1. Shopper Marketing
How to turn shoppers into buyers

2. What is shopper marketing?
“Shopper Marketing is the use of insights-driven marketing and merchandising
initiatives to satisfy the needs of targeted shoppers, enhance the shopping
experience and improve brand equity for retailers and manufacturers.
The ultimate goal is to improve business results for all parties involved.
Turn shoppers into buyers!
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3. Why shopper marketing is that important
On the product/brand level:
• 3000 marketing messages/day
• > 30.000 product introductions in 1 year (average)
• More and more promotion instore/outstore
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4. Why shopper marketing is that important
on the retail side:
• Convenience: number of retail channels doubled in 50 years
• Choice is unlimited: f.i. Carrefour Planet stocks > 30.000 products
• Strong retail brands (housebrands)
• Delhaize = quality, Colruyt = sustainability, Carrefour = choice
• Success of hard discounters even increases
• More and more concept stores/pop-up stores
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5. The retailer is in the game !
Shopper
physical competitive
environment environment
Retailer / Dealer Brands
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6. Why shopper marketing is that important
on the consumer side:
 68% brand switchers
 5% loyal to a brand
 73% shops with 5 different retailers
 26% is loyal to a retailer
 Seeks for experience and authenticity
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7. Why shopper marketing is that important.
On the consumer side:
Too much!
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8. Shoppers are not consumers! And vice versa.
Who drinks Coca Cola? Who buys Coca Cola?
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9. Shoppers are not consumers! And vice versa.
Consumer marketing Shopper marketing
• Who is the consumer? • Who does the
• Where does he use my shopping?
product? • Where does he do the
• When does he use my shopping?
product? • When and how?
• How does he use my • Why does he buy this
product and why? product or brand?
• How can I increase the • How can I make the
use of my product? shopper buy MY brand?
SECOND MOT FIRST MOT
80% of the buying decision happens
INSTORE!
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10. Shoppers are influenced in- and outside the store:
Outside the store Inside the store
Demographics Retail circumstances
Psychological element Mindset
Family issues Time & budget pressure
Personal issues Discovery
Consumer advertising Senses
SHOPPER MARKETING
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11. Shopping segments
Lot of time Less time
Like to shop Hates (daily) shopping
Fun shopping Run shopping
Impulse shopping Comparison shopping
Shopping list No shopping list
High spending Low spending
Remark: Most of the shoppers are “multi-vidual”
Spend time
Comparison Fun
shopping shopping
Discount Convenience
shopping shopping
Save time
Save money Spend money
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12. Shopper research
Understand how shoppers think, plan, decide, interact with
environment, and evaluate their experiences.
• Focus Groups
• Shopalongs
• In-store Shopper Groups
• Subject Matter Expert Interviews
• Ethnographic research
• Online and Traditional Surveys
• Advanced quantitative analytics
• Geographic data mapping
• Secondary subscription databases
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13. What is a shopping barrier?
A barrier is an element of the product offering or the retail environment that
prevents a shopper from buying a brand.
- De-selection Barriers
• Ones that cause a brand to be “ruled out” on a cursory
overview of the category
- Selection Barriers
• barriers that prevent a brand to be chosen upon closer
consideration
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14. Shopper Marketing is about overcome Shopping barriers
De-Selection
1. Perceived lack of need
2. Low brand line-up or awareness
3. Lack of “shelf pop”
4. Habit change
Prevent Selection
1. Unconvincing Benefit; Performance
Uncertainty
2. Choice Confusion
3. Usage Uncertainty
4. Poor Value
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15. Conclusions on Shopper barriers
1. Define the shopper barriers
2. Make a selection (1 – 2, KISS)
3. Define your shopper marketing execution plan
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16. 6 steps, all linked with each other, towards an effective
Shopper Marketing Strategy
1 2 3 4 5 6
Define
Get to know Get to know Get to know Get To know Shopper Execute &
yourself your market your Retailer your shopper Marketing Measure
Strategy
•SWOT analysis •Competitor SWOT •Retailer strategy •Define required •Define action •Define activities
•Portfolio Analysis analysis insights plan for each •Set action plan
Assessment (BCG •Competitor •Performance •Collection of specific retailer •Identify involved
Matric) portfolio analysis internal existing based on the departments &
•Product life cycle assessment •Identify key data needs of all key stakeholders
analysis •Define Category contacts •Shopper research parties
(company, •Set Backtimings
•P&L analysis Role •Identify key based on insights
retailer & •Identify KPI’s
•... processes & way needed
•... shopper) •...
of working •Shopper
involved
•... Segmentation
•...
•...
list of strategic retail Shopper
Commercial Ranking of
partners, Category Demands, Shopper Clear & Executional Improved business
Strategy, company competition &
role per retailer, key research Shopper Marketing results, continuous
capabilities, Product products, Category
priorities and methods, Shopper Strategy learnings
strategy role
opportunities Barriers
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17. Combined into 2 phases, for a more logical workflow:
1st Phase: analysis of yourself, your retailer & your shopper within the competitive
market environment
2nd Phase: Strategy definition, execution & measurement
2
Get to know your market
1 3
5 6
Get to Get to
know know Define Execute
yourself your Shopper & Measure
retailer Marketing
Strategy
4
Get to
know
your
shopper
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18. Most important shopper marketing trends
• The consumers get smarter & seek for relevance*
• Shopper marketing moves between smart shopping and pleasure
shopper
• Digital evolution can cause shopper revolution
• Shopper marketing is more & more sensorial
* Carre Associates Shopper Reseach 2010
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19. What makes The House of Marketing different?
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20. We have a strong vision on marketing …
Marketing is a mindset
throughout the whole company,
and only happens through uncompromising
and ruthless focus on the total process of
customer engagement.
Marketing is a key contributor to achieve
business objectives and to optimize
shareholder value.
Our guiding principles are Focus, Agility,
Creativity, Tangibility and Sustainability.
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21. … and a clear view on how marketing must evolve
• Simplicity
• Strategic consistency
• Leadership continuity
• Prioritize & making choices
• Consistent brand across all channels
• Seek leadership in specific category
• Customer centricity
• Focused team
• Detect trends & act
• Early warning systems & processes
• Agile & up to date organization
• Built around customer engagement
• Innovative company culture • Willingness to change
• Diversity of profiles • Flexibility & Speed
• Idea generation process
• Idea valuation
• Porosity & open-mindedness
• KPI’s & dashboards
• Scenario analysis & ROMI
• Connect with marketing intelligence
• Analytical culture & skills
• People: yours & every stakeholder
• Planet: ACT on innovation, packaging, promotion...
• Profit: business-minded marketers
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22. We are convinced that flexibility is a key asset for the future
to bridge capacity gaps...
Resource Demand Chart
FTE (hours per month)
Project 1
5,000
Project 2
Project 3
Project 4
4,000
Capacity
3,000
2,000
1,000
0
1/95 4/95 7/95 10/95 1/96 4/96
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23. …. and to bridge competence gaps
Data cruncher
Packaging
E-commerce
………
Online specialist
CPM specialist
Performance management
Project Management Shopper marketer
CRM specialist
Mobile marketer
SocialMedia Strategist
……… Web master
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24. Flexibility demands the right talent at the right place, & on
going training
The House of Marketing can help you develop and keep the right talents in your
marketing department.
Coaching on the job, one company or
multi company program, more details
Marketing Talent program
available as from October 2012
Relevant Marketing training, from general
to very specific & tailor made
- product management
Training - project management
- communication (online, offline)
- social media
- email marketing
-……
Personal coaching focused on marketing
Coaching related skills and technical skills
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25. We offer help adapted to the new business context
In a economical environment where turbulence is the new norm, The
House of Marketing provides marketing excellence at the right
moment, exceeding clients' expectations by delivering higher return
on investment and by making the organization more agile.
We achieve this by recruiting passionate marketers for whom we
create an inspiring and nurturing environment.
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26. How do we work?
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27. We work on temporary assignments….
Mostly function based
Broad FMCG experience B2B and B2C environments
Coordination activities of Marketing plan, go-to-market
specialists in strategy &
production, sales, advertising, implementation, people
Brand promotion, R&D, …
Marketing management, business
Managers Churn analysis, churn Managers intelligence
reduction Coordination of Marketing
Product placement activities
optimization
Strong analytical and
Market & competitor
negotiation skills
analysis Channel & Enhancing retail partnerships
Business Market assessment &
Category by increasing category sales
Analysts quantification
and aiding in fact
Clustering of customers Managers
based/strategic selling
E-strategy definition & roll-
out Extended experience in SME
E-Marketers Coordination, design & and large matrix organizations
implementation of e- Alignment of organization
& Social Process
marketing actions towards similar goals
Media Website Managers Clear roles & responsibilities
Specialists management, email definition, organizational
marketing, social design
media, mobile
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28. … and on strategic marketing challenges
Mostly project based
Client challenges THoM expertise & solutions
• Attract new customers • Customer intelligence: translate data into
relevant insights
Volume • Increase customer spending
• Segmentation
driven • Reduce customer churn
• Business and marketing planning
• Increase Innovation success rate
• Innovation Management Program
• Restore customer trust • Customer intelligence: translate data into
relevant insights
• Capture more customer value
Margin • Category assessment
• Margin management
driven • Marketing performance management
• Doing more with less resources (ROMI, CLTV, dashboards)
• Tracking of ROI • Marketing audit
• Define or redefine positioning
• Consumer intelligence: translate data into
• Changing customer experience from
relevant insights
product push to relational (customer-
Positioning centric) • Customer (store) experience
• Positioning on the sustainability dimension • Sustainability
• Positioning towards current and potential • Employer branding
employees
Consumer analytics and insights are crucial for each of the three challenges
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29. We offer a unique combination of strategic excellence and
operational pragmatism
Strategic excellence Operational pragmatism
• Proven track record in strategic • Track record in making things happen
marketing advice within international and complex
• Creating relevant insights in the companies
business • Applying practical knowledge of
• Identifying the true leverages for successful corporate sales and
significant improvements marketing organizations
• Turning opportunities into structured • Turning initiatives into tangible actions
and prioritized business initiatives
• Helping you to successfully implement
strategic recommendations
We help you in realizing more from your marketing strategies and building the
marketing capabilities for systematic results
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30. We deliver tangible value by bridging the knowing
doing gap…
Strategic excellence
Operational pragmatism
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31. We have different meetings during an assignment
PROJECT DELIVERABLES DEADLINE PROJECT DELIVERABLES DEADLINE
Define MLT strategy for Market analysis End 2007
Internal
Define MLT strategy for Market analysis End 2007 product X RGO identification +
– Draft – product X RGO identification +
estimated revenues & final
reco + budget
EPR
Developing targeted expansion strategy for a estimated revenues & final Brand strategy
Luxembourg based private life insurer
Strategy, organization and marketing
reco + budget
Brand strategy
Action plan 2008
Client
Launch Product Y Product chart (branding, ….
Build methodology and framework for country-specific go-to- Knowledge Capture Matrix
Project
objectives
market launches based on learnings from first failure on the
Italian market in private life insurance asset management
Action plan 2008
Launch approach EPR
positioning, USP, …)
Client:
Consultant:
Project:
Sodexho Pass - Apogheos
Olivier Olbrechts
Business Plan Date: 27/08/07
• Analysis of the fact base and decision on targets
Launch package Comment: Interim (project) All documents on project saved here. Final Deliverables. Credential to follow
- Life insurance business Launch Product Y Product chart (branding, …. Organization concept test STAKEHOLDERS Learnings from
the way the
client works
Learnings on how
THoM could work
better
New
products or
services
Marketing
domain/
methodology
Relationship
opportunity
(executive
Client agenda
sell-on
opportunity
Industry
trend/
insight
Competitor
information
• Market structure and distribution options Follow-up launch improvement contact,
positioning, USP, …)
idea)
SALES Apogheos = - Sold as interim project Proposal in - Small No other
• Cross-border revenues Account Team Business Unit that
has to be integrated
but could be more
profitable sold as
process: coaching
during the
independent
firms with low
consulting firm
identified in this
- Private banking business
into the Group if consulting implementation of potential for part of Sodexho
return sufficiently - Formal approach and the business plan consulting/
• Market structure and differentiation Launch approach attracting to
Sodexho Group
deliverables could have
been more clarified prior
to the project
interim
- Exceptions
(potential
clients ?):
• Expectations of wealthy individuals BCD Group,
• Off-shore business aspects Launch package Coordinate client event ….. …. DELIVERY
Marketing
Domain:
- No THoM
methodology used
- Business Plan
Develop a
standard
financial
business plan
Accentiv (FR)
• Value and tactics of wealth managers template created spreadsheet
Methodology - Bancassurance model options in private banking Organization concept test from scratch template)
- Detailed geographical study on Italian potential Follow-up launch iii team:
No B2B Services
team
- Understanding of wealthy individuals
• Wealth classification
• Identification of advisory circle
• Trend in family offices
• (Family) business activity and influence of private equity and
venture capital
• Positioning study and go-to-market draft Coordinate client event ….. ….
• Implications for organizational and branding requirements
• Organizational roadmap and risk management
Deliverables • Design of go-to-market model and potential
• European-wide positioning strategy and implementation
200706-CBC-PresentationTHoM.ppt 2
Visit by SSO
Mgr Interview Objectives
Consultant(s) finalized
Evaluation
1st call Proposal Contract Knowledge
sent signed Engagement follow-up capturing
Running
Project status report
Product Management Platform Resources Planning Risks Scope
Prepared by: Liesbet Vandenberghe
Period: from 25/9 to 20/10 week 6
Activities completed this reporting period Activities planned for next reporting period
Client Name or LOGO Client Name or LOGO Supplier gave demo. Didier VDH will have a meeting to fine tune the
requirements
Didier VDH got input to make draft of technical
Title of Function/project Title of Function/project requirements Central marketing will have meeting about the next
steps and how we see the current project management
We have now a list of general requirements
tools in this project.
Proposal for Interim Management Proposal for Interim Management
Month Day, 2007 Month Day, 2007 LAST MODIFIED:
Task ID Week Project name Action/task Task owner Follow-up Priority Status Start date Due date Date Comments/issues Decision to take
Outstanding Issues/ Main Risks(1) Decision to take(1)
description persons finished
Issues & Risks Actions Responsible Due Date Decision Decision Maker Due Date
Need alignment Meeting Thomas DC November
on the real Thomas with
needed Philippe.
requirements
Issue description Decision Decision Due date
and which taker
budget we can
have for it. 1
2
3
4
5
6
7
(1) Format could be simplfy for simple project
8
Project status reports Liesbet 27 December.ppt 3
9
10
11
12
13
14
15
From initial call till 2 first weeks During the engagement Closing the engagement
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32. You are always hiring a whole team of marketing
specialists
Hiring a THoM consultant isn’t just hiring a person, it’s acquiring expertise:
•THoM consultant: your day to day contact
Visible
• Counselor, Client Manager and Mentor:
first help, coaching and stretched goals for
Invisible the THoM consultant
• All THoM consultants with their specific
skills, expertise and experience: the second
resort for the THoM consultant
• THoM knowledge base (training, career
development plan, books, papers, former
projects, experience of previous THoMers)
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33. We deliver Marketing expertise in four areas
• Market Intelligence • Business & Marketing Planning
I. Strategic • Segmentation • Employer Branding
Marketing • Branding & Positioning • Sustainability
• Pricing • Social Media
II. Go-to- • Product/ Brand/ Category • Shopper Marketing
Management
Market • Customer Relationship
• Communication (offline & Management
online)
• Customer Process Management • Marketing Audit
III. Organization & Change
• • Marketing Coaching & Training
Organization Management
capabilities • Customer Experience
IV. • Marketing Dashboards
Performance • Marketing Performance Management
Management • Customer Lifetime Value & ROMI
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34. For whom do we do this?
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35. We have clients from many different sectors (1)
ICT & Media
Utilities &
Resources
Financial &
Other Services
Healthcare &
Public Sector
Transport &
Logistics
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36. We have clients from many different sectors (2)
Consumer
Goods & Retail
Durables &
Industrial Goods
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37. … talking about the tangible value delivered by The House
of Marketing
“THoM’s pragmatic approach is to me a key differentiator,
as they are able to talk the language of actual executors
and to predict or foresee many operational issues we need
to tackle.”
“We appreciated that the THoM team supported us in
(Ronald Hannet, BU Manager) the bottom up approach involving
customers, prospects, sales, specialists.”
(Danny Vandevyver, Head of Marketing
Com Belux)
“THoM succeeded in creating change thanks to
their straightforward and efficient solutions and
approach.” “The added value of THoM is that they do not only
deliver strategic advice, but their recommendations
(Michael De Koster, Segment Manager) are tangible and can be implemented.”
(Luc Deflem, CEO)
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38. Your point of contact
The House of Marketing
tel: +32 (0) 15 444 000
E-Mail: info@thom.eu
The House of Marketing
Kardinaal Mercierplein, 2
B-2800 Mechelen
Belgium
Fax +32 (0)15 444 044
www.thehouseofmarketing.be
Join us on LinkedIn
Follow us on Twitter
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