Vol. 29, No. 11 • November 2016 See Mars, Page 6 SO-LO-MO At the Expo Page 34 Deadlines Near for 2017 Effie Awards NEW YORK — The final entry deadlines for the 2017 Shopper Marketing Effie Awards are Nov. 1 and Nov. 9. Effie Worldwide is accepting entries at Effie.org, where the entry materials (as well as advice and sample entries) are housed. While the first and sec- ond dead- lines have passed, entries can be submitted through Nov. 1 and Nov. 9, with the entry fee increasing with each deadline. The competition is for shop- per marketing efforts that ran in the U.S. or Canada between Sept. 1, 2015, and Aug. 31, 2016. Effie Worldwide and the Path to Purchase Institute will cel- ebrate the winners on March 28, 2017, at the Grand Hyatt New York during the Shopper Mar- keting Summit. For more infor- mation, visit Effie.org. SM New platform turns slow summer period for chocolate into one of M&M’s biggest seasons at mass merchant By Dan Ochwat MCLEAN, V A. — Summer can be tough on the chocolate category as consumers tend to shy away from a candy that melts in the heat, says Mars Inc.’s Allisha Watkins. But a new platform for M&M’s and Walmart dedicated to the troops during the Memorial Day/summer timeframe proved so successful that it is becoming the brand’s “fifth season.” The inaugural effort ran May 7 through July 8 and celebrated the 75th anniversary of the M&M’s brand. It tapped into the history of the brand – the candies were created during World War II as a sweet treat for the military away from home. “Since then, for 75 years, we M E A S U R E M E N T Mars Says ‘Thank You’ Via Walmart have continued to put M&M’s in rations for our troops,” says Watkins, Mars’ Walmart shopper marketing team lead. “Not only those who are serving but those who have served.” The “Say Thank You” platform leans on the action that for every one M&M’s, Snickers or Skittles SKU purchased online or in-store at Walmart, Mars sends another one to military troops. A real-time tracker on a dedicated page on Walmart.com tallied the pounds of chocolate that were donated; the end results being 1,816,828 pounds, an average of 600 pounds per store. The partners will launch the second installment of the platform in May 2017. “We have been tasked by Walmart to grow two [times] with this program because it was so successful,” Watkins says. “It is becoming the fifth season [with Valentine’s Day, Easter, Halloween and Design of the Times We showcase the four Platinum winners, including the “Best of the Times” honoree from LG Electronics. PAGE 38 INSIDE PAGE 40 Coupon Survey Valassis’ annual RedPlum Purse String Survey reveals the latest trends concerning print and digital coupons. PAGE 16 VIRTUAL ROUNDTABLE
Transcript
Vol. 29, No. 11 • November 2016
See Mars, Page 6
SO-LO-MO
At the ExpoPage 34
Deadlines Near for 2017 Effie AwardsNew York — The final entry deadlines for the 2017 Shopper Marketing Effie Awards are Nov. 1 and Nov. 9.
Effie Worldwide is accepting entries at Effie.org, where the entry materials (as well as advice and sample entries) are housed.
Whi le the first and sec-ond dead-lines have p a s s e d , e n t r i e s c a n b e submitted through Nov. 1 and Nov. 9, with the entry fee increasing with each deadline.
The competition is for shop-per marketing efforts that ran in the U.S. or Canada between Sept. 1, 2015, and Aug. 31, 2016.
Effie Worldwide and the Path to Purchase Institute will cel-ebrate the winners on March 28, 2017, at the Grand Hyatt New York during the Shopper Mar-keting Summit. For more infor-mation, visit Effie.org. SM
New platform turns slow summer period for chocolate into one of M&M’s biggest seasons at mass merchantBy Dan OchwatMcLeaN, Va. — Summer can be tough on the chocolate category as consumers tend to shy away from a candy that melts in the heat, says Mars Inc.’s Allisha Watkins. But a new platform for M&M’s and Walmart dedicated to the troops during the Memorial Day/summer timeframe proved so successful that it is becoming the brand’s “fifth season.”
The inaugural effort ran May 7 through July 8 and celebrated the 75th anniversary of the M&M’s brand. It tapped into the history of the brand – the candies were created during World War II as a sweet treat for the military away from home. “Since then, for 75 years, we
MEASUREMENT
Mars Says ‘Thank You’ Via Walmarthave continued to put M&M’s in rations for our troops,” says Watkins, Mars’ Walmart shopper marketing team lead. “Not only those who are serving but those who have served.”
The “Say Thank You” platform leans on the action that for every one M&M’s, Snickers or Skittles SKU purchased online or in-store at Walmart, Mars sends another one to military troops. A real-time tracker on a dedicated page on Walmart.com tallied the pounds of chocolate that were donated; the end results being 1,816,828 pounds, an average of 600 pounds per store.
The partners will launch the second installment of the platform in May 2017. “We have been tasked by Walmart to grow two [times] with this program because it was so successful,” Watkins says. “It is becoming the fifth season [with Valentine’s Day, Easter, Halloween and
Design of the TimesWe showcase the four Platinum winners, including the “Best of the Times” honoree from LG Electronics.
PAGE 38
INSIDE
PAGE 40
Coupon SurveyValassis’ annual RedPlum Purse String Survey reveals the latest trends concerning print and digital coupons.
PAGE 16VIRTUAL ROUNDTABLE
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Editorial Director Bill Schober, (773) 992-4430Executive Editor Tim Binder, (773) 992-4437Managing Editor Charlie Menchaca, (773) 992-4432Art Director/Production Manager Sonja Lundquist, (773) 992-4419Contributing Editors Peter Breen, Cyndi Loza, Patrycja Malinowska, Samantha Nelson, Ben RossContributing Writers Michael Applebaum, Joe Bush, Anne Downes, Ed Finkel, Erika Flynn, Chris Gelbach, Sharon Goldman, Dawn Klingensmith, Neal Lorenzi, April Miller, Dan OchwatPublisher Albert Guffanti, (973) 607-1301; [email protected]
ADVERTISING SALESCraig Hitchcock, (773) 992-4422; [email protected] Serving the Western United StatesRich Zelvin, (773) 992-4425; [email protected] Serving the Eastern United States, Canada, International
Shopper Marketing (ISSN 1040-8169) is published monthly by the Path to Purchase Operating Corp., 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731. Periodicals Postage Paid at Chicago, IL, and at additional mailing offices.
CHANGE OF ADDRESS and other circulation correspondence should be mailed to: Shopper Marketing, Creative Data Services, 440 Quadrangle Dr., Suite E, Bolingbrook, IL 60440, or email [email protected] for customer service. (Include your address label with all correspondence.)
WHERE TO WRITE: Please direct all letters to the editor and other business/advertising correspondence to: Shopper Marketing, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731.
ARTICLE REPRINTS & E-PRINTS: Contact Quan Tran at (773) 992-4464 or [email protected].
NOTICE: The Path to Purchase Institute occasionally uses the logos of various companies in its marketing materials. These include promotional brochures for events such as the Shopper Marketing Conference & Expo, the Shopper Marketing Summit, the Design of the Times Awards and others. The use of these logos does not imply sponsorship or endorsement by the companies identified by those logos, unless specifically noted as such.
Executive Director – Chief Executive Officer Peter W. Hoyt, (773) 992-4456Managing Director – Marketing & Events Maureen Macke, (773) 992-4413 Managing Director – Strategy Steve Frenda, (773) 992-4461 Managing Director – Platforms & Publishing Albert Guffanti, (973) 607-1301Managing Director – Content & Editorial Bill Schober, (773) 992-4430
EVENTS & EDUCATIONManaging Director – Professional Development Patrick Fitzmaurice, (773) 992-4466Senior Manager – Events Peggy Milbrandt, (773) 992-4412Manager – Event Production & Marketing Stacey Bobby, (773) 992-4423Manager – Member Development & Event Sales Quan Tran, (773) 992-4464Director – Education & Faculty Administration Ronit Lawlor, (773) 992-4415
PRODUCTION Director – Production Ed Ward, (773) 992-4418 Art Director/Production Manager Sonja Lundquist, (773) 992-4419
Editorial and Executive Offices 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731 PHONE: (773) 992-4450 FAX: (773) 992-4455
INFORMATION TECHNOLOGY Director – Information Technology Jack Dare, (773) 992-4411 Director – Sites & Systems Rob Mahoney, (773) 992-4434Coordinator – Digital Content Production Jean-Paul Masuda, (773) 992-4449
MARKETING Director – Marketing & Communications Michele Weston-Rowe, (773) 992-4440 Manager – Events Marketing Kevin Jackson, (773) 992-4441 Manager – Audience Development Reginald Jordan, (773) 992-4443 Art Director Stephanie Beling, (773) 992-4442
MEMBER DEVELOPMENT & SERVICESManaging Director – Member Development Terese Herbig, (773) 992-4438Director – Member Development Patrick Hare, (773) 992-4465Director – Member Development Brian Salzman, (773) 992-4463Manager – Member Development & Event Sales Quan Tran, (773) 992-4464Manager – Member Services Stacy Stiglic, (773) 992-4414
PLATFORMS & PUBLISHINGManaging Director – Special Content Peter Breen, (773) 992-4431Director – Associate Publisher Craig Hitchcock, (773) 992-4422Director – Associate Publisher Rich Zelvin, (773) 992-4425
4 Editorial: Peter Breen
6 Solution Provider News
7 ‘Refreshingly Honest’Honest Tea executed an integrated campaign over the summer that encouraged people to be more honest in their daily lives.
10 Dogs Have Brains, TooNestle Purina Petcare partnered with Canines Inc.’s Dognition to promote Purina Pro Plan Bright Mind dry dog food formulas along with Dognition’s cognitive assessment tool.
12 Technology in RetailTo stay ahead in the fast-moving world of retail and continue to grow market share, marketers need to make the right adjustments to their strategy, capabilities and technology. So says a Path to Purchase Expo panel.
13 At Store Brands ‘Summit’ ...A panel of retailers discuss how they are working to build trust with educated shoppers when it comes to the chains’ private-label products.
16 Feature: Shopper Marketing MeasurementAs shopper marketing has grown, measurement remains a challenge and a barrier within the discipline, according to seven industry insiders who participated in our virtual roundtable discussion.
SPECIAL REPORTS
34 So-Lo-Mo Spotlight: At the ExpoDan Ochwat, editor of our monthly So-Lo-Mo Central report (page 42), walks the Path to Purchase Expo floor looking for what’s new in social, location-based and mobile marketing tactics.
38 Design of the Times: Platinums/Best of the TimesLG Electronics’ “Best Buy TV Experience Wall” wins top honors in the Path to Purchase Institute’s annual Design of the Times contest. We detail how and why that display came to be while also showcasing the DOT’s three other Platinum award winners.
CONTENTS
45 Ricci at RetailJoe spotlights ...• Breyers• Benadryl and Zyrtec• Beauty 360• Swedish Fish and Sour Patch Kids
45 Personnel Appointments
46 Institute StrategistTarget tests new “Cartwheel Perks” loyalty program that rewards in-store shoppers with 10 points for every dollar spent.
17 Guide to Retail & Shopper InsightsAn advertising supplement.
40 Research: RedPlum Purse String SurveyPrint and digital coupon usage are both strong and growing among value-oriented shoppers, according to a recent Valassis study.
42 So-Lo-MoA roundup of social, local and mobile marketing activity at retail from:• General Mills• Ibotta• Sephora• Snaps• Delta Airlines and Snapchat• Twitter• Flirtey and Domino’s Pizza • Hilton Hotels & Resorts• Lowe’s and Fellow Robots
So-Lo-Mo Central, Page 42
Ricci at Retail, Page 45
4 SHOPPER MARKETING NOVEMBER 2016
n spite of myself, I’m becoming a lot smarter about shopping these days.
I’ve never been a very big fan of change. You might even say that I’m a little reluc-tant, if not entirely resistant, to the very concept of change. (And more than a few people have said it over the years.) I’m not quite at the Raymond Babbitt level of rigid-ity, but I can get pretty set in my routines.
When I occasionally, begrudgingly do alter my behavior, the motivating factor is often a desire to stop feeling dumb about not changing. It inevitably happens long after societal trends and even conventional wisdom would dictate that I do, and some-times after I’ve endured some months of public ridicule over it. Case in point: I fi-nally bought my first mobile phone only after breaking down on the highway and walking more than a mile to the nearest exit to seek assistance – as hundreds of vehicles with cellphone-equipped drivers passed by.
But in this day and age, it’s simply dumb not to be an omnichannel shopper. Going to a store without first checking online to see if it stocks the item you need would be dumb. Not immediately ordering the product online when you learn that the store doesn’t carry it would likewise be dumb. And paying for home delivery when you can get the item shipped to your local store for free seems really dumb.
This sequence of events played out for me a few weeks ago, when the hacking cough of my Briggs & Stratton lawn mow-
PepsiCo Shopper Marketing, Walmart Inc. Customer Team
• Katie Schiavone, Senior Director, Shopper Marketing, PepsiCo NAN Brands
PERNOD RICARD USA• Scot Henderson, Director,
Customer Solutions• Karen Quach, Division
Marketing Director
PFIZER• Heather Storms, Director,
Shopper Marketing
PHILIPS CONSUMER LIFESTYLE• Kelly Downey, VP, Digital &
Shopper Solutions
PINNACLE FOODS• Kelly Annis, Director,
Marketing Activation
PROCTER & GAMBLE• Matt Barresi, Brand
Director, NA Selling & Market Operations
• Lynn Neal, NA Retail Strategy Leader
QUOTIENT• Gary Stern, VP, Sales
The League of Leaders is an exclusive organization of industry thought-leaders dedicated to advancing the understanding of all marketing efforts that culminate at retail.
RB• Taryn Mitchell, Global VP
of Sales, Digital Channel (E-Commerce)
• Cheryl Policastro, Shopper Marketing Team Leader
RED BULL NORTH AMERICA• Melissa Leggett-Accad,
Director, Trade Marketing
RETAIL SOLUTIONS INC. (RSI)• Michael Quinn,
General Manager, Ansa – Digital to Store Analytics
• Meredith Williams, Director, Business Development, Ansa
er became intolerable, the victim of yet another summer traversing my dust bowl of a yard in desper-ate search of grass to cut. I easily found the new air filter I needed at a reasonable-enough price on HomeDepot.com. (Results con-taining lower prices from both Amazon.com and Walmart.com showed up higher in Google search, by the way, but I’m still a little skittish about third-party marketplace suppliers.)
Not surprisingly, my local Home Depot didn’t have the filter I need-ed. (Replacement parts became obvious e-commerce fodder years ago.) I certainly wasn’t going to pay shipping costs on a $16.07 item, so I opted for free in-store pickup. That still required a two-mile round trip to the store but avoided the old-fash-ioned frustration of hunting for the right aisle (I still haven’t figured that place out) and then, dirty old air filter in hand, sorting through packaging to find the right SKU.
The filter arrived four days earlier than originally promised, which made me feel even smarter about these new shopping behaviors I’ve adopted. I’m now an om-nichannel shopper, and I’m proud.
Now I haven’t quite adopted all the habits of an omnichannel shopper. The Home Depot emailed a few times encour-aging me to review the product, but that seemed a little silly. What do you say about
a replacement air filter? It fit into the lawn mower well? It seems to be filtering air adequately? To be honest, though, I did feel guilty about not contributing to the collective knowledge of the digital shopping universe.
As usual, I’m late to the game with these behavior changes. As Path to Purchase Leadership University teaches in its “Digi-tal Shopper Marketing” and “Shopper Mar-keting for E-Commerce” courses, the retail marketplace has been changing rapidly. But traditional brick-and-mortar shoppers aren’t turning into e-commerce shoppers, they’re evolving into omnichannel shop-pers, toggling between traditional, offline
EDITORIAL
Peter Breen is managing director – special content for the Path to Purchase Institute. He can be reached at (773) 992-4431 or [email protected].
Omnichannel, and Proud of It shopping habits and new online behaviors as often as they need to and without even thinking about it. This is the new reality, and this is the landscape that shopper mar-keting needs to understand.
While we’re on the subject of new shopper behaviors, and my own resistance to change, I had an Amazon Prime epiphany last month while shopping for his-and-her Halloween costumes. No, of course I don’t have a Prime account yet. But using my wife’s, I found the matching “I’m With Stupid” T-shirts I needed (for Election 2016-themed get-ups,
and that’s all I’m going to divulge). And after ordering them I was
given three shipping op-tions: overnight for a pretty high fee, two-day for a still-costly charge, and four-day.
The four-day option didn’t just provide free
delivery; it also came with a $5.99 credit to the Prime ac-
count that essentially amounted to 25% off my order. Great, now that Amazon has trained the shopping world to demand im-mediate delivery, it apparently now feels the need to untrain us (to save on some of those exorbitant operating costs, I’d imagine).
But hey, I don’t want to look a gift horse in the mouth. That would be just plain dumb. SM
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TOGETHERWE GOT THIS!
DARKOUntitled-2 1 10/6/16 3:05 PM
PROGRAMS6 SHOPPER MARKETING NOVEMBER 2016
SOLUTION PROVIDER NEWS
InContext, Intel Team on VR Retail SolutionsInContext Solutions, Chicago, is working with Intel to develop virtual reality (VR) solutions that meet the changing needs of the retail ecosystem. Combining Intel’s technologies with ShopperMX, InContext’s pro-prietary enterprise software-as-a-service VR platform, the companies will collaborate to de-velop innovative VR hardware and software for re-tail. “We have long been a leader in web-based VR, but with Intel’s world-class technology expertise we can push the boundaries of our product portfolio,” said Mark Hardy, CEO of InContext Solu-tions, in a media release. “With this collaboration, we will be able to design our VR platform to include new features and functionality for the latest technology coming out across all devices.”
MaxPoint Offers New In-Store Solution: MaxPoint, Morrisville, North Carolina, recently rolled out Path-Point wireless activity-sensing devices, the company’s first solution for in-store consumer pathing and in-sights. PathPoint devices gather privacy-friendly data on shoppers’ in-store activity and feed near-real-time analytics back to retailers. The devices sense shoppers’ in-store activity, including their locations, dwell times and areas of high visitation. This data can help retail-ers see, understand and address fric-tion points such as long checkout lines, areas with excessive customer wait times and spaces that have high dwell times but low conversion. “E-com-merce retailers track consumer actions and use that data to improve the online shopper experience and accelerate sales,” said Joe Epperson, CEO of MaxPoint, in a media release. “PathPoint enables the customer ex-perience teams at retailers to be competitive with their e-commerce counterparts by providing that same level of customer pathing intelligence but in the store.”
Higi Shares Health Study: Health challenges with social influence, financial incentives and motivation-al messaging can help drive sustainable behavioral changes associated with lowering blood pressure, ac-cording to a study by Chicago-based Higi. The study centers on the impact of a 17-week “LowerMyBP” chal-lenge the company conducted in 2015 with mHealth-Coach. Challenge participants who checked their blood pressure were able to enter a weekly drawing for a $25 gift card and a grand-prize drawing at the end of the study for $100. Participants received cus-tomized emails weekly encouraging healthy physical activity and biometric screening at a Higi health sta-tion at their local retailer. Participants could also see how they ranked compared to other members in the challenge. The study found that joining the challenge not only correlated with lowering people’s blood pres-sure, but the positive behavior of monitoring blood pressure regularly continued for at least four months after the financial incentives were removed.
OSI Creative Opens New Jersey Facility: Irvine, Cali-fornia-based OSI Creative has opened a new facility in Totowa, New Jersey. Two representatives will be based in the new location to provide on-site, responsive ser-vice to East Coast customers.
holiday] and will easily take over holiday in terms of scale and volume across the category.”
Some sneak peek changes to the 2017 platform include pallet presence in Action Alley – in addition to the previ-ously secured 12 feet of incremental space in the sum-mer seasonal aisle – and leveraging “bigger opportunities through experiences and influencers.”
Mars worked with its agency – Westport, Connecticut-based Catapult – on the omnichannel rollout that lever-aged digital and social and included a partnership with Triad Retail Media, Chicago, and Walmart.com for WMX media banners, the live tracker and a way to write a digital letter to someone serving in the military. Collective Bias, Rogers, Arkansas, managed national social influencers who created summer-themed recipes using M&M’s.
At 3,000 retail stores, displays appeared in the take-home candy aisle, the seasonal aisle and front-of-store impulse areas. There was also an endcap with customized red, white and blue bottles of M&M’s chocolates, a saddle-bag kit that sits near the frozen section and in-aisle signage.
In addition, Walmart TV played a spot featuring NAS-CAR driver Kyle Busch encouraging shoppers to give thanks to the troops. That video also played on Gas Sta-tion TV, Detroit. Radio, a half-page FSI that aligned with the national advertising and a full-page ad in the Arkansas-based magazine Peekaboo also supported the campaign.
Some of the most powerful elements were the retailt-ainment events at 405 military-based Walmart stores and a few NASCAR races. The events included character
appearances, a photo backdrop, a station where shoppers could hand-write a letter to be shipped to someone serv-ing, and the National Guard bringing in military members to the events.
Mars worked with Operation Gratitude, a nonprofit organization that creates and sends M&M’s candy and letter care packages to the military. More than 10,000 handwritten letters came out of the retail events. “We do this at our national sales meeting,” says Watkins. “I wanted to bring that and replicate it for our shoppers because it is pretty powerful. You get a piece of paper and a ‘thank you,’
and you don’t know who it’s going to but the impact that can have on a person who has been away from home can be pretty cool.”
Other results from the inaugural platform included: 62,000 views to the Collective Bias blogger network, a mea-sure of 88.9 million impressions. More than 13,000 views were collected on the dedicated page at Walmart.com, and nearly 14 million impressions were reached over Gas Station TV, exceeding the anticipation of 12 million. SM
Send your solution provider news – new projects and programs with brands and retailers – to Charlie Menchaca at [email protected].
BRAND: M&M’s
RETAILER: Walmart
KEY INSIGHTS: M&M’s chocolates were created during World War II as a sweet treat for the military away from home. Consumers tend to shy away from candy that melts during the summer heat.
ACTIVATION: Mars pledged to send one SKU to the troops for each one purchased at Walmart. A total of 1,816,828 pounds of chocolate was donated. The cam-paign included in-store signage, retailtainment events and digital activity on Walmart.com.
MarsContinued from Page 1
Activation of the Mars/M&M’s “Say Thank You” platform at Walmart included events outside stores and at NASCAR races as well as Gas Station TV videos and in-store activity such as aisle violators and endcaps.
NOVEMBER 2016 SHOPPER MARKETING PROGRAMS 7
March 27-29, 2017New York City
Registration opens in December ShopperSummit.com
An educational forum that is defi ning the future of consumer
marketing through best practices, strategies and insights that drive shopper-centric thinking and an improved shopper experience.
16SUM_ADV_STD_SM10.indd 1 9/19/16 2:26 PM
sumers to post their own #RefreshinglyHonest photo or video moment on Instagram or Twitter, to share a #RefreshinglyHonest story on Facebook, or to repost a photo or Hones-ty Card via Twitter or Instagram. Those who did were entered in a sweeps awarding an all-expenses-paid trip to Honolulu, a repeat winner in the National Honesty Index as America’s most honest city. The sweepstakes launched on June 10, National Iced Tea Day, and ran for roughly two months.
According to Julie Wojtowicz, director of strategy and insights at HelloWorld,
the sweepstakes was a re-sounding success, receiv-ing triple the number of entries originally expect-ed. “It’s just been an ideal complement to the overall campaign that really drove the consumer engagement along the path to pur-chase,” Wojtowicz says.
The campaign culminated with the re-lease of the National Honesty Index on Aug. 23. The campaign’s metrics included sales, awareness, product trial and key imagery attributes relating to the brand, including opinions of the brand’s quality and healthi-ness. According to Mathur, Honest Tea expe-
rienced its best sales month during the sum-mer and new highs on the imagery metrics.
Honest Tea worked with Judd Produc-tion, New York City, on the consumer doc-umentaries; Creaxion, Atlanta, on public relations; and Lambesis, San Diego, on 2-D imagery. SM
By Chris GelbachBethesda, Md. — Honest Tea, an inde-pendent operating unit of The Coca-Cola Co., executed an integrated campaign over the summer that encouraged people to be more honest in their daily lives. The “#Re-freshinglyHonest Project” also reinforced brand attributes that are critically impor-tant to the Honest Tea target demographic of young, product-label-reading moms.
The campaign emphasizes not only Hon-est Tea’s organic, sustainable ingredients, but also the refreshing benefits of living a more honest lifestyle. “She’s looking for healthier things and a healthier alternative in her life. She’s looking for products and brands that are honest and transparent and authentic,” says Ami Mathur, brand direc-tor, Honest Tea.
The campaign, which ran through the core summer selling months for iced tea, launched on April 30 – National Honesty Day. It featured TV, out-of-home, digital, print and radio advertising that showcased the products and the honesty of their ingre-dients. Another element of the campaign was a series of short documentaries featur-ing consumers revealing an honest truth to someone they loved. Honest Tea shared the videos on the brand’s YouTube, Facebook, Instagram and Twitter channels. They garnered more than 3 million views over the course of the summer. The brand also featured lighthearted, sharable “Honesty Cards” with honest sentiments on its vari-ous social platforms.
The integrated campaign additionally included paid media deals with BuzzFeed, HGTV, Pandora and seven social influenc-ers. “They tend to be mommy bloggers who are known for their professionally honest way of approaching content or writing,” says Mathur. “So we really leveraged their network as a trusted source of information, and everything was very open in terms of the partnerships we had with them. We were able to reach a lot more people than we ever would have from a traditional me-dia standpoint.”
Additionally, for its seventh annual “Na-tional Honesty Index” study, the brand held events at 24 different public locations featur-ing racks of Honest Tea beverages offered for $1 on the honor system. Surveyors secretly collected information about who paid and who didn’t to determine the relative honesty of different cities, genders and hair colors.
In stores, Honest Tea supported the cam-paign with materials such as product racks, shelf signage and neck hangers featuring a coupon.
Honest Tea additionally partnered with HelloWorld, Southfield, Michigan, on a social sweepstakes that encouraged con-
KEY INSIGHTS: Honest Tea’s demograph-ic is looking for healthier alternatives. They look for products and brands that are hon-est, transparent and authentic.
ACTIVATION: The “#RefreshinglyHon-est Project” – which encourages people be more honest in their daily lives while reinforcing brand attributes important to young, product-label-reading moms – featured events in cities nationwide, in-store activity, social media activity and a sweepstakes.
Honest Tea uses thought-provoking quotes underneath its bottle caps.
For more information, please contact: [email protected] MOSAIC.COMDESIGNED TO DRIVE PURCHASE
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that comes with a Bright Mind purchase as well as a resource for information on canine cognition and nutrition. The site also allows consumers to play Dognition cognitive games.
Pro Plan also leveraged Brian Hare, the founder of Dognition and a canine cognition expert, to educate consumers about the part-nership. Pro Plan sponsored a six-episode podcast series hosted by Hare that raised product awareness, highlighted canine cog-nition topics and promoted purchase.
The assessment comes with the purchase of any Bright Mind dry dog food formula. Retail partners PetSmart, Petco and Pet Supplies Plus have exclusive time windows to market the promotion to their custom-ers. From August to December, specially marked bags of the dog food contain a free access code inside.
Flagged stickers call out the in-pack offer and integrate Bright Mind and Dognition messaging. This includes a call to action for consumers to “discover your dog’s unique genius” alongside instructions for redemp-tion and the importance of nutrition to sup-port canine brain health.
Pro Plan shopper marketing teams worked with the retailers to create custom-ized promotions and e-blasts to distribute to their subscriber bases. In addition, Pro Plan identified the retailer partners on the co-sponsored landing page to drive cus-tomers to stores. Among the activity:n PetSmart used a targeted email campaign,
external digital media banners and Face-book posts as well as ads on Coupons.com.
n Petco used instant redeemable coupons applied by the territory manager, external digital media banners on Bazaarvoice.com, and media banners and newsletter features through Adopt-a-Pet.com.
n Pet Supplies Plus used targeted emails to nearby consumers, social posts, shelf signage and external digital media.To support the national promotion in
stores, Pro Plan developed a series of creative assets, including shelf danglers and mag-netic shelf signs that are available to retailers.
Key metrics for evaluating program suc-cess include social media engagement, earned media coverage, sales and landing page visits. SM
PROGRAMS10
Untitled-2 1 9/8/16 1:47 PM
By Neal Lorenzist. Louis — Nestle Purina Petcare had a goal: to help dog owners gain a better understanding of their dogs’ cognition and the important role nutrition plays in canine brain health. It also wanted to give dog owners the tools they need to help support physical and cognitive health in their pets.
So the company partnered with Canines Inc.’s Dognition to promote Purina Pro Plan Bright Mind dry dog food formulas along with Dognition’s cognitive assess-ment tool. The online Dognition platform
offers science-based games that reveal the unique way each dog sees the world. Pro Plan Bright Mind dog food offers brain-supporting nutrition for adult dogs.
The campaign, which launched in March 2016, runs until December. The target audi-ence is huge. “There are 54 million house-holds in the U.S. with a dog; that’s approxi-mately 87 million dogs, and an estimated 44% of them are 7 years old [or older],” says Lisa Pacatte, senior brand manager for Puri-na Pro Plan. “Most dog owners are not aware that dogs begin suffering cognitive deterio-
ration at that age.”Among the part-
nership initiatives, Pro Plan and Do-gnition launched a co -branded landing page at Dognition.com/BrightMind that serves as a hub for redemption of the free Dognition assess-ment code (a $19.00 value)
Purina Focuses on Dogs’ BrainsPro Plan’s partnership with Dognition educates dog owners about cognitive health
BRAND: Purina Pro Plan
KEY INSIGHT: Most dog owners are not aware that older dogs suffer cognitive deterioration.
ACTIVATION: Nestle Purina and Dogni-tion combined forces to educate dog owners and increase sales of Pro Plan Bright Mind formulas through digital and in-store promotions.
SHOPPER MARKETING NOVEMBER 2016
Retailers including Petco were given exclusive time windows to promote the campaign.
Proving Your Path to Purchase Expertise Has Always Been Tough. Until Now.
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Simply visit p2pi.org/leadershipu to begin your journey today.
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• Demonstrate to partners, competitors and clients that you possess industry-leading marketing knowledge and skills
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PROGRAMS12 SHOPPER MARKETING NOVEMBER 2016
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Collaborative Opportunities Along the Path to Purchase
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By Ed FinkelRoseMont, iLL. — To stay ahead in the fast-moving world of retail and continue to grow market share, marketers need to make the right adjustments to their strategy, capabili-ties and technology. That was the prevail-ing theme in a Sept. 22 Path to Purchase Expo panel discussion involving executives from various leading-edge companies. Ti-tled “Unlocking Growth in the New Retail World,” the session focused on how the re-tail world is changing and how CPGs and retailers are responding to keep pace.
CVS Health has seen a blur-ring of the line between com-petition and cooperation, as is evidenced by the company’s partnership with Target around its pharmacy and retail clinic businesses. That has meant find-ing synergy with an erstwhile competitor, said CVS Health’s Chris Almeida, senior director,
shopper marketing and experience.“It used to be that you were at the corner
of Main and Main, and that was enough,” Almeida said. “It’s an interesting marriage
of sorts. My guess is you’ll see more of these [partnerships]. [Expanding your footprint] is no longer just about building more box-es. It’s too costly.”
Another shift at retail is the purchasing be-havior of Millennials, whom retailers need to engage without alienating their Baby Boomer parents in the process, Almeida said. Where reaching Boomers was measured through impressions and frequency, younger adults are more about listening to their friends and peers through social media.
“You need to reach them at the right time in the right context,” he says. “Otherwise, you become clutter on the side of the road.”
Reaching disparate groups of shoppers is made easier by data-driven insights, al-though that can be a “blessing and a curse,” said Hershey Co.’s Dale Clark, senior di-rector, U.S. sales strategy & shopper en-gagement. Data creates more opportunities but requires creative solutions to take ad-vantage. “We know more about shoppers,” Clark said. But “we need good, strong part-nerships with an open dialogue and com-mentary to do more specialized things.”
In the late 20th century, simply build-ing a strong brand proved to be a winning strategy, said Greg Brewer, managing di-rector, category leadership, Nestle Purina Petcare. Now brands need to drive value, which means examining their planning process and figuring out, “How do we dif-ferentiate ourselves?” he said.
“It’s upping the table stakes,” Brewer add-ed. “We need to partner with retailers, see if our strategies align, look at robust insights, and invest in and learn from best practices.”
Johnson & Johnson believes health-oriented companies need to establish rela-tionships with customers beyond price and product quality, with an added role as health ambassadors and navigators, said Geoff Be-trus, senior director, shopper solutions. “We realized that the patient, the caregiver and the shopper are all the same person,” he said. “We’re combining our insights to find out what they are all about and the moments that matter in making decisions.”
Retailers need to “get into the sausage-making” with brands to ensure that what CPGs produce will be relevant to them, Almeida said. Otherwise, “brands come in and say, ‘Ta-da, we spent a year figuring this out.’ And you don’t want to be the guy who says, ‘This is off strategy for us.’ … If we start together, there’s typically a way to get to a shared outcome.”
Going forward, behavioral science tech-niques will help to bring a “secret sauce” to such partnerships, Betrus said. “We see in the future bringing that level of science into retail. It’s not just about the shopper/patient but the professional in the store – pharma-cists, nurse practitioners, dieticians – who need to play a role in improving lives.”
Hershey has been and intends to do more in the way of inviting retail partners to go through the insights and strategy pro-cess together, Clark said. “We do test-and-learns together. Some work and some don’t. That framework helps us to understand customer requests. How do we operation-ally implement these ideas?”
Nestle Purina operates in a similar way, “except you get to hand out candy,” Brewer said kiddingly. “It’s about building a sus-tainable plan with retailers.” That includes “category leadership, collaborating better and examining areas of friction. Where do we think we’re adding value?” SM
Are You Keeping Pace?Expo panel talks strategy, capabilities and technology in the retail world
CVS Health’s Chris Almeida, right, presents alongside
Nestle Purina’s Greg Brewer.
NOVEMBER 2016 SHOPPER MARKETING PROGRAMS 13
January 201724-25 | League of Leaders Winter MeetingWestin Nashville • Nashville, TN
February 20177-8 | Forum of Merchandising ExecutivesWestin O’Hare • Rosemont, IL
March 201727-29 | Shopper Marketing SummitAn educational forum de� ning the future of consumer marketing with best practices, strategies and insights that drive shopper-centric thinking and an improved shopper experience.Grand Hyatt Hotel • New York Cityshoppersummit.com
28 | Shopper Marketing E� e AwardsProduced in partnership with E� e Worldwide and held in conjunction with the Shopper Marketing Summit, the E� es honor outstanding strategic shopper marketing campaigns that engage the shopper and guide her purchase process.Grand Hyatt Hotel • New York Citye� e.org
28 | Hall of Fame InductionAn induction ceremony held in conjunction with the Shopper Marketing Summit honoring the shopper marketing industry’s best and brightest.Grand Hyatt Hotel • New York Cityshoppersummit.com
May 20174-5 | StratConn: Digital Shopper MarketingStratConn will match providers of digital shopper marketing services with quali� ed teams of executives from leading manufacturers, agencies and retailers who are in search of digital solutions and platforms that drive shopper impact and activation. This event focuses on connecting buyers with sellers of tools and strategies for mobile marketing, social engagement, sampling, couponing and digital media.Hyatt Rosemont • Rosemont, ILstratconn.org
June 201720-21 | League of Leaders Spring MeetingWestin O’Hare • Rosemont, IL
July 2017Forum of Merchandising ExecutivesWestin O’Hare • Rosemont, IL
September 201726-28 | Path to Purchase ExpoA three-day event � lled with symposiums, seminars, exhibits and awards dedicated to integrating the wide variety of solutions, tools and expertise needed to in� uence decision-making along the entire path to purchase.Donald E. Stephens Convention CenterRosemont (Chicago), ILPath2PurchaseExpo.com
27 | Design of the Times The leading industry awards competition and ceremony held in conjunction with the Path to Purchase Expo that celebrates the most inspiring and creative in-store activation tactics, displays and campaigns of the year.Donald E. Stephens Convention CenterRosemont (Chicago), ILdot-awards.com
27 | P2PI’s Women of Excellence The Institute is proud to recognize a deserving group of female executives who have distinguished themselves in the industry through their leadership and involvement in in� uencing shoppers along the path to purchase. Donald E. Stephens Convention CenterRosemont (Chicago), ILPath2PurchaseExpo.com
Join us at these upcoming events
Throughout 2017• Path to Purchase Leadership University Professional development courses for shopper marketing executives. Online and in-person course options are available. p2pi.org/leadershipu
• I-Seminars Industry webinar presentations. See the website for topics and schedules. p2pi.org/iseminars
16P2P_ADV_JrEvent.indd 1 9/14/16 10:48 AM
the early stages of launching a product,” Mesing said. “We spend a lot of time making sure that we’re working with the right supplier. We view it more as a marriage contract than a transactional relation-ship.”
Unfortunately, even the most thorough vetting can’t account for some problems. Supervalu had a supplier that was out of business for nearly two years after Hur-ricane Katrina, and FreshDirect needed to
find someone else to make their ground-nuts because the packages said they were made in Brooklyn, New York, but the pro-ducer moved to New Jersey. “There’s a need to always have backup plans,” Winters said. “If you’re not having some plan B suppliers who qualify, you’re going to end up losing a lot of sales.”
Shoppers are also increasingly concerned not just with what they’re consuming, but if their food is packaged in a way that could be a problem for their or their children’s health. Retailers will need to have the an-
swers. “In my mind, there’s always been a bit of a barrier between the supplier and their packaging source,” Winters said. “As time goes on, there’s going to be bigger scrutiny and more questions.”
Beyond the packaging label, retailers can use their marketing departments and mo-bile applications to share information about their products. But they still need to make sure the messaging is clear.
“We have consumers who have very short attention spans, but they want to un-derstand the minutiae,” Mesing said. “Get-ting the message out in a concise way is a constant challenge for us.”
Store Brands is part of EnsembleIQ and sister publication to Shopper Marketing. SM
By Samantha NelsonoRLando, FLa. — With their private-label products, retail-ers previously only had to fo-cus on quality, cost and logis-tics. Now they need to know the answers to shopper ques-tions that can range from “Is this extra virgin olive oil single varietal?” to “Is this palm oil endangering orangutans?”
“They want to know where the prod-ucts are coming from and what’s in the products,” FreshDirect director of private brands Carrie Mesing said during an Aug. 16 panel discussion at Store Brands’ Innova-tion & Collaboration Summit in Orlando, Florida. “They want to dive deeper into what the ingredients are and what they mean to them.”
Considering how many questions shop-pers might have, it can be hard to decide what information needs to go on a product’s label. “When you create a label, cleaner is bet-ter,” Fresh Thyme Farmers Market director of private label Robin VanDenabeele said during the session, which was titled “The Push for Transparency.” “You don’t need to have 20 icons on a label. It gets confusing.”
The key is understanding the shopper’s priorities. New York City online grocer FreshDirect might not identify the roaster on a package of coffee, but it will say where the beans come from. Midwestern grocer Fresh Thyme views sourcing as important for honey and olive oil and identifies pro-duce grown in the region.
However, calling out a local source can be a problem for national chains because traveling shoppers might view one region’s private label as better. When shoppers want to know about information that isn’t on the package, the retailer needs to be able to provide an honest answer.
“It’s important to build that trust and be sure the consumer feels like the retailer isn’t [just] telling them what they want to hear,” Supervalu private brands manager Keith Winters said during the discussion. “The longer the consumer waits on a ques-tion, it builds mistrust. I would urge the vendor community to make sure that their response teams are able to provide answers in a timely fashion.”
Sometimes the need to provide a satisfac-tory answer can force a retailer to rethink its products, like when FreshDirect discov-ered its frozen fruit blend was sourced from seven different countries. Retailers making location-based or certified organic claims on their packaging also need to make sure their supply chain is sound so that the product always matches the label.
“It becomes critical to be very selective in
Transparency With Store BrandsPanel of retailers discuss how they are working to build trust with educated shoppers
“ The longer the consumer waits on a question, it builds mistrust. I would urge the vendor community to provide answers in a timely fashion.”
Keith Winters, private brands manager, Supervalu
WE’RE THE MOST GLOBAL BY FAR
WE ARE EXPERTS AT PURCHASE DECISION JOURNEYS AND PERFORMANCE ANALYTICS
WE KNOW RETAILERS
WE HAVE 9 OFFICES ADJACENT TO MAJOR RETAILERS
WE’RE THE MOST CREATIVE AND EFFECTIVE AGENCY IN OUR SPACE
WHAT YOU NEED TO KNOW:
AND OUR CLIENTS THINK WE’RE PRETTY GREAT TO WORK WITH
WE ARE EXPERTS AT PURCHASE DECISION JOURNEYSAND PERFORMANCE ANALYTICS
WE KNOW RETAILERS
WE HAVE 9 OFFICES ADJACENT TO MAJOR RETAILERS
WE’RE THE MOST CREATIVE AND EFFECTIVE AGENCY IN OUR SPACE
WHAT YOU NEED TO KNOW:
AND OUR CLIENTS THINK WE’RE PRETTY GREAT TO WORK WITH
WE’RE THE MOST GLOBAL BY FAR
WE ARE EXPERTS AT PURCHASE DECISION JOURNEYSAND PERFORMANCE ANALYTICS
WE KNOW RETAILERS
WE HAVE
WE’RE THE MOST CREATIVE AND EFFECTIVE AGENCY IN OUR SPACE
WWW.GEOMETRY.COM/NA
The Guide to Shopper Marketing Agencies • 2016
GEOMETRY GLOBAL: THE WORLD’S MOST GEOGRAPHICALLY COMPLETE ACTIVATION NETWORK
WE INSPIRE ACTION THROUGH PIVOTAL IDEAS
With teams in 56 markets and 10 offices across North America, the Geometry Global network develops highly compelling marketing programs—informed by data and insights —connecting people with brands at precisely the right times, in the right places, and the right ways—making a measurable difference to our clients’ business. Geometry Global delivers award-winning creativity and integrated talent across a range of disciplines including Shopper, Relationship, Promotional and Experiential, Trade and Digital Marketing. Geometry Global is a WPP company.
AT-A-GLANCEWHO WE AREGeometry Global is an award-winning, multi-practice marketing agency that influences people’s buying behavior with transformative creative solutions informed by rich data and sharp insights.
PRODUCTS & SERVICES• Shopper Marketing • Digital Activation• Consumer Promotions
• Experiential Marketing• Relationship Marketing• Media Planning
THE MOST EFFECTIVE AGENCY IN OUR SPACEGeometry Global North America tallied eight 2016 Shopper Marketing Effies in total, including three gold, one silver and four bronze, as well as one gold as a participating agency.
The wins are reflected across the categories of multi-retailer rollout, new product/service introduction, awareness/trial and single-retailer program. Four of these wins were on behalf of Team Unilever Shopper, a bespoke team made up of eight WPP agencies including Geometry Global, Kantar Retail, Mindshare, Shopper2Buyer, Bravo, Barrows, Rockfish and Mirum Shopper.
Carl Preller, Chief Performance OfficerMAJOR CLIENTS• Unilever• Kimberly-Clark• Nestlé• General Mills
• Liberty Mutual• John Deere• Mondel̄ez• American Express
We dive deep into data to analyze behavior. From there, we unearth insights that become platforms for planning, which ultimately lead to Pivotal Ideas. These ideas are perfectly suited for the connected world, compelling an evermore inattentive audience to take notice, find a place in culture through their utility and relevance and achieve scale beyond their boundaries through their truth and simplicity. Most importantly bring about real change and drive transformative action.
Ideas are specifically created and designed to shape or influence our behavior
Emerge from a human insight
Inspire an action Exist at the exact right moment to pivot a person’s relationship with a brand
GEOMETRY GLOBAL: THE WORLD’S MOST GEOGRAPHICALLY COMPLETE ACTIVATION NETWORK
WE INSPIRE ACTION THROUGH PIVOTAL IDEAS
With teams in 56 markets and 10 offices across North America, the Geometry Global network develops highly compelling marketing programs—informed by data and insights—connecting people with brands at precisely the right times, in the right places, and the right ways—making a measurable difference to our clients’ business. Geometry Global delivers award-winning creativity and integrated talent across a range of disciplines including Shopper, Relationship, Promotional and Experiential, Trade and Digital Marketing. Geometry Global is a WPP company.
AT-A-GLANCE
GEOMETRY.COM
THE MOST EFFECTIVE AGENCY IN OUR SPACEGeometry Global North America tallied eight 2016 Shopper Marketing Effies in total, including three gold, one silver and four bronze, as well as one gold as a participating agency.
The wins are reflected across the categories of multi-retailer rollout, new product/service introduction, awareness/trial and single-retailer program. Four of these wins were on behalf of Team Unilever Shopper, a bespoke team made up of eight WPP agencies including Geometry Global, Kantar Retail, Mindshare, Shopper2Buyer, Bravo, Barrows, Rockfish and Mirum Shopper.
We dive deep into data to analyze behavior. From there, we unearth insights that become platforms for planning, which ultimately lead to Pivotal Ideas. These ideas are perfectly suited for the connected world, compelling an evermore inattentive audience to take notice, find a place in culture through their utility and relevance and achieve scale beyond their boundaries through their truth and simplicity. Most importantly bring about real change and drive transformative action.
WE ARE EXPERTS AT PURCHASE DECISION JOURNEYSAND PERFORMANCE ANALYTICS
WE KNOW RETAILERS
WE HAVE 9 OFFICES ADJACENT TO MAJOR RETAILERS
WE’RE THE MOST CREATIVE AND EFFECTIVE AGENCY IN OUR SPACE
WHAT YOU NEED TO KNOW:
AND OUR CLIENTS THINK WE’RE PRETTY GREAT TO WORK WITH
WE’RE THE MOST GLOBAL BY FAR
WE ARE EXPERTS AT PURCHASE DECISION JOURNEYSAND PERFORMANCE ANALYTICS
WE KNOW RETAILERS
WE HAVE
WE’RE THE MOST CREATIVE AND EFFECTIVE AGENCY IN OUR SPACE
WWW.GEOMETRY.COM/NA
The Guide to Shopper Marketing Agencies • 2016
GEOMETRY GLOBAL: THE WORLD’S MOST GEOGRAPHICALLY COMPLETE ACTIVATION NETWORK
WE INSPIRE ACTION THROUGH PIVOTAL IDEAS
With teams in 56 markets and 10 offices across North America, the Geometry Global network develops highly compelling marketing programs—informed by data and insights —connecting people with brands at precisely the right times, in the right places, and the right ways—making a measurable difference to our clients’ business. Geometry Global delivers award-winning creativity and integrated talent across a range of disciplines including Shopper, Relationship, Promotional and Experiential, Trade and Digital Marketing. Geometry Global is a WPP company.
AT-A-GLANCEWHO WE AREGeometry Global is an award-winning, multi-practice marketing agency that influences people’s buying behavior with transformative creative solutions informed by rich data and sharp insights.
PRODUCTS & SERVICES• Shopper Marketing • Digital Activation• Consumer Promotions
• Experiential Marketing• Relationship Marketing• Media Planning
THE MOST EFFECTIVE AGENCY IN OUR SPACEGeometry Global North America tallied eight 2016 Shopper Marketing Effies in total, including three gold, one silver and four bronze, as well as one gold as a participating agency.
The wins are reflected across the categories of multi-retailer rollout, new product/service introduction, awareness/trial and single-retailer program. Four of these wins were on behalf of Team Unilever Shopper, a bespoke team made up of eight WPP agencies including Geometry Global, Kantar Retail, Mindshare, Shopper2Buyer, Bravo, Barrows, Rockfish and Mirum Shopper.
Carl Preller, Chief Performance OfficerMAJOR CLIENTS• Unilever• Kimberly-Clark• Nestlé• General Mills
• Liberty Mutual• John Deere• Mondel̄ez• American Express
We dive deep into data to analyze behavior. From there, we unearth insights that become platforms for planning, which ultimately lead to Pivotal Ideas. These ideas are perfectly suited for the connected world, compelling an evermore inattentive audience to take notice, find a place in culture through their utility and relevance and achieve scale beyond their boundaries through their truth and simplicity. Most importantly bring about real change and drive transformative action.
Ideas are specifically created and designed to shape or influence our behavior
Emerge from a human insight
Inspire an action Exist at the exact right moment to pivot a person’s relationship with a brand
GEOMETRY GLOBAL: THE WORLD’S MOST GEOGRAPHICALLY COMPLETE ACTIVATION NETWORK
WE INSPIRE ACTION THROUGH PIVOTAL IDEAS
With teams in 56 markets and 10 offices across North America, the Geometry Global network develops highly compelling marketing programs—informed by data and insights—connecting people with brands at precisely the right times, in the right places, and the right ways—making a measurable difference to our clients’ business. Geometry Global delivers award-winning creativity and integrated talent across a range of disciplines including Shopper, Relationship, Promotional and Experiential, Trade and Digital Marketing. Geometry Global is a WPP company.
AT-A-GLANCE
GEOMETRY.COM
THE MOST EFFECTIVE AGENCY IN OUR SPACEGeometry Global North America tallied eight 2016 Shopper Marketing Effies in total, including three gold, one silver and four bronze, as well as one gold as a participating agency.
The wins are reflected across the categories of multi-retailer rollout, new product/service introduction, awareness/trial and single-retailer program. Four of these wins were on behalf of Team Unilever Shopper, a bespoke team made up of eight WPP agencies including Geometry Global, Kantar Retail, Mindshare, Shopper2Buyer, Bravo, Barrows, Rockfish and Mirum Shopper.
We dive deep into data to analyze behavior. From there, we unearth insights that become platforms for planning, which ultimately lead to Pivotal Ideas. These ideas are perfectly suited for the connected world, compelling an evermore inattentive audience to take notice, find a place in culture through their utility and relevance and achieve scale beyond their boundaries through their truth and simplicity. Most importantly bring about real change and drive transformative action.
Ideas are specifically created and designed to shape or influence our behavior
Emerge from a human insight
Inspire an action Exist at the exact right moment to pivot a person’s relationship with a brand
ZZDGEN16087_GG_P2P_2pageAd_V3.indd 2-3 9/29/16 12:16 PMUntitled-2 2-3 9/30/16 11:45 AM
16 SHOPPER MARKETING NOVEMBER 2016
By April Millerre you measuring your shopper marketing programs? Do you even have the capability? “On the surface, most companies want to measure this investment, and they should, but efforts to do so seem to be limited,” says Mike Anthony, CEO of Hong Kong-based consultancy Engage, adding that to some extent companies are almost happy to keep this as “the elephant in the room.”
The massive amount of spend should be reason enough to measure. Not to mention that, as shopper marketing has become a larger part of the marketing mix, it comes under increased scrutiny. Measuring can show accountability on what you spend, justify shopper marketers receiving a bigger piece of the marketing budget, and vali-date requests for increased resources. “In the new world of zero-based budgeting, the accountable marketers are succeeding because they are justifying their budgets to management,” says Rick Abens, CEO and founder, Foresight ROI.
But for many marketers, measurement is not easy. In a recent GfK survey, more than half of respondents identified measuring ROI as the biggest barrier in the shopper marketing discipline, says Sarah Gleason, GfK senior vice president.
Anthony, Abens, Gleason and other industry leaders recently discussed the topic of measurement with Shopper Marketing. Here is an edited virtual roundtable discussion:
In addition to justifying spend, why is it important to be able to measure shopper marketing?LILY LEV-GLICK: To get all the partners involved on the same page as to what the speci-fied, identified measurable criteria is for success.
ABENS: To create the most impactful marketing programs by knowing what works. ANTHONY: Because shopper marketing is key to brand growth. If shoppers don’t buy more, consumers can’t consume more.MARLO CRUZ-SANDS: Shopper marketing should be influencing and/or changing purchase behavior. You must know if it is and by how much.
Do you find that CPG companies want, or expect, measurement of their programs?LIZ CRAWFORD: Many shopper programs benefit brands that are too small to warrant the expense of elaborate measurement. So, simple measures – like lift and percent display – are often used as a gauge of success.LEV-GLICK: I think they do, but they are kind of skeptical that they will ever be able to do it well.TIM O’CONNOR: They do. The challenge is to do so accurately, and that requires at-tribution and significant broader understanding of what engagement and activation efforts actually drove what behavior. CPG firms that get too obsessed with this can get lost in the weeds really quickly or buried in data with little result.
What do you get asked the most from CPG companies about measurement?ANTHONY: To be honest, it doesn’t get raised as much as it should.ABENS: How do you separate shopper marketing effects from trade promotion effects?LEV-GLICK: How do we optimize a program we’re about to launch? Can you predict how this is going to perform?
MEASUREMENT
Can we measure? How do we measure? As shopper marketing has grown, measurement remains a challenge and a barrier within the
RSI-2017-Guide-Cover-Art-v1.indd 1 10/11/16 11:14 AM
The Guide to Retail & Shopper Insights • 2017
WHAT MAKES US DIFFERENTDigital meets bricks – We focus on the converging worlds of digital, mobile, and bricks-and-mortar, with deep insights from the consumer’s perspective.Breadth of resources – From custom studies to GfK MRI’s Survey of the American Consumer® to our POS Tracking teams, we have the retail landscape covered.Depth of experience – Our team members have exceptional experience, both on the research and client sides of the business.Strategic emphasis – With our knowledge of the marketplace and strength in innovation, we go beyond data collection to help guide your marketing at every level.Global footprint – When needed, we can seamlessly add a global component to almost any project.
AT-A-GLANCEWHO WE AREGfK is the trusted source of relevant market and consumer information that enables its clients to make smarter decisions. More than 13,000 market research experts combine their passion with GfK’s long-standing data science experience. This allows GfK to deliver vital global insights matched with local market intelligence from more than 100 countries. By using innovative technologies and data sciences, GfK turns big data into smart data, enabling its clients to improve their competitive edge and enrich consumers’ experiences and choices.
KEY EXECUTIVESDavid Krajicek, Member of the Management Board; CCO, GfK Consumer ExperiencesGary Cofer, Regional CCO, North AmericaAdrian Sanger, Global Head, ShopperDavid Albert, Executive Vice President, Shopper, North America
GFK.COM
EXPERTISEGfK analyzes and combines multiple data sources to fully understand shopper behavior and how to influence purchasing decisions. By combining a deep understanding of what influences purchasing decisions at the point of sale with shoppers’ experiences we provide our clients with the “what” and the “why” to support marketing decisions.
INDUSTRIES SERVED• Consumer Goods &
Services• Health• Retail• Media• Technology
• Financial Services• Travel & Tourism• Automotive• Government &
Academic• Fashion & Lifestyle
OUR SERVICESPath to Purchase: We map today’s omni-channel shopper journey using a combination of online surveys, diary, and online digital tracking of consumer behavior.Shopper Segmentation: We understand who are the most important shopper groups for your category, what motivates them, why they shop the channels they do, and how to influence their purchase behavior at your key retailers.Retail Reinvention: We transform the retail shopping experience to drive category growth – leveraging assortment, merchandising, and navigation.POS Pre-Check: We maximize the impact and effectiveness of POS through pre-launch testing that is cost-effective, fast, and actionable. Activation: We maximize the impact of your research investment through cross-functional Action Road Mapping – the development of retailer selling stories, utilization of data visualization, and more.GfK FutureBuy: A proprietary GfK global study fielded annually since 2009 across categories and markets tracking changes in shopping behavior in the ever-changing omni-channel world.Shopper Marketing Measurement: We optimize the in-store environment and shopper marketing decisions based on our integrated 360 degree view of the consumer – from our Shopper Conversion solution measuring how browsers convert to buyers in-store to our industry-leading, flexible In-Store and Digital Testing Solutions for evaluating shelf location, assortment/ planograms, in-store merchandising (and more) to our Coupon Prophet® Analytics enabling marketers to step beyond redemption rate and marketing mix analytics for a deeper understanding of digital and print consumer offer performance.
GfK-v4.indd 1 10/7/16 2:24 PM
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EXPERTS IN SHOPPERAND RETAIL TRENDS
As thought leaders in our industry, we have a deep understanding ofconsumer experiences and choices.We identify developing trends all over the world and deliver globally withvital insights into local markets in 100 countries.We help you look ahead to understand the purchase journeys of tomorrow. How will shoppers select channels, plan, shop and buy?We turn research into smart business solutions. And enable you to createwinning strategies to enrich consumers’ lives.
AT INCONTEXT, PEOPLE ARE AT THE CORE OF WHAT WE DO
Shoppers now expect different things from different retailers—there should be no such thing as a one-size-fits-all shopper experience anymore. So when it comes to new concepts, it just makes sense to use forward-thinking solutions rooted in cutting-edge technology. Virtual reality simulations offer a way to ideate and evaluate new concepts before ever activating them in the real world—which means you can create your ideal concept today, and make an impact at retail whenever you’re ready. With our cloud-based virtual reality simulations platform, ShopperMX™, along with our custom research offerings, we help our customers make better decisions at retail by allowing them to:
• Visualize ideas in a hyper-realistic virtual store
• Modify concepts on the fly• Evaluate with predictive model• Test with real shoppers to gain
valuable insights• Collaborate with anyone, anywhere • Immerse team members and
partners in virtual images and videos for optimal communication
• Activate go-to-market plans effectively and efficiently
We focus on the future of retail, and our virtual reality platform and solutions make it so our customers can, too.
At InContext, we’re all about people. We live by five core values, all of them focused on client delight:
• We believe no problem is unsolvable, no client need unfulfillable.
• We recognize that great ideas hold great power. • We strive to be humble, be kind and empower
one another. • We believe in integrity and honesty, always.• We know change is constant, necessary,
and welcome.
AT-A-GLANCEWHO WE AREInContext Solutions provides virtual reality solutions for the retail industry. Powered by our cloud-based VR platform, ShopperMX™, InContext helps manufacturers and retailers confidently create in-store concepts that work—enabling faster, smarter, more profitable business decisions.
PRODUCTS & SERVICESShopperMX™ our enterprise, cloud-based virtual reality platform powers the following solutions:• Retail Simulations – Create and modify new retail
MAJOR CLIENTS• Walgreens• Walmart• Kellogg’s• Smucker’s• Nestle
• Kraft Heinz• Coca-Cola • Anheuser-Busch• Miller Coors• Pfizer
INCONTEXTSOLUTIONS.COM
EXPERTISEInContext understands the challenges of the current retail industry. Therefore, we provide cutting-edge virtual reality solutions that allow our clients to confidently create engaging shopper experiences for their customers—on budget, and faster than ever before.
INDUSTRIES SERVED• Retail• Consumer Packaged
Goods (CPG)• Office Supply• Consumer Electronics• Pet Supply
• Retail Fixtures• Home Improvement• Advertising Agencies• Quick Service
Restaurants (QSR)• Higher Education
WHAT MAKES US DIFFERENTShopperMX™, our enterprise cloud-based VR platform, blends cutting-edge technology and insights for a unique, in-depth perspective on what consumers see on the shelf, how this drives their purchase behavior, and why. We have revolutionized the way companies understand shopper behavior in a time when brick-and-mortar stores are being challenged by the rapidly evolving world of e-commerce and changing shopper needs. Our collaboration with Intel allows us to develop best-in-class VR solutions that continue to stay a step ahead of the shifting retail ecosystem, while bringing even more innovation and forward-thinking solutions to our platform.
For more info visit www.incontextsolutions.com or call 312-462-4198
Welcome to the new era of shopper engagement.Virtual reality simulations allow you to confidently create in-store experiences that increase shopper loyalty and drive sales like never before. Step into the future with ShopperMX™.
Faster, Smarter, More Profi table Decisions at Retail
The Guide to Retail & Shopper Insights • 2017
DELIVERING ACTIONABLE INSIGHTS FOR UNDERSTANDING SHOPPERS AND DRIVING GROWTH
UNDERSTAND BETTER. INFLUENCE MORE.Providing comprehensive shopper analytics, Inmar enables clients to focus their marketing efforts on the channels where they can generate the greatest influence in the category. Brands and retailers, guided by Inmar’s ongoing, syndicated survey findings and customized research can drive incremental sales and successfully engage targeted shoppers in store, in print and online.
INCREASE COMPETITIVENESS – AND PROFITABILITY.Inmar helps retailers grow sales by connecting marketing to shopper preferences and behaviors. Employing a proprietary shopper database and ongoing marketplace analysis, Inmar delivers actionable insights enabling retailers to optimize assortment, develop coordinated pricing and promotion strategies and implement programs that engage and convert targeted shoppers.
AT-A-GLANCEWHO WE AREInmar, offering clients the combined expertise of Inmar Analytics and Willard Bishop, an Inmar Analytics company, has more than 36 years’ experience providing clients with actionable shopper insights, advanced campaign analytics and comprehensive, performance-based solutions for engaging and activating targeted shoppers.
PRODUCTS & SERVICESInmar has the most robust analytics platform in the marketplace – leveraging classic market research practices and proprietary research tools to deliver actionable insights in all phases of the shopper journey and strategies for optimizing retail operations.
KEY EXECUTIVESJohn Ross, President, Promotion NetworkJim Hertel, Senior Vice President, Willard Bishop, an Inmar Analytics CompanyWill Potts, Vice President, Retail AnalyticsSusan Jones, Senior Director Promotion and Shopper Analytics
INMAR.COM
EXPERTISEWe are expert at helping retailers and brands identify, quantify and leverage opportunities for moving product, reducing costs and driving profitability.
MAJOR CLIENTS• ConAgra• Kimberly-Clark
• Kroger• Safeway
DRIVE GROWTH THROUGH GREATER VISIBILITY.Trading partners can leverage Inmar’s extensive manufacturer expertise and deep retailer knowledge to inform performance-based strategies that work for both the supply side and the demand side. Integrating analytics with cost modeling, Inmar delivers critical insight into channel activity, category movement, brand performance, and item-specific profitability.
To access reporting, research, and educational materials from Inmar Analytics, visit: www.inmar-insights.com.
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The Guide to Retail & Shopper Insights • 2017
MEASURE AND MAXIMIZE EVERY CAMPAIGNAnsa is delivered automatically, by the leading ad platforms in digital shopper marketing including MaxPoint, DynamIQ, Valassis Digital, Crisp, Catalina, Conversant, Quotient, AMP, MyWebGrocer and MediaMath.
Campaigns running on Ansa are automatically optimized in 3 phases:
• Before each campaign: By targeting the most important stores for each campaign / brand, you can increase your spending efficiency 50%+.
• During each campaign: By optimizing your campaign performance on the fly, based on daily, store-store level sales.
• After every campaign: By receiving automated post-campaign measurement and insights (% lift, incremental dollars and incremental units), 1 week after your campaign ends, using Ansa test vs. control store measurement.
Measure effec�veness to
build future success
MEASUREMENT & INSIGHTS
Op�mize media delivery based on daily store data
IN�FLIGHTOPTIMIZATION
Suppress media in control areas to
test effec�veness
HYPER�LOCALDELIVERY
Target areas and loca�ons based on
past store sales
STORE-LEVEL TARGETING
AT-A-GLANCEWHO WE ARE50 of the world’s leading CPG marketers and their agencies turn to Ansa when they want to prove and improve their impact on in-store sales. Ansa, powered by Retail Solutions Inc. (RSi), utilizes daily store-level POS data to automatically target, optimize and measure digital marketing campaigns for leading CPGs, agencies and ad networks.
PRODUCTS & SERVICESAsk any of our trusted ad partners for “Ansa inside” your next campaign. When you do, you’ll automatically get:
• Hyper-local targeting based on your items’ store-level sales
• In-flight optimization based on your daily sales throughout your campaign
• Standardized measurement and insights for every campaign you run with Ansa
KEY EXECUTIVESJon Golovin, CEO, Retail Solutions Inc.Michael Quinn, General Manager for AnsaMeredith Williams, Director, Business Development for Ansa
ANSAINSIDE.COM
powered by
MAJOR CLIENTS• 50+ CPGs and their agencies
• 10+ leading ad networks
• Store-level targeting and optimization available at Walmart, Target, Kroger, Safeway, Ahold, Walgreens, Family Dollar, Sam’s Club and more.
To get Ansa, CPGs and their agencies simply ask our ad partners for “Ansa inside” every campaign. Learn more about Ansa integrated ad partners on ansainside.com.
CONTINUOUS IMPROVEMENT REQUIRES CONTINUOUS LEARNINGShopper marketers and their agencies rely on Ansa to maximize the efficiency and impact of every marketing dollar. Ansa analytics are available at an incredible cost effective price at Walmart, Target, Kroger, Safeway, Ahold, Walgreens, Family Dollar, Sam’s Club and more. When you ask for Ansa from any of our trusted ad partners you automatically get targeting, optimization, and measurement of the in-store effectiveness for your digital media initiatives. In addition, the insights provided will help you fine-tune strategies for your future campaigns.
ANSA IS NOW AVAILABLE FOR YOUR TRADING DESKWe believe that every store matters for every campaign. Ansa is proud to announce that a new offering for agency and CPG trading desks is rolling out now, with select agencies. To learn more, please contact Meredith Williams: [email protected]
INDUSTRIES SERVED• CPG Shopper Marketers
• Agencies and Trading Desks
• Ad Networks
Ansa-vF.indd 1 10/7/16 2:20 PM
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Measure and maximize your digital campaigns through automatic store-level targeting, optimization and measurement.
To get Ansa, simply ask any of our trusted ad partners for “Ansa Inside” every campaign.
To see a listing of our partners, visit www.ansainside.com
Measure and Maximize every campaign
powered by
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The Guide to Retail & Shopper Insights • 2017
WHAT SETS US APART
OUR CAPABILITIES
The EYC suite of soluti ons is based on a federated architecture and links decision support, forecasti ng to operati onal executi on, allowing retailers to make data-driven decisions and truly understand their customers. Symphony EYC soluti ons help power Symphony Retail Cloud, the industry’s fi rst customer-centric cloud soluti on designed to enable retailers and manufacturers to drive customer insights into marketi ng, merchandising, supply chain and store operati ons delivering more than 2% revenue growth. The soluti on brings together several well-known retail brands, Symphony EYC and Symphony GOLD, together with the highly-regarded Simmons consumer insights and the diff erenti ati ng Symphony Advanced Media. Customers experience improved operati onal effi ciency, increased revenue growth with role-based intelligence and integrati on of demand and supply, as well as the ability to deliver customer-centric insights, maximizing the path to purchase.
Symphony EYC’s World Class predicti ve analyti cal tools and industry experti se help retailers and manufacturers globally achieve their business objecti ves through our unique suite of soluti ons: • Amplify™: Our industry-leading CRM soft ware-as-a-service tool delivers rapid,
automated and personalized communicati ons to individual consumers at scale, enabling you to understand your customers bett er than even before across multi ple touchpoints. Amplify™ allows retailer campaign managers, category managers and CPGs to collaborate and manage marketi ng operati onal acti vity at a previously unseen speed of turnaround from insight to customer interacti on, while maximizing sales and ROI and improving customer engagement.
• Off erBeam™: Our mobile CRM soluti on provides real-ti me proximity marketi ng, increasing engagement with your App via smart devices and wearables. Using outdoor geo-fencing and in-store beacons, our mobile soluti on enabled you to deliver your message at the exact ti me and locati on where they have the maximum impact.
• Acknowledge™: Our customer-centric KVI pricing percepti on soluti on identi fi es the Key Items customers value most and prices them competi ti vely. The modeling capabiliti es of Acknowledge enable basket-level benefi ts to be quanti fi ed and analyzed before market launch.
• Anti cipate™: Our unique soluti on consolidates all category and channel promoti onal off erings, customer behavior and profi t impact into a single platf orm and dashboard for full transparency into the actual promoti on eff ecti veness, and it predicts the fi nancial impact of any given promoti on.
• I2e™: This is the industry’s only customer-centric integrated assortment & space planning system localized to store or store-clusters. With i2e you can easily improve individual store performance, uti lize extensive item data and predicti ve science to create opti mized store-specifi c space allocati ons.
• Joint Business Planning: Developed jointly by Symphony EYC and The Partnering Group, our Joint Business Planning (JBP) workbench soluti on automates and digiti zes the JBP process with structure and workfl ows that enable retailers to expand the range and scope of their JBP practi ces, increasing overall operati onal effi ciency and sti mulati ng business growth. Our JBP soluti on creates a shared plan and sets target objecti ves to drive multi -functi onal initi ati ves for growth and producti vity.
• SymphonyRxScores™: Our Rx acquisiti on tool uses the combined power of health and loyalty data to help drug retailers across the US achieve previously unreachable growth through the identi fi cati on, targeti ng and acquisiti on of Rx customers to their stores. SymphonyRxScores™ enables targeted acti vati on for conversion and delivers valuable shopper health insights and predicti ve analyti cs.
AT-A-GLANCEWHO WE ARESymphony EYC is the global leader in providing World Class predicti ve analyti cal tools and industry experti se to retailers and Consumer Packaged Goods (CPGs) that enable them to realize 1-2% organic revenue growth. We undertake insights-driven transformati on through simple, intuiti ve cloud-based soft ware apps, big data analyti cal soluti ons and services that enable value creati ng customer-centric retailing opportuniti es.
PRODUCTS & SERVICES• Omni-channel, Hyper-Customized, Real Time CRM• Advanced Category Management Soluti ons• Shopper Segmentati on• Customer-driven Promoti onal Evaluati on
and forecasti ng• Customer-centric KVI Pricing Percepti on Soluti ons
EXPERTISEEYC soluti ons recognize relati onships and patt erns in price, promoti ons and assortments across structured and unstructured data that deliver greater loyalty, increase growth and revenue, drive producti vity and improve ROI for our retail clients. Symphony EYC provides dedicated consumer insights soluti ons, Big Data experti se, new heights of personalizati on and increased loyalty.
INDUSTRIES SERVED• Grocery Retailing• Drug Retailing• Consumer Packaged Goods
Symphony-EYC-vF.indd 1 10/7/16 2:28 PM
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Symphony EYCNext generation predictive tools
CREATING2% REVENUE GROWTH FOR
RETAILERS& CPGsNext generation predictive tools
and industry expertisePersonalization
“With the software and the IT service solutions of our partner Symphony EYC we are able to make future oriented decisions and identify and implement measures to increase growth and efficiency” - Hilmar Hübers, Executive at REWE
Targeting 68mhouseholds with 345moffers
First to market Rx aquisition solution creating 1% growth in Pharmacy script acquisitionPartnering with 10 of the world’s largest retailers
Automated and personalized CRM campaign management toolSimple to use for Omni-Channel campaignsCampaign targeting achieved in one hour
KVI pricing perception solutionIdentifies customers’ most valuable items and prices them competitively
Customer-centric integrated assortment and space planning systemLocalized to store or store clusters
Predicts the financial impact of any promotionConsolidates data into a single platform
for retailers and CPGs
INDUSTRY EXPERTISE
Amplify™
Product & placei2e™
PromotionAnticipate™
PriceAcknowledge™
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The Guide to Retail & Shopper Insights • 2017
WE PROVOKE OUR CLIENTS TO DEVELOP INNOVATIVE SHOPPER-LED RETAIL STRATEGIES“We recognized a long time ago (1986 to be exact) that understanding shoppers and their Shopping Life® is the path to successfully building the future of retail.”
“We consult with retailers and manufacturers around the world to help them do just that – build innovative retail strategies that drive shoppers to stores (real or virtual) to buy today and tomorrow.”
– Wendy Liebmann, CEO & Chief Shopper
AT-A-GLANCEWHO WE AREWe are retail strategists and shopping futurists. We help clients develop a deep understanding of shoppers and their Shopping Life®. Then we help them build retail strategies that drive shoppers to buy today and tomorrow.
PRODUCTS & SERVICES• How America Shops® Syndicated Research
KEY EXECUTIVESWendy Liebmann, CEO and Chief ShopperCandace Corlett, President
WSLSTRATEGICRETAIL.COM
WSL’S 360° VIEW OF SHOPPERS, RETAIL AND CATEGORIES ENSURES WE DELIVER INNOVATIVE GO-TO-MARKET SOLUTIONS.
INDUSTRIES SERVED• Consumer Packaged Goods
• Retail
• Healthcare
• Entertainment
• Financial Services
SHOPPERSWe research thousands of shoppers every year, their attitudes and behaviors,
and everywhere they shop… to understand their Shopping Life®.
Our continuous shopper insights will provoke you to think differently about
How America Shops®.
RETAILWe study everywhere
they shop. Really everywhere. From drug
to department stores, from grocery and big boxes
to online and mobile. Because we know they shop lots of different
places and their trips are changing.
CATEGORIESWe track everything shoppers buy. It’s about the total share
of wallet. From homecare to cosmetics, from food and beverage to electronics, and everything in between. We know what shoppers learn in
one category informs and influences what they
do in others.
THE FUTUREWe don’t look back (others
do that). We look ahead to define how shoppers’ changing attitudes are
changing their behaviors… fast. We also search the
world for retail innovation that inspires. Then we tell you what you need to do
about it… before it’s too late.
WSL-vF.indd 1 10/7/16 2:30 PM
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If you want to know where your shoppers are headed, contact us. 212-924-7780 or [email protected]
The biggest mistake companies make today is not anticipating where shoppers are headed. And how fast.
WSL helps you do that. Our insights help you anticipate changing lifestyles, the changing competitive
environment, and where your best opportunities lie.
As one client says, “You tell us what we’re not thinking about. And what we need to do about it…now.”
Ignoring yourshopper is not
a crimeBut it should be.
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Untitled-1 1 10/6/16 9:44 AM
ADVERTISEMENTADVERTISEMENTADVERTISEMENT
SPOTLIGHT:
‘SHOPPER MARKETING’ SPECIAL REPORTSThe writers and editors of Shopper Marketing supplement monthly feature articles, reports and campaign stories with a
variety of bonus content. Some of the content is produced in collaboration with sponsors. Among the special reports …
ANNUAL WHO’S WHOn Who’s Who in Merchandising,
February 2017
n Who’s Who in Shopper Marketing Agencies, April 2017
n Who’s Who in Digital Shopper Marketing, June 2017
n Who’s Who in Shopper Marketing, August 2017
n Women of Excellence, November 2017
n Who’s Who in E-Commerce, December 2017
REPRESENTATIVE SPECIAL REPORTSn Grocery Shopping, the Millennial Way, February 2016
EXPERTS THAT DRIVE EDITORIAL EXCELLENCEEach member of the Shopper Marketing editorial staff is steeped in experience serving the industry. Month after month, they deliver editorial excellence and unprecedented access to shopper marketing thought-leaders.
Contact Albert Guff anti at the Path to Purchase Insti tute at aguff anti @ensembleiq.com or (973) 607-1301 for more informati on.
Don’t miss these other Industry Guides appearing only in Shopper Marketi ng magazine in 2017.
Shopper Marketi ng AgenciesSeptember 2017
Shopper Marketi ng TeamsOctober 2017
Retail & Shopper InsightsNovember 2017
Retail ServicesDecember 2017
Digital Incenti ve Platf ormsJune 2017
Digital Shopper Marketi ngJanuary 2017
P-O-P Design & ManufacturingFebruary 2017
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NOVEMBER 2016 SHOPPER MARKETING 33
Is it even possible to accurately measure shopper marketing?GLEASON: This is the $64,000 question. Many companies have built their businesses on models for measuring shopper marketing programs. And many companies invest-ing in shopper marketing programs have partnered with the measurement suppliers finding ways to measure shopper marketing. Yet there still remains some level of skepticism in the industry as to the credibility of some of these available measurement approaches. ANTHONY: Yes. The starting point is to set meaningful objectives.ABENS: Yes, using an econometric model specifically designed to measure shopper marketing tactics. The important thing is to isolate the effects of each shopper market-ing tactic from all other demand-building effects like pricing, distribution, merchan-dising, brand advertising, competitive effects and external factors.
Is ROI the only measurement? What about return on objectives, on marketing objectives and on relationship?LEV-GLICK: Those are all really great but still kind of esoteric in a way. I haven’t seen hard evidence of measurement. People are so driven by bottom-line dollars.O’CONNOR: More qualitative measures are of course relevant but need to be honestly prioritized relative to ROI and market realities and not used to justify misspent resources.GLEASON: We should think very broadly about types of measurement. ROI and sales lift is clearly important. Equally important is the impact of your shopper marketing efforts on long-term brand equity and the strength of relationships with retailer part-ners, although measuring these can be all the more challenging.
How do you measure shopper marketing?ABENS: The first stage we call the cost model, which quantifies and predicts how the marketing actions or spending converts to marketplace reach. Then we use an econo-metric predictive model to estimate the sales lift from the marketing reach for each tactic along the path to purchase and for all of the other demand-driving variables like brand advertising, seasonality, merchandising, distribution, competitive effects, weather and the economy, as well as others. GLEASON: Our preferred approach is through the use of retailer loyalty card data. This is most effective when we can isolate the timing and location of shopper marketing activity or shoppers that are either exposed to or respond to programming. In addi-tion, we have emerging solutions to measure in-store conversion, both at a macro, total-store level and a micro, category-specific level.
How do you go beyond transaction data? What about shopper behavior?CRUZ-SANDS: Transaction data is the ultimate reflection of shopper behavior. Where a consumer puts his/her money tells marketers what they really want to know.CRAWFORD: Increasingly, marketers are turning to video tracking and heat mapping to look at shoppers’ behavior in aisle. Online, we can look at their digital footprints. Looking at “tracks” that shoppers have left behind will become increasingly important to understanding effective messaging at point of sale.LEV-GLICK: Transaction data wedded with the shopper data – that’s when you see the whole picture. GLEASON: Insights into the shopper behavior associated with the transaction will provide direction as to whether the program worked and in what way. It is the why behind the what.
What role do predictive methods play?LEV-GLICK: Predictive tools give us a heads up – if you go this way, this is what you can expect to happen. It gives you a chance to avert an issue. Arguments I hear are “I don’t have the money, I don’t have the time.” But there’s always an existing tool or methodology that can be used. It doesn’t need to be a million-dollar project, and it’s better than doing nothing.CRAWFORD: The role they play will increase many fold in the next few years.GLEASON: Always helpful but only as good as the assumptions we apply. ABENS: To me, everything in measurement is about being predictive because it’s too late to do anything about the past. Measurement must help us make effective decisions that will affect future outcomes.
How has shopper marketing measurement evolved during the last 5 or 10 years?LEV-GLICK: From not even thinking about how to measure to “I do need to measure, and measure what matters for my culture.”ABENS: As the amount of investment in shopper marketing has increased, the stakes have gotten higher. When the budgets reach a certain threshold, management notices and starts asking what we are getting from this investment.CRAWFORD: There are mobile surveys and passive data collection techniques that are emerging now. These new tools are still in their infancy but will grow increasingly valuable.ANTHONY: Very little. There are plenty of tools and loads more data, but most of this focuses on the commercial aspects and not enough on the behavioral aspect.
What else should shopper marketers think about when it comes to measurement?GLEASON: How as an industry can we get to a common set of metrics and what role do retailers play in helping to provide the data that can help manufacturers better justify the programming that benefits them both.CRAWFORD: What kinds of passive data collection are we ignoring? Where can we see behaviors and attitudes in digital footprints?ANTHONY: Too much discussion flounders on the cost of measurement. The real question should be, what is the cost of not measuring? SM
“ There remains some level of
skepticism in the industry as to the
credibility of some of the available
measurement approaches.”Sarah Gleason, GfK
“ Transaction data wedded with the
shopper data – that’s when you
see the whole picture.”Lily Lev-Glick, Shopper Sense
“ Everything in measurement is about
being predictive because it’s too late
to do anything about the past.”Rick Abens, Foresight ROI
“ What kinds of passive data collection
are we ignoring? Where can we see
behaviors and attitudes in digital
footprints?”Liz Crawford, Match Marketing Group
VIRTUAL ROUNDTABLE: MEASUREMENT
34 SHOPPER MARKETING NOVEMBER 2016
By Dan OchwatRosemont, Ill. — With more than 130 exhibitors at the ready, I cruised the aisles of the Path to Purchase Expo on Sept. 21 and 22 needing just a notepad and a handshake to hunt down some interesting activity in the So-Lo-Mo space. My goal was to discover new companies and to ex-perience new tools. Here’s some of what I learned:
I might be a womanDuring a tremendously helpful docent tour sponsored by Arc and presented by Arc executive Nick Jones, a stop at the VSBLTY booth showcased a truly impressive in-store technology that runs digital content on glass like a cold vault door, but it works on any glass panel. VSBLTY had a mini-fridge in the booth demoing the different messages that shift on screen and how Nestle used it to daypart with different beverages. The brand learned that from 6-10 a.m., shoppers were buying Ice Mountain water, so the screen ran content for that brand during those hours. Then, for two hours, Perrier took center stage. At noon, vibrant San Pellegrino digital content ran. The self-contained unit tracks location-based data in real time and leverages cloud-based facial analytics that report on shopper dwell time and data such as age, gender and race.
While standing before the unit and watching the dash-board report, I did notice that it questioned whether I was a man or woman (thanks to the longer locks versus the shorn look in my headshot on page 42). While instances like that don’t register and get thrown out of the data set, I did for a split-second wonder about the importance of gender mapping.
While visiting the eyeQ booth, I also saw a demo where facial technology in a digital screen read if a male or female was in front of the display, and the recipes and content changed based on that. It was cool how it registered my colleague as he approached the screen, but I do wonder in general about the hairiness that comes with self-identi-fying as a gender and providing content based on gender, versus shopping history, for example.
The eyeQ booth blew me away with a demo of a cam-paign at a Ford dealership where shoppers entered their Twitter handle and, via IBM and Watson, the screen rec-ommended a car based on Tweet history. It goes one step further by matching that history with the best salesperson based on personality. Beyond the screens, eyeQ can also put a camera on an in-store display to perform in-store tracking and effectiveness.
AT THE EXPO
So-Lo-Mo editor Dan Ochwat
walks the Expo floor looking
for what’s new in social,
location-based and mobile
marketing tactics
So-Lo-Mo Spotlight
Photos by Jean-Paul Masuda
DETAIL FREAKDETAIL FREAK“THEY SAY I’M MORE DEMANDING THAN OUR CUSTOMERS.
I’M NOT HAPPY UNTIL THE LAST PRODUCT IS SHOPPED FROM THE DISPLAY.” I’M NOT HAPPY UNTIL THE LAST PRODUCT IS SHOPPED FROM THE DISPLAY.”NANCY FORBES-CASTANEDA ACCOUNT COORDINATOR, TEAM LEAD
The devil is in the details. Great Northern Instore is the “go-to” resource for retailers and CPG
manufacturers who value a “can-do” attitude. We understand that execution of program requirements,
turning on a dime and expediting decision-making
is the way to manage cost, quality and delivery.
Need a few detail freaks? No problem; we’ve
got a deep bench. Call us at 800.558.4711.
greatnortherninstore.com | Great Insights. Great Design. Great Execution.
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SO-LO-MO SPOTLIGHT: AT THE EXPO36 SHOPPER MARKETING NOVEMBER 2016
The gyroscope and accelerometer could disrupt the beaconOnly six months old, Coursa Retail presented how it uses the smartphone’s motion sensors (gyroscope and acceler-ometer; the sensors manage different twists and angles) to track a shopper’s footpath and behavior. Shoppers don’t even need to turn on their phones. They opt in to the store’s app, a beacon confirms this at entrance, but then Coursa’s mobile software development kit and cloud-based platform tracks the motion sensors to work with retailer data and deliver location-based insights. InvenSense is the parent company of Coursa and the brain behind the mo-tion tech for several industries.
Bar codes are disappearing into packagesWhile visiting the Thinfilm Electronics booth, I saw the power of its NFC-enabled smart tags that actually read in two states of action. The tags come in different shapes and sizes and affix to packages in different ways, but the key being at the point of entry. For example, for a sealed Cli-nipure box, the shopper does nothing but hold the phone to the package. That triggers information that the package has not been tampered with, along with a host of product info. After the box is opened at home and the product used, phone users can scan the package and be prompted with a new message to reorder or receive other brand details.
Digimarc also showed how its smart bar codes work. The company embeds the code into the entire product package and a smartphone (NFC or not) can scan the code at any part of the package to bring up content, videos or add the item to a shopping list for checkout. The package can be scanned with an image-reading POS system at checkout too.
Third-party apps keep evolvingIbotta showcased its innovative, in-app buying feature, also mentioning to me a new partner in iTunes. In the Ibotta app, a user can swipe through tiles of mobile retailer apps offering deals. They grab the reward from iTunes in
Ibotta and are taken to that app to pur-chase and use the offer storewide. This is different than Ibotta’s traditional model of a brand hosting a product and offer, and a shopper goes in-store to buy and gets the reward after receipt processing.
Shopkick unveiled a soon-to-be launched grocery tab (Q1 in 2017) within the app as well as a shopping list tab. It’ll be Shopkick’s biggest innovation in its six-year exis-tence, all thanks to the insight that a majority of Shopkick users were using the app in grocery stores to scan items for rewards even though the app had focused on other retail-ers. The “Kicks” or rewards on grocery purchases are go-ing to be higher, and it will be a nice pre-shop tool to help plan a grocery trip looking at product offers and build out a shopping list (80% of shoppers still use a paper list). The new tab aims to bring in grocery store partners, potentially adding grocery store gift cards as rewards.
Swift Shopper is a new mobile grocery app that launched at Expo. A beta test is underway, and the app is looking to add grocers. The app is focusing on regional grocery stores and offers features like a loyalty card organizer, shared shopping lists, nutritional info on products and the ability to scan items while shopping to speed up checkout.
The coolest feature, though, is how the app dresses up based on the store the shopper enters. For example, a shop-per walks into Grocer A, and the app takes on the colors and branding of the store. When she leaves and goes to Grocer B, the app takes on that store’s colors and branding.
Influenster is another app that caught my eye, lever-
aging ratings, reviews and the power of influencers. The mobile app has a scanner so products can be scanned in-store and shoppers can see what Influenster members have to say. These are regular shoppers, not a network of influencers. Brands can use Influenster to invite the users for product testing to build up reviews. They can offer digital coupons through location-based push noti-fications, too.
Attendees looked eager to enter another worldLastly, virtual reality and augmented reality had a big-ger part in the show than ever before with Kantar Re-tail Virtual Reality, InContext Solutions and Aisle411 showcasing their technologies. The VR booths seemed crowded with attendees wearing the headsets and entering virtual store simulations. While InContext referenced the potential that the headsets have with a person in Chicago transporting to a grocery store in London or a person from their home pantry transporting to a virtual store to buy products, the virtual reality of today at the show focused on how VR can help brands and retailers test retail con-cepts and experiences more efficiently.
Aisle 411 demoed its recent collaboration with Philips Lighting and its indoor positioning technology that is em-bedded in the fixtures. Four stores are piloting the fixtures that communicate with a smartphone’s camera and Aisle 411’s mapping abilities. SM
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38 SHOPPER MARKETING NOVEMBER 2016
PLATINUM WINNERSFour entrants were
identified as Platinum
award winners in the
the Path to Purchase
Institute’s 2016 Design of
the Times competition,
with an LG Electronics
display from Design
Phase earning the “Best
of the Times” distinction
during a September
awards ceremony held in
conjuction with the Path
to Purchase Expo. Here,
we showcase each of the
Platinum winners.
By Erika FlynnChiCago — LG Electronics received top honors at the Path to Purchase Institute’s 2016 Design of the Times competition for its “Best Buy TV Experience Wall.” Rolled out to more than 400 Best Buy stores in April, the dis-play provides shoppers with a premium experience while highlighting the benefits of OLED (organic light-emitting diodes) televisions.
The display houses all of LG’s offerings in one location. It’s the most commanding space the company has ever had within Best Buy.
Rachel Olson, senior shopper marketing manager at LG, says that forefront in the design considerations were creating a premium look and feel for the display – ensur-ing the TV picture quality and technology catch shoppers’ attention first – as well as insights and in-depth knowledge of the journey shoppers take through the path to purchase when shopping for bigger ticket items. “We know shoppers are starting on the digital retail side, looking at reviews and finding out about these products,” Ol-son said. “But when people are spending that kind of money on a TV, they have to go into a store and make sure those reviews deliver and the TV delivers.”
The display’s content has also been a large part of its early success. “We knew we needed a bigger story than what customers are already seeing from our competi-tors, so we created a digital billboard across all five TVs,” Olson said. Partnering with Best Buy, LG made all of the content on network, a first for LG. It can be updated across all stores at any time.
On the back end, gathering data and analytics has been a game changer. “We can break down store by store, hour by hour, and see if usage is coordinating to sales,” Olson said. “We can make corrections and improvements and tweak our training [of Best Buy staff members], so it’s a very useful tool.”
Mike Eckert, chief executive officer of Waukegan, Il-linois-based Design Phase, said the display offers the maximum impact LG executives were looking for when customers see it from afar. And as they get closer, custom-ers can interact with the different products offered on the wall via touchpads in front of each unit. “This is a product you have to see before you buy,” he said. “It’s so different in the fact that it’s super thin, but the picture quality is bet-ter than anything ever built. You have to go to a store and
then you get it.”From the graphics to the content to adjustable shelving,
the display was designed to stay current in the marketplace and be a long-term solution for LG, Eckert said. “This is a great example of how excellent P-O-P can change people’s thoughts about a brand. This wall is making LG a real player in this space.”
Sales results, feedback from the retailer and shopper research have all pointed to success for this program, ac-cording to Olson. It’s the largest budgetary expenditure per store and per location for LG.
“Customers used to shop by TV size, but now it’s by brand, so we needed this bigger brand story and an experi-ence that they can’t get online,” she said.
While she couldn’t provide specifics, Olson said sales have increased and brand perception is up. “We have test-ed against all of our original goals and have made tweaks accordingly, and we’re seeing our objectives met.” SM
LG’s Wall Named ‘Best of the Times’
LG Best Buy TV Experience WallClient: LG Electronics, Englewood Cliffs, New JerseyProduct(s) Promoted: LG TVs and soundbarsDistribution: Best Buy Number of Stores: 409Production Run Quantity: 409Introduction: April 17, 2016Intended Duration: 2+ yearsDimensions (H x W x D): 144 inches x 288 inches x 24 inchesWeight: 1,000 poundsBudget Category (U.S.): More than $1,001 (display only)Entrant: Design Phase, Waukegan, Illinois
NOVEMBER 2016 SHOPPER MARKETING DESIGN OF THE TIMES: PLATINUM WINNERS 39
Old El Paso Publix Full PalletClient: General Mills, Minneapolis Product(s) Promoted: Old El Paso productDistribution: PublixNumber of Stores: 1,000Production Run Quantity: 1,000Introduction: April 25, 2016Intended Duration: 0 – 2 MonthsDimensions (H x W x D): 70 inches x 48 inches x 40 inchesWeight: 150 poundsBudget Category (U.S.): $51 - $100 (display only)Entrant: Menasha Packaging Co., Neenah, WisconsinComment: General Mills made a bold move with this dynamic “party on a pallet” for Old El Paso’s annual Cinco de Mayo promotion in Publix stores. The pallet had to unify the brand’s 19 SKUs into an upbeat, inspirational, one-stop-shopping hub with meal solutions, holiday entertaining and fresh ingredients. Behind the scenes, the promotion had to provide store managers with much-requested easy execution, durability and festive holiday decor as well as drive add-on purchases of fresh ingredients. All of this had to happen within the short Cinco de Mayo 10-to-14-day sales window.
The result was a full pallet that used a combination of height, breadth and vibrant fiesta colors to capture shopper attention from near and far. The header’s 3D lug-ons added depth and led the shopper’s eye to the colorful menu items, logos and coupons, which quickly conveyed the one-stop shopping appeal. “It’s great,” said one Design of the Times judge. “[A] cohesive unit with multiple products and solutions.”
This bold approach led store managers to locate the unit in prominent perimeter locations that also drove coupon use. Behind the scenes, careful atten-tion to the rigor of pack-out and supply chain handling enabled the pallet to arrive fully shoppable and in pristine condition.
Sour Patch Kids FloorstandClient: Mondelez Interna-tional, East Hanover, New JerseyProduct(s) Promoted: Sour Patch Kids productDistribution: NationalNumber of Stores: 550Production Run Quantity: 550Introduction: Aug. 17, 2015Intended Duration: 52 Weeks+Dimensions (H x W x D): 43 inches x 28 inches x 20 inchesWeight: 33 poundsBudget Category (U.S.): $301 - $350 (display only)Entrant: InnerWorkings, Irvine, CaliforniaComment: The Sour Patch Kids brand has strong consumer loyalty, but the candy is not top of mind with shoppers as they make their impulse snack purchases at retail. Most shoppers avoid the candy aisle during shopping trips, which stresses to the brand the importance of a presence near checkout for conversion and secondary display merchandising to drive candy sales.
Considering these insights, the objec-tive of this display was to increase brand recognition and recall, generate incremen-tal impulse purchase at the front end and cut through typical front-end clutter with a clean, uncomplicated execution. The result was a floorstand that featured the mischievous-yet-cute brand per-sonality and a “sugary” textured appearance to connect shoppers with the unique sensory consumption experience offered by Sour Patch Kids’ sour and sugared, chewy candy.
While there is no specific call-to-action copy, the engaging yet simplistic nature of the display, as well as the prominently featured price sign on the product bin, worked to encourage purchase. Across the board, the unique display drove placement near checkout whereas beforehand, the product was primarily merchandised in back-of-store aisles. Program analysis showed consistent, strong sales lifts of more than 50%.
Star Wars Millennium Falcon DisplayClient: The Walt Disney Co., Glendale, CaliforniaProduct(s) Promoted: Star Wars Blu-ray Discs and DVDsDistribution: WalmartNumber of Stores: 1,300Production Run Quantity: 1,350Introduction: April 2, 2016Intended Duration: 2 weeksDimensions (H x W x D): 106 inches x 114 inches x 42 inchesWeight: 250 poundsBudget Category (U.S.): $651 - $700 (display only)Entrant: WestRock Merchandising Displays, Winston-Salem, North CarolinaComment: Designed for front-of-store placement, the Walmart-exclusive dis-play helped position the mass merchant as the “Star Wars: The Force Awakens” retail destination and create a Star Wars store take over immediately as shop-pers entered.
The 114-inch-tall display featured a distinctive and unique Millennium Falcon ship rising up directly toward arriving shoppers. Although the color palette of this movie is dark and muted, slashes of color for the light sabers and UV and varnished finishes for the overall black print areas reflected ambient light creating visual appeal. With 94% placement, this display also featured all of the franchise characters, but provided a 3-D Millennium Falcon ship and a Storm Trooper photo opportunity for shoppers.
The display merchandised “Star Wars: The Force Awakens” DVD and Blu-ray discs, including a Walmart-exclusive version. The availability of all SKUs at the front-of-store spectacular created excitement among shoppers and drove them to purchase a copy of the movie. Though the company declined to provide specific ROI information, The Walt Disney Co. reported a 90% sell- through of the exclusive SKU by end of week one.
RESEARCH40 SHOPPER MARKETING NOVEMBER 2016
By Ben Rossegardless of ongoing speculation about the death of print media, the 2016 RedPlum Purse String Survey
revealed once again that the use of print coupons is strong. Valassis, which surveyed nearly 9,000 of what it calls value-oriented shoppers on RedPlum.com from May 16 to June 16 of this year, reports that 58% of respondents are using more print coupons than they did a year ago while 52% said they use mostly print coupons (versus digital).
“I think continued utilization [of cou-pons] was not a surprise but a confirma-tion,” says Valassis’ Frank Kroger, vice president, shopper marketing. “I would say the surprise is a heavy utilization of print.”
The results show shoppers are utilizing deals across channels, with 38% saying they are using more mobile coupons and 32% saying they are using online coupons or codes more often. Additionally, 51% say they print out digital coupons for use in-store and 35% say they use print and digital coupons equally.
“There’s a growth in the digital element, which [emphasizes] our idea behind intel-ligent media delivery,” Kroger says.
Diving deeper into the mobile realm, 72% of respondents reported searching for coupons or offers on mobile devices while in a store. The propensity to search for deals on mobile creates what Valassis chief marketing officer Curtis Tingle calls an opportunity for retailers and manufac-turers to come together for couponing and “disrupt the journey.”
“This is such an ingrained part of their shopping,” Tingle says. “[Marketers] need to stop looking at coupons as a necessary evil and look at them to drive sales.”
Ninety-two percent of Hispanics sur-veyed reported using coupons, outpacing
the overall numbers in every coupon cate-gory identified (direct mail, paperless/digi-tal, newspaper FSIs, in-store and printed from computer). Additionally, 69% of His-panics reported spending more than two hours a week looking for coupons, savings and deals from all sources.
Ninety percent of Millennials (aged 18-36) say they have looked for coupons in-store via their mobile device, and 61% say they spend more than two hours a week searching for offers.
According to Kroger, the amount of time shoppers spend hunting for deals each week – 55% overall say they spend more than two hours – is reason enough itself to believe coupons, no matter the medium, are here to stay. “For an industry, if you have peo-ple who are willing to spend two hours or more a week doing this, and when you fac-tor who’s using them – moms, Millennials, affluents, Hispanics – if you’re a retailer, are those people you want to walk away from?”
Furthermore, 28% of affluents (those with household incomes of $100,000 or more) have increased their coupon use, with 81% of affluents saying they find print
coupons prior to shopping. “The reaction from using coupons is
feeling rewarded, or feeling smart,” Kroger says. “It’s certainly better for retailers and manufacturers alike to grow that feeling, help them feel rewarded, especially in a day and age where loyalty is under fire. It’s better to appeal to consumers who are already out there.”
Kroger and Tingle are cautious to draw a connection to the psychological effects of using a coupon, but they do admit that the cerebral associations that come with sav-ing money have been a topic of discussion before. “One of the topics we look into is
the desire for events, gratification, and ex-perience,” Kroger says. “The desire for that experience. The hunt, if that is an experi-ence. Our research connected those dots. You could draw a light conclusion that this is part of [consumers’] experience when shopping, whether it’s grocery shopping or dining or otherwise.”
Regardless, the future of coupons re-mains bright. “Value is everywhere,” Tingle
“ Part of the natural purchase path is
finding value and finding new products
of interest. It’s a time-tested ritual of
behavior, and I don’t see any weakness
in that behavior.”Curtis Tingle, chief marketing officer, Valassis
Valassis Takes Annual Dive Into Coupons
In 2016, I am …
58%
38%
49%
14%
Using more print coupons
Using more mobile coupons
Planning my shopping trip aroundcirculars, coupons and deals
Looking for deals via social media
70%
54%
45%
23%
Sign up for email newsletter
“Like” a page on Facebook
Fill out an online form
Pretty much anything!
To receive 40% or more in savings, I would …
says. “In the survey, the largest categories consumers are utilizing are groceries, res-taurants, cosmetics, clothing and house-hold items.
“Consumers are looking for value across all categories. Part of the natural purchase path is finding value and finding new prod-ucts of interest. It’s a time-tested ritual of behavior, and I don’t see any weakness in that behavior.” SM
34%
29%
27%
56%10+6+
49%
48%
Moms
A�uents
All respondents
Number of coupons used per shopping trip
Print, digital coupon usage both strong and growing among value-oriented shoppers; focus on Hispanics, Millennials, others
Source: Valassis 2016 RedPlum Purse String Survey
R
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42 SHOPPER MARKETING NOVEMBER 2016
MOBILEGeneral Mills has executed its “Box Tops for Educa-tion” program for 20 years, having generated nearly $800 million in school funding, but the cutting and collecting of box tops from packages can be an arduous task in today’s digital world. Welcome the Box Tops Bonus App, which gives smartphone users the ability to scan box tops into the app for easier collection. To encourage trial, General Mills dou-bled its 10-cent donation to 20 cents when users used the new app during September and October. With the app, users can also buy products and scan a receipt to earn money for school. In other activity, BoxTops4Education.com now offers a crowd-fund-ing “Clip Board” tool that lets schools list specific needs – in effect starting a collection drive.
Dan Ochwat, on the So-Lo-Mo beat since 2011, served as an editor of Shopper Marketing for nine years. Send comments and So-Lo-Mo news to [email protected].
SO-LO-MO CentralA roundup of social, local and mobile marketing activity at retail
Snaps, New York, a mobile messaging platform that has built emoji key-boards and employed chatbots for brands and other properties, has added a new branded iMessage application to coincide with the launch of Apple’s iOS 10. Burger King, Dove, Dunkin’ Donuts, L’Oreal and Toyota are just some brands set to use the Snaps platform. With the iMessage feature, brands can have control to personalize iMessages. For example, Coach and its Coachmoji app lets users curate their own looks with dresses, purses and accessories, and those looks can be sent via iMessage without the receiver having the Coach-moji app. The platform also tracks real-time usage of the messages and can provide analytics on consumers who interact with the messaging.
Beauty retailer Sephora has added some new features to its revamped mobile app, which is in its first iteration for Android. The “Pocket Hair Stylist” is a tool that helps users create trendy hair styles. There are video tutorials and instructions to perfect the look. The app has upped purchasing capabilities, too, enabling shoppers to scan items in-store to get product information and reviews and to add products to a rolling shopping list. There are also places to check for mobile-only offers and how to get samples, as well as a way to book beauty classes at Sephora locations through the app.
Mobile-shopping app Ibotta now rewards users for buying goods on partnering mobile apps. The app now brings in some major mobile shopping players, including Boxed, Delivery.com, DoorDash, Drizly, Groupon, Hotels.com, Jet, and Spring. Ibotta users first search for offers and rewards at partnering mo-bile apps within the Ibotta app, are then taken to the partnering app for an in-app purchase, and then collect their cash back or reward in Ibotta on the back end.
... program evolves.
... partnering apps.
... now, iMessages.
... new features.
NOVEMBER 2016 SHOPPER MARKETING SO-LO-MO CENTRAL 43
ONLINE EDUCATIONKeeping Executives Up to Date on Shopper Marketing Trends
Digital Advertising for the New Consumer MobilityNovember 10, 2016, 1 p.m. CST
Register today at p2pi.org/iseminarsQuestions? Call Ann at (773) 992-4448.
The New Consumer Mobility – a technology-enabled shift in consumer behavior wherein consumers slide � uidly between multiple Internet-connected devices and physical locations – is dramatically changing how consumers see and react to digital marketing. This presentation explains these changes and o� ers recommendations for adapting digital ad strategies. In this session, attendees will:
• Learn how to optimize ad targeting for multi-device usage and advertiseable moments in unexpected places.
• Expand thinking on location and how to leverage it in digital advertising.
• Understand how the new consumer mobility has impacted consumer expectations for digital experiences on their path to purchase.
Kate Holmes, Sr. Director of Insights, MaxPoint
REGISTER FOR FREE!p2pi.org/iseminars
Sponsored by:
16P2P_ADV_IS_SM11_maxpoint.indd 1 10/11/16 10:05 AM
SOCIALJust as Pokemon Go demonstrated success with a social scavenger hunt idea, Delta Airlines is engaging consumers with a hunt of its own on Snapchat. Delta is sending people in Los Angeles on a chase in neighbor-hoods around town for specific Snap-chat geo-filters that unlock prizes such as tickets to entertainment events, Delta miles or travel tickets, and inter-actions with Los Angeles celebrities including singing duo/YouTube stars Karmin and local chef Ray Garcia. Each week, Delta Snapchat followers re-ceive hints and clues leading to a dif-ferent theme, location and ultimately new Snapchat filter to uncover. The “Delta Dreamhunt” contest and social game integrated with a larger, new “Dream Up, LA” marketing campaign.
Live-streaming content is now available on Twitter. The social network updated its mobile app to stream select NFL, NBA, MLB and college games, as well as content from Silver Chal-ice’s Campus Insiders, Bloomberg News and Vimeo’s Ched-dar. Twitter posted instructional GIFs in the news feed that explained how users could launch the live-streaming content during the tool’s official launch on Sept. 15, offering users a chance to stream the NFL’s “Thursday Night Football” game. Social networks streaming content could become a new ve-hicle and platform on which brands could advertise, including video ads that run with the content.
...live-streaming content.
... chase around L.A.
SO-LO-MO CENTRAL44 SHOPPER MARKETING NOVEMBER 2016
Hilton Hotels & Resorts is now leveraging beacon technology. Hilton HHonors mobile app users can access a new feature called “Fun Finder” that uses Wi-Fi, GPS and beacon technology to receive notifications on happenings at a resort as well as special offers. The app can also act as a navigational map to get around the resort. Users may receive a welcome message, a schedule of the day’s activities ahead, offers for a happy hour special or coupon on a massage. There’s also an option to real-time message with resort staff to receive more supplies in a room or help with a question. The Fun Finder feature is exclusive to Hilton HHonors mem-bers through that loyalty app.
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Untitled-4 1 9/23/16 10:41 AM
Statement of Ownership, Management and Circulation
(Required by 39 U.S.C. 3685) 1. Publication Title: Shopper Marketing 2. Publication No.: 1040-8169 3. Filing Date: 9/15/16 4. Issue Frequency: Monthly 5. No. of Issues Published Annually: 12 6. Annual Subscription Price: 0 7. Mailing Address of Known Office of Publication: Path to Purchase Operating Corp, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731 8. Mailing Address of Headquarters or General Business Offices of the Publisher: Path to Purchase Operating Corp, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731 9. Names and Complete Address of Publisher, Editor and Managing Editor: Publisher, Albert Guffanti, Shopper Marketing, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731; Editor, Bill Schober, Shopper Marketing, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731; Managing Editor, Tim Binder, Shopper Marketing, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731 10. Owner: Path to Purchase Operating Corp, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731; Peter W. Hoyt, CEO, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731 11. Known Bondholders, Mortgagees and Other Security Holders Owning or Holding 1 Percent or More of Total Amount of Bonds, Mortgages or Other Securities: None
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A. Total No. Copies (net press run) 20,911 24,909B. Legitimate Paid and/or Requested Distribution; 1. Outside County Paid/Requested
Mail Subscriptions stated on PS Form 3541. 18,000 18,000
2. In-County Paid/Requested Mail Subscriptions stated on PS Form 3541. — —
3. Sales Through Dealers and Carriers, Street Vendors, Counter Sales, and Other Paid or Requested Distribution Outside USPS. — — 4. Requested Copies Distributed by, Other Mail Classes Through the USPS. — —C. Total Paid and/or Requested Circulation 18,000 18,000D. Nonrequested Distribution 1. Outside County Paid/Requested
Mail Subscriptions stated on PS Form 3541. 760 789
2. In-County Paid/Requested Mail Subscriptions stated on PS Form 3541. — —
3. Nonrequested Copies Distributed Through the USPS by Other Classes of Mail. — — 4. Non-Requested Copies Distributed Outside the Mail. 936 5,021 E. Total Nonrequested Distribution 1.696 5,810 F. Total Distribution 19,696 23,810G. Copies Not Distributed 1,215 1,099H. Total 20,911 24,909 I. Percent Paid and/or Requested 91.39% 75.6%
I certify that the statements made by me above are correct and complete.
Peter Hoyt
LOCALIt was only a test, but Flirtey, Reno, Nevada, and Domino’s Pizza successfully deliv-ered a pizza by drone in Auckland, New Zealand. It’s the first stage of a partnership that hopes to gain approval for more home deliveries throughout the country and eventually others. Flirtey is a drone-delivery startup that also recently signed a deal with 7-Eleven to deliver OTC medicine in the U.S. Domino’s has been a willing experimental partner, having tested drone delivery in the United Kingdom three years ago and recently worked with a Swedish company to test an “Easy Order” button that pairs to a cell phone to automatically order pizza.
Adding more assistance in its aisles, Lowe’s has introduced the LoweBot, a rolling white, touchscreen robot that shoppers can talk to and voice-activate for assistance. A shopper can ask the LoweBot for directions to a particular aisle or use the touchscreen, and the robot will roll that shopper to the right place. It also has a 3-D scanner to recognize faces. Lowe’s says the robot can help with any hesitation shoppers have in wanting to use a mobile phone for location-based info, navigation or assistance. They simply ask the robot for the information they’re looking for. The NAVii robot was designed with Fellow Robots, Mountain View, Cali-fornia, out of its Lowe’s Innovation Lab. Lowe’s tested the robot in 11 stores in the San Francisco area and expanded to San Jose, California, in September.
... drone delivery.
... resort beacons.
... touchscreen robot.
NOVEMBER 2016 SHOPPER MARKETING 45
RICCI AT RETAIL
Joe Ricci is an industry expert in P-O-P merchandising. He is the founder of Beacon Concepts Inc., Surprise, Arizona. Please offer your comments to him at [email protected].
Floor Decals, for StartersAnd one beauty products power wing that leaves you wondering
Lands’ End Inc., Dodgeville, Wisconsin Federica Marchionni stepped down as the apparel retailer’s chief executive officer. Chief merchandising and design officer Joseph Boitano and chief operating and financial officer James Gooch have been named co-interim CEOs.
Overstock.com, Salt Lake CityThe online retailer has named Vidya Jwala senior vice president of demand fulfillment. He will be responsible for overseeing Overstock.com’s sourcing, merchandising, supply chain and customer-care businesses. Jwala joins the company from Walmart, where he served as VP of merchandising and operations.
Staples, Framingham, Massachusetts The retailer has named veteran employee Shira Goodman president and chief executive officer after she completed a three-month interim run in the top role.
Target, Minneapolis Jason Goldberger has left his post as chief digital officer and president of Target.com. Goldberger’s responsibilities will be divided up between CIO Mike McNamara and CMO Mike Triton.
SOLUTION PROVIDERSEmnos, ChicagoDafna Gabel joins the company as head of analytics and head of personalization solution. She joins the company from Catalina, where she served as executive director, global marketing performance head. She has also previously held key consumer insights, strategy and analytic leadership roles at Nestle and Kraft.
GroupM, New YorkThe company name Kelly Clark as global chief executive officer. Clark most recently served as the CEO of GroupM in North America from 2012 to 2015.
Sticky, New YorkNitin Gupta has joined the company as Sticky’s first chief business officer. In his new role, Gupta will focus on leveraging Sticky’s core platform
BRAND MARKETERSGlaxoSmithKline, Brentford, United KingdomEmma Walmsley was named GSK CEO designate. She will succeed Andrew Witty as GSK CEO when he retires in March 2017.
Procter & Gamble, CincinnatiGerry D’Angelo recently joined the company to serve in the newly created role of global media director. He joins the company from Mondelez International, where he served as the manufacturer’s top European media executive.
RETAILERSAhold Delhaize, Zaandam, the NetherlandsDelhaize America chief operating officer Kevin Holt is succeeding James McCann as Ahold USA COO. Moving into non-executive, advisory roles, McCann will remain available through April 30, 2017, to ease in the transition. McCann joined Ahold in 2011 as chief commercial officer and assumed COO responsibilities two years later. Holt was hired as executive vice president of Delhaize Group and chief executive officer of Delhaize America in 2014.
Please send information regarding personnel appointments to managing editor Charlie Menchaca at [email protected]
PERSONNEL APPOINTMENTS
Carpenter
to build partnerships and scale revenue as the company enters an aggressive growth phase.
Theory House, Charlotte, North CarolinaThe agency named Belle Rape account supervisor and Frederic Carpenter creative director. Both will report directly to agency president Jim Cusson and managing partner Jared Meisel and work across all of the agency’s domestic and international clients.
Visual Marketing, ChicagoDan Harrington has joined the company as national accounts director. In this role, Harrington’s primary responsibility will be to secure new business opportunities for the company.
Goodman Jwala RapeGabel Holt
Breyers Sure, floor decals can be effective merchandising tools, but I always thought there was something missing and could never put my finger (or foot) on it. Here, Unilever’s Brey-ers has given me an “aha moment.” It’s the arrow that was missing. Not only does this decal promote the product but it points the way to it from the end of the aisle. Simply brilliant and so obvious. Can freezer case danglers and interrupters be far behind?
Benadryl and ZyrtecThis floor decal for John-son & Johnson’s Benadryl and Zyrtec products is a wonderful, long-lasting and relatively inexpensive way to direct shoppers to the products in an aisle. What really grabs me is the superior graphics and that the two products appear to almost be three dimen-sional and rising from the floor. Maybe it is the angle or the cast shadows. What-ever it is, it really works for eye-catching appeal.
Swedish Fish and Sour Patch KidsIf the Swedish Fish and Sour Patch Kids names aren’t enough, the unusual shape of the individual product trays certainly will grab your attention. In a world of flat shelves and totally level display trays, Mondelez International has a winner here. The clever corrugated design of the chevron-style trays not only make selection of the candy easy but gives the brands center “blocks” for sell copy on multiple levels. Add in two bril-liant colors and interchangeable trays, and this has a lot going for it.
Beauty 360I have nothing bad to say about the structure of this Beauty 360 corrugated power wing from CVS/pharmacy. But, the one and only graphic presentation of this mod-el’s face is absolutely horrid. Not just in my opinion, but also the two ladies standing near me who asked, “What happened to her face?” At first I thought it was just positioned wrong, but the die cut on the piece was designed to achieve this curved effect, meaning some art di-rector either has a warped sense of humor or he needs glasses. Perhaps that is why product takeaway here is minimal at best.
By Patrycja MalinowskaTarget is testing a new loyalty program that rewards in-store shoppers with 10 points for every dollar spent. Dubbed “Cartwheel Perks,” the program is tied to the retailer’s popular Cartwheel mobile savings platform.
Cartwheel users in select markets – San Diego, Denver, Houston and St. Louis – see a Perks page that provides an overview of the program, according to reports. Once they accrue 5,000 points, participants choose from various rewards that range in price from $10 to $20 and include a pair of sunglasses, workout gear and laundry detergent. To receive points, shoppers scan their Cartwheel barcode at checkout as they would to redeem deals.
The program, which simultaneously appeals to cou-pon-driven and rewards-motivated shoppers, currently drives only in-store sales but could be extended to on-line purchases should it be rolled out nationally, Target spokesman Eddie Baeb told the St. Louis Post-Dispatch.
Cartwheel Perks is similar to a rewards program Tar-get previously tested called REDperks. Intended to drive in-store traffic and help Target explore the value of a non-tender loyalty program, REDperks was accessible via a dedicated mobile application and tested in select markets. Participants earned the same 10 points for every dollar spent, but instead of a reward item they received 5% off a full day of shopping at any Target store or one online transaction once they accumulated 5,000 points. The company says it is transitioning REDperks users to the new Cartwheel Perks program.
Target executives foreshadowed the integration last spring, revealing plans to streamline the retailer’s loyalty strategy during a financial community meeting. The company said it would integrate Cartwheel with both REDperks and its REDcard 5%-off rewards program to offer a simple, single sign-on and one bar code for checkout – all via mobile.
“We’ve got a huge opportunity to identify more [shop-pers] and bring them a broader rewards portfolio,” chief executive officer Brian Cornell said at the meeting. “We are focused on acutely understanding the [shopper] lifetime value, getting to know them more deeply, their attitudes, their preferences, their behaviors and then give them more personalized experiences and more person-alized promotions.”
Nearly a year ago, the company hired industry veteran (and 2014 “Who’s Who in Digital Shopper Marketing” honoree) Keith Colbourn to lead the effort as senior vice president of loyalty and lifecycle marketing, responsible for the development of data-driven marketing strategies that drive traffic and sales, deepen brand engagement and build loyalty. Colbourn joined the mass merchant from promotions and loyalty company Quotient Tech-nology (formerly Coupons.com), where he served as SVP of retailer digital solutions.
His experience will be tested as the company navi-gates a difficult juncture after posting its first quarterly comparable sales decline in more than two years and
recently losing both chief digital officer Jason Goldberger and chief marketing officer Jeff Jones.
Since Colbourn jumped on board, updates to Cart-wheel have placed personalized “For You” offer recom-mendations directly on its landing page. The offers are selected based on past purchases and interests.
Other recent updates include the addition of new icons for search and scan functions that make those fea-tures more readily available, and a bottom navigation bar that lets users jump to offers, their list, their profile, or their checkout bar code. Additionally, users who register their store location can sort, arrange and map out chosen offers and reportedly unlock store-specific deals.
The retailer also partnered with Quotient to add manu-facturer coupons to Cartwheel. The addition of single-use traditional manufacturer coupons added discounts worth a dollar amount rather than the percentage off Target doles out, as well as access to savings on a wider range of products. In many cases the manufacturer offers are the same discounts as those found in Sunday newspapers.
Target also has given Cartwheel an in-store spot-light in its seasonal department. This spring the retailer stocked the area with discounted products and outfitted
its fixtures with a signage package that included endcap headers, shelf signs and side panels that invited shoppers to “scan or search products for extra savings.”
Since its initial rollout in 2013, Cartwheel has racked up more than 27 million downloads. SM
Target ‘Perks’ Up CartwheelRetailer tests program that offers rewards as well as usual coupons
