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Shopper Marketing
How to turn shoppers into buyers
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What is shopper marketing?
“Shopper Marketing is the use of insights-driven marketing and merchandising initiatives to satisfy the needs of targeted shoppers,
enhance the shopping experience and improve brand equity for retailers and manufacturers.
The ultimate goal is to improve business results for all parties involved.
Turn shoppers into buyers!
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Why shopper marketing is that importantOn the product/brand level:
• 3000 marketing messages/day• > 30.000 product introductions in 1 year
(average)• More and more promotion instore/outstore
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Why shopper marketing is that importanton the retail side:
• Convenience: number of retail channels doubled in 50 years• Choice is unlimited: f.i. Carrefour Planet stocks > 30.000
products• Strong retail brands (housebrands) • Delhaize = quality, Colruyt = sustainability, Carrefour =
choice• Success of hard discounters even increases• More and more concept stores/pop-up stores
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The retailer is in the game !
Shopper
Retailer / Dealer
Brands
competitive environment
physicalenvironment
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Why shopper marketing is that importanton the consumer side:
68% brand switchers 5% loyal to a brand 73% shops with 5 different retailers 26% is loyal to a retailer Seeks for experience and authenticity
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Why shopper marketing is that important.On the consumer side:
frustration
confusionToo much!
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Shoppers are not consumers! And vice versa.
Who drinks Coca Cola? Who buys Coca Cola?
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Shoppers are not consumers! And vice versa.
• Who is the consumer?• Where does he use my
product?• When does he use my
product?• How does he use my
product and why?• How can I increase the
use of my product?
• Who does the shopping?
• Where does he do the shopping?
• When and how?• Why does he buy this
product or brand?• How can I make the
shopper buy MY brand?
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80% of the buying decision happens INSTORE!
Consumer marketing Shopper marketing
SECOND MOT
FIRST MOT
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Shoppers are influenced in- and outside the store:
Outside the store Inside the storeDemographics Retail circumstancesPsychological element MindsetFamily issues Time & budget
pressurePersonal issues DiscoveryConsumer advertising Senses
SHOPPER MARKETING
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Shopping segmentsLot of time Less timeLike to shop Hates (daily) shoppingFun shopping Run shoppingImpulse shopping Comparison shoppingShopping list No shopping listHigh spending Low spending
Remark: Most of the shoppers are “multi-vidual”
Spend time
Save time
Save money Spend money
Comparison shopping
Fun shopping
Convenience shopping
Discount shopping
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Shopper research
Understand how shoppers think, plan, decide, interact with environment, and evaluate their experiences.
• Focus Groups• Shopalongs• In-store Shopper Groups• Subject Matter Expert Interviews• Ethnographic research• Online and Traditional Surveys• Advanced quantitative analytics• Geographic data mapping• Secondary subscription databases
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What is a shopping barrier?
A barrier is an element of the product offering or the retail environment that prevents a shopper from buying a brand.
- De-selection Barriers• Ones that cause a brand to be “ruled out” on a cursory
overview of the category
- Selection Barriers• barriers that prevent a brand to be chosen upon closer
consideration
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Shopper Marketing is about overcome Shopping barriers
De-Selection1. Perceived lack of need2. Low brand line-up or awareness3. Lack of “shelf pop”4. Habit change
Prevent Selection1. Unconvincing Benefit;
Performance Uncertainty2. Choice Confusion3. Usage Uncertainty4. Poor Value
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Conclusions on Shopper barriers
1. Define the shopper barriers
2. Make a selection (1 – 2, KISS)
3. Define your shopper marketing
execution plan
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6 steps, all linked with each other, towards an effective Shopper Marketing Strategy
Get To know your shopper
• Define required insights
• Collection of internal existing data
• Shopper research based on insights needed
• Shopper Segmentation
• ...
Shopper Demands,
Shopper research methods,
Shopper Barriers
Get to know your
Retailer
• Retailer strategy analysis
• Performance analysis
• Identify key contacts
• Identify key processes & way of working
• ...
list of strategic retail partners,
Category role per retailer, key
priorities and opportunities
Get to know your
market
• Competitor SWOT Analysis
• Competitor portfolio assessment
• Define Category Role
• ...
Ranking of competition &
products, Category role
Get to know
yourself
• SWOT analysis• Portfolio
Assessment (BCG Matric)
• Product life cycle analysis
• P&L analysis• ...
Commercial Strategy, company
capabilities, Product strategy
1 2 3 4
Execute & Measure
• Define activities• Set action plan• Identify involved
departments & key stakeholders
• Set Backtimings• Identify KPI’s• ...
Improved business results,
continuous learnings
Define Shopper
Marketing Strategy
• Define action plan for each specific retailer based on the needs of all parties (company, retailer & shopper) involved
• ...
Clear & Executional
Shopper Marketing Strategy
5 6
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Combined into 2 phases, for a more logical workflow:1st Phase: analysis of yourself, your retailer & your shopper within the competitive market environment2nd Phase: Strategy definition, execution & measurement
Define Shopper
Marketing Strategy
5
Execute &
Measure
6
Get to know your market
2
Get to know
yourself
1
Get to know your
retailer
3
Get to know your
shopper
4
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Most important shopper marketing trends
• The consumers get smarter & seek for relevance*• Shopper marketing moves between smart shopping and
pleasure shopper• Digital evolution can cause shopper revolution• Shopper marketing is more & more sensorial
* Carre Associates Shopper Reseach 2010
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What makes The House of Marketing different?
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We have a strong vision on marketing …
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Marketing is a mindset
throughout the whole company,
and only happens through
uncompromising and ruthless focus on
the total process of customer
engagement.
Marketing is a key contributor to
achieve business objectives and to
optimize shareholder value.
Our guiding principles are Focus,
Agility, Creativity, Tangibility and
Sustainability.
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… and a clear view on how marketing must evolve
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• Simplicity• Strategic consistency• Leadership continuity• Prioritize & making choices • Consistent brand across all channels• Seek leadership in specific category• Customer centricity• Focused team
• Detect trends & act• Early warning systems & processes
• Agile & up to date organization• Built around customer
engagement• Willingness to change• Flexibility & Speed
• Innovative company culture• Diversity of profiles• Idea generation process• Idea valuation• Porosity & open-mindedness
• KPI’s & dashboards• Scenario analysis & ROMI• Connect with marketing intelligence• Analytical culture & skills
• People: yours & every stakeholder• Planet: ACT on innovation, packaging, promotion...• Profit: business-minded marketers
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We are convinced that flexibility is a key asset for the futureto bridge capacity gaps...
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Resource Demand Chart
1/95 4/95 7/95 10/95 1/96 4/96
0
1,000
2,000
3,000
4,000
5,000
FTE (hours per month)
Project 1Project 2Project 3
Project 4
Capacity
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…. and to bridge competence gaps
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SocialMedia Strategist
Project Management
CR
M s
pecia
listShopper marketer
Performance management
CPM specialistOnline specialist
Mob
ile m
ark
ete
r
Web master
Data cruncherE-commerce
Packag
ing
………
……
…
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Flexibility demands the right talent at the right place, & on going training
The House of Marketing can help you develop and keep the right talents in your marketing department.
24
Training
Coaching
Relevant Marketing training, from general to very specific & tailor made
- product management- project management- communication (online, offline)- social media- email marketing-……
Personal coaching focused on marketing related skills and technical skills
Marketing Talent program
Coaching on the job, one company or multi company program, more details available as from October 2012
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We offer help adapted to the new business context
25
In a economical environment where turbulence is the new
norm, The House of Marketing provides marketing
excellence at the right moment, exceeding clients'
expectations by delivering higher return on investment and
by making the organization more agile.
We achieve this by recruiting passionate marketers for
whom we create an inspiring and nurturing environment.
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How do we work?
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Brand Managers
Broad FMCG experience Coordination activities of
specialists in production, sales, advertising, promotion, R&D, …
Churn analysis, churn reduction
Product placement optimization
Business Analysts
Market & competitor analysis
Market assessment & quantification
Clustering of customers
E-Marketers & Social Media
Specialists
E-strategy definition & roll-out
Coordination, design & implementation of e-marketing actions
Website management, email marketing, social media, mobile
Marketing Managers
Channel & Category Managers
Process Managers
B2B and B2C environments
Marketing plan, go-to-market strategy & implementation, people management, business intelligence
Coordination of Marketing activities
Strong analytical and negotiation skills
Enhancing retail partnerships by increasing category sales and aiding in fact based/strategic selling
Extended experience in SME and large matrix organizations
Alignment of organization towards similar goals
Clear roles & responsibilities definition, organizational design
We work on temporary assignments….Mostly function based
27
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… and on strategic marketing challengesMostly project based
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• Attract new customers• Increase customer spending• Reduce customer churn• Increase Innovation success rate
Volume driven
Margin driven
Positioning
• Restore customer trust• Capture more customer value• Margin management• Doing more with less resources• Tracking of ROI
• Define or redefine positioning• Changing customer experience from product push to relational (customer-centric)
• Positioning on the sustainability dimension
• Positioning towards current and potential employees
• Customer intelligence: translate data into relevant insights
• Segmentation• Business and marketing planning• Innovation Management Program
• Customer intelligence: translate data into relevant insights
• Category assessment• Marketing performance management (ROMI, CLTV, dashboards)
• Marketing audit
• Consumer intelligence: translate data into relevant insights
• Customer (store) experience• Sustainability• Employer branding
Consumer analytics and insights are crucial for each of the three challenges
Client challenges THoM expertise & solutions
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We offer a unique combination of strategic excellence and operational pragmatism
29
We help you in realizing more from your marketing strategies and building the marketing capabilities for systematic results
Operational pragmatismStrategic excellence
• Proven track record in strategic marketing advice
• Creating relevant insights in the business
• Identifying the true leverages for significant improvements
• Turning opportunities into structured and prioritized business initiatives
• Track record in making things happen within international and complex companies
• Applying practical knowledge of successful corporate sales and marketing organizations
• Turning initiatives into tangible actions
• Helping you to successfully implement strategic recommendations
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We deliver tangible value by bridging the knowing doing gap…
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Operational pragmatism
Strategic excellence
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We have different meetings during an assignment
31
2200706-CBC-PresentationTHoM.ppt
– Draft –
Developing targeted expansion strategy for a Luxembourg based private life insurerStrategy, organization and marketing
Project objectives
Methodology
Deliverables
Build methodology and framework for country-specific go-to-market launches based on learnings from first failure on the I talian market in private life insurance asset management
• Analysis of the fact base and decision on targets- Life insurance business
• Market structure and distribution options• Cross-border revenues
- Private banking business• Market structure and differentiation• Expectations of wealthy individuals• Off-shore business aspects• Value and tactics of wealth managers
- Bancassurance model options in private banking- Detailed geographical study on I talian potential- Understanding of wealthy individuals
• Wealth classification• Identification of advisory circle• Trend in family offices• (Family) business activity and influence of private equity and
venture capital• Positioning study and go-to-market draft• I mplications for organizational and branding requirements
• Organizational roadmap and risk management• Design of go-to-market model and potential• European-wide positioning strategy and implementation
Knowledge Capture Matrix Client: Sodexho Pass - Apogheos Consultant: Olivier Olbrechts Project: Business Plan Date: 27/08/07 Comment: Interim (project) All documents on project saved here. Final Deliverables. Credential to follow STAKEHOLDERS Learnings from
the way the client works
Learnings on how THoM could work better
New products or services
Marketing domain/ methodology improvement
Relationship opportunity (executive contact, idea)
Client agenda sell-on opportunity
Industry trend/ insight
Competitor information
SALES Account Team
Apogheos = Business Unit that has to be integrated into the Group if return sufficiently attracting to Sodexho Group
Proposal in process: coaching during the implementation of the business plan
- Small independent firms with low potential for consulting/ interim - Exceptions (potential clients ?): BCD Group, Accentiv (FR)
No other consulting firm identified in this part of Sodexho
DELIVERY Marketing Domain:
- No THoM methodology used - Business Plan template created from scratch
- Sold as interim project but could be more profitable sold as consulting
- Formal approach and deliverables could have been more clarified prior to the project
Develop a standard financial business plan spreadsheet template)
iii team: No B2B Services team
Task ID Week Project name Action/task description
Task owner Follow-up persons
Priority Status Start date Due date Date finished
Comments/issues
Issue description Decision Decision taker
Due date
123456789101112131415
Decision to take
LAST MODIFIED:
….…..Coordinate client event
….Product chart (branding, positioning, USP, …)Launch approachLaunch packageOrganization concept testFollow-up launch
Launch Product Y
End 2007Market analysisRGO identification + estimated revenues & final reco + budgetBrand strategyAction plan 2008
Define MLT strategy for product X
DEADLINEDELIVERABLES PROJECT
….…..Coordinate client event
….Product chart (branding, positioning, USP, …)Launch approachLaunch packageOrganization concept testFollow-up launch
Launch Product Y
End 2007Market analysisRGO identification + estimated revenues & final reco + budgetBrand strategyAction plan 2008
Define MLT strategy for product X
DEADLINEDELIVERABLES PROJECT
1st call
Visit by SSOMgr
Client Name or LOGO
Title of Function/project
Proposal for Interim Management
Month Day, 2007
Proposal sent
InterviewConsultant(s)
Contractsigned
Client Name or LOGO
Title of Function/project
Proposal for Interim Management
Month Day, 2007
PROJECT DELIVERABLES DEADLINE
Define MLT strategy for product X
Market analysisRGO identification + estimated revenues & final reco + budgetBrand strategyAction plan 2008
End 2007
Launch Product Y Product chart (branding, positioning, USP, …)Launch approachLaunch packageOrganization concept testFollow-up launch
….
Coordinate client event ….. ….
3Project status reports Liesbet 27 December.ppt
Project status report
Activities completed this reporting period
Resources
Outstanding I ssues/ Main Risks(1)
NovemberThomas DCMeeting Thomas with Philippe.
Need alignment on the real needed requirements and which budget we can have for it.
Due DateResponsibleActionsI ssues & Risks
Product Management PlatformPrepared by: Liesbet VandenberghePeriod: from 25/ 9 to 20/ 10 week 6
Decision to take(1)
Due DateDecision MakerDecision
Activities planned for next reporting period
Planning Risks Scope
Didier VDH will have a meeting to fine tune the requirements
Central marketing will have meeting about the next steps and how we see the current project management tools in this project.
Running
Supplier gave demo.
Didier VDH got input to make draft of technical requirements
We have now a list of general requirements
(1) Format could be simplfy for simple project
Objectivesfinalized
Engagement follow-up
Evaluation
Knowledgecapturing
From initial call till 2 first weeks During the engagement Closing the engagement
Internal EPR
ClientEPR
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You are always hiring a whole team of marketing specialists
32
Hiring a THoM consultant isn’t just hiring a person, it’s acquiring expertise:
•THoM consultant: your day to day contact
• Counselor, Client Manager and Mentor: first help, coaching and stretched goals for the THoM consultant
• All THoM consultants with their specific skills, expertise and experience: the second resort for the THoM consultant
• THoM knowledge base (training, career development plan, books, papers, former projects, experience of previous THoMers)
Visible
Invisible
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We deliver Marketing expertise in four areas
33
I. Strategic Marketing
II. Go-to-Market
• Market Intelligence• Segmentation• Branding & Positioning
• Pricing• Product/ Brand/ Category
Management• Communication (offline &
online)
III. Organization capabilities
IV. Performance Management
• Customer Process Management
• Organization & Change Management
• Customer Experience
• Marketing Dashboards• Marketing Performance Management• Customer Lifetime Value & ROMI
• Business & Marketing Planning
• Employer Branding• Sustainability
• Social Media• Shopper Marketing• Customer Relationship
Management
• Marketing Audit• Marketing Coaching &
Training
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For whom do we do this?
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ICT & Media
Utilities & Resources
Financial & Other
Services
Healthcare & Public Sector
Transport & Logistics
We have clients from many different sectors (1)
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Consumer Goods &
Retail
We have clients from many different sectors (2)
36
Durables & Industrial
Goods
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“We appreciated that the THoM team supported us in the bottom up approach involving customers,
prospects, sales, specialists.” (Danny Vandevyver, Head of Marketing
Com Belux)
… talking about the tangible value delivered by The House of Marketing
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“THoM’s pragmatic approach is to me a key differentiator, as they are able to talk the language of
actual executors and to predict or foresee many operational issues we need to tackle.”
(Ronald Hannet, BU Manager)
“THoM succeeded in creating change thanks to their straightforward and efficient solutions and
approach.”
(Michael De Koster, Segment Manager)
“The added value of THoM is that they do not only deliver strategic advice, but their recommendations
are tangible and can be implemented.”
(Luc Deflem, CEO)
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Your point of contact
38
The House of Marketingtel: +32 (0) 15 444 000E-Mail: [email protected]
The House of MarketingKardinaal Mercierplein, 2
B-2800 MechelenBelgium
Fax +32 (0)15 444 044www.thehouseofmarketing.be
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