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BrandTruth Intro Set_ 2-23-16v2
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- 2. BrandTruth Clients BrandTruth hasenjoyed recurring contracts from large brand-marketers looking to gain an edge on competition utilizing our unique research approaches & actionable reporting. 2
- 3. BrandTruth Experience Partial Listof Channels/Retailers Studied 3 CE OPSS Mass Clubs Grocery1 Grocery2 Supercenter Drug Best Buy Radio Shack Brandsmart Fry’s Micro Center Apple Office Depot Staples OfficeMax Wal-Mart TARGET Sears COSTCO SAM’S CLUB BJ’S Kroger Albertson’s Safeway HEB Publix Basha’s BiLo Whole Foods Trader Joe’s Save Mart Wegmans Pathmark Raley’s Ralph’s TARGET Wal-Mart Meijer CVS Walgreens Rite Aid Eckerd's Longs C-Store Dept. Store Specialty Retail General Merch & Misc. Sporting Goods Hardware Mobile-Social On-Line 7-11 Chevron Arco Conaco BP Shell Exxon-M Race-T Nordstrom Macy’s JC Penny Bon Ton ToysRus Game Stop Fred Meyer The Gap Vanity Fair Corp Disney Stores Lu-Lu Lemon Barnes & Noble FYE Limited Brands AT&T wireless Starbucks Individual Specialty Kohl's Meijer Kinko’s/FedEx Dick’s Sports Authority Champs NIKETOWN Gaylans Foot Locker (all formats) Foot Action Finish Line GI Joe’s REI Home Depot Lowes Oshmans Target Best Buy JC Penney ShopKick Retailers Macys The Sports Auth The North Face Columbia Nintendo Under Amour
- 4. BrandTruth – UniqueApproach 4 Not Traditional Research Backgrounds New Dimensions of Marketplace Intelligence Invisibly Measure Behaviors & Attitudes We Go Where Consumers/Shoppers Gather Marketing – Branding – Retail Natural Elicitation Method Stealth Observation & Engagement Fast & Actionable Intelligence
- 5. 5 Is the “energy& intention” of “The Brand” connecting with the consumer so they can FEEL it? Our reporting exercises are built to provide a deep understanding of “the consumer’s relationship with ‘The Brand’”… To hit the bulls eye. Is “The Brand” Connecting With Their Consumers/Shoppers?
- 6. 6 BrandTruth – Howdo we do it? Stealth Immersion Stealth Engagement Natural elicitation goes “beneath the surface” to discover the keys to behavior & attitudes of Consumers AND Store Personnel(1) Data Collecting Standardization Exacting data integrity methodology enforced. Information is recorded immediately. Incongruities tracked/ extremes discarded. “Observers” are “close to the action” but stay “invisible”. Stealth Observation
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- 8. BrandTruth systematically dissects shopperbehavior BEFORE the purchase is made and while external factors still have an opportunity to influence. Source: ConsumerReports.org survey 2010 ;N= ± 11,000 Do Your Answers Come Too Late? 8 Existing data sources report on successes, failures and areas for improvement AFTER the purchase has been made.
- 9. ALL Contributing FactorsWill Be Discovered Relationship and effect is sometimes linear and predictable in nature, …but more times than not, have disparate relationships based on shopper profiles Merchandising Effectiveness Associate Influences Mass Media Brand Loyalties Legacy Plans And Resistance To Change Role Of Dept Set & Flow Shopper Pre- Disposition Brand/ Model Capture & Abandonment 9
- 10. 10 (1) Per 100shoppers entering the sales area (See methodology section for qualifying details) (2) As a subset of section#1( See methodology section for scoring metric and processes 1 Brand/Model A Brand/Model B Brand/Model C Brand/Model D Best Buy 24 16 7 4 Costco 17 14 12 6 Radio Shack 11 11 13 9 U.S Cellular 22 10 11 5 Walmart 20 14 13 9 2 Brand/Model A Brand/Model B Brand/Model C Brand/Model D Best Buy 17 15 6 3 Costco 10 13 11 5 Radio Shack 4 10 12 8 U.S Cellular 15 9 10 4 Walmart 13 13 12 8 3 Brand/Model A Brand/Model B Brand/Model C Brand/Model D Best Buy 71% 94% 86% 75% Costco 59% 93% 92% 83% Radio Shack 36% 91% 92% 89% U.S Cellular 68% 90% 91% 80% Walmart 65% 93% 92% 89% Shopper Capture Rate (1) Shopper Abandonment Rate (2) Shopper Abandonment to Capture Rate Scorecard - Brand/Model Capture & Abandonment … paves the way for deeper understanding and on-going improvement of retail practices. Drill Down Opportunities (quantitative AND qualitative) • How long does shopper interact before abandon • Does quality/functionality of demo come into play • Associate role on abandonment Drill Down Opportunities (quantitative AND qualitative) • How can we improve score across ALL retailers? • How can we divine best practices from top scorers? Drill Down Opportunities (quantitative AND qualitative) • What merchandising elements assist the capture? • How does the typical store layout and product set contribute? • Associate role on capture The Result Is a Top-To-Bottom Approach To Data Gathering and Interpretation
- 11. High Level CaseStudies
- 12. New Coke PackagingInitiatives Twin Pack Case Study 12 What Do They Want to Know? •Why Do They Purchase? • Why Don’t They Purchase? • Are Coke’s initiatives fulfilling their “strategic intent?” Key Brand Objectives •Capture New Users •Create “Emotional Activation” Findings • Key brand objectives were met… BUT • Sales goals fell short – why? • Cannibalization of current product • “Off-Shelf” purchase pattern importance Economic Impact of Study $100 million + Savings
- 13. Twin Pack CaseStudy (cont.) Metro Store Weekly All Commodit y Volume (ACV) Weekly Transactions (Overall Store*) Weekly Avg (Case Sell in) Relative Transaction Score** Front In-line "Other*/ (Non Front) In-line Floor Rack End Cap Activity TOTAL Secondary Placement Notes Income-$50-75K Income-$75-100K Income-$100-150K Income-$150-200K Income-$200K+ HHsWithChildrenAge0-5Only HHsWithChildrenAge6-17Only HHsWithChildrenInBothRanges CollegeGrad WeightedDemographicIndex Augusta Kroger #340 275,000$ 9,522 8.0 8.4 33 33 33 100 (2) *Floor Rack located in the deli & Branded end cap on the back aisle across 89 76 59 37 38 98 90 80 75 85 Augusta Kroger #245 425,000$ 14,716 11.3 7.7 33 33 33 100 (2) *Floor Rack located in the deli & Branded end cap on the back aisle across 84 74 64 61 80 117 101 90 98 99 Augusta Kroger #237 275,000$ 9,522 7.1 7.5 33 33 33 100 (2) *Floor Rack located in the deli & Branded end cap on the back aisle across 98 70 46 20 24 104 131 111 47 88 Augusta Kroger #368 400,000$ 13,850 8.7 6.3 33 33 33 100 (2) *Floor Rack located in the deli & Branded end cap on the back aisle across 103 90 83 93 124 97 71 71 146 102 Savannah Kroger #404 425,000$ 14,716 5.7 3.8 33 33 67 *On Branded Back End Cap 106 100 83 59 41 109 99 84 107 102 Savannah Kroger #645 525,000$ 18,179 6.9 3.8 33 33 67 *On Branded Back End Cap 104 96 92 83 83 134 98 119 97 111 Savannah Kroger #979 450,000$ 15,582 5.9 3.8 33 33 67 *On Branded Back End Cap 84 69 59 49 92 82 91 88 87 88 Savannah Kroger #957 525,000$ 18,179 5.4 3.0 33 33 67 *On Non- Branded Back End Cap 91 76 56 46 64 87 94 87 95 90 Transaction/ Sell-in Data In-Store Location Data Demographic Data • Sorted by Relative Transaction Score; a ratio of Twin Pack Sell In to Store ACV (Revenue) • Normalized Store Volume to Compare Sales Per Consumer Augusta Kroger’s had both Floor Racks & End Caps vs. Savannah stores only had End Caps. 13
- 14. New HP MerchandisingInitiatives BrandTruth Best Practices Studies 14 What Do They Want to Know? •What are the best strategies to capture consumer/shopper mind share? •Which visual merchandising efforts work to increase purchase conversion? Key Brand Objectives •Optimize ROI on Retail Spend •Create New Merchandising Approach Findings • Too many POS tools • Too many “Stories” confuse shoppers • Good-Better-Best approach needed • “Less is more” increases conversion Economic Impact of Study $20 million+ Savings $100 million+ Revenue
- 15. Path to Purchase Approach“The Store” as an Aggregate - Integrated Experience 15 1 6 3 5 7 8 9 10 3 5 6 7 8 9 10 6 2 4 Actionable Deliverables Align with Shopper Behavior & Attitudes (Speed Zones & Viewing Fields) The (3) Key Shopping Segments Phase One - The Beginning Phase Two - The Shop Phase Three - The After Shop Measure & Interpret Pass by? Visually Browse? Stop? Touch? Purchase? Optimize Short & Long Term Conversion (Shopper Intent to Return / to purchase in the Future)
- 16. NIKE vs. UnderArmour Performance Apparel Case Study 16 What Do They Want to Know? • Why Do They Purchase Under Armour? • Why Don’t They Purchase NIKE? Key Brand Objectives • Capture Under Armour Users • Recapture Category Leadership Findings • Under Armour owned Perform-Apparel • NIKE was invisible • Need “concentrated presentation” • Follow UA communication strategies Economic Impact of Study $500 million + Revenue
- 17. NIKE “PRO” Revolution ConcentrateNIKE Performance Apparel in One Area 17 Economic Impact of Study $500 million + Revenue
- 18. Columbia Continuous ImprovementModel BrandTruth Columbia Studies 18 What Do They Want to Know? • Who is purchasing Columbia? • How do they “feel” about “The Brand”? • How does Columbia compare with key competitors? Key Brand Objectives • Optimize ROI on Retail Spend • Create “Emotional Activation” • Create “Visual Leadership” Findings • Columbia stuck with older demographics • Competition capturing younger dem’s • New product approach needed • Re-facing of brand required Economic Impact of Study $300 million+ Revenue
- 19. Shopper Segmentation ByBrand 7% 13% 6% 16% 18% 21% 16% 26% 32% 33% 34% 24% 36% 26% 36% 26% 7% 7% 8% 7% 0% 5% 10% 15% 20% 25% 30% 35% 40% Women's Sportswear & Outerwear Women's Ski / Snow- wear Men's Sportswear & Outerwear Men's Ski / Snow-wear CSC Brand Purchase Driver Age Range by Gender 14-19 20-29 30-39 40-54 55+ 19
- 20. Retail Visual ShareUpdate 2009 vs. 2010 20 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% TNF CSC Private Label Under Armour Carhartt Burton Mt Hardwear White Sierra Timberland Marmot Patagonia Kuhl Wolverine All Others 2010 2011
- 21. Summary of KeyFindings – Product “A” Shoppers 21 Early Adopter Progressive Middle Adopter & Middle Adopter Main Stream Elite Shopper • Sees themselves as early adopters • Often “mavens” • “Active Shopper” that moves slower and stops to investigate more often and for longer periods of time… they connect the dots… Progressive Middle Adopter • Often sees themselves as early adopters • Must be “attracted” • Once “attracted” – is often open to new initiatives • Triggers “middle adopter” usage Main Stream • Pragmatic Functionality • Often Price Driven Here we are… Here’s where we were
- 22. Whatever Metrics YouWant, When You Want It 22
- 23. Reporting Gets Allthe Way To The C-Suite 23 BrandTruth Studies used as Investor* Relation Tool *SanDisk Investor Day Communication Feb ‘10
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Editor's Notes
- #3 BrandTruth is a unique marketplace research company that provides intelligence services for decision makers working for large brand-marketers.
- #5 We do not have “traditional research” backgrounds. We come from retail, marketing and branding backgrounds. We utilize a unique methodology we call “Stealth Observation and Engagement.” We observe and engage shoppers without them knowing who we are.
- #6 BrandTruth has expertise in visual merchandising as well as shopper behavior and attitudes. We report on how our clients’ initiatives are connecting (or not) with the shopper/consumer.
- #9 This slide is a backgrounder to set up how BrandTruth investigates product categories. Big brands have reams data, but often a they end up measuring things after the horse is out of the barn…because most of info you get is based on sales – this information tells the brands what they did right… but not what they did wrong; what they missed; what their competitors did or didn’t do right (best practices.)
- #10 This is a jumping off point for slide 11… it is to speak to the point that when we frame a project we start by going after specific key points of discovery (based on client objectives)… but significant, and relevant, amounts of related intelligence reveals itself in the course of the studies. What happens more than not is you have a more chaotic interaction (lower right) of key influencers toward impacting consumer/shopper behaviors… it is usually not a linear situation…
- #11 So… BrandTruth starts by conducting systematic data collection focused on one data point – and then other things reveal themselves. If the brand can correct one variable how will it impact optimization at retail? So BrandTruth looks at big rocks (big variables) then drill down opportunities reveal themselves – these are both quantitative and qualitative… sales figures don’t tell the brand what they missed – so once you start quantifying in the store – things unveil. The brand knows it’s market share, but does it know it’s “opportunity share” (i.e. how much of the brand’s “opportunity” is it converting)?... What are the variables by retail chain that have to be overcome? Brand sales numbers are fairly predictable across retailers depending on certain factors – if things are normalized – but are they truly measuring the components that are contributing to these sales numbers? Start with the lay of the land, then dig down from there; we start with largest boulders and those feed into the inquiries on the right. This is the foundation of a BrandTruth model for any project and the makings of a long term strategic tool (continuous improvement model) for the client brand. Our clients have to look at efficiency models – how do they optimize what they’re spending on and executing? Big brands find their biggest challenges and try to figure out how to optimize their efforts. After that point, over time, as they make additional changes they are often guessing… kind of throwing stuff up against the wall… at this point their only measurement tool is sales figures… and so the guessing game goes on… BrandTruth’s approach represents a way of breaking down their business at retail and trying to figure out what is working and what is not working – especially all of the smaller spends (vs. large marketing spends which move the whole business but don’t reveal what else is contributing to incremental optimization.) This is a model for success – for hitting singles – consistently getting base…. Historically the long term success requires a model that facilitates incremental optimization through identification of the impact of key go-to- market efforts…what we call a “Continuous Improvement Model.”
- #13 I know this is a rough slide – but the story of how BrandTruth can optimize the business is very important.
- #15 I know this is a rough slide – but the story of how BrandTruth can optimize the business is very important.
- #16 This is a slide that feeds off of previous slide. It tells the story of how BrandTruth measures the performance of various brand activities throughout the store.
- #17 I know this is a rough slide – but the story of how BrandTruth can optimize the business is very important.
- #18 This slides feeds off of the previous slide.
- #19 I know this is a rough slide – but the story of how BrandTruth can optimize the business is very important.
- #21 This slide feeds off previous Columbia case study slides.
- #22 This slide feeds off previous Columbia case study slides.
- #23 In this slide we are considering the option of suggesting a “continuous improvement” model to the client that includes an on-going, updateable data dashboard product. This product is still in development and we are showing a beta screen shot here…