This document discusses strategies for developing customer relationships by understanding shopper behavior. It recommends segmenting customers based on demographics, shopping habits, and brand preferences. Key strategies include developing customized marketing plans for each segment, focusing on both short-term sales initiatives and long-term initiatives to build customer loyalty over time. The goal is to work closely with customers to better meet shopper needs and drive profitable volume.
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 document discusses key principles of marketing including creating and capturing customer value. It outlines Galina's value statement to provide superior value products to partners worldwide. The marketing process involves understanding customer needs, designing a customer-driven strategy, constructing an integrated marketing program, and building profitable relationships to capture value from customers. An effective marketing system involves all parties adding value including suppliers, the company, marketing intermediaries, competitors, and consumers. The best concept for Galina to follow is the marketing concept which focuses on knowing customer needs and wants to achieve organizational goals.
This document provides an overview of shopper missions in the UK food and grocery market, defining different types of missions like main shops, top-up shops, and meals for tonight. It examines key aspects of each mission such as typical spend, preferred channels, and differences in planning. The report utilizes a framework of shopper missions to analyze consumer behavior and provide insight into targeting shoppers at different stages of the purchasing process.
This document discusses strategic marketing planning. It begins with definitions of marketing and outlines the key elements of world class marketing. It then discusses tasks involved in producing a strategic marketing plan, including conducting an audit, setting objectives and strategies, and techniques used in the planning process like gap analysis, Boston matrix, and Ansoff matrix. The document emphasizes the importance of a marketing plan having a clear summary of key market trends, target segments and how the organization will create superior value for customers.
In a webseminar for the Path to Purchase Institute, Copernicus' Jeff Maloy illustrated how to develop an actionable shopping occasion framework and activate against it to improve sales.
In this presentation, Jeff Maloy discusses how shopper marketers and retailers can benefit from customizing shopper marketing programs and solutions to specific shopping occasions.
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 document discusses key principles of marketing including creating and capturing customer value. It outlines Galina's value statement to provide superior value products to partners worldwide. The marketing process involves understanding customer needs, designing a customer-driven strategy, constructing an integrated marketing program, and building profitable relationships to capture value from customers. An effective marketing system involves all parties adding value including suppliers, the company, marketing intermediaries, competitors, and consumers. The best concept for Galina to follow is the marketing concept which focuses on knowing customer needs and wants to achieve organizational goals.
This document provides an overview of shopper missions in the UK food and grocery market, defining different types of missions like main shops, top-up shops, and meals for tonight. It examines key aspects of each mission such as typical spend, preferred channels, and differences in planning. The report utilizes a framework of shopper missions to analyze consumer behavior and provide insight into targeting shoppers at different stages of the purchasing process.
This document discusses strategic marketing planning. It begins with definitions of marketing and outlines the key elements of world class marketing. It then discusses tasks involved in producing a strategic marketing plan, including conducting an audit, setting objectives and strategies, and techniques used in the planning process like gap analysis, Boston matrix, and Ansoff matrix. The document emphasizes the importance of a marketing plan having a clear summary of key market trends, target segments and how the organization will create superior value for customers.
In a webseminar for the Path to Purchase Institute, Copernicus' Jeff Maloy illustrated how to develop an actionable shopping occasion framework and activate against it to improve sales.
In this presentation, Jeff Maloy discusses how shopper marketers and retailers can benefit from customizing shopper marketing programs and solutions to specific shopping occasions.
The document discusses strategic marketing decisions and outlines the evolution of marketing from Marketing 1.0 to Marketing 3.0. It then covers key aspects of strategic marketing like analyzing markets and competitors, formulating strategies and programs, and implementing marketing activities both covertly through research and analyses and overtly through the marketing mix. Market-driven strategies are also discussed which begin with understanding customer needs and forming a distinctive value proposition.
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 the changing nature of marketing from mass targeting to individual relationships. It notes that marketing is evolving from interruptive tools to those that engage. It provides examples of how a marketer's job has changed from 2000 to 2009, moving from maintaining websites and measuring metrics to creating content, publishing on blogs and social networks. The document recommends various marketing thought leaders and resources to stay informed and concludes that trust is essential in marketing without it, marketers have nothing.
Introduction to Marketing - Session 2 at ITM, Mumbai. Includes:
Targeting
What is good marketing research?
Marketing research Questions
Types of information
Types of market research
Market research summary
Test Market
Define Target Audience
Estimate market potential
Analyze market share/share of customer
Track competitors
Identify market characteristics & trends
Analyze sales data
Sales forecasting: Existing / new products
Product
• Product Strategy
• Product Essentials
• Features and Benefits
• Classifying products
• Product line and mix
• Branding
• Packaging and LabellingTrademarks
Positioning and Brand Building
• The Art of Positioning is Marketing
• Positioning the game of Mind and Heart
• Brand is a Promise
• Brand is owned by Customers
• Understanding Brand Drivers
• Brand Attributes
• Brand Architecture
• The Positioning Template
BI-Globe is a company that provides solutions and services to optimize sales and marketing in China. They offer services such as market development optimization, sales optimization, location-based advertisement optimization, and real-time sales and marketing monitoring. They also provide data products and software applications to support spatial business analysis. Some example projects included sales force optimization, identifying optimal locations for new stores and gas stations, customer profiling, and optimizing bank branch networks.
This document appears to be a resume or CV for Sandra Eisenberg. It includes details about her work experience including roles in marketing, product management, sales, and as a marketing consultant. It lists companies and organizations she has worked with including Microsoft, Citrix, Avaya, TechData, NCR, and Teradata. The document spans 15 pages and includes sections about her background, experience, education, and references.
A leading North American grocery retailer was facing issues with its private label portfolio being too large, unwieldy, and confusing for customers. By utilizing customer loyalty and behavioral data, the retailer was able to better segment customers and identify pivotal products. This allowed them to rationalize their private label assortment, improve pricing strategy, and enhance branding in a more targeted way. As a result, the revised private label strategy increased sales and customer perception while improving profitability.
Segmentation is a key challenge for marketers that can increase commercial effectiveness and efficiency. While many companies primarily use basic segmentation methods like firmographics, segmentation aims to identify and quantify customer segments with similar profiles, needs, behaviors and expectations to develop tailored value propositions and go-to-market strategies. There are four main segmentation methods - firmographic, needs-based, usage-based, and value-based - that can be used together based on specific business objectives like sales, marketing, finance, and organization. Benefits of segmentation include higher efficiency and effectiveness of initiatives, enhanced marketing focus and optimal budget allocation.
Distribution
Direct and Indirect Selling Channels
Types of Intermediaries: Direct Channel
Types of Intermediaries: Indirect Channel
Channel Development
Channel Adaptation
Channel Decisions
Marketing of Industrial Product also called:(B2B)
Definition
Differences Between B2B and B2C
• Products/Services being marketed
• Nature of demand
• How the customer buys
• Communication process
• Economic/Financial factors
• Relationship Marketing
Marketing of Services
What is a service?
Difference between goods and services
Intangibility Inseparability, Heterogeneity and Perishability
Services -
Business Services, Health Services, Professional Services and
Hospitality Services
• The role of marketing in a service firm
Sales and Field Force Management
• Sales Management defined
• Task and goals of the sales
• Sales Management Model
• Sales Management Trends
• Transaction Selling vs Relationship Selling
• Recruiting and Managing the field team
• Time and Territory Management
Personal Selling
The most important promotional tool in B2B marketing
Transaction/relationship is often too complex to consummate without personal interaction between marketer and buyer.
Boundary Spanner
Customers are sophisticated and you need a long-term relationship to be successful.
B2B sales cost more than B2C selling
Promotions can be an effective tool for driving traffic and increasing sales. We explore several options for creating promotional campaigns, including discounting, "buy one, get one" strategies, incentives/frequent buyer programs, holiday themed promotions, time sensitive promotions and more. The goal is to identify a set of promotional tools that can be effective in accomplishing short-term and long-term sales goals, without negatively impacting profit margins.
The document provides an overview of the MKTG 1 Principles of Marketing course taught by Roxanne Tan. It includes:
- An introduction to the course description, objectives, and grading system.
- Definitions of marketing from various experts that focus on satisfying customer needs through exchange.
- Explanations of the 3 components of marketing: sales, market share, and profit.
- Descriptions of the 4Ps and 4Us frameworks for increasing sales volume.
- Discussions of different marketing philosophies like production, product, selling, and marketing concepts.
- An overview of marketing challenges today and key trends/forces shaping the new marketing landscape.
Prove Your Advantage: TCO Sales and Marketing ToolsAlinean, Inc.
B2B Total Cost of Ownership (TCO) Sales Enablement Tools and Marketing Calculators are required to prove value, best competition and Fight Frugalnomics™.
Winsights Marketing is a consulting firm that helps companies increase sales through effective marketing strategies and tactics. They have expertise in areas like new product development, package design, advertising, and sales training. The document provides examples of how Winsights has helped clients, including introducing new products that increased sales by over $1 million for one baking company, and conducting strategic planning that reduced losses by $9 million for an international meat supplier.
The newsletter provides updates on events, management insights, product features, and new hires at Company Software. It announces that Company Software will be a gold sponsor at an upcoming wireless summit. It also discusses product positioning strategies, summarizes new features for various products, and provides a refresher section with a quote, word of the month, tips, and movie reviews. New employees who recently joined the company across various departments are also introduced.
This document provides a 4x4 plan for personal and business development. It includes 4 hours each for personal development, setting and reviewing SMART objectives, mentoring another business, and developing an additional skill internally. The rest of the document outlines a blueprint for advanced marketing to maximize profits. It details strategies for understanding customers, creating brands and products, building sales infrastructure, promotions, customer service, and broadening relationships to increase sales. The goal is to build a company with high expertise in its field that is seen as a credible authority, informs customers, and gets paid highly for its work.
Anthem helps brands create compelling experiences through strategic design that builds businesses. They analyze categories, consumers and competitors to develop brand strategies informed by insights. Anthem then articulates the brand positioning and develops visual and verbal identities. They offer full design services from strategy to identity design, system design, and deployment including production and premedia. The goal is transformative brand ideas executed precisely to capture competitive advantages.
Path To Revolutionary Merchandising And Marketing DecisionsG3 Communications
The webinar discussed how retailers can take a more integrated approach to merchandising and marketing decisions by putting the shopper at the center. It outlined how industry trends are creating new challenges and how retailers need to think holistically across areas like strategy, technology, process, and organization. The webinar also included a case study of how Price Chopper used DemandTec's price optimization tool to improve pricing strategies and compete more effectively in a changing market.
This document discusses tracking customer journeys across multiple marketing channels to optimize marketing efforts and budget allocation. It recommends assigning specific functions to marketing campaigns based on the phases of a customer's purchase decision process: awareness, favorability, consideration, and intent to purchase. By analyzing how campaigns interact and influence customers throughout these phases, insights can be gained into the most valuable marketing combinations and channels. This allows identification of underperforming campaigns to eliminate or reallocate budget to better performing campaigns. The goal is to evaluate true marketing efficiency beyond last click attribution to understand a channel mix's full value in driving sales.
Putting Together a Meaningful Plan Which Sets & Reviews Targets To Confirm De...SRMS
Linking together a company’s approach to product development, target marketing, pricing and all the other marketing cum sales initiatives needed for business success has to be done through good disciplined planning.
This session focuses on how you will achieve this for your business in order to give it a strong potential foundation for development.
Group presentation mkt dr pepper and snapplenoriz07
The case study examines Dr Pepper Snapple Group's decision to enter the energy drink market. Key considerations included developing a protein-enhanced drink to differentiate it from competitors' offerings. The marketing plan proposed a natural formulation priced at $2.00 and distributed through supermarkets and convenience stores with promotional support on social media and sponsorships. While brand loyalty poses a challenge, diversifying into the high-growth energy segment could generate profits if the new product is successfully differentiated.
The document discusses strategic marketing decisions and outlines the evolution of marketing from Marketing 1.0 to Marketing 3.0. It then covers key aspects of strategic marketing like analyzing markets and competitors, formulating strategies and programs, and implementing marketing activities both covertly through research and analyses and overtly through the marketing mix. Market-driven strategies are also discussed which begin with understanding customer needs and forming a distinctive value proposition.
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 the changing nature of marketing from mass targeting to individual relationships. It notes that marketing is evolving from interruptive tools to those that engage. It provides examples of how a marketer's job has changed from 2000 to 2009, moving from maintaining websites and measuring metrics to creating content, publishing on blogs and social networks. The document recommends various marketing thought leaders and resources to stay informed and concludes that trust is essential in marketing without it, marketers have nothing.
Introduction to Marketing - Session 2 at ITM, Mumbai. Includes:
Targeting
What is good marketing research?
Marketing research Questions
Types of information
Types of market research
Market research summary
Test Market
Define Target Audience
Estimate market potential
Analyze market share/share of customer
Track competitors
Identify market characteristics & trends
Analyze sales data
Sales forecasting: Existing / new products
Product
• Product Strategy
• Product Essentials
• Features and Benefits
• Classifying products
• Product line and mix
• Branding
• Packaging and LabellingTrademarks
Positioning and Brand Building
• The Art of Positioning is Marketing
• Positioning the game of Mind and Heart
• Brand is a Promise
• Brand is owned by Customers
• Understanding Brand Drivers
• Brand Attributes
• Brand Architecture
• The Positioning Template
BI-Globe is a company that provides solutions and services to optimize sales and marketing in China. They offer services such as market development optimization, sales optimization, location-based advertisement optimization, and real-time sales and marketing monitoring. They also provide data products and software applications to support spatial business analysis. Some example projects included sales force optimization, identifying optimal locations for new stores and gas stations, customer profiling, and optimizing bank branch networks.
This document appears to be a resume or CV for Sandra Eisenberg. It includes details about her work experience including roles in marketing, product management, sales, and as a marketing consultant. It lists companies and organizations she has worked with including Microsoft, Citrix, Avaya, TechData, NCR, and Teradata. The document spans 15 pages and includes sections about her background, experience, education, and references.
A leading North American grocery retailer was facing issues with its private label portfolio being too large, unwieldy, and confusing for customers. By utilizing customer loyalty and behavioral data, the retailer was able to better segment customers and identify pivotal products. This allowed them to rationalize their private label assortment, improve pricing strategy, and enhance branding in a more targeted way. As a result, the revised private label strategy increased sales and customer perception while improving profitability.
Segmentation is a key challenge for marketers that can increase commercial effectiveness and efficiency. While many companies primarily use basic segmentation methods like firmographics, segmentation aims to identify and quantify customer segments with similar profiles, needs, behaviors and expectations to develop tailored value propositions and go-to-market strategies. There are four main segmentation methods - firmographic, needs-based, usage-based, and value-based - that can be used together based on specific business objectives like sales, marketing, finance, and organization. Benefits of segmentation include higher efficiency and effectiveness of initiatives, enhanced marketing focus and optimal budget allocation.
Distribution
Direct and Indirect Selling Channels
Types of Intermediaries: Direct Channel
Types of Intermediaries: Indirect Channel
Channel Development
Channel Adaptation
Channel Decisions
Marketing of Industrial Product also called:(B2B)
Definition
Differences Between B2B and B2C
• Products/Services being marketed
• Nature of demand
• How the customer buys
• Communication process
• Economic/Financial factors
• Relationship Marketing
Marketing of Services
What is a service?
Difference between goods and services
Intangibility Inseparability, Heterogeneity and Perishability
Services -
Business Services, Health Services, Professional Services and
Hospitality Services
• The role of marketing in a service firm
Sales and Field Force Management
• Sales Management defined
• Task and goals of the sales
• Sales Management Model
• Sales Management Trends
• Transaction Selling vs Relationship Selling
• Recruiting and Managing the field team
• Time and Territory Management
Personal Selling
The most important promotional tool in B2B marketing
Transaction/relationship is often too complex to consummate without personal interaction between marketer and buyer.
Boundary Spanner
Customers are sophisticated and you need a long-term relationship to be successful.
B2B sales cost more than B2C selling
Promotions can be an effective tool for driving traffic and increasing sales. We explore several options for creating promotional campaigns, including discounting, "buy one, get one" strategies, incentives/frequent buyer programs, holiday themed promotions, time sensitive promotions and more. The goal is to identify a set of promotional tools that can be effective in accomplishing short-term and long-term sales goals, without negatively impacting profit margins.
The document provides an overview of the MKTG 1 Principles of Marketing course taught by Roxanne Tan. It includes:
- An introduction to the course description, objectives, and grading system.
- Definitions of marketing from various experts that focus on satisfying customer needs through exchange.
- Explanations of the 3 components of marketing: sales, market share, and profit.
- Descriptions of the 4Ps and 4Us frameworks for increasing sales volume.
- Discussions of different marketing philosophies like production, product, selling, and marketing concepts.
- An overview of marketing challenges today and key trends/forces shaping the new marketing landscape.
Prove Your Advantage: TCO Sales and Marketing ToolsAlinean, Inc.
B2B Total Cost of Ownership (TCO) Sales Enablement Tools and Marketing Calculators are required to prove value, best competition and Fight Frugalnomics™.
Winsights Marketing is a consulting firm that helps companies increase sales through effective marketing strategies and tactics. They have expertise in areas like new product development, package design, advertising, and sales training. The document provides examples of how Winsights has helped clients, including introducing new products that increased sales by over $1 million for one baking company, and conducting strategic planning that reduced losses by $9 million for an international meat supplier.
The newsletter provides updates on events, management insights, product features, and new hires at Company Software. It announces that Company Software will be a gold sponsor at an upcoming wireless summit. It also discusses product positioning strategies, summarizes new features for various products, and provides a refresher section with a quote, word of the month, tips, and movie reviews. New employees who recently joined the company across various departments are also introduced.
This document provides a 4x4 plan for personal and business development. It includes 4 hours each for personal development, setting and reviewing SMART objectives, mentoring another business, and developing an additional skill internally. The rest of the document outlines a blueprint for advanced marketing to maximize profits. It details strategies for understanding customers, creating brands and products, building sales infrastructure, promotions, customer service, and broadening relationships to increase sales. The goal is to build a company with high expertise in its field that is seen as a credible authority, informs customers, and gets paid highly for its work.
Anthem helps brands create compelling experiences through strategic design that builds businesses. They analyze categories, consumers and competitors to develop brand strategies informed by insights. Anthem then articulates the brand positioning and develops visual and verbal identities. They offer full design services from strategy to identity design, system design, and deployment including production and premedia. The goal is transformative brand ideas executed precisely to capture competitive advantages.
Path To Revolutionary Merchandising And Marketing DecisionsG3 Communications
The webinar discussed how retailers can take a more integrated approach to merchandising and marketing decisions by putting the shopper at the center. It outlined how industry trends are creating new challenges and how retailers need to think holistically across areas like strategy, technology, process, and organization. The webinar also included a case study of how Price Chopper used DemandTec's price optimization tool to improve pricing strategies and compete more effectively in a changing market.
This document discusses tracking customer journeys across multiple marketing channels to optimize marketing efforts and budget allocation. It recommends assigning specific functions to marketing campaigns based on the phases of a customer's purchase decision process: awareness, favorability, consideration, and intent to purchase. By analyzing how campaigns interact and influence customers throughout these phases, insights can be gained into the most valuable marketing combinations and channels. This allows identification of underperforming campaigns to eliminate or reallocate budget to better performing campaigns. The goal is to evaluate true marketing efficiency beyond last click attribution to understand a channel mix's full value in driving sales.
Putting Together a Meaningful Plan Which Sets & Reviews Targets To Confirm De...SRMS
Linking together a company’s approach to product development, target marketing, pricing and all the other marketing cum sales initiatives needed for business success has to be done through good disciplined planning.
This session focuses on how you will achieve this for your business in order to give it a strong potential foundation for development.
Group presentation mkt dr pepper and snapplenoriz07
The case study examines Dr Pepper Snapple Group's decision to enter the energy drink market. Key considerations included developing a protein-enhanced drink to differentiate it from competitors' offerings. The marketing plan proposed a natural formulation priced at $2.00 and distributed through supermarkets and convenience stores with promotional support on social media and sponsorships. While brand loyalty poses a challenge, diversifying into the high-growth energy segment could generate profits if the new product is successfully differentiated.
Dr Pepper Snapple Group Branding presentationAMA_SanAntonio
Presented by Melissa Mohr of Dr Pepper Snapple Group, this deck discusses not only Dr Pepper's family of brands but also explores some of the differences between Dr Pepper, Pepsi and Coke and how the smaller company competes on a grand scale.
This document provides a strategic audit of Dr Pepper Snapple Group (DPS) conducted by a business strategy class. It begins with an overview of DPS's history through acquisitions and mergers. It then analyzes DPS's current financial performance and compares it to competitors Coca-Cola and PepsiCo. Coca-Cola leads the industry in revenue and brand recognition. PepsiCo generates more total revenue but less from soft drinks. The audit also examines DPS's board of directors, management, external environment, internal strengths and weaknesses, strategic alternatives, and plans for implementation and evaluation.
Dr Pepper plans to integrate social TV advertising into The Big Bang Theory to help promote the brand's uniqueness and history. The strategy aims to increase awareness and sales by promoting Dr Pepper's products and 1885 founding date through ads, product placement, and contests during the popular show. This is expected to help Dr Pepper appeal to younger demographics and potentially increase sales by $5-10 million in the US and $1-5 million in new international markets. Key elements of the marketing strategy include positioning Dr Pepper as a family friendly product through its association with The Big Bang Theory.
The document discusses different types of research:
- Exploratory, descriptive, and explanatory research are common purposes to gain understanding, observe situations/events, and explain variables.
- Primary research involves directly collecting data through questionnaires, surveys, and interviews to have full control over the data.
- Secondary research uses existing sources like books, journals and statistics to save time and money while providing context.
- Both primary and secondary research involve quantitative and qualitative questions, and the benefits of each are outlined.
Dr. Pepper is a soft drink brand created in 1885 by pharmacist Charles Alderton in Waco, Texas, making it one of the oldest major soft drink brands in the US. It was introduced to a wider audience at the 1904 World's Fair in St. Louis. The drink was named after a Dr. from Virginia whose daughter Alderton was in love with. The brand now offers 8 flavors of Dr Pepper including regular, diet, cherry, and caffeine-free options.
This document outlines Dr Pepper's history, products, commercials, marketing strategy, and analysis. It provides the following key details:
1) Dr Pepper was created in 1885 in Waco, Texas, making it one of the oldest major soft drink brands in the US.
2) A new product called Dr Pepper Ten was created in 2010 for 25-34 year old men seeking fewer calories while retaining the taste of regular Dr Pepper.
3) The marketing strategy analyzes strengths, weaknesses, opportunities, and threats, and identifies strategies like using traditional and digital media to increase brand awareness and sales.
The document discusses new rules and strategies for retailers in an evolving customer relationship landscape. It notes there are now 56 touchpoints between a customer's moment of inspiration and transaction. It then discusses components of digital transformation like customer experience management, cross-channel order orchestration, and building a single customer view. The document outlines how retailers can create customer connections and profiles by leveraging enterprise data. It also discusses the need for customer engagement in stores through technologies like self-scanning and mobile payments. Finally, it discusses how front-end store technologies can empower associates and optimize processes.
The soft drink industry is dominated by Coca-Cola and Pepsi, which combined control over 70% of the market. Coca-Cola uses all aspects of the marketing mix to influence consumer behavior. The industry faces threats from health concerns, substitute beverages, and changing consumer attitudes. However, opportunities exist through new products, expanding markets, and addressing consumers' health and lifestyle needs. The document analyzes the industry using Porter's Five Forces and provides recommendations to improve consumer segmentation and overcome limitations.
- The Coca-Cola Company produces Coca-Cola concentrate syrup which is sold to various bottlers worldwide holding Coca-Cola franchises. It offers nearly 400 brands across over 200 countries.
- Coca-Cola was invented in 1885 by John Pemberton as a coca wine called Pemberton's French Wine Coca. It was incorporated in 1892 as The Coca-Cola Company.
- Coca-Cola's marketing strategy focuses on going global through standardization, targeting young minds with youthful commercials and designer bottles, and opening Coca-Cola cafes, amusement parks, and installing Coke pumps worldwide.
As a student at the University of Houston, I developed a fully-integrated media plan for Dr Pepper with a focus on both a national target, as well as a local target. This plan, as well as the presentation was awarded first place in a a media plan competition at the University.
This document provides an overview of Nestle, including:
- A brief history of Nestle's founding in Switzerland in 1867 and its growth into a global food company.
- Details on Nestle's operations and factories in Malaysia since 1912 and commitment to providing quality products to Malaysians.
- An outline of Nestle's organizational structure, functional departments, and application of Fayol's management principles including planning, organizing, leading, and controlling.
- An explanation of Nestle's motivational strategies for employees including benefits, rewards, training opportunities, and democratic leadership style that encourages communication.
Nestlé is a global food and beverage company established in 1905 in Switzerland. It has grown significantly through acquisitions and innovation to offer products from morning to night including baby food, bottled water, cereal, chocolate and other confections. To continue growing, Nestlé focuses on emerging markets, health and wellness products, and out-of-home consumption. It aims to increase organic growth and profit margins through constant efficiency improvements and investments in research and development.
The document provides information about a case study on Coca-Cola including objectives, company overview, vision, mission, values, external environment analysis, industry analysis, company analysis, strategies, competitors, and strategic formulation. It discusses Coca-Cola's history, products, financials, growth strategies, and comparison to competitor Pepsi. The document analyzes Coca-Cola's strengths, weaknesses, opportunities, threats and positions products in the BCG matrix.
Thank you for taking the time to speak with me today. Can you please tell me about your role and responsibilities as HR Officer at Coca Cola?
HR Officer: Sure, as HR Officer at Coca Cola, my key responsibilities include:
- Recruitment and selection - I'm responsible for attracting and hiring top talent for various roles in the company. This involves posting job ads, screening resumes, conducting interviews and making hiring decisions.
- Employee orientation - I welcome and orient all new joiners by briefing them about company policies, culture and work expectations.
- Performance management - I track employee performance through annual/quarterly reviews, address issues and ensure goals are aligned with business objectives.
Coca-Cola was invented in 1886 in Atlanta, Georgia. It currently offers over 500 brands in over 200 countries. The document discusses Coca-Cola's evolution and expansion internationally from the 1880s. It provides details on Coca-Cola's marketing strategy and promotions in India, including branding, celebrity endorsements, advertising campaigns, and use of social media. Coca-Cola's marketing approach aims to align the brand with Indian culture while building visibility and associations with cricket, cinema and music.
Marketing involves fulfilling customer needs by creating and delivering relevant products and services. Successful marketing requires understanding consumers and the market environment. The marketing process includes innovation to create new brands, managing existing brands, and consolidating and diversifying brands over time. Developing new concepts involves screening ideas, testing concepts with consumers, and developing the optimal marketing mix of product, price, place, and promotion. Communication and sales promotion are also essential to attract customers and push brands into the market. Overall marketing aims to deliver a consistent brand identity that resonates with target audiences.
Performance Branding: Making Branding Accountable[x+1]
Digitally Centric Performance Marketing outlines how performance marketing optimizes campaigns based on measurable consumer responses and behaviors. It discusses how search marketing has changed consumers' purchase funnels and how all marketing can now be response marketing. The document provides an example of how Kraft implemented a performance branding campaign around recipe downloading that was optimized for return on behavior and led to measurable sales increases. It emphasizes integrating direct marketing, brand marketing, and digital skills; using new technologies like online ad exchanges; and creating simple, trackable metrics to continuously optimize campaigns.
Here are some key responsibilities and skills for a Product Manager vs Product Marketing Manager role:
Product Manager:
- Responsibilities: Define product requirements, ensure product gets developed on time and on budget, own product roadmap/strategy.
- Skills: Strong technical skills, able to understand customer needs and translate to technical requirements, able to manage cross-functional teams.
Product Marketing Manager:
- Responsibilities: Develop product marketing strategy and messaging, generate demand through campaigns, manage product launch.
- Skills: Strong marketing, communications and presentation skills, able to understand customer needs from a non-technical perspective, experience with demand generation and analytics.
The main differences are that the Product Manager role requires more
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.
Bo4.5 ECR Europe Forum '08. Breakthroughs in understanding in-store behavio...ECR Community
Breakthroughs in understanding in-store behaviour
As in-store marketing grows in importance, the need to plan and evaluate becomes ever greater. This session introduces advances in the measurement of behaviour using observational techniques, loyalty cards and survey data. These collaborative initiatives allow in-store to be understood and optimised as an integral component of the marketing mix.
Speakers: Sandy Livingstone, BMRB ; Joan Francolini, Donna McCabe, Kraft Foods; Koos Berkhout, LMG; George Wishart, Nielsen.
Facilitated by Kantar.
This document discusses best practices for measuring the impact of collaborative shopper marketing programs between brands and retailers. There are three key steps: 1) Aligning objectives by overcoming challenges between sales/marketing teams and setting mutual goals, 2) Assigning success metrics such as sales lift, category effects, and shopper perceptions, and 3) Assessing and reporting results using both hard data and softer relationship benefits. While measurement requires cooperation, it helps cement partnerships through mutual understanding and respect.
Taking your program global will increase the depth and breadth of your reference offerings, and will accelerate the sales cycle by influencing customers through the use of relevant third-party validation.
Five keys to extending your reach:
Understand the business etiquette.
Understand the culture.
Understand the importance of group and social hierarchies.
Build strong business relationships
Comply with regional privacy laws.
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Similar to Super valu dr pepper customer segmentation (20)
3. THE CHANGING MARKETPLACE
• Winning at Point of Buying (POB) is more important than ever
Harder to reach and
More demanding
harder to influence
Shoppers
Consumers
Customers needing a
Competitors building their
greater understanding of
POB expertise
shopper needs
We must understand and lead if we are to win at POB
3
4. THE SHOPPER-CENTRIC JOURNEY
• Insights into the Who, What, Why and How
Who? What? Why? How?
Who are my best What influences their
What is their behavior What can I do differently
consumers and highest behavior
potential targets
Brand loyalty Needs/Motivations
Shopping Habits Right Consumer, Right
Retailer Loyalty Attitudes Message, Right Channel,
Visit Patterns (RFM) Right Time
Lifestyles Marketing Mix
Share of Right Mix of Acquisitions
Price Sensitivity Requirements (CPG) Competition & Retention Strategy
Multi-cultural Share of wallet (Retail) Product/Category Right Marketing Mix
Experience
4
5. Vision / Mission / Strategy
Provide objective Thought Leadership using insights
Vision and fact based solutions to become the partner of choice
in each category where we participate
Establish Partnership relationships by utilizing Customer
Mission Development “Best Practices” to accelerate current
and future profitable volume
Focus on Customer Developments Business Model to
Strategy leverage shopper insights and develop custom
activation plans that build shopper loyalty and
differentiate our customers in the marketplace
Consumer “Shopper” Account
5
6. CUSTOMER DEVELOPMENT MODEL
WHERE TO ATTACK ATTACK PLAN RESULTS
INSIGHTS STRATEGY ACTIVATION
Aligned Action Post
Assessment Discovery Execution
Planning Planning Analysis
• Category trends • Beverage Builder • Custom programs
• Competitive assessment • 2+ year strategic plan • Interactive 1:1
• Customer/shopper • Category strategies • Sponsorships
• Brand alignment • Customized beverage • Innovation
• ALICE “Connect” strategy • Custom scorecards
• Shopper-based research • Promo tracking
• Brand tracking
CUSTOMER-CENTRIC
Current volume initiatives (1 yr)
Future volume initiatives (2+ yrs)
Developing stronger relationships
6
7. WHY ARE WE DOING IT?
• Grow the base over time with future volume initiatives
Account Specific • Drive volume during current year
Programs • Enhance feature ad calendar
• Drive volume over 2+ year period
Base Volume
Initiatives • Focus on changing shopper behavior and grow the
base over time
Q1 Q2 Q3 Q4
7
8. • Grow the base over time
WHY ARE WE DOING
IT? with future volume
initiatives
Account Specific • Drive volume during current year
Programs • Enhance feature ad calendar
• Drive volume over 2+ year period
Base Volume
Initiatives • Focus on changing shopper behavior and grow the
base over time
Q1 Q2 Q3 Q4
8
9. Co Marketing – CPG Partners
Methodology:
Shopper Universe
• Identify shopper groups
Potential
Co-Marketing
• Analyze shopper basket transactions Brand
Shoppers
• Index shopper measures:
Penetration, units, visits
Best
• Rank against percentage of common Potential
visits Match
Retailer
Loyal Dr Pepper
• Recommended cross categories Shoppers Brand
Shoppers
• Activate to meet shopper needs
9
10. Marketing and Sales
DPS Areas of Expertise
Channel
Brand
Consumer Retailer
10
11. Bringing Marketing and Sales Closer Together
Today’s Discussion Focus
Brand Channel
Aligning these two
segmentations where
Consumer Retailer
possible is the key to
growth and efficiencies.
Shopper
Consumer
Segmentation Shopper
Segmentation
11
12. The Shared Commercial Objective is
PROFITABLE VOLUME!
Marketing Levers: Consumer / Shopper
PENE- PURCHAS
VOLUM FREQUENC
TRATIO E SIZE
E Y
N
Sales Levers for Growth
INCREMENTAL
VOLUM BASE VOLUME
VOLUME
E
Space Feature Ads
Distribution Displays
Promoted Price
Everyday Price
Account Specific
Shopper Programs
12
13. How do we CHANGE Shopping Behavior?
Levers Sales will pull to impact objective
VOLUME
Base Incremental
Space & Continuity, 1:1
TACTICS
Merchandising, Valued Shopper,
Everyday Pricing Features
Sales Customer Development
RESPONSIBLE Category Management
National Accounts
Field Sales / Bottler
Bottler Category Management
13
14. THE DPS & SuperValu PARTNERSHIP
• Putting the shopper at the strategic center
14
17. IDENTIFYING YOUR MOST VALUABLE
SHOPPER Dr Pepper
Dt Dr Pepper
Diet 7 UP
CSD Category
Segment 1
Diet A&W
Diet Sunkist
Up-and-comers
Dt Can Dry
Segment 2 Canada Dry What categories
Who are your
& brands align
most valuable 7 UP
with your
shoppers? Segment 3
Sunkist shoppers?
Sundrop
Dinks w/ Dollars
Tea, Juice, Mixers
Haw Punch
Young and Rustic Yoo Hoo
Snapple
Segment 7
Motts Juice
Motts SS Sauce
Segment 8
Rose Infusions
Mr & Mrs T’s 17
19. The Palmers / Premium Explorers
Dinner Routine: Exciting and different.
Shopping Style: Want an experience but often need to get in and out quickly.
Food Attitude: Food is interesting.
They view food and dining as an experience rather than a necessity. They expect and can afford fresh and
high quality foods. They are interested in healthier options, but love the occasional indulgence. They
value food and eating well, but do not always have time to prepare the types of meals they enjoy. When
grocery shopping they are looking for helpful employees who inspire them with new ideas.
ESTIMATE
20-25%
“I believe every encounter with food should be an experience. The best meals start with
fresh, high quality and healthy ingredients whether I’m making it or someone else is. I enjoy
the grocery shopping experience and look to sales associates for information and ideas.”
19
19
21. The Thompson's / Time-Starved Families
Dinner Routine: Fast and family friendly.
Shopping Style: One-stop shopping and grab ‘n go options.
Food Attitude: Food is a way to nurture my family.
They believe that time is money. Managing their busy family leaves them time-starved, which results in a
reliance on meal solutions and take-out. It’s more important to them that they invest time into their
family than into meal prep. Their expectation is that shopping should be easy and they seek out retailers
that help them make the most of every trip. Even though they have the means to pay for increased ESTIMATE
convenience, they still appreciate a good value and don’t want to trade-off quality for convenience. 20-25%
“We don’t have a lot of time to cook or shop but I believe bringing the family together for a meal is part of
being a good mom. I want meal solutions and easy one-stop shopping that help me make the most of my
time.”
21
21
23. The Vincent's / Value-Driven Households
Dinner Routine: Traditional home-cooking with limited repertoire.
Shopping Style: Willing to shop around to get the best deal.
Food Attitude: Food is a necessity.
Their strong value orientation drives their shopping behavior. They need to manage their budget, but have a
more holistic view of value because they believe that a good value means more than just a good price. They
want quality basics and may on occasion indulge beyond that, but won’t pay a premium for either.
ESTIMATE
50-60%
“We need to watch our food spend, but I want to get the best I can at the best value.
It’s not just about finding a good price.”
23 23
23
26. DPS Alignment Methodology
• All 66 PRIZM segments were evaluated by the following variables to
determine which SUPERVALU segments most closely aligned
– Age
– Household Income
– Presence of Children
– Urbanicity
• PRIZM segments were then aligned with beverages to determine the
correct beverage mix by segment
• Using above information, we then looked at media consumption,
leisure activities, and psychographics to begin to develop
promotional ideas that will resonate with targeted SUPERVALU
segments or clusters
26
27. 66 Cluster Snapshot
• Wealthiest segment “Upper Crust” (PRIZM rank #1) accounts for 1.7MM U.S. HH 1
• 1.5% of all U.S. homes are classified as “Upper Crust”
PRIZM NE Segment U.S. Households PRIZM NE Segment U.S. Households
Claritas 2005
Code Nickname PRIZM NE Segment
Demographic Description U.S. Households
Claritas 2005 HHs %Comp Code Nickname PRIZM NE Segment
Demographic Description HHs U.S. Households
Claritas 2005 %Comp
Code Nickname WealthyDemographic Description Claritas 2005 HHs %Comp Code Nickname MidscaleDemographic Description HHs %Comp
01 Upper Crust Older w/o Kids 1,690,937 1.52 34 White Picket Fences Middle Age w/ Kids 1,367,601 1.23
01 Upper Crust Wealthy Older w/o Kids 1,690,937 1.52 34 White Picket Fences Midscale Middle Age w/ Kids 1,367,601 1.23
02 Blue Blood Estates Wealthy Middle Age w/ Kids 1,059,462 0.95 35 Boomtown Singles Downscale Younger w/o Kids 1,347,018 1.21
02 Blue Blood Estates Wealthy Middle Age w/ Kids 1,059,462 0.95 35 Boomtown Singles Downscale Younger w/o Kids 1,347,018 1.21
03 Movers & Shakers Wealthy Middle Age w/o Kids 1,806,132 1.63 36 Blue-Chip Blues LowerMid Younger w/ Kids 1,354,490 1.22
03 Movers & Shakers Wealthy Middle Age w/o Kids 1,806,132 1.63 36 Blue-Chip Blues LowerMid Younger w/ Kids 1,354,490 1.22
04 Young Digerati Upscale Younger Mix 1,374,520 1.24 37 Mayberry-ville Midscale Middle Age w/o Kids 2,549,084 2.30
Young Digerati
04 Country Squires Upscale Younger Mix 1,374,520 1.24 37 Mayberry-ville Midscale Middle Age w/o Kids 2,549,084 2.30
05 Upscale Middle Age w/ Kids 2,050,786 1.85 38 Simple Pleasures LowerMid Mature Mix 2,802,944 2.53
Country Squires
05 Winner's Circle Upscale Middle Age w/ Kids 2,050,786 1.85 38 Simple Pleasures LowerMid Mature Mix 2,802,944 2.53
06 Wealthy Middle Age w/ Kids 1,134,965 1.02 39 Domestic Duos LowerMid Older Mix 1,188,359 1.07
06 Winner's Circle Wealthy Middle Age w/ Kids 1,134,965 1.02 39 Domestic Duos LowerMid Older Mix 1,188,359 1.07
07 Money & Brains Upscale Older Mix 2,265,564 2.04 40 Close-In Couples Downscale Older Mix 1,295,133 1.17
Money & Brains
07 Executive Suites Upscale Older Mix 2,265,564 2.04 40 Close-In Couples Downscale Older Mix 1,295,133 1.17
08 Midscale Middle Age w/o Kids 1,208,293 1.09 41 Sunset City Blues Downscale Older Mix 1,892,142 1.70
Executive Suites
08 Big Fish, Small Pond Midscale Middle Age w/o Kids 1,208,293 1.09 41 Sunset City Blues Downscale Older Mix 1,892,142 1.70
09 Upscale Older w/o Kids 2,451,435 2.21 42 Red, White & Blues LowerMid Middle Age w/o Kids 1,019,727 0.92
09 Big Fish, Small Pond Upscale Older w/o Kids 2,451,435 2.21 42 Red, White & Blues LowerMid Middle Age w/o Kids 1,019,727 0.92
10 Second City Elite UpperMid Older w/o Kids 1,313,684 1.18 43 Heartlanders LowerMid Older Mix 2,208,891 1.99
10 God's Country Elite
Second City UpperMid Older w/o Kids
UpperMid Middle Age w/o Kids 1,313,684 1.18 43 Heartlanders
New Beginnings
LowerMid Older Mix
Downscale Younger Mix 2,208,891 1.99
11 1,813,435 1.63 44 1,697,047 1.53
God's Country
11 Brite Lites, Li'l City UpperMid Middle Age w/o Kids 1,813,435 1.63 44 New Beginnings Downscale Younger Mix 1,697,047 1.53
12 UpperMid Middle Age w/o Kids 1,658,799 1.49 45 Blue Highways LowerMid Middle Age w/o Kids 1,316,921 1.19
12 Brite Lites, Li'l City UpperMid Middle Age w/o Kids 1,658,799 1.49 45 Blue Highways LowerMid Middle Age w/o Kids 1,316,921 1.19
13 Upward Bound UpperMid Middle Age w/ Kids 1,689,622 1.52 46 Old Glories Downscale Mature mostly w/o Kids 1,092,340 0.98
Upward Bound
13 New Empty Nests UpperMid Middle Age w/ Kids 1,689,622 1.52 46 Old Glories Downscale Mature mostly w/o Kids 1,092,340 0.98
14 Midscale Mature w/o Kids 1,171,877 1.06 47 City Startups Downscale Younger w/o Kids 1,605,824 1.45
14 New Empty Nests Midscale Mature w/o Kids 1,171,877 1.06 47 City Startups Downscale Younger w/o Kids 1,605,824 1.45
15 Pools & Patios Midscale Older w/o Kids 1,372,404 1.24 48 Young & Rustic Downscale Younger w/o Kids 3,393,228 3.06
15 Pools & Patios Midscale Older w/o Kids 1,372,404 1.24 48 Young & Rustic Downscale Younger w/o Kids 3,393,228 3.06
16 Bohemian Mix Midscale Younger Mix 2,018,548 1.82 49 American Classics Downscale Mature mostly w/o Kids 1,137,884 1.03
Bohemian Mix
16 Beltway Boomers Midscale Younger Mix 2,018,548 1.82 49 American Classics Downscale Mature mostly w/o Kids 1,137,884 1.03
17 UpperMid Middle Age w/ Kids 1,031,647 0.93 50 Kid Country, USA LowerMid Younger w/ Kids 1,424,706 1.28
17 Beltway Boomers UpperMid Middle Age w/ Kids 1,031,647 0.93 50 Kid Country, USA LowerMid Younger w/ Kids 1,424,706 1.28
18 Kids & Cul-de-sacs UpperMid Middle Age w/ Kids 1,687,777 1.52 51 Shotguns & Pickups LowerMid Middle Age w/ Kids 1,761,715 1.59
18 Kids & Cul-de-sacs UpperMid Middle Age w/ Kids 1,687,777 1.52 51 Shotguns & Pickups LowerMid Middle Age w/ Kids 1,761,715 1.59
19 Home Sweet Home Midscale Middle Age w/o Kids 1,980,255 1.78 52 Suburban Pioneers Downscale Middle Age Mix 1,161,514 1.05
Home Sweet Home
19 Fast-Track Families Midscale Middle Age w/o Kids 1,980,255 1.78 52 Suburban Pioneers Downscale Middle Age Mix 1,161,514 1.05
20 UpperMid Middle Age w/ Kids 1,631,409 1.47 53 Mobility Blues Low-Income Younger w/o Kids 1,169,434 1.05
20 Fast-Track Families UpperMid Middle Age w/ Kids 1,631,409 1.47 53 Mobility Blues Low-Income Younger w/o Kids 1,169,434 1.05
21 Gray Power LowerMid Older mostly w/o Kids 1,174,575 1.06 54 Multi-Culti Mosaic LowerMid Middle Age Mix 1,907,241 1.72
21 Gray Power LowerMid Older mostly w/o Kids 1,174,575 1.06 54 Multi-Culti Mosaic LowerMid Middle Age Mix 1,907,241 1.72
22 Young Influentials Midscale Younger w/o Kids 1,632,610 1.47 55 Golden Ponds Downscale Mature mostly w/o Kids 1,945,151 1.75
Young Influentials
22 Greenbelt Sports Midscale Younger w/o Kids 1,632,610 1.47 55 Golden Ponds Downscale Mature mostly w/o Kids 1,945,151 1.75
23 Midscale Middle Age w/o Kids 1,885,142 1.70 56 Crossroads Villagers Downscale Younger w/o Kids 1,960,469 1.77
23 Greenbelt Sports Midscale Middle Age w/o Kids 1,885,142 1.70 56 Crossroads Villagers Downscale Younger w/o Kids 1,960,469 1.77
24 Up-and-Comers LowerMid Younger w/o Kids 1,357,887 1.22 57 Old Milltowns Downscale Older Mix 1,590,835 1.43
24 Up-and-Comers LowerMid Younger w/o Kids 1,357,887 1.22 57 Old Milltowns Downscale Older Mix 1,590,835 1.43
25 Country Casuals UpperMid Middle Age w/o Kids 1,556,190 1.40 58 Back Country Folks Downscale Older Mix 2,626,222 2.37
Country Casuals
25 The Cosmopolitans UpperMid Middle Age w/o Kids 1,556,190 1.40 58 Back Country Folks Downscale Older Mix 2,626,222 2.37
26 Midscale Older Mix 1,322,764 1.19 59 Urban Elders Downscale Older Mix 1,495,328 1.35
26 The Cosmopolitans Midscale Older Mix 1,322,764 1.19 59 Urban Elders Downscale Older Mix 1,495,328 1.35
27 Middleburg Managers Midscale Older w/o Kids 2,069,213 1.86 60 Park Bench Seniors Downscale Older mostly w/o Kids 1,215,994 1.10
27 Middleburg Managers Midscale Older w/o Kids
Midscale Older w/o Kids 2,069,213 1.86 60 Park Bench Seniors Downscale Older mostly w/o Kids 1,215,994 1.10
28 Traditional Times 3,015,905 2.72 61 City Roots Downscale Mature Mix 1,321,286 1.19
Traditional Times
28 American Dreams Midscale Older w/o Kids 3,015,905 2.72 61 City Roots Downscale Mature Mix 1,321,286 1.19
29 Midscale Middle Age Mix 2,434,986 2.19 62 Hometown Retired Low-Income Mature mostly w/o Kids 1,262,715 1.14
29 American Dreams Midscale Middle Age Mix 2,434,986 2.19 62 Hometown Retired Low-Income Mature mostly w/o Kids 1,262,715 1.14
30 Suburban Sprawl LowerMid Middle Age w/o Kids 1,467,153 1.32 63 Family Thrifts Downscale Younger w/ Kids 1,868,599 1.68
30 Suburban Sprawl LowerMid Middle Age w/o Kids 1,467,153 1.32 63 Family Thrifts Downscale Younger w/ Kids 1,868,599 1.68
31 Urban Achievers LowerMid Middle Age Mix 1,852,355 1.67 64 Bedrock America Downscale Younger w/ Kids 2,111,567 1.90
Urban Achievers
31 New Homesteaders LowerMid Middle Age Mix 1,852,355 1.67 64 Bedrock America Downscale Younger w/ Kids 2,111,567 1.90
32 Midscale Middle Age w/ Kids 2,131,717 1.92 65 Big City Blues Downscale Younger Mix 1,318,897 1.19
32 New Homesteaders Midscale Middle Age w/ Kids 2,131,717 1.92 65 Big City Blues Downscale Younger Mix 1,318,897 1.19
33 Big Sky Families Midscale Middle Age w/ Kids 1,853,806 1.67 66 Low-Rise Living Low-Income Younger Mix 1,430,578 1.29
33 Big Sky Families Midscale Middle Age w/ Kids 1,853,806 1.67 66 Low-Rise Living Low-Income Younger Mix 1,430,578
111,006,738
1.29
100.00
111,006,738 100.00
Source: PRIZM 27
28. Segment Alignment with Percentages
Ben Susan Ursula Betty Elliot
19.5% of SUPERVALU 17.5 % of SUPERVALU 9.2% of SUPERVALU 9.7% of SUPERVALU 17.5% of SUPERVALU
19.3 % of Households 18.2% of Households 7.2% of Households 9.2% of Households 18.2% of Households
Boomtown Singles Beltway Boomers Blue Blood Estates New Beginnings Pools & Patios
Close-In Couples Kids & Cul-de-sacs Country Squires Blue-Chip Blues Home Sweet Home
Sunset City Blues Fast-Track Families Winner's Circle Multi-Culti Mosaic Gray Power
Heartlanders The Cosmopolitans Upward Bound Family Thrifts Middleburg Managers
Old Glories American Dreams Bedrock America Traditional Times
City Startups Urban Achievers Big City Blues Suburban Sprawl
Young & Rustic New Homesteaders Low-Rise Living Blue Highways
American Classics Big Sky Families Mayberry-ville
Suburban Pioneers White Picket Fences Simple Pleasures
Mobility Blues Domestic Duos Red, White & Blues
Golden Ponds Kid Country, USA
Crossroads Villagers Shotguns & Pickups
Old Milltowns
Back Country Folks
Urban Elders
Park Bench Seniors
City Roots
Hometown Retired
Gary Tamara Elaine
8.1% of SUPERVALU 9.3% of SUPERVALU 9.3% of SUPERVALU
9.4% of Households 8.6% of Households 9.2% of Households
Young Digerati Movers & Shakers Upper Crust
New Empty Nests Executive Suites Money & Brains
Bohemian Mix God's Country Big Fish, Small Pond
Greenbelt Sports Brite Lites, Li'l City Second City Elite
Up-and-Comers Country Casuals
Source: MRI Doublebase 2008, PRIZM NE
28
29. Like the SUPERVALU Study, DPS
segments exhibit the same demographic
profile
Qualifier Ben Betty Elaine Elliot Gary Susan Tamara Ursula
Median Household Income-HHI $25,624 $28,237 $83,708 $50,704 $61,333 $61,327 $89,785 $114,194
Median Respondent Age 54 36 59 52 40 42 44 44
Median # of People in Household 2 3 2 2 2 3 2 4
Presence of Children Index 64 141 42 71 92 150 98 199
To align the PRIZM segmentation model with SUPERVALU’s proprietary
segmentation model, the variables above were used as a validator to ensure
that SUPERVALU’s objectives were met.
Source: MRI Doublebase 2008, PRIZM NE
29
30. Beverage preferences vary by segment
Ben Betty Elaine Elliot Gary Susan Tamara Ursula
Dr Pepper 103 123 59 92 95 111 91 96
A & W Root Beer 101 93 78 103 96 109 99 106
7 Up 102 125 77 93 97 96 97 103
Sunkist 108 158 52 90 93 101 65 84
Canada Dry Ginger Ale 90 103 109 95 110 100 113 114
Diet Dr Pepper 90 78 98 100 104 110 137 117
Diet A & W Root Beer 86 80 115 120 113 88 114 124
Diet 7 Up 102 73 116 109 90 92 126 100
Diet Sunkist Orange 85 117 112 103 94 100 98 107
Canada Dry Diet Ginger Ale 93 91 130 100 104 95 128 98
Motts Sauce 82 84 128 99 104 109 104 151
Motts Juice 79 87 102 90 124 120 99 163
Hawaiian Punch 112 180 51 81 77 94 75 87
Snapple 78 118 110 82 121 108 123 127
• Families with lower income levels are most likely to purchase full
flavored CSDs.
• Elaine, Tamara, and Ursula prefer diet beverages and have a high
propensity to purchase Snapple as well as the healthier beverage
offerings.
• Segments containing children are likely to purchase Motts Sauce.
110+ 109-100 99 below
Source: MRI Doublebase 2008, PRIZM NE
30
31. Beverage preferences are evident even at the Cluster level.
The Vincents The Thompsons The Palmers
A & W Root Beer 100 108 91
Canada Dry Ginger Ale 94 103 111
Dr Pepper 104 108 82
7 Up 104 98 90
Sunkist 113 97 70
Diet A & W Root Beer 96 97 114
Canada Dry Diet Ginger Ale 95 95 121
Diet Dr Pepper 91 112 112
Diet 7 Up 98 94 111
Diet Sunkist Orange 97 102 102
Hawaiian Punch 116 92 67
Snapple 87 113 118
Motts Fruit 87 119 112
Motts Juice 84 130 108
110+ 109-100 99 below
Source: MRI Doublebase 2008, PRIZM NE
31
32. Many of Susan’s leisure activities revolve around
spending time with their family and friends
Fly kites 126
Board games 126
Trivia games 125
Zoo attendance 124
Video games 123
Electronic games (not TV) 123
Attend rock music performances 121
Barbecueing 118
Fantasy sports league 117
Attend auto shows 117
Photo Album/ Scrapbooking 116
PC/Computer games 115
Go to beach 115
Picnic 114
Karaoke 113
105 110 115 120 125 130
Source: MRI Doublebase 2008, PRIZM NE
32
33. Susan’s purchase decisions are heavily
influenced by her children and spouse.
My children have a significant impact on the brands I choose 107
My spouse has a significant impact on the brands I choose 102
My grocery store offers low prices on all products every day 100
It's imp. salespeople be knowledgeable about prod. theysell 99
I know the price of the foods and packaged goods I buy 99
Buying American products is important to me 98
When I find a brand I like, I stick to it 97
I like to shop around before making a purchase 97
I will gladly switch brands to use a cents-off coupon 96
I'm a spender rather than a saver 96
90 92 94 96 98 100 102 104 106 108
Source: MRI Doublebase 2008, PRIZM NE
33
34. With Susan’s busy lifestyle, she uses
technology to simplify her couponing
Internet or E-mail 130
Instant coupon machine/Shelf
123
coupons
In or on packages 118
Coupons at register 114
Mail 114
Handed out by person in store 112
Sunday newspaper inserts 111
Magazine 109
Weekday newspaper inserts 102
0 20 40 60 80 100 120 140
Source: MRI Doublebase 2008, PRIZM NE
34
35. Susan
Media Snapshot
Websites: Magazines:
Visit a variety of shopping Read a variety of children and
website - Ebay, family focused magazines
Overstock.com, Shopping.com Family Fun QuickTime™ and a
TIFF (Uncompressed) decompressor
Also visit entertainment sites - Parents are needed to see this picture.
NASCAR, Disney, IMDB and Prevention Family
iVillage QuickTime™ and a
TIFF (Uncompressed) decompressor
are needed to see this picture.
Online Activities: TV:
Childcare or parenting Watch reality TV like QuickTime™ and a
TIFF (Uncompressed) decompressor
are needed to see this picture.
research (135) American Idol, Biggest Loser
Car purchase research and Extreme Home Makeover
(123)
Paid bills online (123) QuickTime™ and a
TIFF (Uncompres sed) decompress or
are needed to see this picture.
Source: MRI Doublebase 2008, PRIZM NE
35
36. Susan households also purchase a variety
of kid dominated products.
PRODUCT INDEX
Jif 111
QuickTime™ and a
QuickTime™ and a
TIFF (Uncompressed) decompressor Rold Gold 115 TIFF (Uncompressed) decompressor
are needed to see this picture. are needed to see this picture.
Baked! Lays 116
Skittles 117
Chex Mix 118
Nabisco Chips Ahoy! 119
Slim Jim 122
Nabisco Oreo 127
Store's Own Brand 133
Lunchables (Oscar Mayer) 136
Lunchables Pizza (Oscar Mayer) 141
QuickTime™ and a
TIFF (Uncompressed) decompressor
are needed to see this picture.
Quic kTime™ and a
TIFF (Uncompressed) dec ompressor
Lunchables Maxed Out 122
are needed to see this picture.
QuickTime™ and a
QuickTime™ and a
TIFF (Uncompressed) decompressor TIFF (Uncompressed) decompressor
are needed to see this picture. are needed to see this picture.
QuickTime™ and a
TIFF (Uncompressed) decompressor
are needed to see this picture.
Source: MRI Doublebase 2008, PRIZM NE
36
37. Thought Starters for reaching Susan
• Leverage Dr Pepper Snapple database and SuperValu’s
to reach potential Susan’s with targeted coupon offers
around higher indexing brands
• Create a co-marketing partnership with other SuperValu
private label brands to create simple family meal solutions
to fit Susan’s time starved lifestyle
– Determine brands based on basket analysis
• Develop a better for you program targeting Susan’s
around healthy snacks for your kids with the Mott’s brand
and include DPS CSD’s that have a healthy halo
37
38. Next Steps
• Gaining deeper understanding into SuperValu
strategies and how segments play a role
• Identity key areas for testing
38
Editor's Notes
We have a common Volume objective but we activate against it in different ways. Common Language….Language of the shopper
Here’s the first of the three segments, overall a group that’s highly food engaged and has high expectations around quality, assortment and service in our stores We are still doing analysis, but it appears that this group will represent about 20-25% of consumers in our trade areas – the people available to us as potential shoppers
The second cluster is made up of mid- to upper-income families… people for whom time and solutions are critical Due to hectic lifestyles The Thompsons are likely to try to satisfy all their needs in larger, full store shopping trips The are looking for a grocer that can meet their needs in many categories and help them save time and effort It’s easy to think about how their needs differ from the first group This group is also expected to capture about 20-25% of the consumers in our trade areas
Our third, and probably largest group at 50-60% of our consumers, is made up of value-driven households In general, these shoppers use our stores but are prone to channel grazing and cherry picking; they cook, but as a rule food is more of a utility than an experience Aligning our offering to them will help us satisfy more of their requirements It’s not all about price, but delivering price will be critical for this group