, developers will understand how to innovate with generative AI and develop apps using the generative ai industry trends.
5. Bigger budgets mean more scrutiny
Bigger
Budgets
Increased
Scrutiny
Shopper Digital Traditional
Media
Trade
Spending Growth Rate
Source: Deloitte
6. Most feel they Don’t Accurately
Measure Shopper Marketing ROI
2015 Annual Trend Report
Measurement confusion
Measure ROI Don’t Accurately Measure
63%
7. Measure ROI Don’t Accurately Measure
2015 Annual Trend Report
Measurement confusion
to top performer
93%
17%
Top
Performing
Poor
Performers
% That Measure SM
Hub Magazine, 2014
The Top Shopper Marketers
Measure Shopper Marketing ROI
Marketing that Works
Optimize Budgets
Justify Bigger Budgets
38%
10. Connect Actions to Profit with Analytics
Cost Rate Lift Rate ROI
Market
Reach
Sales
Impact
P&L
Impact
Marketing
Action
11. Measure What Matters
In investing, just like baseball, to put runs
on the scoreboard, one must watch the
playing field, not the Scoreboard
Warren Buffet
12. Measurement Standards
• Accurate to prove Shopper Marketing works and to improve it
– Untangle Shopper Marketing and Trade effects
– Measure Shopper Marketing synergy with Trade
• Comparable to other marketing ROI measurements
Other
MMAS
Sales Contribution
Other
MMAS
Trade
Shopper-Trade Synergy
Shopper Tactics
Coupons
Media
Base
14%
0%
1%
5%
8%
72%
11%
2%
3%
5%
7%
71%
13. Collaborative Planning Tools To Win
With Your Customers
Brand &
Retailer Win
Retailer Win
Brand WinOpportunity
Events
Negotiate Price
Change Tactics
Brand ROI
CategoryGrowth
HighLow
Pre-store Tactics Drive
Category Growth
Retailer
Support
Drives
Brand
ROI
Collaborate
to Win
14. Steps toward
measurement mastery
Rough estimate
of the program
as a whole
Easy to do
SM impact is
under counted
Data is difficult
to collect
1-time data
collection job
Comparable
measurement
Learn What
Works
Capture data
real time
Planning with
deep & broad
knowledge
Simulations to
create the best
programs
Best practices
knowledge
Bigger budgets,
sales impact
and customer
relationships
Bump Charts
Marketing
Mix Models
Shopper Marketing
Model
Continuous
Improvement
21. Our
Challenges
No standard
approach to measuring
Shopper Marketing
dollars spent at
the field level
A lot of personal
bias regarding
tactics
Complacency:
need to constantly
challenge our
thinking
Work with
Clorox internally
to align with
metrics as “valid”
24. • Identified 6 key customers
• Picked 2 Clorox categories
Scoping The Work (Pilot)
25. Collected all the data from FY14 and
forwarded to Foresight ROI to run models
Our Methodology
Benchmarked $150K+
for activity
5-6 weeks for Foresight
to run analytic models
It took a long time
to gather information!
Data turned over to
Advanced Analytics
for interpretation
29. Validation for what we knew
Leverage
seasonality Don’t layer
“dollars off”
tactics
Experiment more on
targeted tactics
When choosing
between a lower ROI tactic
and trying something new—
try something new!
Partnerships yield a
much better ROI
Tell a cohesive story
along the P2P
32. In-store large size
signage to drive
awareness
partnership
Strong display
integration
Feature Ad
.com
Direct Mail
Cohesive story across the P2P
33. • New Items
• Digital Shopper
Marketing
• Couponing
Digging Deeper
for Other “A-ha’s”
34. 1. Efficiency rates for new items are typically lower than for Base
events
2. Industry shopper spend in support of new items averages
16% of total shopper spend
3. Leverage Base products to drive conversion of new items
4. An offer is key
5. Apply P2P approach, skew heavily to in-store
New Items Learnings
35. 1. Coupons work harder at Mass
and Grocery, while messages
have higher returns at Grocery
and Dollar
2. Despite the higher costs,
coupons earn higher-than-
average ROI’s
3. Instant offers and solution books
are the highest-returning coupon
tactics.
Coupon Learnings
36. Digital Shopper Marketing Learnings
The percent of
Shopper spend on
digital is at
33%
in the industry
1. Industry-wide Events with Digital
have better ROI +47%
► Lower costs and have the opportunity for
precision targeting
► More likely to be well integrated full PTP
events
2. Clorox benchmarked below
industry on digital ROI
► Learned specific actions to close the gap
37. The information shaped
our strategy and tactical plans,
going from awful to terrific!
- Team Lead Strategic Grocery
Positive Reception
38. Why is this so important for us?
Let me start by defining Us =
Marketing
(Brand and MarComm)
Finance
Shopper
Team
Sales
(Both Planning
And Field Sales)
Customers
39. Helped us to better decide level of investment
across demand creation
Helped us better understand shopper marketing
impact across our portfolio
Gave us visibility to the plan elements that are
“working harder” for us
Why is this so important for us?
SPENDSPRING CLEANING ROI K/O/D RATIONALE
Tatic 1
Tatic 2
Tatic 3
$X.XX
$X.XX
$X.XX
High
Low - Avg
Low
Keep: Rationale here
Optimize: Rationale Here
Delete: Rationale Here
1
2
3
40. Why is this so important for us?
Helped us to better
decide level of
investment across
demand creation
Helped us better
understand shopper
marketing impact
across our portfolio
Strengthened our
relationship with the
shopper agencies
as we progress our
capability together
Gave us visibility to
the plan elements that
are “working harder”
for us
41. Identify the specific measurement
challenge for your organization
Audience Takeaways
Consider key internal stakeholders
you need to collaborate with
Realize the resources needed to execute
an ROI workstream of this magnitude
1
2
3
I am going to talk to you today about ROI and how Clorox identified several challenges and how we sought to understand, really understand, the effectiveness of what we were doing in Shopper Marketing.
I want to inspire you to undertake your own measurement workstream by giving you a look at what and how we measured. It can add tremendous value to your organization and give you the ability to offer clean reads on how to best spend your Shopper Marketing dollars.
I love this quote by Machiavelli, “Whosoever desires constant success must change his conduct with the times.” I like it because the landscape of Shopper Marketing has dramatically changed in the past 5 years with technology influencing how shoppers shop and make their choices. We realized that we, as a Shopper Marketing organization at Clorox, needed to change our conduct with the times and really understand how our marketing has evolved in order to drive better results moving forward
The challenges David mentioned are prevalent across the industry. As shopper marketing budgets increase, there is more scrutiny on it. So it must get vetted to justify the spend just like other disciplines before it. A trend that exacerbates this is zero based budgeting. Its always been true that what gets measured gets managed. Now what gets measured gets funded. One GM told me at the beginning of the study, “I know what I am getting from advertising and I know what I am getting from trade, but I don’t know what I am getting from Shopper Marketing and I must cut something.” So he cut SM, then we measured it and he reinstated the funding for SM.
And yet, measurement confusion continues. According to the 2015 Annual Trend Report conducted by the Path to Purchase Institute, 62% of those surveyed claim they do not or don’t accurately measure SM ROI. This is partly due to the fact that there isn’t an industry standard of measurement for the discipline. A specialize discipline that works holistically with other marketing mix investments requires a different way to measure, but in a way that is comparable to other marketing mix investments. This is important because, according to a Hub Magazine survey, 93% of the top performing companies ranked in Hub are measure SM performance. Only 17% of the poor performers are measuring. Now, measurement alone doesn’t guarantee top performance, but it certainly gives you a better opportunity to win while increasing collaboration and accountability across all key stakeholders.
And yet, measurement confusion continues. According to the 2015 Annual Trend Report conducted by the Path to Purchase Institute, 62% of those surveyed claim they do not or don’t accurately measure SM ROI. This is partly due to the fact that there isn’t an industry standard of measurement for the discipline. A specialize discipline that works holistically with other marketing mix investments requires a different way to measure, but in a way that is comparable to other marketing mix investments. This is important because, according to a Hub Magazine survey, 93% of the top performing companies ranked in Hub are measure SM performance. Only 17% of the poor performers are measuring. Now, measurement alone doesn’t guarantee top performance, but it certainly gives you a better opportunity to win while increasing collaboration and accountability across all key stakeholders.
You can get a better ROI either by getting a higher lift or a lower cost on the marketing. By looking at both of these metrics you can better assess and forecast ROI. When you are trying to forecast the sales lift and ROI for a program and choosing tactics, you usually know or can guess at the cost of the marketing reach. Then use a sales lift model to forecast the sales lift and resulting ROI.
The charts represent industry averages for marketing cost, lift rate and ROI for different scenarios. In-store marketing has a relatively high cost rate (cost per 1000 impressions), though at $3.30, it is substantially below the TV rate of about $25. Adding a pre-store message lowers the marketing reach cost rate substantially because you can reach millions of shoppers at a low cost. The average lift rate is diluted down because the pre-store tactics are not as engaging so the average lift goes down. However, because the cost rate went down more than the lift rate, the ROI increased. To really make the event work well, adding a pre-store offer to the program completes the PTP strategy and increases conversion substantially, driving the best ROI.
You can get a better ROI either by getting a higher lift or a lower cost on the marketing. By looking at both of these metrics you can better assess and forecast ROI. When you are trying to forecast the sales lift and ROI for a program and choosing tactics, you usually know or can guess at the cost of the marketing reach. Then use a sales lift model to forecast the sales lift and resulting ROI.
The charts represent industry averages for marketing cost, lift rate and ROI for different scenarios. In-store marketing has a relatively high cost rate (cost per 1000 impressions), though at $3.30, it is substantially below the TV rate of about $25. Adding a pre-store message lowers the marketing reach cost rate substantially because you can reach millions of shoppers at a low cost. The average lift rate is diluted down because the pre-store tactics are not as engaging so the average lift goes down. However, because the cost rate went down more than the lift rate, the ROI increased. To really make the event work well, adding a pre-store offer to the program completes the PTP strategy and increases conversion substantially, driving the best ROI.
You can get a better ROI either by getting a higher lift or a lower cost on the marketing. By looking at both of these metrics you can better assess and forecast ROI. When you are trying to forecast the sales lift and ROI for a program and choosing tactics, you usually know or can guess at the cost of the marketing reach. Then use a sales lift model to forecast the sales lift and resulting ROI.
The charts represent industry averages for marketing cost, lift rate and ROI for different scenarios. In-store marketing has a relatively high cost rate (cost per 1000 impressions), though at $3.30, it is substantially below the TV rate of about $25. Adding a pre-store message lowers the marketing reach cost rate substantially because you can reach millions of shoppers at a low cost. The average lift rate is diluted down because the pre-store tactics are not as engaging so the average lift goes down. However, because the cost rate went down more than the lift rate, the ROI increased. To really make the event work well, adding a pre-store offer to the program completes the PTP strategy and increases conversion substantially, driving the best ROI.
You can get a better ROI either by getting a higher lift or a lower cost on the marketing. By looking at both of these metrics you can better assess and forecast ROI. When you are trying to forecast the sales lift and ROI for a program and choosing tactics, you usually know or can guess at the cost of the marketing reach. Then use a sales lift model to forecast the sales lift and resulting ROI.
The charts represent industry averages for marketing cost, lift rate and ROI for different scenarios. In-store marketing has a relatively high cost rate (cost per 1000 impressions), though at $3.30, it is substantially below the TV rate of about $25. Adding a pre-store message lowers the marketing reach cost rate substantially because you can reach millions of shoppers at a low cost. The average lift rate is diluted down because the pre-store tactics are not as engaging so the average lift goes down. However, because the cost rate went down more than the lift rate, the ROI increased. To really make the event work well, adding a pre-store offer to the program completes the PTP strategy and increases conversion substantially, driving the best ROI.
To increase your SM spending budget or event to keep it, you must justify the spend. This requires an accurate ROI measurement that captures the full impact of SM, including the impact of more and better merchandising when SM is integrated with trade. One thing I found to be true is that the budget goes where the ROI shows. The second big reason to measure is so that the budget gets allocated so that you optimize the results. If you know which customers have the best return, you may invest more with them. This knowledge is powerful, because on the average, if you move one dollar from a poor performing customer to a good performer, you can increase your profit from 50 cents to $1 without any additional spending. Lastly, you want to measure to manage well. By knowing what works, you can create the best marketing programs, while building corporate knowledge. Our clients also use the program measurement in JBP with their customers by examining both parties key performance metrics.
To increase your SM spending budget or event to keep it, you must justify the spend. This requires an accurate ROI measurement that captures the full impact of SM, including the impact of more and better merchandising when SM is integrated with trade. One thing I found to be true is that the budget goes where the ROI shows. The second big reason to measure is so that the budget gets allocated so that you optimize the results. If you know which customers have the best return, you may invest more with them. This knowledge is powerful, because on the average, if you move one dollar from a poor performing customer to a good performer, you can increase your profit from 50 cents to $1 without any additional spending. Lastly, you want to measure to manage well. By knowing what works, you can create the best marketing programs, while building corporate knowledge. Our clients also use the program measurement in JBP with their customers by examining both parties key performance metrics.
When I initiated this workstream, I thought about the objectives I wanted to meet. The first one is that I wanted to strengthen the Shopper Marketing discipline overall for Clorox. I felt that there was not a standard of consistency across the various field teams relative to how we evaluate our plans and then use those learnings to plan. I also felt pressure to articulate the value of what Shopper Marketing can bring to the organization overall. There are so many ways to spend marketing dollars and a big chunk goes to Shopper Marketing. I wanted to demonstrate that it is worth the money! And lastly, I wanted to really understand the differences in our diverse portfolio and classes of trade. Most of you know that Clorox plays in very very disparate categories from food to home care to laundry to outdoor living and even home hardware with Brita. The learnings are very different by category and class of trade.
When I initiated this workstream, I thought about the objectives I wanted to meet. The first one is that I wanted to strengthen the Shopper Marketing discipline overall for Clorox. I felt that there was not a standard of consistency across the various field teams relative to how we evaluate our plans and then use those learnings to plan. I also felt pressure to articulate the value of what Shopper Marketing can bring to the organization overall. There are so many ways to spend marketing dollars and a big chunk goes to Shopper Marketing. I wanted to demonstrate that it is worth the money! And lastly, I wanted to really understand the differences in our diverse portfolio and classes of trade. Most of you know that Clorox plays in very very disparate categories from food to home care to laundry to outdoor living and even home hardware with Brita. The learnings are very different by category and class of trade.
When I initiated this workstream, I thought about the objectives I wanted to meet. The first one is that I wanted to strengthen the Shopper Marketing discipline overall for Clorox. I felt that there was not a standard of consistency across the various field teams relative to how we evaluate our plans and then use those learnings to plan. I also felt pressure to articulate the value of what Shopper Marketing can bring to the organization overall. There are so many ways to spend marketing dollars and a big chunk goes to Shopper Marketing. I wanted to demonstrate that it is worth the money! And lastly, I wanted to really understand the differences in our diverse portfolio and classes of trade. Most of you know that Clorox plays in very very disparate categories from food to home care to laundry to outdoor living and even home hardware with Brita. The learnings are very different by category and class of trade.
Just as a quick refresher….
Once I had a sense of the objectives, I started to dig in to the hurdles we faced. The most obvious hurdle is that we did not have a standard approach to measuring Shopper dollars spent at the field level. We’ve played with it over the years, but there was not a data-driven approach that everyone was using.
I also noticed that a lot of personal bias regarding tactical plans was at play. So, I would hear things like, “I tried that tactic 2 years ago and I don’t think it performed that well.” The truth is that the landscape has shifted dramatically and many vendors have newer capabilities that make their activation more effective.
I also wanted to combat complacency. We need to constantly challenge our thinking.
And lastly, I knew that if I didn’t work with key stakeholders internally at Clorox, that whatever I did ran the risk of not being validated. I needed to think about my internal partners necessary to validate whatever metrics we employed.
We chose to partner with Foresight ROI because:
Our advanced analytics group had a previous positive experience with Foresight ROI and having their alignment on the partner was critical to validating the results
We needed a partner that could develop a model that was similar to how we evaluated trade and advertising in order to compare apples to apples
We identified 2 Mass, 3 Grocery, 1 Dollar based on our segmentation and also whether there is data from those customers for us to do the modeling.
We picked HVR and Glad—these are “Grow” categories for our portfolio.
We were pulling FY14 data in FY15 and there had been so much turnover in the team that some data was available and some wasn’t. So it took about 12 weeks to get all the data.
So, to simplify we looked for big ticket activity which is $150K or bigger…we were not interested in smaller tactics given the situation—be more pragmatic.
Use icon and a few words to tell story here (i.e. a storybook with the words Tell Cohesive Story)
which in general deliver above-average efficiency.
We also wanted to dig a little deeper to understand specific learnings around three critical efforts: New Items, Digital Shopper Marketing and Couponing. Our goal was to understand the best practices in these three areas to provide guidance for our field Shopper Marketing folks.
We shared the results broadly—with field Shopper Marketing, Sales Planning, Field Customer Teams, our agencies and with the National Shopper Marketing Group. It has been SO well received by everyone! The benefits we are seeing are:
It is informing the planning cycles going into FY17
Everyone is feeling smarter
We are strengthening the perception of Shopper Marketing internally as a solution to business challenges
Using data to reshape tactical plans
We shared the results broadly—with field Shopper Marketing, Sales Planning, Field Customer Teams, our agencies and with the National Shopper Marketing Group. It has been SO well received by everyone! The benefits we are seeing are:
It is informing the planning cycles going into FY17
Everyone is feeling smarter
We are strengthening the perception of Shopper Marketing internally as a solution to business challenges
Using data to reshape tactical plans
Let me start by defining Us =
Marketing (Brand and MarComm) and
Sales (both Planning and Field Sales)
Finance
Customers
Shopper Team
We shared the results broadly—with field Shopper Marketing, Sales Planning, Field Customer Teams, our agencies and with the National Shopper Marketing Group. It has been SO well received by everyone! The benefits we are seeing are:
It is informing the planning cycles going into FY17
Everyone is feeling smarter
We are strengthening the perception of Shopper Marketing internally as a solution to business challenges
Using data to reshape tactical plans
We shared the results broadly—with field Shopper Marketing, Sales Planning, Field Customer Teams, our agencies and with the National Shopper Marketing Group. It has been SO well received by everyone! The benefits we are seeing are:
It is informing the planning cycles going into FY17
Everyone is feeling smarter
We are strengthening the perception of Shopper Marketing internally as a solution to business challenges
Using data to reshape tactical plans