The key challenges with traditional retailer-supplier collaboration include:
- Siloed organizations on both sides, with separate departments and teams focused on specific areas like stores, sales, marketing, etc. rather than collaborating holistically.
- Lack of integrated planning and goal-setting across the organizations. Each side plans independently rather than jointly.
- Information sharing is limited due to the silos. Both sides lack a full view of customer behaviors, preferences, and opportunities for growth.
Overcoming these barriers requires breaking down the silos, implementing integrated planning processes, and leveraging both organizations' customer insights and other assets to work towards common goals.
Quantification of Store / Consumer Experience in Technology RetailPESHWA ACHARYA
The document discusses measuring consumer experience in large format retail stores. It conducted a study of over 300 shoppers to identify the key pillars that drive store choice. The top 8 pillars identified were assortment of products, pricing competitiveness, pre- and post-purchase support, range of brands/models, ambience, locational convenience, promotions, and freedom to touch and feel products. The study developed a mathematical model to measure consumer experience based on weightings of these pillars. Understanding consumer experience can help retailers identify opportunities to enhance specific aspects and improve business.
This document discusses how businesses can succeed by understanding consumer demand. It argues that businesses must shift from a supply-driven to a demand-driven model. To do so, companies need to understand the profitable areas of demand by identifying consumer motivations and goals precisely. They should find gaps in demand and fill them with innovative solutions. Finally, the entire business must be aligned around a strategic model focused on the demand chain and precision to create value for high-profit consumer needs.
Increasing income through brand and communications_Kleinwort Benson event_16_...GOOD Agency
Chris Norman, The Good Agency,Strategy Director, presented how the right
approach to communicating your brand story can significantly increase engagement with your
cause.
This document summarizes a study on the growth of the apparel industry in India. It discusses how factors like increasing incomes, urbanization, and exposure to global fashion trends have contributed to rapid growth in the Indian apparel market. The apparel industry is one of India's largest, contributing significantly to employment, GDP, and exports. While still growing, it is projected to double in size within the next five years. Key factors fueling further growth include rising disposable incomes, the expansion of the women's segment, and the rise of e-commerce and organized retail. The apparel industry remains an important driver of the Indian economy and is well positioned for continued strong growth.
ECR Europe Forum ‘08. Shopper-based assortment planningECR Community
The document provides an overview of a shopper-based assortment planning process. It discusses introducing the process and objectives, which include maximizing the number of shopper needs met while minimizing duplication and supporting retailer and supplier scorecards. It then outlines the key steps of the process, which involve determining market coverage, assessing assortments, finalizing selections, and quantifying the impacts. The overall goal is to optimize assortments to better meet shopper needs while improving sales and reducing costs.
The document discusses building sustainable value chains. It emphasizes the importance of understanding consumers and being relevant to their needs and trends. Value chain design should be based on segmentation and differentiation, designing from the "outside in" based on heterogeneous consumer demands. Value chain management principles include adding more value at lower cost and faster while being sustainable. It involves a paradigm shift from an introspective to outward looking approach with strategic focus, suppliers having major design responsibility, and long-term cooperative partnerships.
ECR Europe Forum '08. Shopper is a kingECR Community
The shopper is king. Is your business ready to serve?
This session explores the status of joint shopper marketing and information sharing in Europe and in the US. Using extensive research by the Grocery Manufacturers Association (US) and Deloitte we will focus on current shopper targeting practices on both continents and examine the growing sophistication of joint shopper marketing. You will see a project from ECR Greece and Athens University that developed new and innovative shopper services and hear TNS Germany’s breakthrough shopper insights. Also, an update on shopper marketing practices in Europe and a detailed look at future global directions.
Speakers:
• Introduction – Sjoerd Schaafsma, Unilever / Rita Marzian, Metro
• In store Shopper Insights – Emilie Coles, TNS
• Innovative Shopper Services – A. Theotokis, ELTRUN Research Centre /G Lostarakos, P&G
• Future directions Shopper Marketing – V. Belcher/B. James, Oxford Strategic Marketing
Quantification of Store / Consumer Experience in Technology RetailPESHWA ACHARYA
The document discusses measuring consumer experience in large format retail stores. It conducted a study of over 300 shoppers to identify the key pillars that drive store choice. The top 8 pillars identified were assortment of products, pricing competitiveness, pre- and post-purchase support, range of brands/models, ambience, locational convenience, promotions, and freedom to touch and feel products. The study developed a mathematical model to measure consumer experience based on weightings of these pillars. Understanding consumer experience can help retailers identify opportunities to enhance specific aspects and improve business.
This document discusses how businesses can succeed by understanding consumer demand. It argues that businesses must shift from a supply-driven to a demand-driven model. To do so, companies need to understand the profitable areas of demand by identifying consumer motivations and goals precisely. They should find gaps in demand and fill them with innovative solutions. Finally, the entire business must be aligned around a strategic model focused on the demand chain and precision to create value for high-profit consumer needs.
Increasing income through brand and communications_Kleinwort Benson event_16_...GOOD Agency
Chris Norman, The Good Agency,Strategy Director, presented how the right
approach to communicating your brand story can significantly increase engagement with your
cause.
This document summarizes a study on the growth of the apparel industry in India. It discusses how factors like increasing incomes, urbanization, and exposure to global fashion trends have contributed to rapid growth in the Indian apparel market. The apparel industry is one of India's largest, contributing significantly to employment, GDP, and exports. While still growing, it is projected to double in size within the next five years. Key factors fueling further growth include rising disposable incomes, the expansion of the women's segment, and the rise of e-commerce and organized retail. The apparel industry remains an important driver of the Indian economy and is well positioned for continued strong growth.
ECR Europe Forum ‘08. Shopper-based assortment planningECR Community
The document provides an overview of a shopper-based assortment planning process. It discusses introducing the process and objectives, which include maximizing the number of shopper needs met while minimizing duplication and supporting retailer and supplier scorecards. It then outlines the key steps of the process, which involve determining market coverage, assessing assortments, finalizing selections, and quantifying the impacts. The overall goal is to optimize assortments to better meet shopper needs while improving sales and reducing costs.
The document discusses building sustainable value chains. It emphasizes the importance of understanding consumers and being relevant to their needs and trends. Value chain design should be based on segmentation and differentiation, designing from the "outside in" based on heterogeneous consumer demands. Value chain management principles include adding more value at lower cost and faster while being sustainable. It involves a paradigm shift from an introspective to outward looking approach with strategic focus, suppliers having major design responsibility, and long-term cooperative partnerships.
ECR Europe Forum '08. Shopper is a kingECR Community
The shopper is king. Is your business ready to serve?
This session explores the status of joint shopper marketing and information sharing in Europe and in the US. Using extensive research by the Grocery Manufacturers Association (US) and Deloitte we will focus on current shopper targeting practices on both continents and examine the growing sophistication of joint shopper marketing. You will see a project from ECR Greece and Athens University that developed new and innovative shopper services and hear TNS Germany’s breakthrough shopper insights. Also, an update on shopper marketing practices in Europe and a detailed look at future global directions.
Speakers:
• Introduction – Sjoerd Schaafsma, Unilever / Rita Marzian, Metro
• In store Shopper Insights – Emilie Coles, TNS
• Innovative Shopper Services – A. Theotokis, ELTRUN Research Centre /G Lostarakos, P&G
• Future directions Shopper Marketing – V. Belcher/B. James, Oxford Strategic Marketing
ECR Europe Forum '08. Shopper is a kingguest457a0c1
1. Shopper marketing is seen as an increasingly important area for investment and competitive advantage by manufacturers, retailers, and consumers.
2. While there is enthusiasm for shopper marketing, effectively implementing shopper strategies remains a challenge due to the complexity of influencing shoppers in-store.
3. Future directions for shopper marketing include better integrating insights across the value chain, engaging shoppers through innovative in-store solutions, and aligning shopper strategies with broader marketing efforts.
This document discusses agile marketing strategies for tech startups. It recommends that startups (1) understand their target customer segments and position themselves accordingly, (2) develop a deep understanding of the entire market ecosystem including customers, partners, and competitors, and (3) continuously engage with customers to understand perceived value and feedback that into their analysis in an iterative process. Case studies are provided on startups that successfully leveraged ecosystem partnerships and a narrow customer focus.
Selligent is a marketing technology company that provides an integrated platform to help brands build relationships with consumers. It was formed through the merger of Selligent, which served European brands, and Strongview, which served large US brands. The company's platform is designed to enable consumer-first marketing in a world where consumers have short attention spans and are constantly connected through their mobile devices. Selligent argues that successful marketing now requires speaking to consumers in their language and on their terms across fragmented interactions, in order to build trusted, valuable relationships.
Strategic Pricing Management Group (SPMG) is a leading global pricing consultancy that helps clients develop and implement pricing strategies to maximize value and profits. SPMG offers a wide range of pricing services including research, strategy development, advisory work, pricing process support, and change management. With offices in 10 countries across 5 continents, SPMG works with clients in many industries to solve pricing challenges and capture more value.
ECR Europe Forum '08. Differentiate or die: shopper-driven solutionsECR Community
Differentiate or die: shopper-driven solutions
Today’s winning retailers find new ways to connect with shoppers. With insights and expertise, FMCG partners play a key role. Whitbread uses brand marketing to deliver retail propositions while Kesko transforms the shopping experience through segmentation techniques. Carrefour Italy and Coca-Cola share their latest insights on shopper missions. Unilever and Shoprite target families through innovative media. Speakers: Vicki Belcher, Bob James, Oxford Strategic Marketing; Adele Whitehorn, Unilever; respresentatives of Carrefour Italy, Coca-Cola Italy, Kesko, Shoprite. Facilitated by Oxford Strategic Marketing.
TFT is a UK-registered non-profit founded in 1999 with over 100 staff members across 14 offices worldwide. They work with over 85 member companies in retail, manufacturing, and supply to promote responsible sourcing. TFT helps companies map their supply chains, increase transparency, and transform their products and sourcing through on-the-ground expertise to improve social and environmental standards over time. They work across various commodity supply chains like wood, palm oil, paper, leather and more to create responsible products through a model of continuous improvement, certification, and external recognition of companies' journeys.
The document summarizes a webinar on overcoming challenges in using analytics to turn data into profits. It discusses identifying unique customers, differentiating them by needs, interacting with customers efficiently through multiple channels, and customizing experiences. It also covers measuring return on customer and using data to understand lifetime value. Challenges include access to clean, accurate data, leveraging data for high-value activities, and gaining support by proving ROI.
This chapter discusses developing a brand equity measurement and management system. It introduces the brand value chain as a structured approach to assessing how marketing activities create brand value. It also discusses the importance of brand tracking studies, conducting brand audits, and designing a brand equity management system with components like a brand equity charter, brand equity report, and clearly defined brand equity responsibilities. The overall goal is to provide accurate and actionable brand information to guide strategic marketing decisions.
Brands must find a new balance between stakeholder interests and engage in reciprocal relationships to create meaningful value. As meaning and value are defined through ongoing dialogue, brands must shift from one-way communication to interactive engagement where they help construct shared meanings. To remain relevant, brands will redefine their relationships and relevance through authentic, personal dialogues that reward all parties.
This document discusses developing a brand equity measurement and management system. It introduces the brand value chain model, which assesses how marketing activities create brand value by influencing customer mindset, market performance, and shareholder value. It also discusses designing tracking studies to monitor key brand metrics over time, as well as creating a brand equity management system involving a brand equity charter, regular brand equity reports, and assigning responsibilities to maximize long-term brand value.
Peter Harris presented on evaluating brand equity. The presentation covered:
1) The value contribution of brands and how intangible assets like brands are a key source of corporate value.
2) Different approaches to measuring brand equity, including brand valuation, brand asset valuing, and customer perception metrics.
3) The need for a better approach that links customer perceptions and market performance to financial value to assess return on marketing investment over time.
Huong dan de_tai_tot_nghiep_marketing_managerViệt Long Plaza
The document provides guidance on marketing strategy planning for a new product launch. It outlines a 12-step process for developing a marketing plan, including conducting market, consumer, competitor and situational analyses to inform the objectives, positioning, and integrated marketing mix strategy. A budget for the marketing plan between $400,000-$800,000 USD over 3 years is proposed. Key elements of the process involve understanding customer needs and the business and market environments to develop a focused strategy.
2011 May10 Sma Panel On Sales Productivitytgknight
The document is an agenda for a panel discussion on driving immediate productivity improvement. The panel will discuss recent experiences in productivity and take questions. Three things that can drive immediate productivity are identified: 1) Identifying highest value customers, 2) Selecting the right sales channels, and 3) Using metrics that enable active performance management. The document provides further details on each of these areas and examples of relevant metrics.
This document discusses using insights to drive business ideas. It provides examples of insights and explains that insights go deeper than just observations or data. Insights should induce meaning and further understanding. The document also discusses using hybrid research techniques, like combining qualitative and quantitative methods, to develop a holistic understanding of the market. It provides examples of segmentation approaches that can align with retailers or brands to better target shopper segments.
The world has changed because the rules of the game have change. What made you
successful in the past will not make you successful in the future. Our world is being
transformed by 3 Mega Shifts:
Mega Shift #1. B2B shifts to B2C: We are witnessing the emergence of two new types of
customers: Corporate Consumers and Connected Customers.
Mega Shift #2. The Sales Cycle shifts to The Buyer’s Journey: The sales cycle has reach
its “use by date” Success in the adoption of Cloud Services means aligning all your Sales
and Marketing efforts with the buyer’s Journey.
Mega Shift #3. Quality of Service shifts to the End2End Customer Experience: Longterm
competitive advantage is now determined by your ability to differentiate the End2End
Customer Experience. What are you doing today to rethink your customer touchpoints and
the End2End Customer Experience?
nfinite Insight is a strategic market research and insight agency operating across the African continent.
We are a team of experienced market research professionals, who have worked with blue chip clients across Sub-Saharan Africa, Europe and America.
Our collective personal experience of working in these diverse markets informs our sensitivity to the peculiarities and cultural differences of individual markets.
We adapt and fine-tune research tools and techniques to give you infinite insight...
this is ppt presentation on product management . it covers features of product ,product levels ,product classification ,product mix and product life cycle stratagies
The document provides an overview of marketing concepts for managers. It covers topics such as the meaning of marketing, the marketing mix, marketing strategy, segmentation, targeting, positioning, product mix strategies, distribution, promotion mix, and pricing strategy. The document also discusses marketing applications in a developing economy and the marketing of services.
ECR Europe Forum '08. Implementing sustainable changeECR Community
This document discusses implementing sustainable change through joint research collaboration between industry and academia. It provides examples of past successful collaborations like the MIT auto studies of the 1980s and lean supply chain projects. Current areas of research focus are addressed emerging consumer concerns like environmental sustainability. The role of academia is to conduct relevant research through projects initiated by both industry and academia. Bridging the gap between research and implementation requires practices being turned into proven methods. The International Commerce Institute is discussed as a forum to advance knowledge through various means like research sponsorship and thought leader forums.
ECR Europe Forum '08. Shopper is a kingguest457a0c1
1. Shopper marketing is seen as an increasingly important area for investment and competitive advantage by manufacturers, retailers, and consumers.
2. While there is enthusiasm for shopper marketing, effectively implementing shopper strategies remains a challenge due to the complexity of influencing shoppers in-store.
3. Future directions for shopper marketing include better integrating insights across the value chain, engaging shoppers through innovative in-store solutions, and aligning shopper strategies with broader marketing efforts.
This document discusses agile marketing strategies for tech startups. It recommends that startups (1) understand their target customer segments and position themselves accordingly, (2) develop a deep understanding of the entire market ecosystem including customers, partners, and competitors, and (3) continuously engage with customers to understand perceived value and feedback that into their analysis in an iterative process. Case studies are provided on startups that successfully leveraged ecosystem partnerships and a narrow customer focus.
Selligent is a marketing technology company that provides an integrated platform to help brands build relationships with consumers. It was formed through the merger of Selligent, which served European brands, and Strongview, which served large US brands. The company's platform is designed to enable consumer-first marketing in a world where consumers have short attention spans and are constantly connected through their mobile devices. Selligent argues that successful marketing now requires speaking to consumers in their language and on their terms across fragmented interactions, in order to build trusted, valuable relationships.
Strategic Pricing Management Group (SPMG) is a leading global pricing consultancy that helps clients develop and implement pricing strategies to maximize value and profits. SPMG offers a wide range of pricing services including research, strategy development, advisory work, pricing process support, and change management. With offices in 10 countries across 5 continents, SPMG works with clients in many industries to solve pricing challenges and capture more value.
ECR Europe Forum '08. Differentiate or die: shopper-driven solutionsECR Community
Differentiate or die: shopper-driven solutions
Today’s winning retailers find new ways to connect with shoppers. With insights and expertise, FMCG partners play a key role. Whitbread uses brand marketing to deliver retail propositions while Kesko transforms the shopping experience through segmentation techniques. Carrefour Italy and Coca-Cola share their latest insights on shopper missions. Unilever and Shoprite target families through innovative media. Speakers: Vicki Belcher, Bob James, Oxford Strategic Marketing; Adele Whitehorn, Unilever; respresentatives of Carrefour Italy, Coca-Cola Italy, Kesko, Shoprite. Facilitated by Oxford Strategic Marketing.
TFT is a UK-registered non-profit founded in 1999 with over 100 staff members across 14 offices worldwide. They work with over 85 member companies in retail, manufacturing, and supply to promote responsible sourcing. TFT helps companies map their supply chains, increase transparency, and transform their products and sourcing through on-the-ground expertise to improve social and environmental standards over time. They work across various commodity supply chains like wood, palm oil, paper, leather and more to create responsible products through a model of continuous improvement, certification, and external recognition of companies' journeys.
The document summarizes a webinar on overcoming challenges in using analytics to turn data into profits. It discusses identifying unique customers, differentiating them by needs, interacting with customers efficiently through multiple channels, and customizing experiences. It also covers measuring return on customer and using data to understand lifetime value. Challenges include access to clean, accurate data, leveraging data for high-value activities, and gaining support by proving ROI.
This chapter discusses developing a brand equity measurement and management system. It introduces the brand value chain as a structured approach to assessing how marketing activities create brand value. It also discusses the importance of brand tracking studies, conducting brand audits, and designing a brand equity management system with components like a brand equity charter, brand equity report, and clearly defined brand equity responsibilities. The overall goal is to provide accurate and actionable brand information to guide strategic marketing decisions.
Brands must find a new balance between stakeholder interests and engage in reciprocal relationships to create meaningful value. As meaning and value are defined through ongoing dialogue, brands must shift from one-way communication to interactive engagement where they help construct shared meanings. To remain relevant, brands will redefine their relationships and relevance through authentic, personal dialogues that reward all parties.
This document discusses developing a brand equity measurement and management system. It introduces the brand value chain model, which assesses how marketing activities create brand value by influencing customer mindset, market performance, and shareholder value. It also discusses designing tracking studies to monitor key brand metrics over time, as well as creating a brand equity management system involving a brand equity charter, regular brand equity reports, and assigning responsibilities to maximize long-term brand value.
Peter Harris presented on evaluating brand equity. The presentation covered:
1) The value contribution of brands and how intangible assets like brands are a key source of corporate value.
2) Different approaches to measuring brand equity, including brand valuation, brand asset valuing, and customer perception metrics.
3) The need for a better approach that links customer perceptions and market performance to financial value to assess return on marketing investment over time.
Huong dan de_tai_tot_nghiep_marketing_managerViệt Long Plaza
The document provides guidance on marketing strategy planning for a new product launch. It outlines a 12-step process for developing a marketing plan, including conducting market, consumer, competitor and situational analyses to inform the objectives, positioning, and integrated marketing mix strategy. A budget for the marketing plan between $400,000-$800,000 USD over 3 years is proposed. Key elements of the process involve understanding customer needs and the business and market environments to develop a focused strategy.
2011 May10 Sma Panel On Sales Productivitytgknight
The document is an agenda for a panel discussion on driving immediate productivity improvement. The panel will discuss recent experiences in productivity and take questions. Three things that can drive immediate productivity are identified: 1) Identifying highest value customers, 2) Selecting the right sales channels, and 3) Using metrics that enable active performance management. The document provides further details on each of these areas and examples of relevant metrics.
This document discusses using insights to drive business ideas. It provides examples of insights and explains that insights go deeper than just observations or data. Insights should induce meaning and further understanding. The document also discusses using hybrid research techniques, like combining qualitative and quantitative methods, to develop a holistic understanding of the market. It provides examples of segmentation approaches that can align with retailers or brands to better target shopper segments.
The world has changed because the rules of the game have change. What made you
successful in the past will not make you successful in the future. Our world is being
transformed by 3 Mega Shifts:
Mega Shift #1. B2B shifts to B2C: We are witnessing the emergence of two new types of
customers: Corporate Consumers and Connected Customers.
Mega Shift #2. The Sales Cycle shifts to The Buyer’s Journey: The sales cycle has reach
its “use by date” Success in the adoption of Cloud Services means aligning all your Sales
and Marketing efforts with the buyer’s Journey.
Mega Shift #3. Quality of Service shifts to the End2End Customer Experience: Longterm
competitive advantage is now determined by your ability to differentiate the End2End
Customer Experience. What are you doing today to rethink your customer touchpoints and
the End2End Customer Experience?
nfinite Insight is a strategic market research and insight agency operating across the African continent.
We are a team of experienced market research professionals, who have worked with blue chip clients across Sub-Saharan Africa, Europe and America.
Our collective personal experience of working in these diverse markets informs our sensitivity to the peculiarities and cultural differences of individual markets.
We adapt and fine-tune research tools and techniques to give you infinite insight...
this is ppt presentation on product management . it covers features of product ,product levels ,product classification ,product mix and product life cycle stratagies
The document provides an overview of marketing concepts for managers. It covers topics such as the meaning of marketing, the marketing mix, marketing strategy, segmentation, targeting, positioning, product mix strategies, distribution, promotion mix, and pricing strategy. The document also discusses marketing applications in a developing economy and the marketing of services.
ECR Europe Forum '08. Implementing sustainable changeECR Community
This document discusses implementing sustainable change through joint research collaboration between industry and academia. It provides examples of past successful collaborations like the MIT auto studies of the 1980s and lean supply chain projects. Current areas of research focus are addressed emerging consumer concerns like environmental sustainability. The role of academia is to conduct relevant research through projects initiated by both industry and academia. Bridging the gap between research and implementation requires practices being turned into proven methods. The International Commerce Institute is discussed as a forum to advance knowledge through various means like research sponsorship and thought leader forums.
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ECR Europe Forum '08. Target shoppers, activate insights
1. Uncovering the Myths around
Unplanned Purchasing
Dr David Bell Wharton School (Philadelphia)
Dr Daniel Corsten IE Business School (Madrid)
Dr George Knox Tilburg University (Tilburg)
2. It is widely believed that the majority of
purchases are unplanned
• Oft-cited POPAI Consumer Buying Habit Study
70% of In-Store Purchasing Decisions are Unplanned
• Paco Underhill (“Why We Buy”)
“Supermarkets are places of high impulse buying …
– fully 60 to 70 percent of purchases there were
unplanned, grocery industry studies have shown us.”
4. Key Messages from Our Research
• Only 20% of category purchases are unplanned
• Not proportional to basket size
• Enormous differences across households
• Recommended Actions
• Enhancing in-store marketing (state)
• Attracting leisurely shoppers (trait)
5. Study Features
• Definition—unplanned category purchases
• Location—three European countries
• Stores—multiple chains
• Shoppers—tracked over time and stores
6. Approach
• Explain number of unplanned category purchases
in shopping basket
• Control for differences …
• Across shoppers
• Across shoppers and stores
• Across shoppers, stores, and trips
7. Comprehensive Shopper Model
– Household Traits: Shopping Styles, Life Stage
– Store Perceptions: Self-reported store assessments
– Shopping Trip—Context: Travel mode, gender, etc.
– Shopping Trip—In-Store Process: Offers seen in
store, etc.
9. The majority of category purchases are
NOT unplanned
• While most shoppers do it … 75% of households
• And many trips see it … 40% of shopping trips
• The overall rate is not that high …
• … only 20% of all category purchases are unplanned
10. Top 5 Enablers of Unplanned Purchasing
1. Shopper Sees Offers In-Store State (53%)
2. Shopper Above Average Income Trait (45%)
3. Shopper Travels by Car State (44%)
4. Shopper is Informed at the Shelf Trait (35%)
5. Shopper on Unplanned Trip State (23%)
11. Top 5 Barriers to Unplanned Purchasing
1. Shopper is “Fast and Efficient” Type Trait (82%)
2. Shopper from Larger Household Trait (65%)
3. Shopper in “Fast and Efficient” State State (53%)
4. Shopper from Older Households Trait (47%)
5. Shopper is Informed by Newspaper Trait (25%)
12. Trait Versus State: Changing the Mix of
Shoppers May be the More Effective Strategy
• Imagine the store wishes to increase the rate of
unplanned category Thank You! ...
purchasing, then
• 10% increase in Leisurely Shoppers =
Questions &shoppers see In-Store Deals
• 40% increase of trips where
Answers
Investment
Attract Leisurely
1x
Shoppers
Increase In-Store
Offers 4x
14. 1 Introducing emnos and "customer-centric retailing"
ECR Europe Conference - 28 May 2008 2
15. emnos helps leading retailers and suppliers achieve customer-
centric growth
Steve Gray
CEO of emnos & Director of Offices : London, Munich, Paris, Madrid
Loyalty Partner gmbh
Skills: consulting, analysis, research,
Formerly Managing Director technology
of dunnhumby UK & Ireland &
Ownership : 100% Loyalty Partner GmbH
director of dunnhumby USA
ECR Europe Conference - 28 May 2008 3
16. emnos follow a process called "customer centric retailing" that
creates significant value for customers & shareholders
1 2 3
Customer Customer Customer
Potential Strategy Engagement
• user training
Organisation Alignment • processes
• organisation change
• participation with retailer
Supplier Alignment • jointly agreed growth
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17. 2 From loyalty data to customer insight
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18. Customer-centric retailing begins with loyalty data
Consumer
Panel Data
Research
Loyalty Card
Shopper Purchase
Research Data
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19. Loyalty data enables unmatchable customer insight
Customer Behaviour Lifestyle & Lifestage
What did my customers do ? What type of person are
Where did they do it ? they?
Who else are they like ?
Attitudes Value & Potential
Why did they do it ? What are my customers
worth today ?
How much could they be
worth tomorrow ?
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20. "Insight should be a film not a photograph"
young young
family retired
Lifestage single married
with kids couple
person couple
Shopping trip trip trip
habits frequency value time
healthy tradi- price gourmet
Lifestyle eating tional sensitive foods
organic
Shopping big top up eat non
mission baskets shop now food
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21. Using insight to create value for
3 customers & shareholders
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22. Insight enables value growth via communication, store &
category optimisation
Relevant and
engaging customer
communications
Retailer
customer
database Store clusters & customer,
and layouts optimised retailer and
insight for customers brand loyalty
platform
Supplier
Categories optimised
for customers
customer feedback loop
(behavioural – what they did,
attitudinal – why they did it)
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23. Customer-centric communications: helping PAYBACK to become
Europe's largest and most profitable coalition loyalty programme
Account
Personalisation
2008-?
Statement
2004-2007
10m+
2000-2003 variations
2m+
32 variations variations
Themed
io n Mailings
ed e volut
h t-bas
t-
In s ig
Time
Partner
Mailings
Multi channel communication
ECR Europe Conference - 28 May 2008 11
24. Customer-centric pricing: focus on price sensitive products
bought by price senistive customers
Customers’ price sensitivity is identified by The importance of a product for price-sensitive
analysis of buying behaviour and market research customers influences its price
Quality-focused Price-focused Top products for very price-sensitive customers
segments segments
Most Price-sensitive
Acheteurs rationnels
Repas du travailleur
Jeunes Achats rapides
Acheteurs bas prix
Jeunes couples
Jeunes familles
Famille Budget
Produits frais
Alicaments
Ligne et Beauté
Bio Santé
-1.00 -0.80 -0.60 -0.40 -0.20 0.00 0.20 0.40 0.60 0.80 1.00
Customer-centric pricing
optimisation
achieved savings of €18m
for a major retailer
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25. Customer-centric ranging: optimise range based on catchment
area customer insight
Local catchment area flex Core range by customer segment
Produits T1
VMH
Produits T2
Produits T3
Produits à
déréférencer
Taux de réachat
Customer-centric ranging
grew sales in a major food
category by 10%
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26. Customer-centric promotions: focus on promotions that are
relevant to key customer segments
Promotions are analysed for their impact and We analyse promotional participation and
effectiveness against customer criteria attitudes by customer segment
Most % spend promotions
20% 25% 30% 35% 40% 50% 55% 60% 65%
Performance dimensions price-
sensitive
Category Sales Profitability
Innovative High performance Profitable “I like to buy on promotion“
Switching High penetration Unprofitable
Rewarding High impact
Low involvement Positive attitude
Most
towards promotions
► Impact on category ► Impact on sales ► Impact on customer quality-
profitability focused 50% 55% 60% 65% 70% 75% 80% 85% 90%
Customer-centric
promotions optimisation
generated savings of
€10m and sales uplifts of €32m
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27. Customer-centric store layout: optimise layout based on
customer shopping patterns
Identification of the most frequently-bought combined The store arrangement is adapted to reflect buying
products in relation to their distance in store behaviour and maximize purchasing
Menswear
The analysis of combined Men’s underwear TV
Men
Home & Leisure
Childrenswear
Women’s
Accessories
Women’s
Fashion
purchases shows which HOME
IT and
Photo
Radio /
Telecommunication
De
SEASONAL s
products are bought
Important equipment
c
or
CD / Photo
at
Catering
Women’s underwear
io
Food
Women
n
DVD
Health and
Beauty
together or bought by the
same person Sport Boys Girls
Household products
Books and leisure
Textiles Variés, produits Cooking Plants
Livres
Stationery
anniversaire
Edibles
e
Games and Books
Photo
House
Hardw
Animals
hold
are
Men’s
Accessories and Car
Clothi
s
ng
hygiene
PEM
Camping Underwear Outerwear
a
Garden Tools
b
g
f
Considering the current
Household
appliances
store arrangement
Wome
Clothi
Video
n’s
ng
IT
c
Entrance
Optimising store
layout generated
a LFL sales increase of 6%
for a major food retailer
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28. Using loyalty data to build collaboration & "Jointly
4 Agreed Growth" strategies with suppliers
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29. Optimising value for customers and shareholders requires the
key principles of ECR to be followed
"fulfilling consumer wishes better, faster and at less cost"
Retailer Supplier
"true sharing of knowledge"
"set joint metrics"
"joint business planning"
"analyse outcomes"
ECR Europe Conference - 28 May 2008 17
30. Trusted 3rd parties help ensure a win / win / win
Optimise processes & total
system costs
Act as the independent voice of
the customer
"Keep the retailer / supplier /
customer song in tune"
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