A DSN Special Report DRUGSTORENEWS.COM JUNE 2016 • 13 Earning share of heart with the new consumer .......... 14 ShopRite ‘fixes the mix’ in health and beauty ............. 15 Sundial breaks down beauty, societal walls .............. 16 Unilever’s Pimenta: Brand purpose matters ............... 18 Uncovering changing needs, the art of ‘social listening’ .... 20 Differentiating, influencing at the shelf and online.......... 21 Breaking through the social media clutter ................. 22 Pinterest’s ‘future-oriented network’ ......................... 22 Best Practices Sundial Brands ............................................................. 24 Unilever ........................................................................ 25 Mentholatum ................................................................ 26 Lornamead ................................................................... 28 Hello Products .............................................................. 30 Hyland’s ....................................................................... 32 Henkel........................................................................... 34 Edgewell ...................................................................... 36 Paris Presents .............................................................. 38 Conair .......................................................................... 40 Kao USA ....................................................................... 42 Beiersdorf..................................................................... 44 Vogue International ........................................................ 46 Milani/Jordana Cosmetics ............................................. 48 TABLE OF CONTENTS
Transcript
A DSN Special Report
DRUGSTORENEWS.COM JUNE 2016 • 13
Earning share of heart with the new consumer .......... 14ShopRite ‘fixes the mix’ in health and beauty ............. 15Sundial breaks down beauty, societal walls .............. 16Unilever’s Pimenta: Brand purpose matters ............... 18Uncovering changing needs, the art of ‘social listening’ .... 20Differentiating, influencing at the shelf and online .......... 21Breaking through the social media clutter ................. 22Pinterest’s ‘future-oriented network’ ......................... 22 Best Practices Sundial Brands ............................................................. 24Unilever ........................................................................ 25
Earning share of heart with the new consumerBY DAN MACK
Transactional business is over; brands must connect heart and soul. Today’s new consumer is more informed, more independent, more curious and more
conversational than ever before. They want to be talked with — not talked to. It is about “share of heart,” not just “share of wallet.”
These were key takeaways from the New General Market Forum, co-hosted by Drug Store News and Mack Elevation Forum, in April. The program, now in its second year, once again brought together executives from a number of purposeful companies — including Beiersdorf, Conair, Edgewell Personal Care, Hello Products, Henkel, Hyland’s, Kao, Lornamead, Mentho-latum, Milani/Jordana, Paris Presents, Sundial Brands, Unilever and Vogue International — whose brands emotionally connect with to-day’s new consumer, building community and advocacy with their diverse consumer bases. Seeking a blueprint to better serve today’s key consumers, the group was joined by retail execu-tives Jody Pinson, VP beauty merchandising at Walmart; Holly Schmidt, senior DMM beauty at Walgreens; and Chris Skyers, VP health and beauty care at Wakefern Foods, each of whom shared their vision for connecting with today’s New General Market.
Over the course of the multifaceted discus-
for building connectedness and intimacy with the New General Market:
1. Share of heart: The best brands build cov-enantal, inclusive relationships with their tribes, allowing their customers to develop loyalty and emotional investment;
2. Values matter: The best brands tear down the walls of consumer segmentation by skin color and ethnic group, and look through the lens of deeper aspirations, values,
3. Growth mind-set: The growth mind-set is a catalyst for cultural change and brand growth, and it is developed when brands are constantly in a state of improvement, re-
address broader cultural needs through tai-lored products and experiences;
4. Candor: Companies that play it loose with the facts or cover up the truth create trust issues. The most trusted brands — and companies — are honest about fail-ure: They actively listen to the needs of their consumer. Engaging honestly with online reviews or personal complaints shows that the brand cares, and it shows the human aspects of the brand — for good or bad;
5. Co-creation: Brands that listen deeply to their top customers, enlisting them to help design the next generation of innova-tion, are very special. Organizations that embrace co-creation are more aware of the customers’ changing needs, and give voice to their league of followers, encour-aging loyalty;
6. Community: A strong community allows brands to ask consumers what they need and how they feel, creates engagement and builds relationships. Communities gather around shared ideals; they are not just interested in brand attributes, but what the brand stands for;
7. Committed brand advo-
essential to create engaging content that incites action — shareability — with your enthusiasts. They are looking for
original ideas, relationships and connec-tions that add value to their lives and their relationships;
8. The story: Great brands tell stories about their causes that leave an imprint. Origi-nal brands stand for something unique and special, and consumers are compelled to share the brand’s story with friends and family; and
9. Purpose: The new consumer doesn’t buy a brand; they join it. Brands must uncov-er their true identity, one that aligns with a higher calling and one that is resound-ing. The New General Market consumer is searching for brands that are original — brands that stand for something and brands that stand with others. Brands can’t create authenticity; they must walk in it. It is not created — it is revealed.
In this special report, Drug Store News high-lights key discussion from the April 6 New Gen-eral Market Forum, and examines the best prac-tices a host of leading brands are implementing, not only to elevate their business, but to help win the hearts and minds of the New General Market consumer.
Dan Mack is the founder and managing direc-tor of the Mack Elevation Forum, and author of the book “Dark Horse: How Challenger Companies Rise to Prominence.”
Over the course of the day, New General Market Forum moderator Dan Mack led a multi-faceted discussion that uncovered several best practices for connecting with the new consumer.
DRUGSTORENEWS.COM JUNE 2016 • 15
ShopRite ‘fixes the mix’ in health and beauty
ShopRite has avoided the pitfalls many traditional grocery chains have faced by evolving with its consumers, especially in regard to health and beauty care.
Charged with keeping ShopRite owners ahead of trends is Chris Skyers, VP health and beauty care for Wakefern. He and his team do so against a sea of competitors, many of whom specialize in beauty, such as Ulta Beauty and Sephora. “Our owners do an amazing job with grocery,” Skyers said. To allow them to concen-trate on what they do best, Skyers is charged with bringing the best ideas in nonfoods to the owners. “We have to help them see tomorrow,” he explained. Skyers was a major contributor
DSN-Mack Elevation New General Market Forum one year ago, and was back to share his experience over the past year and to discuss achievements his company has made.
One of his biggest learnings has been in ad-dressing the needs of the New General Mar-ket. While admitting it is a challenge to merge
-perience, ShopRite has made great strides and posted impressive gains throughout its net-work of supermarkets.
The blueprint didn’t start with merchan-dising for the multicultural consumer, rather seeking to rediscover ShopRite’s core purpose. Going back to its roots, Wakefern looked for what it means in the communities it serves. “Our purpose is to care deeply about people and help them to eat well and be happy,” Sky-ers said. In assessing that yardstick, the com-pany saw room for improvement. For one thing, consumers saw supermarket health and beauty care departments as outdated as boom boxes, while such specialty stores as Sephora are seen more like “Beats headphones.” Setting out to freshen up the image, Skyers looked for forward-thinking ideas.
One of the paths proving successful is ad-dressing shoppers’ needs community by com-munity. “We are the community store,” Skyers said. “Let’s go back to that, but let’s under-stand the community — store by store.”
And that’s how he found a groundswell of support for adding such lines as Sundial’s SheaMoisture and other brands appealing to
one ShopRite operator willing to promote Shea Moisture — despite the fact that some questioned whether or not they could sell higher-ticket beauty items. The trailblazing owner who gave it a try unlocked a business bonanza. What’s more is that many of the purchasers were new shoppers for that de-partment or even for the store. They had been buying their products in other doors. That suc-cess prompted other owners to join in. “When
Now he hopes to work with other manufactur-ers to help change the beauty presentation and assortment in ShopRite stores. “We are look-ing for partners that are authentic and have a
reach with consumers,” he said.His vision is to keep beauty at the forefront
and stay relevant in addition to being “really good at selling food.” Skyers said, “The com-munity is saying, ‘If you are going to have something in your store, be great at it.’”
ShopRite has shifted its focus on health and wellness into high gear as the retailer continues to roll out its beauty adviser program in stores. Looking to bring its health and beauty programs full circle, there are currently about 15 advisers working in stores.
Wakefern’s VP health and beauty care Chris Skyers shared insights during DSN and Mack Elevation Forum’s New Gen-eral Market Forum in April in New York City.
“OUR PURPOSE IS TO CARE DEEPLY ABOUT PEOPLE AND HELP THEM TO EAT WELL AND BE HAPPY. ... WE ARE LOOKING FOR PARTNERS THAT ARE AUTHENTIC AND HAVE A REACH WITH CONSUMERS. ... THE COMMUNITY IS SAYING, ‘IF YOU ARE GOING TO HAVE SOMETHING IN YOUR STORE, BE GREAT AT IT.’”
— CHRIS SKYERS, VP HEALTH AND BEAUTY CARE, WAKEFERN
16 • JUNE 2016 DRUGSTORENEWS.COM
Sundial breaks down beauty, societal walls
You could say that “breaking down walls” to the New General Market has been a central part of the Sundial Brands mission — certainly long be-
fore the early April debut of the company’s innovative new social call-to-action/media campaign #BreakTheWalls.
It’s just in their DNA.Less than one week since the first of the
spots, a 60-second short film, logged more than 1 million views in its first 24 hours on YouTube, Sundial co-founder and CEO Richelieu Dennis shared both the story behind the new campaign and the company’s 25-year journey in connect-ing with the New General Market.
To help tell the Sundial story, the company issued a casting call to the brand’s community members — often called the “SheaFam” — and tapped such influential beauty vloggers as Naptural85, SunKissesAlba and MahogenyC-urls, to share personal frustrations in shopping for beauty products in mass retail.
Recounting anecdotes of how they shopped with white friends in the rest of the store, but had to “go separate directions” for beauty was one example a black woman shared. Others talked about a “teeny aisle” designated as their “spot.”
Such consumer experiences were the im-petus for #BreakTheWalls, which debuted in April and proposed the idea of breaking down not only the physical walls in stores separating
products, but also the mental divide of what is considered “beautiful.”
A clarion message to all women is that they don’t need to compare themselves to others and that they can embrace what makes them unique. The first phase included a 60-second short film, a 30-second spot, #BreakTheWalls digital and social assets and behind-the-scenes footage. Although starting with beauty, #BreakTheWalls will spur dialogue and action around other societal walls that “exist and that serve to divide rather than unite.”
The first montage showed walls literally falling down and touting the fact that Shea Moisture can be found in beauty “where we all
belong.” More than 1 million people viewed the first segment online the night it was re-leased, Dennis said.
He wants to start a conversation to make stores more inclusive and not just to benefit his brand, but also to improve shopper experi-ences. The pay off is there.
“Power is when you listen to consumers and you bring their voices into rooms like this,” Dennis said. “You might think you are serving a particular consumer, but you are not. She’s not telling you that in person. She’s telling that on social media or worse yet, she’s taking her dol-lars into another channel,” he said as a wake-up call for the industry. Retailers in the room concurred that with tweaks to assortments and merchandising, they are getting consumers who never shopped them for beauty before.
Another salient point is that many white women have thick and curly hair, requiring specific products much like black women. Ac-cording to TextureMedia, about 60% of women in the United States consider their hair wavy, curly or coiley. It is not uncommon, Dennis said, for women to have to shop five different stores to get the products for one hair care look.
He realizes change can’t come over night. Many of today’s departments were construct-ed years ago. “When we started Sundial 25 years ago, the world was a different place,” Dennis admitted. And those in the audience concurred that consumers need to be educated about store design changes.
But Dennis has been enthused by how re-tailers have rallied around the concept, and change is a process. According to Dennis, many retailers have increased efforts to im-prove their assortments and merchandising to reflect more inclusion and are working to gain deeper insights that will help direct future ef-forts as they work to meet their customers’ needs. “We have a dialogue with each other, and we are connecting with this New General Market. We didn’t have to influence our retail partners. Although they have constraints, they say ‘let’s do this together,” he said.
The New General Market isn’t about big versus small brands, Dennis explained. “We need all brands to think about how they serve underserved consumer groups better.” n
Richelieu Dennis, Sundial’s co-founder and CEO, shares insights on his company’s #BreakTheWalls campaign wtih New General Market attendees.
On the night it was released, more than 1 million people online viewed the first segment of Sundial’s #BreakTheWalls campaign.
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18 • JUNE 2016 DRUGSTORENEWS.COM
Unilever’s Pimenta: Brand purpose matters
Asked what drives their brand preference, 80% of millennials are highly
potential to make the world a -
ness with these brands.
matters,” said Ricardo Pimenta, global brand VP of Unilever. “The way to make it work is to
-ship project. Find something that has a real impact in the world —
people have a visceral reaction
soap brand, a leader in its cat-egory in Asia, after becoming aware of some sobering statistics: Every year, as many as 2 million
-cations from diarrhea-related ill-
contracting diarrhea-related dis-ease by 46%, making this practice
intervention against illness tied to diarrhea.
Pimenta conceded that “hand-washing with soap programs” are neither new, nor “rocket sci-
Unilever has done differently
-ting hand-washing with soap at the center of major social change.
-
with its message of the critical im-portance of hand-washing with soap and water in preventing dis-ease and lowering child mortality rates. To help tell the story, the
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walking on his hands — to cel-
video has had more than 19 mil-
Beyond simply raising aware-ness, the program has had real
had one of the highest rates of diarrhea among children in the
the company is working in towns
to bring its “hand-washing saves lives” message.
Unilever is doing the same with Vaseline, digging deep down into
-
a topic that only” its own brand
years ago, Pimenta read an article in the Washington Postdermatologists who had traveled
--
get a job and feed his family. Vaseline had been “discovered” in 1859, when a British chemist
-
-
“We were immediately com-
those two doctors the same day.
Project,” Pimenta recalled. The
on a three-pronged program that
who need it most (more than 1
-fected by crisis, disaster and dis-
-cal healing missions to affected
personnel and health workers
and disaster. Leveraging a partnership with
-
-vides health workers and patients
-
-
Pimenta noted that brands
-ing that another Unilever brand,
of fostering self-esteem among -
ployee morale impact,” he con-
people — people who want to be -
ing to go the extra mile beyond their sales targets.”
Part of Unilever’s Lifebuoy video series, “Gondappa’s Story” follows a father’s journey through his village — walking on his hands — to celebrate his son’s fifth birthday. The video has had more than 19 million views on YouTube.
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Uncovering changing needs, the art of ‘social listening’
Above all else, today’s consumer wants to be listened to. To get new insight into how top companies are uncovering the changing needs, motives and interests
of the new consumer, executive director Dan Mack moderated a panel discussion of leading marketers as part of its April 6 New General Mar-ket Forum, a one-day leadership event co-hosted by Drug Store News and Mack Elevation.
Anchoring the panel, Walgreens DMM beauty Holly Schmidt talked about Walgreens’ efforts to form cross-functional teams across all age groups and demographics. “The team is highly involved in our customer insights,” and in helping the re-tailer to learn about segments about which it is not educated,” Schmidt said. The retailer is using these insights to set assortments and plan navi-gation, making it easier for customers to shop. A tremendous volume of assets is being invested in Walgreens’ e-commerce and digital website to make it more inclusive across demographics. “The goal is ultimate service, in-store and online,” Schmidt concluded. “It’s not about the transac-tion or the retailer, it’s about the experience.”
For Unilever, it isn’t just about speaking with consumers, but also about trying to understand their world — the experience of millennials around the globe. In addition to leveraging tech-nology to get the job done, the company has undertaken multiple initiatives to obtain the in-formation it needs. “We can talk to consumers all around the world, even from our laptops, and connect with them,” said Paula Girardi, Unile-ver’s U.S. brand building, consumer markets insights, skin cleansing and care. “We go to col-leges and talk with them, shop with them, try to
-nographic research, go to their homes. It’s not just speaking, but understanding.”
Gonca Paul, global director at Paris Presents, talked about the power of “social listening” and how the company has leveraged YouTube in cultivating the New General Market. Paris Presents harnesses YouTube — which has 3 bil-lion views per month — to engage customers by educating them about beauty, as well as to execute direct connection marketing. “It’s social listening,” Paul noted. “We hear the commen-tary from our fans who say, ‘I’d like to have a makeup brush that does this and this, and pro-vides me with that solution.’ We turn around
and deliver that solution to consumers.”Additionally, Paris Presents relies on perspec-
tive from its brand managers and buyers from its top three retailer customers — all of whom are millennials themselves, she said. “We know they understand their customers,” she said.
For its part, Hyland’s is banking on a tendency among consumers to purchase a wide variety of products within a brand once they “enter the franchise,” said Kara Errickson, an industrial de-signer who helps Hyland’s re-engineer for the new market. The company’s target customers are millennial moms, and Hyland’s marketing de-partment comprises millennial moms, Erickson said. The group routinely looks for voids in the
Recently, Errickson’s six-month-old child was experiencing a problem. “We went straight back to the team and said, ‘there’s nothing for this,’ and the team started work-ing on it,” she said.
Hyland’s has successfully captured many cus-tomers by growing its assortment over the past three years to cultivate millennial moms as they emerge from the “pre-millennial” stage, become mothers and switch their internal focus from themselves to their families.
Meanwhile, Milani has been able to gain “a ton” of New General Market traction through event marketing, Glenn McCloskey, VP sales at Milani and Jordana Cosmetics, shared. The team
looks at other brands at these events to see what can be learned. Additionally, internal teams “pick the brains” of friends and family members who are under 25 years old. “We’ve done college re-cruiting, but the best ideas come from these peo-ple,” said McCloskey.
Lornamead has repositioned its Yardley brand for younger audiences. Yardley was reformu-lated in a move to persuade younger consumers to use it instead of a prestige boutique option. “We’ve looked at how to bring boutique-inspired products into the market and make them more available to the mass consumer,” said company president Randy Sloan. “Historically, we haven’t been focused on digital,” but having succeeded in “bringing the target age group down,” more product sampling and more digital events have been put on the table to “broaden that universe and expand the portfolio” even further.
Kao has changed along with the consumer, especially positioning its perennial favorite John Frieda brand. For example, options have expand-ed for curly haired women. Now women can do what they want, said Heather Warnke, director
women embrace their imperfections. “We have uncovered that her hair is an expression of her-self, and we are showing we are there with you on this journey.” Millennials are changing the hair color category, she added, fueling demand
A panel that included Holly Schmidt of Walgreens, Paula Girardi of Unilever, Gonca Paul of Paris Presents, Kara Errickson of Hyland’s, Glenn McCloskey of Milani/Jordana, Randy Sloan of Lornamead and Heather Warnke of Kao USA, talked about how their companies uncover the changing needs of the New General Market Consumer.
DRUGSTORENEWS.COM JUNE 2016 • 21
Differentiating, influencing at the shelf and online
The retail store is an ecosystem, according to Dan Mack, managing director of Mack Elevation. “More than ever before, all of us are investing in the shelf. That experience matters. It is as much a part of the brand as your brand is [part of] the category.”
To better understand how top retailers and CPG companies are using the shelf and the shopping experience to appeal to a new generation of consum-ers, Drug Store News and Mack Elevation hosted a special panel as part of the New General Market Forum in April.
-pability and the in-store experience is a challenge and a goal for Walmart. Jody Pinson, VP merchandising, beauty, said understanding and improving the store experience is “one of the most frequent conversations we have.” She said it helps when packages are simple and that launches are kept fo-cused. “We are looking for brands bringing fewer, but bigger [launches], so we can enable the shopping experience to be better.” The company also is sifting through the mounds of data to build a better shopping experience.
For Sundial’s Emmet Dennis, making the shelf “talk” was essential right from the brand’s debut. “We’ve been pretty consistent. When you had the humble beginning that we had and there was virtually no money for ad-vertising and marketing, everything had to resonate [with shoppers] at the shelf,” he said. The package needed to convey to the shopper the expe-rience they could expect in terms of what was in the packaging. Dennis said the packaging had to be clear and created with an “astute” shopper in mind. When it delivers on the promise, it becomes “shareable” and helps brands thrive.
The shelf is critical to communicate the features, separating its appliances from the competition. Paulette Heller, VP marketing at Conair, explained that the nature of the business encourages consumers to do research before they visit the store — especially in the case of millennials who actually often do their investigation on phones in the store.
out how to bridge that gap between digital and physical space,” she said. “We really try to engage them from a visual standpoint so that when they come to the store, the visuals they see are consistent with what they saw online.” In addition, the company has found that the use of videos in the store has been very effective, as well as touch-and-feel displays, which “can increase sales by about 20% to 30%.”
OGX has won millennial approval with exotic ingredient stories that are on trend. “The shelf has really been one of our biggest assets. We had to stand out at the shelf,” said Courtney Connelly, senior brand manager at Vogue International. The short, playful colored bottles of OGX helped ac-complish that. “We broke the category codes to make sure the product stood out.” Going forward, she wants the brand’s stories to “come to life on shelf.”
At Edgewell, shopper marketing manager Jonathan Rhyan explained the need to balance consumer information, especially concerning feminine hy-giene and life stages, with the issue that women don’t like to hover too long in the feminine aisle. That’s been done with shelf information that’s concise, but mirrors online content.
Suncare is another category where the shelf can be used to convey infor-mation, Rhyan said. Edgewell integrates tools to help shoppers know what SPF they might need on a particular weather day. That cuts through the con-
fusion in the sun care category. “We are reinventing the aisle and integrating technological tools to help consumers know what to buy,” Rhyan said.
At Henkel, the high attention to product detail is translated on the shelf, too. The company is committed to focusing on the shopper and making her
-sible. The old idea of putting milk at the back of the store to keep shoppers in aisles longer is passé, said Laura Hyland, VP shopper strategy and e-commerce. “All of our research shows that the quicker and easier you make
-egy and e-commerce. Even physical shelf sets need to be created with the digital experience in mind. “Even if she’s shopping for hair color, she goes online looking for reviews,” added Hyland.
Emerging brands in particular need power at the shelf. Craig Dubitsky, founder and CEO of Hello Products, continues to tweak the packaging be-cause, he said, “the decision to purchase is still made at the shelf.”
Dubitsky’s vision is to ensure that his designs and copy are interesting, especially since he competes against a sea of blue and red banners from the two behemoths in the category. “Our package conveys that it is new so much that we didn’t have to say it was ‘new” with a violator. I think that anything called a violator is something wrong,” he joked. Hello packaging is fresh and enticing thanks to a clever UPC code made of little brushes.
Critical to influencing purchasing decisions with the New General Market consumer is differ-entiating and educating, not only at the shelf but also online. Pictured: Laura Hyland, Henkel, Craig Dubitsky of Hello and Jody Pinson of Walmart. Emmet Dennis of Sundial Brands, Paulette Heller of Conair and Jonathan Rhyan of Edgewell (above).
Critical to influencing purchasing decisions with the New General Market consumer is differ-
22 • JUNE 2016 DRUGSTORENEWS.COM
Breaking through the social media clutter
Capturing the attention of, and market-ing to, young consumers takes more than advertising in the manner of “Mad Men’s” Don Draper, said Antho-
ny “Max” Baron, founder and CEO of PrepReps — currently still a high school senior — whose
school and college campuses, with brands look-ing to cultivate the loyalty of young consumers, provided four tips for how to get the job done.
New General Market consumers are far more likely to purchase
products when they have seen someone else in their age group — especially someone to whom
doing the same. Last year, PrepReps asked 1,000 prospective associates to rate the factors that in-duce them to buy a particular item. “The single thing they scored highest was what they see people wearing constantly and interacting with,” primarily on social media, Baron observed.
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brated “B.S. meters” — and they’ll call brands out on it. As a best in class example of what NOT to do, Baron pointed to a recent Allstate campaign on Snapchat during the NCAA Final Four college basketball tournament. “People who are watching the Snapchat story for the NCAA Final Four aren’t interested in buying car insurance,” Baron stated. “The median age of the person who uses snap chat is 19 years old. So not only are they not buying insurance themselves; their parents are buying it, and their parents aren’t looking at Snapchat.”
Messages that center on the experience mil-
lennial consumers will have when using a product resonates with them much more pow-erfully than “falsely advertising what you’re about,” Baron said. He cited the approach taken by Chubbies, the $100 million apparel brand founded by a group of fraternity boys, based on the vision that everyone can be a frat boy. The company ensures that the photos and videos on its website, as well as its Instagram content, is not only consistent, but also, “fo-cused on one message, which is, when you put these shorts on, you’re going to have an awe-some time,” Baron explained.
“Blanket market-ing strategies aren’t always effective, especial-ly not with my generation,” Baron stated. “We receive so much information, so many cues, so many kinds of nudges, to interact with a prod-uct that we’re very good at tuning them out.” Baron advocated testing multiple strategies
and tapping into databases to do so. “Find out who works well, what works well and what messages work for your brand,” he said. Then, focus closely on that one message.
Pinterest’s ‘future-oriented network’
Pinterest is not a social net-work. It’s a future-oriented network, and a valuable one for brands and retail-
ers to use as a gateway to under-standing the New General Market, according to Pinterest partner man-ager Brian Johnson.
While people may initially come to Pinterest to plan what they are going to do — for example, put to-gether a bridal shower or wedding, or plan a home remodeling project — they see other actionable ideas they can incorporate into their dai-ly lives, Johnson said. Brands and products, including those that fall under the beauty umbrella, are part of this, and the latter is one of Pin-terest’s biggest categories. Several retailers, such as Target, already
merchandise special displays tout-ing interaction with brands on Pin-terest with signs saying “popular on Pinterest.”
In July 2015, Pinterest launched “buyable pins” that can be at-tached to products pinned on the Pinterest platform and used to purchase those products. The platform also has introduced a conversation pixel that allows Pinterest to understand and share with its partners informa-tion about when and under what circumstances their content is repinned. Consumers can click on the content to go to the given company’s domain. “The num-bers suggest that they buy prod-ucts,” Johnson said, adding that 87% of Pinterest users asked in a
study conducted by the platform, claimed they decide what they want to buy if they are engaged on the Pinterest platform.
“You’re catching people in the moment when they’re open to new ideas,” Johnson added.
Seventy percent of Pinterest’s current audience is comprised of women, but work is underway to encourage male consumers to engage with the platform. This should add to its value for brands, Johnson said. “Men came to Pin-terest back when we connected it to Facebook,” he noted. “They saw everything for home decora-tors and teachers and felt” it was not for them. “So now when men sign up, we ask them what they’re interested in, and they can say al-
cohol, sports and guns, and we’ll give them those things.”
In July 2015, Pinterest launched buyable pins, enabling users to click a “Buy It” button and purchase products directly from Pinterest.
oNcFwNcoott
Anthony “Max” Baron is founder, and CEO of Prep-Reps, which connects brands with a fast-growing network of high school and college influencers.
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Show the love: ‘Breaking the walls’ with SundialBY RICHELIEU DENNIS
For 25 years, my family and I have built our business based on one premise — that the beauty industry
should fully serve all women. Since then, we have advanced a mission and vision to change the social dialogue about how we’re looking at beauty as a society, and how those archaic structures and views are debilitating to the estab-lishment of new and more inclu-sive ways of viewing beauty.
By recognizing that beauty comes in every hair type, skin tone, shade and feature — and by honoring the natural beauty of ev-ery woman with natural products that address her individual needs and empower her to celebrate her unique journey — Sundial Brands is serving the New General Market of today and tomorrow.
The United States has indeed changed well beyond demograph-ics, and the cultural shift that we are now witnessing will continue as a
future of this nation. This means that as manufacturers, brands and retailers, we have an extraordinary opportunity to shift how we ap-proach and serve all, and as a result, reshape the beauty landscape from one of standardized ideals to one of inclusive representations.
The beauty aisle is the last place in America where segregation is still legal, and separating ‘beauty’ from ‘ethnic’ has only served to fur-ther perpetuate narrow standards of what is considered beautiful in our industry and our society.
Sometimes these conversations aren’t easy, but they are necessary for all of us to continue to grow and to better serve our community — not just a few or the largest segment,
but all of them. Earlier this year, we launched the
-form for our SheaMoisture brand — #BreakTheWalls — to highlight the divisive constructs of beauty and move toward the inclusive experi-ence that all women deserve. But beyond — and perhaps even big-ger than that — #BreakTheWalls is sparking the conversation around true inclusion and the embrace of a more empathetic mind-set in our society. It’s about bringing down lit-eral and metaphoric walls that limit us as an industry and as a society, beginning with the hair journey as a metaphor for life — a smaller piece of the larger societal conversation about accepting people.
Core to serving the New General Market effectively is to inspire peo-ple to question the boxes that oth-
otherwise; challenge the status quo with new, more inclusive thinking; and support others in their efforts to break down all the walls that con-tinue to separate us as a society.
Also core to serving the New General Market effectively is for all women to be able to walk into a
their needs — well stocked, with a variety of brands and with nothing that subconsciously reinforces a se-lective assignment of “beauty” for some and not others.
Many retailers have increased efforts to enhance their assort-
more inclusion in the near-term, while working with consumers to gain insights and learnings that will help them determine the next level of changes that are ultimately needed to meet their customers’ needs. Even brands that would otherwise be deemed as “com-petitors” have applauded and embraced our efforts. For us, this is what it’s about — working to-gether to break the walls.
Our purpose at Sundial Brands is to “empower people to live more beautiful lives,” and that goes be-
-ty. It’s about the connectivity that the acceptance of all beauty — and all people — can bring. It’s about the fundamental concept of how we see each other and how that mani-fests in how we treat each other.
In fact, at Sundial, we trans-
formed our General Market ap-proach to a New General Market journey more than two decades
our community of consumers and coining the New General Market as “an amalgamation of cultures, eth-nicities and demographics aligned against commonalities, need states and lifestyles.” #BreakTheWalls is an extension of our focus on the New General Market and ensuring that all consumers, especially those who have been traditionally under-served, have an enhanced product and shopping experience based on being served according to their needs, not traditional segmentation.
The beauty industry has asked consumers to conform to narrow standards of beauty for far too long. It’s time for all representations of beauty to be embraced and cel-ebrated, with ample choices to meet her needs wherever she shops. To-gether, let’s move forward on this path to inclusive beauty — as a soci-ety and as an industry — where we #BreakTheWalls that divide us, and where #EverybodyGetsLove.
Richelieu Dennis is cofounder and CEO of Sundial Brands.
24 • JUNE 2016 DRUGSTORENEWS.COM
Sundial Brands’ #BreakTheWalls campaign seeks to spark conversation around inclusion, as well as breaking “literal and metaphoric” walls that limit the industry and society.
Of everything Unilever has learned about the New General Market, the most resounding lesson is that consum-ers in this group are savvy, know when
they are being “marketed to” and consequently demand authenticity in any communication.
“If you’re all talk, but haven’t taken action or made a real commitment, they’ll see right through you,” said Tamara Rogers, Unilever’s EVP personal care.
For brands with purpose, Rogers noted, com-panies targeting the New General Market must earn the right to talk about their efforts. Unilever has done so with its Vaseline Healing Project, a partnership with DirectRelief that aims to pro-vide dermatological care, Vaseline products and medical supplies to heal the skin of people affect-ed by poverty or emergencies around the world. Unilever is giving consumers the opportunity to get involved by building a relief kit on the Vase-line website or through its “buy one to help heal one” program, wherein every lotion or jelly pur-chase helps to support DirectRelief.
Unilever also has undertaken several brand-based initiatives aimed at demonstrating its un-derstanding that in the New General Market one
of the Dove Hair “Love Your Curls” campaign, -
lieve their curly hair is beautiful. “To challenge
and then an illustrated children’s book,” Rogers said. “The response from women was amazing, but we knew there was still more work to be done. We realized that there was no representa-tion of curly haired women within the Unicode Emoji Keyboard. Emojis may seem frivolous and fun, but we found that a majority of women with curly hair were feeling unable to truly express themselves with this new social language.”
Last November, Dove Hair introduced the
types, different hair colors, lengths and ethnic di--
drum up excitement about the Love Your Curls emoji keyboard, which has been downloaded
For Unilever, Rogers said the key to iden-
brand movement bigger is ensuring that they
have an authentic connection to a brand’s mis-sion and that their audience is open to hearing the message.
understands the New General Market. The Axe “Find Your Magic” campaign, rolled out earlier this year, encourages men to shed outdated views of masculinity and embrace their uniqueness. The campaign’s message is that everyone has some-thing that makes them attractive to the world — whether it’s their walk, their “talk” or their style — “and that you should embrace it versus try-
“We’ve seen great response from consumers who are embracing this point of view.”
-nate purpose and mission of each of its brands, which it acknowledges as a critical purchase driver for the New General Market. “Globally, our Sustainable Living brands portfolio grew
Rogers said. “As we determine how to bring these brand stories to life in the market, we ex-plore unique ways to activate with our retail part-ners based on their distinct passion points.”
Often, the mission of a brand aligns with one or more of individual retailers’ priorities as they engage their shoppers and communities, Rogers
said. She deemed the “sweet spot” for sustain-able growth opportunities the point at which a retailer partners with Unilever to address shop-pers’ needs while offering them ways to make a positive contribution to the world.
“When we can align priorities, address a need in our communities and drive more sales, it’s a win, win, win scenario,” Rogers said.
Unilever’s Vaseline Healing Project — a partnership with Di-rectRelief that provides dermatological care, Vaseline products and supplies to heal people worldwide — gives consumers the opportunity to become involved in relief efforts, and offers Uni-lever a way to “earn the right to talk about their efforts.”
Dove introduced the first-ever curly hair emojis last No-vember. The Love Your Curls emoji keyboard has more than 900,000 downloads.
D i t d d th fi t l h i ji l t N
26 • JUNE 2016 DRUGSTORENEWS.COM
Digital, social, mobile gives Mentholatum momentum with the millennial market
For The Mentholatum Com-pany, improving the qual-ity of its marketing efforts — and hence, doing an
effective job of reaching its target demographic in the New General Market — is heavily predicated on shifting more activity to digital, so-cial and mobile platforms.
The company’s Rohto eye drops have a strong millennial follow-ing, and it continues to strengthen its connection to these customers through two-way dialogue that in-corporates digital and social media. The Rohto line features a variety of formulations to provide the desired
redness relievers (Rohto Cool and Cool Max), as well as alleviating multiple symptoms, such as red-ness, dry eye, itch and burn (Rohto Ice). Accordingly, Mentholatum used a “Zombies” campaign to en-gage consumers, taking advantage of the recent pop culture phenom-enon seen “everywhere from TV programming, video games and merchandise to events and more.”
“Using the Rohto success as a
on other key brands,” said Mike Carroll, VP sales and marketing. Metholatum’s marketing campaign for OXY acne medication is “heavy on digital and social activity,” with an app that delivers individualized daily acne care regimen and educa-tion. The app was developed under the umbrella of the OXY 28 Day Challenge campaign, which pro-motes the correct use of OXY pads, face washes and spot treatments for
teens and young millennials to get an acne care regimen by self-diag-nosing their condition, and subse-
quently, to measure progress with before and after pictures, as well as receive reminders to increase com-pliance and show clear results. An
key bloggers who share the OXY 28 Day Challenge with teens and their moms via a blogging page, Facebook, Instagram and Pinterest — supports the campaign.
By “communicating directly with core acne consumers, we have the ability to strengthen not only our brand, but the entire acne category for our retail partners,” Carroll said. “Our message em-phasizes that seeing positive re-sults requires a regimen and time. Knowing how to use OTC acne treatments properly increases ef-
-sumers to return to the category.”
Initiatives to connect directly with current and potential new customers also extend to more established categories, like chest rubs. The issues of strong scent and messy application — which have typically driven away previ-ous category users — have been addressed in the company’s most recent Mentholatum launches, with digital and social media directly communicating the advantages of the new formulations to “a new emerging core consumer in ways that broad-based advertising never could,” Carroll stated. Social media support via Facebook was recently implemented to bolster existing retail promotions and demonstrate how Mentholatum chest rubs sat-isfy consumers’ desire for natural cold-cough remedies. Market share increases trended 50% above con-trol markets in those areas.
Celebrity mentions and social in-
A recent feature in Allure magazine cited Rohto eye drops as a “Top 9” product actress Charlize Theron cannot live without. “These types of mentions drive social media activ-ity of our highly loyal followers and further strengthen the premium positioning of our brand,” Carroll
-ly bloggers that address topics rela-tive to teens and/or moms of teens, are critical to the success of the OXY 28 Day Challenge platform. Most of these bloggers, Carroll observed, “have frequent tips on beauty and skin care. Our focus initially was for preparation for prom, and we will repeat our message later this sum-mer with back-to-school prep.”
Carroll suggested that retail-ers, too, can work independently and with brands to help them bet-ter serve the needs of the emerg-ing consumer. For example, they can cross-merchandise Rohto eye drops in beauty and cosmetic aisles, helping to arm shoppers with a new trick to brighten their
face and complement their make-up with beautiful, brighter eyes
by serving a previously unknown need. The OXY 28 Day Challenge encompasses full digital assets that can easily be incorporated into digital platforms maintained by Mentholatum’s retail partners.
Retailers can also revamp stores to better cater to the New General Market, without frustrating shop-pers, Carroll asserted, adding that shopper education and guidance work across all categories. When it comes to eye drops, easy-to-read in-formation about what different eye drops do for each symptom and suggestions for alternative usage — such as redness relievers for cos-metic and beauty purposes — can make the eye drops category easier to shop. Similarly, in the acne cat-egory, offering tips on how to take care of acne and separating prod-ucts that have active ingredients from those that don’t can greatly improve shoppers’ understanding, boosting sales.
Mentholatum launched a “Zombies” campaign for its Rohto brand of eye drops, capitalizing on the current pop culture craze.
28 • JUNE 2016 DRUGSTORENEWS.COM
Lornamead: Transforming iconic brands for a younger, diverse generation of users
Lornamead is a vivid exam-ple of a company success-fully transforming its leg-endary brands into icons
coveted by a younger audience. Historically, consumer pack-
aged goods’ brand messages cen--
ality of the products. “But when you are focused on the New Gen-eral Market consumers, they are looking for brands that provide greater purpose,” Randy Sloan, Lornamead president, told Drug Store News.
They insist on ingredients that are properly sourced, formulas that are not tested on animals and materials that are recyclable or recycled. They also like brands that address social issues and give back to society.
Yardley is perhaps one of the industry’s best case studies. The more than 200-year-old brand is working on strengthening its mes-sage and packaging with millen-nials in mind, and especially an ethnically diverse audience.
Starting seven years ago, Lor-namead took Yardley from soaps once used by royalty to an afford-able indulgence for a new genera-tion. Additionally, the compelling ingredient story and fragrance heritage — including skin-nour-ishing essential oils, no harmful ingredients and no animal testing — appealed to consumers looking
for more natural brands. “Yardley is an entry point — a bridge — to other natural items, and those customers are valuable shop-pers,” Sloan said.
One of the inspirations was to bring boutique-style merchandise to the mass market. “We did a lot of primary research and talked to consumers in their home to see how they interact,” added Sloan.
Yardley is building off of its heritage and retaining those con-sumers, while being introduced to a whole new generation. It used to be a brand consumers heard about from mothers or grand-mothers — now usage is spread across all ages.
The strategy is working, with Yardley ranking as one of the
out of the past six years. “We have a story to tell that resonates with this age group,” Sloan said.
The emerging generation also has shifted away from tradition-al print and television advertis-ing. “To reach them, you have to go where they spend their time,” said Sloan, and that’s digital
media. To that end, Lornamead is work-ing to uncover what works best for each of its brands be it Facebook, Twitter, In-stagram or other plat-forms like YouTube.
YouTube played a role in the launch of Lornamead’s latest innovation, created with the New General Market in mind. Instrumental Beauty is a collection of tools
discount stores. “It is primarily a line of facial cleansing devices, starting with a small rotary brush up to a sonic cleansing brush that give consumers, who are looking for technology to keep their skin beautiful, a cost-effective way to use beauty tools,” Sloan said. The company leveraged technology and sourcing capability from its parent Li & Fung to launch the new line.
For Instrumental Beauty, the company reached out to shoppers via social media and engaged the vlogger/blogger community to
help launch a new item. “They have even more impact than ce-lebrities in many cases because they are perceived as real people,” he explained. “It is like your friend telling you to use something.” Vlogger campaigns for the beauty tools drove measurable sales both online and in store, he said.
Lucky for Lornamead, some-
out independently. Kim Kardashi-an has mentioned Lornamead’s Finesse as a product favorite.
An important part of Lorname-ad’s go-to market strategy is to share its learnings with retailers and create programs that work for each account’s unique needs. “There is no cookie-cutter solu-tion,” Sloan concluded.
Lornamead leveraged YouTube and the vlogger community to help launch its Instrumental Beauty facial cleansing collection and engage with consumers.
“WHEN YOU’RE FOCUSED ON THE NEW GENERAL MARKET CONSUMER, THEY ARE LOOKING FOR BRANDS THAT PROVIDE GREATER PURPOSE.”
— RANDY SLOAN, PRESIDENT, LORNAMEAD
Yardley, one of the fastest-growing bar soaps, is reaching out to a new generation of consumers through social media platforms like Facebook.
30 • JUNE 2016 DRUGSTORENEWS.COM
Hello products gets up close and personal
A twenty-something consumer walks into a drug store and heads to the oral care aisle, where she begins looking at the toothpaste selection. She quickly
picks up and puts down boxes containing of-ferings from a few mainstream brands, but when she sees the hello products package, she not only grabs it, she spends several minutes reading the copy. Smiling and laughing to her-self, she places the box into her basket.
This is exactly the reaction Craig Dubitsky, hello products’ founder and CEO, wants to see from New General Market consumers like the one in the above scenario — and from all con-sumers, in fact. “It’s all about being thoughtful and delighting the customer — not only digi-tally, but at the store shelf,” Dubitsky said.
With this in mind, hello products’ packag-ing features no oversized tooth images; rather, the stylish hello logo commands attention. The tone of the copy — written by Dubitsky himself for a more personal touch that is the company’s cornerstone — is tongue-in-cheek. A list of all
each one clearly spelled out — is accompanied
not in there — making hello “a no-brainer.” Near the UPC code are such smile-inducing one-liners as, “Hello, Tiger” and “Meet your new squeeze,” accompanied by a “wink” emoticon.
share their values. “Our formulas are vegan and never tested on animals, and we invest in recycled materials for our cartons,” Dubitsky continued, “and this stuff really matters to us.” Despite digital marketing and apps, “the deci-sion to purchase is generally made at the shelf,” Dubitsky stated. “That’s why it’s important for the brand to have a voice. Our packaging, copy and tone gives hello a unique voice.”
Getting up close and personal with customers is so important to Dubitsky and hello products that he makes his contact information, includ-ing his cell phone number, readily available to consumers. He spends several hours in the very early morning responding to consumers’ emails, and in the evening, he can be found conduct-ing one-on-one conversations via Skype with customers who ping him there via a link on the company’s website (HelloProducts.com).
“We need to be per-sonal, and we need to be transparent — and that means doing every-thing from telling customers what every ingre-dient in their toothpaste does, to listening and responding to what they have to say even if for some reason, they aren’t happy,” Dubitsky said. “You can’t really outsource soul to a call center, and you can’t outsource transparency. You can’t say you’re a friendly brand and company — as we imply on our packaging — and not be reach-able. Authenticity is everything, and people can tell if you’ve got it or your faking it in an instant.”
While hello’s oral care offerings are loved by millennials, Dubitsky believes the New Gener-al Market consumer is a psychographic, not a demographic. “All consumers want to be part of something — no matter their age. “Our job is to create brands that people want to join, not buy. When people choose hello, they’re joining
-ing personal care, personal.”
Hello products’ digital pres-ence offers consumers sourc-ing and ingredient info and tongue-in-cheek marketing, and Tumblr followers were treated to a mint mojito recipe and quick history lesson in honor of Cinco de Mayo — and reminded to use hello’s Mint Mojito toothpaste after celebrating (below).
32 • JUNE 2016 DRUGSTORENEWS.COM
By-millennial-for-millennial strategy pays for Hyland’s
The old adage that necessity is the mother of invention rings true at Hyland’s. “Hyland’s core customer
is millennial moms,” said Kara Errickson, who works on product development and design for the 113-year old homeopathic medi-cine company. “Our marketing de-
moms, so we are making products with our families’ needs in mind,” she said.
Gaps in products on the mar-ket, especially those in packaging appealing to children, helped Hy-land’s revamp existing products and create new products. A case in point is Hyland’s Bumps ‘n Bruises with Arnica. The topical remedy developed for bumps and bruises had many unique factors
moms and the problems they face juggling it all. Using some of her real-world experience, Errickson helped redesign and reformulate the product. The result is a bright-ly colored ointment stick packaged with a whimsical “splat” design that is kid friendly, especially at a time of an injury.
Hyland’s conversations over market needs don’t stop within
people’s homes and discuss how we can address pain points,” Err-ickson added.
Millennials, many now becom-ing moms, have a new perspec-tive as they shop for their growing families. Their goals shift to what’s best for others, not just themselves. They build loyal relationships with brands, especially those such as Hyland’s, which produce natural, homeopathic remedies, she said.
And moms are the gateway to the entire family, she said. The females making the household’s shopping choices help convert
the entire family and set the stage for following brands that they are passionate about throughout their life stages, Errickson explained. So although the New General Market is key, Hyland’s strives to be inclu-sive in all of its outreach.
Natural is a hot button with mil-lennials, who often turn to products
step of treatment. “There is a desire to move more toward natural, not synthetic, solutions and that paral-lels our growth,” said Thao Le, VP marketing at Hyland’s. Hyland’s rich history in homeopathic solu-tions positions the company as a good resource for retailers looking to expand that business.
Another key product that the Hyland’s portfolio addresses is the excruciating pain of leg cramps. This year, Hyland’s Leg Cramps
Partner of the Boston Marathon. A
campaign called “Find Your Finish Line” encouraged runners to share their stories on #HylandsFYFL. The campaign included a content-rich website dedicated to provid-ing runners with motivational re-sources and practical tips to help achieve their athletic aspirations. Hyland’s was positioned in each medical tent along the marathon course to be on hand for any needs.
The Boston Marathon isn’t Hy-land’s only link to sports. Hyland’s is a contender for the Content Mar-keting Institute’s award as Content Marketer of the Year for its efforts behind the Pickleball Channel. A cross between tennis and ping-pong, the racquet sport has been growing rapidly and introducing a new market to Hyland’s solu-tions. Hyland’s Leg Cramps pow-ers PickeballChannel.com, which provides resources for players and organizations nationwide.
Hyland’s Leg Cramps, the Official Cramp Relief Partner of the Boston Marathon, was positioned at all medical tents along the marathon course, and its “Find Your Finish Line” campaign encouraged marathon runners to share their stories on #HylandsFYFL.
Hyland’s revamped and reformulated its Bumps ‘n Bruises with Arnica topical rem-edy to appeal to millennial moms.
Made with natural active ingredients, each homeopathic
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Count on Hyland’s to be natural, safe and effective.
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34 • JUNE 2016 DRUGSTORENEWS.COM
Henkel has the pulse of consumer shopping habits
Henkel not only has one of the highest engaging brands with millennials, but the company is making sure its team is as up to date with social digi-
tal tools as its youthful fans. Schwarzkopf göt2b is a favorite with mil-
lennials — or those young at heart — due to the fact that it’s helping them standout with their hair. Effective formulations, vibrant packaging and fun product names are help-ing the brand connect with millennials. “Our marketing team has doubled down on target-ing millennials, people who want to standout through their hair style,” said Laura Hyland, VP of shopper strategy and e-commerce.
Following its core audience, Schwarzkopf göt2b has shifted advertising dollars from tra-ditional media into digital social media, where its consumers “live.” Schwarzkopf göt2b re-cently launched its Schwarzkopf göt2 stand-out campaign, partnering with millennial
lends itself to showing off hairstyles, while exuding an authentic feel. The company also is experimenting with Snapchat, one of the fastest-growing apps, and also hosts a custom Tumblr page appealing to the core göt2b us-ers, who takes pride in their style, which is key part of their identity, said Hyland. The efforts are starting to pay off both in terms of engage-ment with the Schwarzkopf göt2b brand and sales growth for the company, which is a lead-ing hair company globally, she said.
“We are working closely to understand how the shopper interacts with each app platform and serve that need. We are not trying to push, but use digital strategically,” said Hyland.
Henkel’s efforts in marketing to the New General Market stretch beyond the product. The company is scrutinizing shopper’s activities be it
-ing the omnichannel shopper. About 40% of millennials use shopping apps now, with up to
shopping, and it is important for brands to part-ner with retailers to understand what shoppers want. Henkel, in fact, has built on its ground-breaking shopper segmentation work, “The Shoppers Perspective,” begun in 2009, with an
most engaged in digital. Additionally, it proved that many shoppers fall into different segments, depending on the category they’re shopping. The upshot — whether in store or online — Henkel is unlocking ways to make it easier for consumers
-sumer group it dubs the “savvy explorers.” This
to coming to the store. The digital experience has
they researched on the shelves. Additionally, Henkel is making sure its own
sales team knows how to use all of the apps.
“So when they go to present what we are do-ing, they have a level of credibility and exper-tise in these new shopper tools” said Hyland. Henkel even wants its team to be conversant in programmatic buying, which allows incred-ible new ways to target the right shopper at the right time, and is being used by retailers and CPG companies alike.
“The shopper is evolving fast, and it’s im-portant that we keep up, stay ahead and even lead so that we can be there, wherever and however he or she wants to shop and engage with our brands,” Hyland said.
Following its core audience, Schwarzkopf göt2b has shifted ad dollars to digital social media. For instance (clockwise from top), the brand hosts a Tumblr page; its new Schwarzkopf göt2Standout campaign partnered with millennial social influ-encers via Instagram; and it introduced its new Mess-Merizing line via Twitter in May.
36 • JUNE 2016 DRUGSTORENEWS.COM
Edgewell: 360-degree perspective is key to consumer engagement
With its broad portfolio spanning shaving, skin, sun, infant and feminine care in the personal care segment, Edgewell tees up its
message to the New General Market to match the audience.
Those carefully tweaked messages are evi-dent at the retail shelf, where thought has been put into how to communicate at the point of decision. For example, as Jonathan Rhyan, se-nior shopper marketing manager for Edgewell Personal Care, noted, the manner in which messages are conveyed — and the content of these messages — is different depending on the shopper’s path to purchase.
With its powerful brand names — such as Playtex, Schick, Edge and Banana Boat — Edgewell has names consumers seek in stores. Still, Edgewell believes consumers must be given a 360-degree perspective of brands, with the digital shopping experience they experi-ence from their couch being entirely cohesive with what happens when they are in store aisles — and vice versa. “We look at it as a ho-listic experience,” Rhyan said.
varies depending on customer needs and the particular brand in question. For instance, Rhyan said, women seek information about feminine hygiene products and usage in keeping with the particular life stage in which they happen to be. However, because of the nature of the product, they don’t want to look for answers to their ques-tions while standing in the aisle at the local store.
“The aisle isn’t the right place to be deliv-ering the message, in this case,” Rhyan noted. “So we look at how we deliver that information differently, and then synergize it at the shelf.”
On the other hand, sun care is a category where on-shelf information is paramount. Edgewell has tapped a myriad of technological tools to help shoppers make educated decisions, including what to select based on the weather that day or the activities they plan outside.
Casting an eye to the future, Rhyan said hyper-personalization and micro-targeting rep-resent the next direction brands must take in
order to cater to the needs of consumers within and beyond the New General Market. “In order to do that, you have to have a lot of insight and do your homework,” he asserted. “You have to know who your consumer is and how they use your products. Insight work can be expensive, but without it, a company is challenged to get down to that personalized authenticity.”
Edgewell also recognizes that social me-dia has opened up avenues to target the New General Market. But again, the message must
reaching millennials.“What exactly is a millennial? Is it the
younger millennial group of 18-24? With kids or without? Millennials are the most culturally diverse group,” Rhyan said. Another example is the Hispanic population, which also requires carefully curated social media approaches. “You really have to understand and shape your messages to speak to people in a mean-ingful way, particularly as it relates to product or category education. We are putting a lot of
emphasis behind our insight work.”Edgewell has many recent examples of us-
ing its toolbox to create relevant messages linked to products. The Rock Your Legs Cam-paign for its Schick and Skintimate brands features its own emojis. Schick and Skintimate Rock Your Legs emoji displays appeared in major grocery stores and drug stores.
Similarly, Edgewell’s Hawaiian Tropic Silk Hydration Weightless Lotion Sunscreen was featured in seven episodes of actress Shay Mitchell’s YouTube series, Shaycation. Mitch-ell has more than 21 million followers across YouTube, Facebook, Twitter, Instagram and Snapchat, and will promote Hawaiian Tropic across her social media channels.
On-shelf information is particularly important for the sun care category, so Edgewell uses a range of technological tools to help shoppers make educated decisions in store.
O h lf i f ti i ti l l i t t f th
Hawaiian Tropic Silk Hydration Weightless Lotion Sunscreen was featured in actress Shay Mitchell’s YouTube series, Shay-cation. Mitchell has more than 21 million followers across YouTube, Facebook, Twitter, Instagram and Snapchat.
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Paris Presents ‘brings beauty to life’ with fan-based, social-media driven approach
Bringing beauty to life” is Paris Presents’ mantra. For the company, accom-plishing this goal — and
catering to its millennial audience — means focusing not on products themselves, but on what those prod-ucts can do for the customer and how they can help her attain her own objectives. For example, apply-ing makeup to achieve a particular look. It also means working with
millennials and their priorities. “As a company, we’re all about
meeting millennials’ needs and re-
we position the brand,” said Gon-ca Paul, director of global custom-er marketing. “We’re also very fan-based and social media-driven.”
When it comes to its Real Tech-niques cosmetic brushes, Paris Presents leverages digital mar-keting and social media to teach consumers techniques for getting the tools to work for them and em-ploying each one to create looks
that they love. Makeup experts Sa-mantha and Nicola Chapman pro-vide such education via YouTube and their beauty vlog, Pixiwoo. The Chapmans, who have more than 2 million YouTube follow-ers, also discuss other issues that resonate with millennials, ranging from current events (e.g., the death of Prince) to personal challenges (e.g., Nic’s two miscarriages).
“With Sam and Nic, it’s all about the look, and they’re very authentic in the way they talk about that look,” Paul said. “It’s not about the product. It’s about how to use the product to get the look because the customer isn’t interested in hearing about prod-uct features,” she added.
Related marketing endeavors help kick engagement up a notch. Crowdsourcing was the center-piece of a “Real Techniques Turns Five” promotion that kicked off in April to coincide with the brand’s
invited to vote for their favorite de-sign to be used on limited-edition gift packs, which typically are of-
fered by Paris Presents once a year. Each design was inspired by one of
— Berlin, Buenos Aires, London, Shanghai and Sydney.
Meanwhile, Paris Presents’ ap-proach to marketing its EcoTools brand of makeup brushes, hair-brushes and bath accessories — all of which are animal cruelty-free and manufactured using such eco-conscious materials as bamboo and recycled aluminum — is heavily
for social responsibility. The Eco-Tools #MyTrueBeauty campaign, which kicked off on International Women’s Day in March, exempli-
-Beauty is intended to promulgate messages of female positivity and
--
ting girls’ education through Glam-our magazine’s The Girl Project philanthropic initiative (adminis-tered by Silicon Valley Community
-zation). Programs offered under the auspices of The Girl Project provide
girls with the “little and big things” -
tion, including tuition, safe passage
building and training for the pro-fessional world.
Paris Presents engaged actress and advocate Sophia Bush to ignite a social conversation around wom-en’s empowerment for the cam-paign. The brand is donating $1 to The Girl Project for every Face-book, Twitter and Instagram post shared using the #MyTrueBeauty hashtag and tagging @ecotools.
Paul noted that in order to suc-ceed in the New General Mar-ket and to cater to the millennial consumer, it’s critical for brands to make concerted efforts to un-derstand shoppers and what they want. “Research and more research, testing in store and soliciting cus-tomer opinion are as important as approaching consumers from a platform of education,” she said. “So is creating a positive shopping experience, which comes with edu-cation and with messages that reso-nate. It’s all part of one package.”
EcoTools’ #MyTrueBeauty campaign promotes messages of fe-male positivity and confidence, while also benefiting Glamour’s The Girl Project. For more info, visit EcoTools.com/Giving-Back.
EmT
E T l ’ #M T B t i t f fE
“RESEARCH, ... TESTING IN STORE AND SOLICITING CUSTOMER OPINION ARE AS IMPORTANT AS APPROACHING CONSUMERS FROM A PLATFORM OF EDUCATION. SO IS CREATING A POSITIVE SHOPPING EXPERIENCE, WHICH COMES WITH EDUCATION AND WITH MESSAGES THAT RESONATE. IT’S ALL PART OF ONE PACKAGE.”— GONCA PAUL, DIRECTOR OF GLOBAL CUSTOMER
MARKETING, PARIS PRESENTS
40 • JUNE 2016 DRUGSTORENEWS.COM
Conair courts millennials with new approaches to displays, messaging
Millennials present challenges to marketers. They use multiple de-vices, sometimes simultaneously, making them harder to reach than
individuals in other demographic groups. They engage with social media to a higher degree than any other demographic group. This audi-ence wants to be heard; social listening, as well as conversational marketing, can provide in-sights for product functionality and messaging.
These are among conclusions Conair has drawn as it continues to undertake initiatives aimed at addressing the New General Mar-ket and its needs. Paulette Heller, VP market-ing, noted that the in-store experience, too, is important to millennial New General Market customers, because they are very visual and like to interact with products, as well as with their mobile device, while shopping to search for information, reviews or coupon offers. With this in mind, Conair has just launched its Virtual Hairstyle Makeover Tool in con-junction with ModiFace. The tool allows consumers to engage with the brand while
shopping, seeing how they look with differ-ent hairstyles, as well as experimenting with and customizing their own looks. They can then purchase the appropriate styling tool to replicate the look or looks they have created at home.
“Most of these consumers are shopping and
how to bridge that gap between digital and physical space,” Heller said. “We really try to engage the customer from a visual standpoint and to have consistency between what they see online and what they see in the store.”
Toward the same end, the company is le-veraging touch-and-feel displays where all customers can pick up and “play” with its selection of styling tools. “For our category of product, displays of this kind play a key role in the purchase decision, and they can impact
-sual and tactile displays are also effective be-cause customers like to hold the product and feel the weight of the tool, Heller observed.
But while achieving a look remains of major
importance to millennials, they clearly have a more holistic approach to beauty, according to Heller. Maintaining healthy hair, Conair has discovered, is as much of a concern to con-
the right hairstyle. In keeping with this trend, the company followed up the initial launch of its 3Q Brushless Motor Hairdryer with a change in its messaging. The new messaging
lower temperatures to protect hair from heat damage, leveraging such features as up to 70% more air pressure, as well as ionic tech-nology for enhanced shine and up to 75% less frizz compared with hair dryers with natural ionization. The revised messaging helped to increase sales for the 3Q hairdryer, Heller said.
Because the 3Q ranks among higher-priced options in the hair dryer category, Conair goes the extra mile to support its value proposition with a high volume of online education. Us-
well as online reviews, lends credibility to the -
cially with the New General Market audience, Heller said.
She added that over time, Conair has dis-covered that certain products will “over-index” with millennials based on ethnicity, hair type and climate. “We have been working with re-tailers to customize assortments, and to provide the right product to the consumer who is most likely to purchase it,” Heller concluded.
Conair’s new Virtual Hairstyle Makeover Tool, launched in conjunction with ModiFace, enables consumers to engage with the brand while shopping to experiment with different looks and hairstyles. For more, visit Conair.com/Makeover.
“MOST OF THESE CONSUMERS ARE SHOPPING AND USING THEIR PHONES, SO WE HAVE TO FIGURE OUT HOW TO BRIDGE THAT GAP BETWEEN DIGITAL AND PHYSICAL SPACE. WE REALLY TRY TO ENGAGE THE CUSTOMER FROM A VISUAL STANDPOINT AND TO HAVE CONSISTENCY BETWEEN WHAT THEY SEE ONLINE AND WHAT THEY SEE IN STORE.”
— PAULETTE HELLER, VP MARKETING, CONAIR
The product leaders in the beauty business come together to bring you aa winning combination of the latest technology, product le ing you aThe p eaders inn the beauty business come together to br a winning combination of the latest technologyon-trend innovations, and modern design. We’re passionate about bringing you the products that deliver you the sales.
Let’s continue to grow our beautiful businness – together.
s contiAnd our beautiful business inues to grow.
Curl Seecret®
Hair Gooes In,Curl Comes Out.®
Infi niti Pro by Conair®
3Q™QQ Brushless Motor DryeryQuick. Quiet. Quality.
Kao USA: Building new fans while retaining loyalists
Kao USA is a prime exam-ple of a company plugged into the New General Market, but also inclusive
of all of its consumers’ needs. With
consumer trends, Kao USA has re-booted classics to introduce them to the millennial market, while not losing its loyal base. A component of its success has been teeing up
convey authentic brand messages. There are success stories across
the company’s portfolio, which en-compasses Bioré, Jergens Natural Glow and Jergens BB Cream. But one of the most vivid case stud-ies is the update of the iconic John Frieda range.
Twenty years ago, John Frieda Hair Care invented the frizz-
the game-changing hair smoother. “But the world has changed in the past 10 to 12 years in terms of the curly-haired woman. Her life has changed with technol-ogy and appliances giving her options to transform herself,” ex-plained Heather Warnke, director of marketing at Kao USA. Women no longer feel as if they have to
-brace their imperfections.” John Frieda is helping women express their individuality.
John Frieda was able to update its positioning, starting more than
-encer, fashion designer and author Lauren Conrad as a brand ambas-sador for John Frieda Sheer Blonde and Beach Blonde. “Her messaging helped us dramatically to change our demographics,” said Warnke. “We were aging and our users were aging with us. Conrad helped shift young women to Sheer Blonde, and we saw the fruits of our labor.”
She noted that social activity with Conrad on average had 20 times more engagement than any other content pushed in the social space.
the demographic of our brand and have brought in more younger us-ers than we have seen in over 10 years,” Warnke said. They also did a campaign with Taylor Schilling — famous for her role as Piper Chap-
-ange is the New Black” — which involved content for social media, and tapped YouTubers and Insta-gram stars throughout the year.
What made these efforts click, Warnke added, was that Kao let the social media stars speak hon-estly and from their own perspec-
about their brands,” she said.Now John Frieda is evolving its
communication strategy behind efforts for Brilliant Brunette. No-ticing that millennials are totally changing the hair color category (that is, permanent sales are down,
temporary are on the rise), John Frieda is reacting with technology and innovation. To help consum-ers understand the color-changing capabilities of Brilliant Brunette, the company is shifting gears in
this case, the choice is Blair Fowler, well known for her beauty focused YouTube tutorials.
“Historically, we have consis-tently tapped experts in the hair care industry to be a part of our team. Professional hairstylists and colorists have always made up
helped us identify the needs of our consumer, sometimes before she even knew what they were,” said Warnke. “These profession-als have also collaborated with uson our communication to con-sumers, helping to educate them
to use them.”Warnke feels that today’s con-
sumer still values the advice of a professional, but also is seeking
guidance and inspiration from real women, particularly those on YouTube. Beauty on You Tube experienced a 50% growth be-tween 2014 and 2015, and in 2015 there were more then 120 million
this year are at-home color prod-ucts that she uses in the shower to tweak her color. Having this ‘real woman’ credibility to help us edu-cate our consumers is essential.” Warnke said.
That’s where Fowler comes into play. “Blair was one of the original YouTube stars. We watched her grow up with her audience. Be-tween all of her platforms, she has more than 6 million followers with an above average engagement rate. She is authentic, enthusiastic, loves to experiment with her hair and was already a fan of the brand,” Warnke said.
Fowler’s main role is to collabo-rate with John Frieda on “how to” content that will help to educate
products, why to use them, when to use them, etc. “We are fully aware of who our consumer is and the limited time they have to navigate the hair care and hair color space. We are working in partnership with Blair to create dynamic, ‘snackable’ content, meaning it is fast and fre-quent so the consumer doesn’t have to spend a lot of time searching for the education she is craving. This content will empower our consum-ers to create looks they love and the color they desire,” she said of the information that can be dissemi-nated once or twice a month.
The goal is to capture more of the millennial beauty enthusiasts. “We know our consumer is on YouTube and working with a top content creator in that space will reach her,” Warnke explained.
groett
tutwcW
pYgtmaYouTube beauty and style vlogger Blair Fowler is collaborating with John Frieda on “how to”
content for the brand’s Brilliant Brunette product line.
44 • JUNE 2016 DRUGSTORENEWS.COM
Beiersdorf: Embracing commonalities, following shopper intuition
Marketers constantly “push” cus-tomers into sub-segments. And occasionally they forget to step
to which they can appeal. “These are often the emotional or aspirational commonalities, as
Cinco, director of marketing at Beiersdorf.With this in mind, Beiersdorf has been fo-
brand. On the body care products front, this means relief from eczema, as well as from itch-iness and dryness of the skin; the advantages of daily moisture and SPF come into play, too.
-poused for the brand’s facial care component.
“Feel the difference is the new activation we’ve just brought to life, and it’s about incor-porating women to tell their story about how our products have helped them improve their skin,” Cinco noted. “We’re reaching out to in-corporate women’s voices in our campaign.”
Beiersdorf leverages social media to in-troduce consumers — and engage existing customers — to each of its brands. The main objective: continue to grow the conversations and levels of interaction. Its strategy: shar-ing relevant skin care tips, “healthy lifestyle”
posts and information about interesting ways to use its products for skin care, beauty and grooming. Facebook, Twitter, Instagram and Tumblr are harnessed not only to start and continue conversations and expose consum-ers to Beiersdorf products, but also — as Cinco
It also is helping the company gain a deeper understanding of customers and their needs.
asked followers whether they knew that hot water can strip the skin of natural oils — and solicited consumers’ skin care tips and tricks for beating the cold weather blues — with a
-other tweet led off with two questions about moisturizing, “When do you moisturize?” and
a big difference on the result?” with a link back
Mehmet Oz offered a video explanation of why moisturizing at different times of the day yields varying outcomes and what consumers should do to maximize the desired outcome of moisturizer use.
To help retailers better serve the needs of emerging consumers in the New General Mar-ket, “we invest a great deal in understanding the science of skin, but we often forget that this (science) has value to our customers, too,” Cin-co said. “That’s why we’re currently develop-ing a platform by which we can bring insights to life to inspire our customers.”
Cinco noted that it is very possible for re-
growth of the New General Market, without causing customers to become frustrated by any new layouts. To do so, she said, retailers must become less internally focused on objec-tives, so that they may avoid losing sight of the fact that improving the shopper experi-ence was the purpose of making the change
“Follow the intuition of your shopper,” she advised. “Stepping back along the way to assess what is motivating a decision — in-cluding a decision to revamp stores — is in-valuable” to creating the desired impact of that change. “In the New General Market, un-derstanding the shopper and the type of ex-perience he or she wants to have in-store will be critical to success,” she concluded. “We need to keep our eyes and our plans focused on delivering that experience and embracing commonalities — not on using demographics to forget about them.”
aswsofo
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em“Did you know that washing with hot water can strip the skin of natural oils? What are your skin care tips and tricks for beating the cold weather blues,” Eucerin asked its Twitter followers.
mtte
stcvtdpbnoctSkin care tweets and Facebook posts have included links back to the skin care page on Eucerin’s website.
Revitalize yourcategory with the #1Hand & Body Lotionmanufacturer in the U.S.*
*Nielsen, xAOC, Beiersdorf $ Volume, 52 weeks ending 4/16/16, Hand & Body Lotion Category, Dollar Share** Nielsen, xAOC, Unit Volume, YTD Ending 4/16/16
From the makers of the #1 In-Shower Body Lotion.**
46 • JUNE 2016 DRUGSTORENEWS.COM
#BadassPlan: Authenticity, open communication, community pay off for Vogue International
How can marketers successfully target and engage millennial customers in the New General Market? For Vogue International’s OGX brand, the secret
to catering to the female New General Market consumer is to “remain authentic, foster open conversations with her and create a commu-nity she can engage in that provides the op-portunity to create the brand she wants are really the linchpin of success,” according to Courtney Connelly, senior brand manager for North America.
“The New General Market — millennials — is and has been our core consumer, so we’re con-stantly evaluating and improving our interac-tion with her to provide her a strong community and a brand she can believe in,” Connelly said.
Such interaction provides valuable insight into what OGX customers would love to see, from the introduction of new fragrances into its hair and body care lines to assistance in battling
-paign underscores its commitment to leverag-
because we kept hearing [our customer] say, ‘I’m having a bad hair day’ — but we complete-ly disagreed, and we wanted to empower her to believe in herself as she is instead of living up to unrealistic expectations,” Connelly explained.
-sumers were invited to “put an end” to bad hair days by experiencing how different OGX
-bracing their natural beauty and participation in an OGX sweepstakes. One grand prize win-ner and their “bestie” took home a year of free OGX products and a $1,000 gift card, while 20 women received a one-year supply of OGX for themselves and another for a bestie as well.
-
and encouraging them to try the company’s products plays an important role in cultivat-ing customers because it “allows consumers to obtain an objective, authentic point of view” on all of OGX’s hair care and body care offer-ings, according to Connelly.
Continuing to innovate and drive trends, so that its target con-sumer can “discover within [the OGX] brand no matter what her need,” comprises another initia-tive for OGX as it strives to main-tain its strong foothold in the New General Market, Connelly noted.
and Niacin3 & Caffeine hair care lines as exam-ples. OGX 02 incorporates oxygen liposomes and cloudberries; a power-packed form of vi-
other potent antioxidants to “help hair swish
help “create thick, full and voluptuous tresses, along with a fresh and spicy scent.” Niacin3 & Caffeine is a “fallout-busting formula” blend designed to aid in exfoliating and stimulating the scalp while combating hair loss.
Connelly said partnering with retailers that are willing to tell stories in an industry that has
is where success lies for these new products, as well as for the entire OGX brand. “We provide [retailers with] tools to promote our brand stories, engage the consumers with emotional
to the shelf by sharing insights,” she noted. Retailers, Connelly concluded, would do
well to further target the New General Market consumer and improve the in-store experience with on-shelf educational tools so “she can
discover on her own or through knowledge-able beauty staff. These are small pieces that can be implemented without major overhaul to improve experience in store.”
OGX’s #BadassHairDay campaign seeks to empower consumers to believe in them-selves “instead of living up to unrealistic ex-pectations,” said senior brand manager for North America Courtney Connelly.
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48 • JUNE 2016 DRUGSTORENEWS.COM
Milani Cosmetics: On target with millennials
Inspired by the art and culture of Milan, Italy, Milani Cosmetics embodies the style and essence of the city’s fashion and design
heritage, with a high level of detail going into the formulation, packag-ing and shade of each individual product. But that’s only the begin-ning of the story.
If ever a beauty brand resonated with the times, it’s Milani. In an age of increasing diversity and inclu-sivity, and a time when millennials and multicultural consumers have emerged as major buying forces, Milani is making the right moves.
“Milani is focused on continu-ing to work with retailer partners to serve the needs of the multicultural and millennial consumer. Cutting-edge analytics help direct engaging point-of-purchase displays, custom in-store events, digital marketing partnerships and event marketing that are designed to drive in-store
Rhonda Baron, VP sales and busi-ness development.
And that approach is clicking on all cylinders. In the latest 52-week Nielsen period ended April 9, Mi-
lani’s sales growth rate is outpac-ing the category by more than three times, according to the company.
The product lineup offers hun-dreds of shades and high-tech, spe-cialty store-level formulas that its audience demands — and all at an affordable pricepoint that appeals to this price-sensitive customer.
Multicultural models help drive home its all-inclusive image, while celebrity clients and famous makeup artists give it credibility. As to the brand’s wide appeal, Milani delivers products that work on all skin tones. A strong social media presence allows the brand to speak directly to — and with — its consumers.
Milani has its ear tuned to the market — and that was a key reason the company was excited to participate in the DSN-Mack Elevation New General Market Forum. “Milani was excited to en-gage with key retailers at the
recent New General Market Forum in New York City. We see a great opportunity to drive incremental sales in the mass cosmetic category via the millennial and multicultural
VP sales. “We are committed to de-livering fact-based merchandising
To strengthen its positioning, Milani over the past year launched products with broad-based formu-
and multicultural consumers. The
digital marketing efforts and event marketing programs.
Millennials in particular rely on the opinions of friends and people they can trust, and Milani taps into this in different ways. Working with
over 300 top social media beauty
as @NikkieTutorials, the brand now reaches a combined network of more than 30 million beauty, fash-ion and lifestyle enthusiasts. Expo-sure on YouTube — over 105,000 videos featuring Milani products have been posted on the platform
— have made it a video star. And that’s not all: In the branded
and user-generated content that mil-lennials value so highly, Milani has a total reach that exceeds 1 billion impressions. At the same time, the brand also racks up plenty of men-tions in beauty editorial spreads, both in print and online, which help enhance its credibility.
In launching new products, Mila-ni has a clear-cut goal: drive aware-ness, trial and demand. It utilizes a variety of methods, from content
-gram content to drive online sales) and social media to retailer relations and public relations. Thousands of products are distributed to its beau-
awareness and drive demand. Key to its efforts is the brand’s
“Beauty Identity Digital Cam--
ing individuality in a way that sup-ports new product launches and the brand’s message of diversity. The campaign has a weekly theme that spotlights 12 different beauty looks
-
to get each look. It uses the identities to give content for how the prod-ucts can be used for different looks. It also has a tie-in to a social media contest — a popular feature that en-courages the type of feedback and interaction with the brand that its target audience responds to.
On the event side, Milani offers
consumers a unique experience via its participation in “Generation
together leading online beauty, fashion and lifestyle gurus, top beauty brands and devoted fans for a weekend of inspiration, network-ing and fun.
Generation Beauty attracts Mila-ni’s sweet spot: 75% of the approxi-mate 3,000 attendees at the 2015 Los Angeles event were between the ages of 18 and 34 years, and nearly all are socially active, particularly on Instagram and Facebook.
Mdimangbdosoth—
tha winMilani has reached 30 million beauty, fashion and life-
style enthusiasts by collaborating with more than 300 top social media beauty influencers.
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Milani’s Beauty Identity campaign celebrates individuality via new product launches.
