This document discusses strategies for segmenting traditional trade grocery stores in Southeast Asia to maximize sales. It notes that while location attributes and performance attributes can help group stores, the best approach combines both store performance and physical attributes to develop a comprehensive sales strategy. Understanding shopper behavior, popular product categories in different markets, and the constraints of small store sizes are key to tailoring effective promotions and product assortments. A multi-lens view of the shop, shopper and shopkeeper is needed to build brands and drive sales across traditional retail outlets.
Nielsen Global Retail growth strategies reportBrand Camp
1. The document discusses how retail is evolving away from the "bigger is better" model, with small store formats now driving growth in many markets.
2. It highlights several consumer trends influencing retail preferences, such as rising middle classes, urbanization, and changing millennial attitudes. Consumers are seeking more convenient, customized shopping experiences.
3. Grocery shopping is seen as a chore by 46% of global consumers surveyed. Retailers need to better understand consumer needs to improve the shopping experience.
Brands cannot succeed at traditional trade without engaging the shopkeepers who control almost every aspect of it. We present a framework for understanding the motivations of traditional trade’s gatekeepers – and influencing their decisions.
Martin Moström is a strategic advisor with over 20 years of experience in shopper marketing. He founded Retail House and has authored several books on shopper marketing. Shopper marketing has evolved from separate functions like sales, branding, and trade marketing to a more holistic approach. It focuses on understanding shopper behavior by researching their shopping paths and the in-store stimuli that influence purchases. Effective shopper marketing strategies communicate value through visuals rather than words, help shoppers with relevant in-store information, and understand the retailer's perspective to support their category strategies.
Nielsen identified a segment of shoppers called "super shoppers" who make up 19% of shoppers but contribute to over 55% of in-store sales. Super shoppers are characterized as big spenders who actively engage with products and have higher ownership of durable goods compared to other shoppers. Their new product trial rate is 20% higher and impulse shopping is 40% higher, presenting opportunities for retailers to influence them in-store. Super shoppers can help identify consumer needs and trends and serve as unofficial spokespeople to gauge market reception.
L'Oreal Brandstorm 2014 Submission | Travel Retail for LancomeSahil Kapoor
This document discusses the travel retail market and provides key insights. It notes that the travel retail market is growing significantly, with over 1 billion aviation passengers in 2013 spending $48 billion, and these numbers are projected to increase substantially by 2020. The largest travel retail segments are fashion/accessories, alcohol, confectionery, tobacco, and beauty. The beauty segment accounts for 40% of the travel retail category market share, with L'Oreal being the leading brand. The document also analyzes travel retail consumer profiles and purchasing behaviors to better understand different shopper types. It identifies barriers to travel retail shopping and provides recommendations to overcome these barriers and lock customer loyalty.
The document discusses the Indian retail sector, including its evolution, size, growth rate, major players, and future direction. Some key points:
- The retail sector has grown significantly in recent decades and is a major part of the Indian economy, accounting for over 10% of GDP. Organized retail makes up only 3% of the total market currently.
- Major retailers include Pantaloon, Reliance, and Shoppers Stop. The top retailers focus on lifestyle, clothing and grocery stores.
- Factors like rising incomes, globalization, and an emerging middle class are fueling rapid retail growth. The organized retail segment is expected to grow at 25-30% annually and triple in size
Marketplaces Easing Cross-Border E-Commerce for SMEsReid Wegner
1) Marketplaces help SMBs overcome challenges of going cross-border by providing established brands and shoppers, integrated global logistics solutions, and collaborating with local partners to operate stores.
2) They bring global shoppers to SMBs through their large customer bases and established trust with customers. They also provide built-in platforms for SMB brands.
3) Marketplaces offer built-in cross-border shipping solutions through consolidation and fulfillment that simplify logistics for SMBs.
4) They work with local service partners who help SMBs with tasks like marketing, order management, customer service, and shipping to expand cross-border operations.
This document discusses strategies for segmenting traditional trade grocery stores in Southeast Asia to maximize sales. It notes that while location attributes and performance attributes can help group stores, the best approach combines both store performance and physical attributes to develop a comprehensive sales strategy. Understanding shopper behavior, popular product categories in different markets, and the constraints of small store sizes are key to tailoring effective promotions and product assortments. A multi-lens view of the shop, shopper and shopkeeper is needed to build brands and drive sales across traditional retail outlets.
Nielsen Global Retail growth strategies reportBrand Camp
1. The document discusses how retail is evolving away from the "bigger is better" model, with small store formats now driving growth in many markets.
2. It highlights several consumer trends influencing retail preferences, such as rising middle classes, urbanization, and changing millennial attitudes. Consumers are seeking more convenient, customized shopping experiences.
3. Grocery shopping is seen as a chore by 46% of global consumers surveyed. Retailers need to better understand consumer needs to improve the shopping experience.
Brands cannot succeed at traditional trade without engaging the shopkeepers who control almost every aspect of it. We present a framework for understanding the motivations of traditional trade’s gatekeepers – and influencing their decisions.
Martin Moström is a strategic advisor with over 20 years of experience in shopper marketing. He founded Retail House and has authored several books on shopper marketing. Shopper marketing has evolved from separate functions like sales, branding, and trade marketing to a more holistic approach. It focuses on understanding shopper behavior by researching their shopping paths and the in-store stimuli that influence purchases. Effective shopper marketing strategies communicate value through visuals rather than words, help shoppers with relevant in-store information, and understand the retailer's perspective to support their category strategies.
Nielsen identified a segment of shoppers called "super shoppers" who make up 19% of shoppers but contribute to over 55% of in-store sales. Super shoppers are characterized as big spenders who actively engage with products and have higher ownership of durable goods compared to other shoppers. Their new product trial rate is 20% higher and impulse shopping is 40% higher, presenting opportunities for retailers to influence them in-store. Super shoppers can help identify consumer needs and trends and serve as unofficial spokespeople to gauge market reception.
L'Oreal Brandstorm 2014 Submission | Travel Retail for LancomeSahil Kapoor
This document discusses the travel retail market and provides key insights. It notes that the travel retail market is growing significantly, with over 1 billion aviation passengers in 2013 spending $48 billion, and these numbers are projected to increase substantially by 2020. The largest travel retail segments are fashion/accessories, alcohol, confectionery, tobacco, and beauty. The beauty segment accounts for 40% of the travel retail category market share, with L'Oreal being the leading brand. The document also analyzes travel retail consumer profiles and purchasing behaviors to better understand different shopper types. It identifies barriers to travel retail shopping and provides recommendations to overcome these barriers and lock customer loyalty.
The document discusses the Indian retail sector, including its evolution, size, growth rate, major players, and future direction. Some key points:
- The retail sector has grown significantly in recent decades and is a major part of the Indian economy, accounting for over 10% of GDP. Organized retail makes up only 3% of the total market currently.
- Major retailers include Pantaloon, Reliance, and Shoppers Stop. The top retailers focus on lifestyle, clothing and grocery stores.
- Factors like rising incomes, globalization, and an emerging middle class are fueling rapid retail growth. The organized retail segment is expected to grow at 25-30% annually and triple in size
Marketplaces Easing Cross-Border E-Commerce for SMEsReid Wegner
1) Marketplaces help SMBs overcome challenges of going cross-border by providing established brands and shoppers, integrated global logistics solutions, and collaborating with local partners to operate stores.
2) They bring global shoppers to SMBs through their large customer bases and established trust with customers. They also provide built-in platforms for SMB brands.
3) Marketplaces offer built-in cross-border shipping solutions through consolidation and fulfillment that simplify logistics for SMBs.
4) They work with local service partners who help SMBs with tasks like marketing, order management, customer service, and shipping to expand cross-border operations.
The document discusses the need for marketing to integrate a "shopper-centric" approach. It notes that retailers have gained more influence as trade spend has increased, and most promotions lose money. By focusing on influencing shopper behavior through availability, communication, and offers tailored to specific channels, brands can better drive sales and increase profits. The document advocates for revising brand strategy, prioritizing high-impact channels, and investing in an integrated in-store marketing mix centered around shopper behavior.
I lead a team in the intense 2015 Target Case Competition. The objective of the Target Case was to find a way to enhance Target Corporation’s grocery offerings using technology. Upon further research, we were able to identify that Target’s offerings were not perceived as fresh by their consumers. The company was interested in enticing millennials with focused product assortments but they had yet to push these offerings in a way that was compelling for their desired target market. Knowing that Target often creates special experiences within each section of their stores, it is important they carry this within their grocery sections, too. Therefore, we recommend that Target Corp. install interactive digital signage within its grocery sections. We offered them uses of the digital screens and methods to calculate ROI. We also took it a step further to calculate that the expected cost of installing such technology would be roughly $2000 per store. We projected that implementing our recommendation would highlight the freshness and sustainability of Target’s grocery offerings and its value chain. We won the first place grand prize, here is our presentation.
Purpose of this case is to understand retailing and retail formats, understanding the business model of retail market- #Big Bazar, and learning.
Explanation of porter's five force model- It talks about the 5 forces that is by the business. 1. Industry competitors talks about rivalry among existing firms in the market
2. Potential entrants means threat from new business that may come to existence in future.
3. Buyers- bargaining power of buyers increase when there are many substitutes available in the market but if there is only one seller or industry then the industry becomes powerful in pricing the product.
4. Threats of substitute product or services is another force to the industry that may increase the competition in the market.
5. Bargaining power of supplier means for example, if there are many suppliers of raw materials to the industry the the bargaining power of supplier will decrease and industry may have many choices to purchase their materials from suppliers and vice versa.
Discounters in Egypt recorded 82% growth in 2018, reaching EGP32.3 billion. Discounters became the preferred choice for grocery shopping during high inflation periods. Foreign discounters are eyeing expansion in Egypt, with discounters predicted to reach EGP81.2 billion by 2023. Convenience stores grew 18% in 2018 to EGP1.9 billion and are looking to expand to new areas as major cities become saturated. Department stores declined 1% in 2018 to EGP19 billion as they struggle against internet retailers, with department stores needing new strategies to improve the in-store experience. Direct selling grew 14% in 2018 to EGP1.1 billion despite import restrictions, with Oriflame Egypt continuing to
This document discusses pricing strategies in retail. It begins by outlining the speaker's experience in retail management. It then discusses different pricing methods like cost-plus, competition-based, and value-based pricing. It notes that the retail industry is different due to factors like high sales volume, competition, and low margins. As such, different retail formats like supermarkets, hypermarkets, and discount stores require different pricing models due to their varying profit and loss structures. The document also discusses how assortment size, category, channel, and promotions further impact appropriate pricing solutions. It provides the example of Poundland, a UK retailer that prices most items at £1. Finally, it briefly touches on antitrust authorities and comparison shopping
Imtiaz Super Market was founded in 1955 and offers a wide variety of grocery items and everyday products under one roof for customer convenience. The group members outlined the supermarket's vision to be a premier affordable option and its mission to earn customer loyalty. However, the supermarket faces problems like stock outs, poor navigation, long lines, and lack of parking and walking space. Suggested solutions include improved inventory, signage, checkout areas, parking facilities, and aisle width.
'This is Beauty & Health' is a market research conducted in January 2017. We gathered hundreds of insights about the beauty- and health market. This presentation gives you a unique view on the main insights, placing them in a retail-perspective.
The document discusses observations and questions from a visit to a hypermarket focusing on consumer shopping behaviors across different categories, profiles of shoppers that visit the store, and opportunities to improve the shopping experience through updated store layouts, equipment, and services offered. Key areas explored include improving brand visibility, category placement and displays, consistency of shopping experience, price propositions, and enhancing the store's profitability and catchment area.
Digital Strategies for Dairy CPG Brands in MENAAlexandra Tohme
In the fast growth dairy sector, how can packaged consumer brands compete? What digital strategies will generate more sales? What about the importance of grocery delivery apps? In this study we use Sylphide, a very low fat healthy cheese, as a case study
Branding in-store comes with its own unique set of challenges to overcome. We've asked our in-store experts to list the top tools, principles, and strategies they use for their clients who want to make an in-store impact. Here, briefly, are some of the most inspiring to us. Feel free to use this presentation to consider all of your options when you consider your in-store branding
The document provides an overview of the retail industry. It discusses the evolution and history of retail, the major retail store formats, demand and supply drivers, key metrics like same store sales and inventory turnover, the top 10 retailers globally which are mostly American companies, and the retail industry and major players in India. It also covers retail pricing strategies, how products are transferred to consumers, challenges facing the Indian retail industry, and the foreign direct investment policy regarding retail in India which currently only allows 100% FDI in wholesale cash and carry and 51% in single brand retail.
1. Organized retailing in India has grown rapidly and is projected to continue growing, reaching a 16% share of the total retail market by 2011-12, compared to 4% in 2006-07.
2. There are concerns that the growth of organized retailing may negatively impact small unorganized retailers. However, the study found that while unorganized retailers experienced declines in sales and profits initially after organized retailers entered the market, the adverse impacts weakened over time.
3. The study also found no evidence that organized retailing reduced overall employment in the unorganized sector. Unorganized retailers have responded competitively by improving business practices and technology.
H&M has experienced continued success through its business model of providing high fashion items at low prices. It achieves this through efficient management of its supply chain and policy of quickly bringing new fashion trends to stores at affordable prices. H&M designs its collections in-house but outsources all production, allowing it to find cheaper suppliers globally. It focuses on frequent store renovations and social media engagement to keep customers interested in visiting frequently for new items. While low-cost competitors pose a threat, H&M's brand strength and rapid response to trends have allowed it to maintain its leadership in fast fashion.
The document appears to be a ticket or progress report showing percentages over time. There are multiple line graphs displaying percentages ranging from 0-80% at 30 minute intervals from 2008-2011. Additional bar graphs show reach percentages for 2010 vs 2009 and 2004 vs 2003, with 2010 vs 2009 having a 2% increase in reach percentage and 2004 vs 2003 having a 15% increase. Tables with the numbers covered, coverage percentage and groups reached for two different periods are also included.
The document contains ratings and viewership data for the TV show "The Voice Belgique" from December 2011 to April 2012. It summarizes that:
1) Total viewers for episodes airing on Tuesdays was 524,000 and Saturdays was 96,500, with a total of 2.69 million viewers over 17 programs.
2) The show had high affinity indexes with women aged 18-54 and socio-professional category 1-4.
3) Online, the show had 65,300 Facebook fans and over 150,000 tweets about live shows.
The document discusses Belgian consumers' attitudes and behaviors related to environmental protection and energy savings. It finds that while most consumers want to reduce their energy usage and are taking some daily actions like using energy saving light bulbs, they need more information on options and financial incentives to adopt more significant long-term solutions. Consumers express interest in learning more through various awareness campaigns using television, websites, magazines and other media.
Depuis quelques mois, nous entendons parler de reprise économique… Du point de vue du consommateur, la crise est-elle aussi terminée? Comment nos concitoyens arbitrent-ils aujourd’hui leurs budgets? Quelles sont leurs intentions de dépenses dans les achats courants et les loisirs en 2010? Les marques gardent-elles toujours une place de choix dans le cœur des consommateurs? Pour les fabricants de produits de grande consommation, quels clients présentent les meilleures perspectives de développement à court terme?
God save the green! This document outlines simple daily habits and larger actions people can take over 12 months to reduce their energy usage. In the short term, it recommends using energy saving lamps, turning off lights and devices more often, air drying clothes, and using efficient washing and heating programs. Over 12 months, it suggests buying energy efficient appliances, improving insulation, installing solar panels or a new boiler, and conducting an energy audit. The overall goal is to encourage more sustainable energy use through individual and community actions.
Analyse inédite explicitant comment la préférence à la marque influence majoritairement le comportement d'achat quelle que soit l'impact du point de vente dans la décision.
Online Shopper in 2016 : All Grown Up
To help brands understand increasingly sophisticated shopper behaviour, DigitasLBi has launched, for the fifth consecutive year, a study of consumer behaviour in 15 countries: Australia, Belgium, China, Denmark, France, Germany, Hong-Kong, India, Italy, Holland, Singapore, Spain, Sweden, UK and USA.
This year the study was focused uniquely on shoppers who had declared a purchase in the last 30 days, in order to analyze in depth the context of the purchase.
The document discusses the need for marketing to integrate a "shopper-centric" approach. It notes that retailers have gained more influence as trade spend has increased, and most promotions lose money. By focusing on influencing shopper behavior through availability, communication, and offers tailored to specific channels, brands can better drive sales and increase profits. The document advocates for revising brand strategy, prioritizing high-impact channels, and investing in an integrated in-store marketing mix centered around shopper behavior.
I lead a team in the intense 2015 Target Case Competition. The objective of the Target Case was to find a way to enhance Target Corporation’s grocery offerings using technology. Upon further research, we were able to identify that Target’s offerings were not perceived as fresh by their consumers. The company was interested in enticing millennials with focused product assortments but they had yet to push these offerings in a way that was compelling for their desired target market. Knowing that Target often creates special experiences within each section of their stores, it is important they carry this within their grocery sections, too. Therefore, we recommend that Target Corp. install interactive digital signage within its grocery sections. We offered them uses of the digital screens and methods to calculate ROI. We also took it a step further to calculate that the expected cost of installing such technology would be roughly $2000 per store. We projected that implementing our recommendation would highlight the freshness and sustainability of Target’s grocery offerings and its value chain. We won the first place grand prize, here is our presentation.
Purpose of this case is to understand retailing and retail formats, understanding the business model of retail market- #Big Bazar, and learning.
Explanation of porter's five force model- It talks about the 5 forces that is by the business. 1. Industry competitors talks about rivalry among existing firms in the market
2. Potential entrants means threat from new business that may come to existence in future.
3. Buyers- bargaining power of buyers increase when there are many substitutes available in the market but if there is only one seller or industry then the industry becomes powerful in pricing the product.
4. Threats of substitute product or services is another force to the industry that may increase the competition in the market.
5. Bargaining power of supplier means for example, if there are many suppliers of raw materials to the industry the the bargaining power of supplier will decrease and industry may have many choices to purchase their materials from suppliers and vice versa.
Discounters in Egypt recorded 82% growth in 2018, reaching EGP32.3 billion. Discounters became the preferred choice for grocery shopping during high inflation periods. Foreign discounters are eyeing expansion in Egypt, with discounters predicted to reach EGP81.2 billion by 2023. Convenience stores grew 18% in 2018 to EGP1.9 billion and are looking to expand to new areas as major cities become saturated. Department stores declined 1% in 2018 to EGP19 billion as they struggle against internet retailers, with department stores needing new strategies to improve the in-store experience. Direct selling grew 14% in 2018 to EGP1.1 billion despite import restrictions, with Oriflame Egypt continuing to
This document discusses pricing strategies in retail. It begins by outlining the speaker's experience in retail management. It then discusses different pricing methods like cost-plus, competition-based, and value-based pricing. It notes that the retail industry is different due to factors like high sales volume, competition, and low margins. As such, different retail formats like supermarkets, hypermarkets, and discount stores require different pricing models due to their varying profit and loss structures. The document also discusses how assortment size, category, channel, and promotions further impact appropriate pricing solutions. It provides the example of Poundland, a UK retailer that prices most items at £1. Finally, it briefly touches on antitrust authorities and comparison shopping
Imtiaz Super Market was founded in 1955 and offers a wide variety of grocery items and everyday products under one roof for customer convenience. The group members outlined the supermarket's vision to be a premier affordable option and its mission to earn customer loyalty. However, the supermarket faces problems like stock outs, poor navigation, long lines, and lack of parking and walking space. Suggested solutions include improved inventory, signage, checkout areas, parking facilities, and aisle width.
'This is Beauty & Health' is a market research conducted in January 2017. We gathered hundreds of insights about the beauty- and health market. This presentation gives you a unique view on the main insights, placing them in a retail-perspective.
The document discusses observations and questions from a visit to a hypermarket focusing on consumer shopping behaviors across different categories, profiles of shoppers that visit the store, and opportunities to improve the shopping experience through updated store layouts, equipment, and services offered. Key areas explored include improving brand visibility, category placement and displays, consistency of shopping experience, price propositions, and enhancing the store's profitability and catchment area.
Digital Strategies for Dairy CPG Brands in MENAAlexandra Tohme
In the fast growth dairy sector, how can packaged consumer brands compete? What digital strategies will generate more sales? What about the importance of grocery delivery apps? In this study we use Sylphide, a very low fat healthy cheese, as a case study
Branding in-store comes with its own unique set of challenges to overcome. We've asked our in-store experts to list the top tools, principles, and strategies they use for their clients who want to make an in-store impact. Here, briefly, are some of the most inspiring to us. Feel free to use this presentation to consider all of your options when you consider your in-store branding
The document provides an overview of the retail industry. It discusses the evolution and history of retail, the major retail store formats, demand and supply drivers, key metrics like same store sales and inventory turnover, the top 10 retailers globally which are mostly American companies, and the retail industry and major players in India. It also covers retail pricing strategies, how products are transferred to consumers, challenges facing the Indian retail industry, and the foreign direct investment policy regarding retail in India which currently only allows 100% FDI in wholesale cash and carry and 51% in single brand retail.
1. Organized retailing in India has grown rapidly and is projected to continue growing, reaching a 16% share of the total retail market by 2011-12, compared to 4% in 2006-07.
2. There are concerns that the growth of organized retailing may negatively impact small unorganized retailers. However, the study found that while unorganized retailers experienced declines in sales and profits initially after organized retailers entered the market, the adverse impacts weakened over time.
3. The study also found no evidence that organized retailing reduced overall employment in the unorganized sector. Unorganized retailers have responded competitively by improving business practices and technology.
H&M has experienced continued success through its business model of providing high fashion items at low prices. It achieves this through efficient management of its supply chain and policy of quickly bringing new fashion trends to stores at affordable prices. H&M designs its collections in-house but outsources all production, allowing it to find cheaper suppliers globally. It focuses on frequent store renovations and social media engagement to keep customers interested in visiting frequently for new items. While low-cost competitors pose a threat, H&M's brand strength and rapid response to trends have allowed it to maintain its leadership in fast fashion.
The document appears to be a ticket or progress report showing percentages over time. There are multiple line graphs displaying percentages ranging from 0-80% at 30 minute intervals from 2008-2011. Additional bar graphs show reach percentages for 2010 vs 2009 and 2004 vs 2003, with 2010 vs 2009 having a 2% increase in reach percentage and 2004 vs 2003 having a 15% increase. Tables with the numbers covered, coverage percentage and groups reached for two different periods are also included.
The document contains ratings and viewership data for the TV show "The Voice Belgique" from December 2011 to April 2012. It summarizes that:
1) Total viewers for episodes airing on Tuesdays was 524,000 and Saturdays was 96,500, with a total of 2.69 million viewers over 17 programs.
2) The show had high affinity indexes with women aged 18-54 and socio-professional category 1-4.
3) Online, the show had 65,300 Facebook fans and over 150,000 tweets about live shows.
The document discusses Belgian consumers' attitudes and behaviors related to environmental protection and energy savings. It finds that while most consumers want to reduce their energy usage and are taking some daily actions like using energy saving light bulbs, they need more information on options and financial incentives to adopt more significant long-term solutions. Consumers express interest in learning more through various awareness campaigns using television, websites, magazines and other media.
Depuis quelques mois, nous entendons parler de reprise économique… Du point de vue du consommateur, la crise est-elle aussi terminée? Comment nos concitoyens arbitrent-ils aujourd’hui leurs budgets? Quelles sont leurs intentions de dépenses dans les achats courants et les loisirs en 2010? Les marques gardent-elles toujours une place de choix dans le cœur des consommateurs? Pour les fabricants de produits de grande consommation, quels clients présentent les meilleures perspectives de développement à court terme?
God save the green! This document outlines simple daily habits and larger actions people can take over 12 months to reduce their energy usage. In the short term, it recommends using energy saving lamps, turning off lights and devices more often, air drying clothes, and using efficient washing and heating programs. Over 12 months, it suggests buying energy efficient appliances, improving insulation, installing solar panels or a new boiler, and conducting an energy audit. The overall goal is to encourage more sustainable energy use through individual and community actions.
Analyse inédite explicitant comment la préférence à la marque influence majoritairement le comportement d'achat quelle que soit l'impact du point de vente dans la décision.
Online Shopper in 2016 : All Grown Up
To help brands understand increasingly sophisticated shopper behaviour, DigitasLBi has launched, for the fifth consecutive year, a study of consumer behaviour in 15 countries: Australia, Belgium, China, Denmark, France, Germany, Hong-Kong, India, Italy, Holland, Singapore, Spain, Sweden, UK and USA.
This year the study was focused uniquely on shoppers who had declared a purchase in the last 30 days, in order to analyze in depth the context of the purchase.
The document discusses in-store decision-making research (ISDR) and how it relates to brand choice. It provides data from a national survey of people ages 18-54 on their last shopping trip across 40 fast-moving consumer goods categories. The data shows that on average, 73% of purchases were planned before entering the store, while 27% were not planned. Of the unplanned purchases, 44% resulted from brands seen in the store, while 9% were from brands not previously considered.
José Carlos González-Hurtado, President of IRI International, authored a white paper on using big data analytics and technology to optimize retail assortment and drive competitive advantage. The document discusses how assortment growth is slowing and retailers can reduce assortment while still growing sales if they closely monitor assortment changes. It emphasizes focusing on local shopper needs rather than a "global consumer" and using big data, analytics and technology to understand shoppers and make assortment decisions at a local level to satisfy diverse demands. The white paper presents examples where optimizing assortment according to local shopper habits significantly improved category sales performance.
Martin Moström is a strategic advisor with over 20 years of experience in shopper marketing. He founded Retail House and has authored several books on shopper marketing. Shopper marketing has evolved from separate functions like sales, branding, and trade marketing to a more holistic approach. It focuses on understanding shopper behavior by researching their shopping paths and the in-store stimuli that influence purchasing. Effective shopper marketing strategies communicate value through visuals rather than words, help shoppers with relevant in-store information, and understand the retailer's perspective and how the brand can support their goals.
This document provides an introduction and summary of the Brand Footprint 2019 report by Kantar. Some key points:
- Brand Footprint ranks the most chosen consumer brands globally based on behavioral purchase data from over 40 countries representing 72% of the global population.
- It examines the performance of over 21,400 brands across categories to provide insights into growth strategies for marketers, retailers, and manufacturers.
- The report finds that 86% of growing brands in 2018 achieved growth through attracting new shoppers rather than increased purchase frequency among existing shoppers.
- It introduces new sections analyzing brand performance by age and in out-of-home channels, in addition to returning rankings for online-only brands
The document outlines a strategy for PepsiCo to enter the e-commerce industry in India. It begins with an analysis of the growing e-commerce market in India and opportunities for PepsiCo's products in online sales. The objectives are to engage 10 lakh people online and serve 30,000 customers, achieving Rs. 88 lakhs in operational revenue. The strategy involves bundling and cross-selling PepsiCo products, targeting home consumption, and leveraging multiple sales channels. A key tactic is developing an e-commerce portal called gopepsi.com to interact with customers and facilitate ordering of bundled product packages.
Glossy Beauty x Wellness Summit | VersedGlossy Co.
This document discusses the art of developing products with data. It provides examples of how a skin care brand called Versed leverages different types of data, from passive to active qualitative sources, at various stages of the product development process. The document emphasizes that while data provides useful insights, it is important to not overgeneralize from it and to reflect the brand's mission. Data should inform decisions but intuition still has a role to play. The process should also not end with just one data collection, but involve reflection and repetition.
In this period of increasing commoditization, organizations are under enormous pressure to do more with less. As customer expectations continue to raise and budgets are squeezed, the quality of the customer experience has emerged as one of the most important factors in a shopper\'s purchasing decision. This session will explore powerful tactics and tools to strengthen your brand proposition in a way that is relevant and meaningful to your shoppers.
The document summarizes the findings of the 2014 Brand Footprint report, which ranks the 50 most chosen consumer brands globally. Some key findings include:
- Coca-Cola remains the #1 brand with 5.8 billion consumer reach points.
- Local brands are growing their footprint faster than global brands, with local brand reach points increasing at twice the rate.
- Emerging markets contributed 94% of overall growth among the top 50 brands, with Asia as the fastest growing region.
- The top risers added many new households, with Downy growing 26% and adding 9.5 million new households.
The document summarizes the findings of the 2014 Brand Footprint report, which ranks the 50 most chosen consumer brands globally. Some key findings include:
- Coca-Cola remains the #1 brand with 5.8 billion consumer reach points.
- Local brands are growing their footprint faster than global brands, with local brand reach points increasing at twice the rate.
- Emerging markets contributed 94% of overall growth among the top 50 brands, with Asia as the fastest growing region.
- The top risers added many new households, with Downy growing the most and adding 9.5 million new households.
This document summarizes the 2014 Brand Footprint Report, which ranks the 50 most chosen consumer brands globally. Some key findings include:
- Coca-Cola remains the #1 brand globally with 5.8 billion consumer reach points. Local brands are growing faster than global brands on average.
- Total consumer reach points for the top brands grew only 1.7% versus population growth, showing potential for brands to attract more shoppers.
- Four rules for brands to increase footprint are: focus on local strength; respond rapidly to trends; innovate to meet new needs; and create engaging conversations across channels.
- Brands that attracted the most new shoppers in the past year executed creative multi
Transformation of Search Summit - The Era of Ecommerce - October 2018Clark Boyd
New research from ClickZ and Catalyst has found that the ecommerce customer journey is nonlinear and nonexclusive. Consumers visit Amazon and Google in great quantities, but there are numerous other, important retailers that advertisers largely ignore. This presentation highlights the key findings from the new report, as discussed at the Transformation of Search Summit in New York.
Big Bazaar is a hypermarket chain owned by Pantaloon Retail that offers a large mix of products at discounted prices. It aims to recreate a complete bazaar shopping experience for customers. Key strategies include offering prices 5-70% lower than market rates and a large selection of over 105,000 products across 18 categories. Stores are designed to be easy to navigate with a focus on interior aesthetics and product placement. Promotions emphasize bulk purchasing and deep discounts. Research found customers are attracted by offers and convenience while quality and brands also influence purchase decisions. It is recommended Big Bazaar focus more on loyalty programs and products popular with local university students.
Analyse inédite donnant expliquant le principe de l'In-Store Decision Rate, où l'impact que le point de vente peut avoir sur la décision d'achat ou non d'une marque,
Analyse inédite donnant expliquant le principe de l'In-Store Decision Rate, où l'impact que le point de vente peut avoir sur la décision d'achat ou non d'une marque, connue ou non, programmée ou non.
Radius shopper marketing - the full storyJohn Storey
1. What is shopper marketing all about?
2. The retailer
3. Shopper Vs. Consumer
4.1. Shopper ergonomics
4.2. Shopper behaviour
5. Great shopper marketing
6. Shopper research
The document discusses findings from research on how in-store shoppers use mobile devices. It finds that 84% of smartphone shoppers use their devices in stores, with 82% using search engines to browse product information. Frequent mobile users spend 25% more in stores than occasional users. While mobile price comparisons are common across categories, search remains the primary resource for product research. The implications are that mobile is integral to marketing strategy and can influence shopping paths and basket sizes.
The document discusses findings from research on how in-store shoppers use mobile devices. It finds that 84% of smartphone shoppers use their devices in stores, with 82% using search engines to browse product information. Frequent mobile users spend 25% more in stores than occasional users. Across categories, most common in-store mobile activities are price comparisons and finding store information. The implications are that mobile is integral to shopping, and retailers should meet shoppers' needs by providing product information on mobile.
The document discusses findings from research on how in-store shoppers use mobile devices. It finds that 84% of smartphone shoppers use their devices in stores, with 82% using search engines to browse product information. Frequent mobile users spend 25% more in stores than occasional users. Across categories, most common in-store mobile activities are price comparisons and finding store information. The implications are that mobile is integral to shopping, and retailers should meet shoppers' needs by providing product information on mobile.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
4. Contents Ready to go shopping ? The power of ISDR ? Do all roadslead to the samepurchase ? Whatis the ISDR made of ? Net ISDR : a new concept ! A-brands : aimat the heart !
6. Smaller, faster and easier… 4Th December 2009 : “Delhaize plans to triple, in the next 3 years, the number of store openings of new formats”
7. Reduced shopping times ! « The averagenumber of minutes at the shop floordecreased, soalsoexposure time of brand categorydecreased » 0 to 15 minutes shopping trips More than15 minutes shopping trips Consumer Shopping Habits Survey 2008 ; ExecutiveSummary ; June 2009
8. Do I have time to spend for shopping ? They enjoy taking their time to shop and explore the different products on the shelves They try to spend as little time as possible at the store %38 44% (18% : don’t know) National universe ; PRP 18-54 years
9. The shopper’s sprint ! 12 seconds… “It takes about 12 seconds between the moment a shopper approaches a linear and the moment he puts the article in his supermarket trolley, and he considers on average only 1,2 brand” “The speed with which he decides thus lets think that his choice is founded on his memory” L’Art du marketing ; E-learning HEC ; Barbara E. Kahn (University of Miami School of Business) ; January 2010
11. Instore marketing : whoknows ? new logo ! International network (1936) Belgium : Popai Benelux Knowledge centre for ‘Marketing at-Retail’ Collect up-to-date information Make the medium ‘Instore’ measurable & plannable marketresearch (surveys), courses & trainings, meetings & publications Independent association (membership) Pop suppliers, retailers, communication & consultancyagencies & brand manufacturers
12. The In-Store decision rate SPECIFICALLY PLANNED 36% (average FMCG) GENERALLY PLANNED In-Store decision rate (ISDR) % of purchaseswhere final decisionis made in the store SUBSTITUTE UNPLANNED Consumer Shopping Habits Survey 2008 ; ExecutiveSummary ; June 2009
14. The Iast shopping trip in Fact - (questions) PLANNED PURCHASES STEP 1 STEP 2 STEP 2.1 STEP 2.1.1 Types of productsboughtduring the last shopping trip Amongst the 40 FMCG categories Types of productsbought & plannedbefore the visit in store Brand chosen in advance & purchased brand Or Brand chosen in advance & other brand bought Or Brandchosen in store Brand chosen in store & usuallychosen for thatkind of purchase Or Brand chosen in store & not usuallychosen but attractive in store
15. The Iast shopping trip in Fact - (questions) UNPLANNED PURCHASES STEP 1 STEP 3 STEP 3.1 Types of productsboughtduring the last shopping trip Amongst the 40 FMCG categories Types of productsbought & not plannedbefore the visit in store Purchased brand isprobably the brand whichwouldbebought in case of plannedpurchase Or Purchased brand isprobably not the brand whichwouldbebought in case of plannedpurchase Or Don’t know
16. The last shopping trip in Fact - (plan) Planned brand + brand bought Planned brand + other brand bought Usual brand Other brand Usual brand Brand « before » Brand « in store » Other brand
18. How strongis the influence of the POS ? - SPECIFICALLY PLANNED 56% - 13% GENERALLY PLANNED - 3% SUBSTITUTE - 27% UNPLANNED 44% TOTAL IN-STORE DECISION RATE 36%
20. One step further in Fact ! Planned brand + brand bought Planned brand + other brand bought Usual brand Other brand Usual brand Brand « before » Brand « in store » Other brand NET ISDR
22. Moment of brand choice ? 56% 73% 3% 9% 4% 27% 20% NET ISDR = 9% Brand « before » = 86% 2% National universe ; PRP 18-54 years ; base = total purchasesduring the last shopping trip ; average 40 FMCG categories
23. ISDR & In-Store activation : do not confuse ! NET ISDR GROSS ISDR Purchases Planned Not planned Brand before Brand in store DRINKS 79% 21% 34% 89% 7% 79% 21% 89% 7% 33% Average 73% 27% 44% 86% 9% Average 40 FMCG 71% 29% 86% 9% 45% SNACKS 58% 42% 59% 80% 11% 58% 42% 80% 11% 59% National universe ; PRP 18-54 years ; base = total purchasesduring the last shopping trip
25. I keepmychoice in mind ! Average of planned purchases 73% 80% 65% 45% NET ISDR National universe ; PRP 18-54 years ; base = total purchasesduring the last shopping trip
26. A-brand or not, I decide once and for all ! 77% 29% Preference for A-brands 61% 55% NET ISDR National universe ; PRP 18-54 years ; base = total purchasesduring the last shopping trip
27. How do the FMCG sectors behave? PRE-SHOPPING STIMULI Average NET ISDR 1st quintile 2.1% 2nd quintile 5.9% 3rd quintile 8.2% 4th quintile 11.9% 5th quintile 15.8% Vitamins & mineralsaltproducts Pilsbeer Probiotic drinks Cola drinks Chocolate Breakfast cereals Milk Coffee Hairstylingproducts Body care products Face care products Stainremover Chips Cheese Yoghourt Cannedfood Deep-frozenfood & readymeals Fruit juice Specialbeers Soda Stillmineral water Washing up products Deodorant Biscuits Sugarcandy Householdproducts WC products Soap & shower gel Shampoo & conditioner Jam Candy bars Ice-cream Ready desserts Dressings Oil & butter Energy drinks Toothpaste & buccal hygiene Tissues Washingproducts Toilet tissue & kitchen roll National universe ; PRP 18-54 years ; base = total purchasesduring the last shopping trip
28. I’veboughtthingsthatwerenotplanned ! Total 72% Price / benefit Veryregularly Regularly 42% 36% Factorsexternal to the store 34% 29% 20% Factorsrelated to the point of sale 15% National universe ; PRP 18-54 years
30. Shopping processisspeeding up… ISDR (Popai) : let’s put it in the right perspective ! based on a majority of unplannedpurchases NET ISDR based on brand’schoice in store planned or unplanned : people choose « at home » ! no matter the type of product (A-brand or not) FMCG sectoris a more important factor Creatinga preference for the brand isfundamental ! Conclusions