ecr europe forum '08. shopper is a king
DESCRIPTION
The shopper is king. Is your business ready to serve?This session explores the status of joint shopper marketing and information sharing in Europe and in the US. Using extensive research by the Grocery Manufacturers Association (US) and Deloitte we will focus on current shopper targeting practices on both continents and examine the growing sophistication of joint shopper marketing. You will see a project from ECR Greece and Athens University that developed new and innovative shopper services and hear TNS Germany’s breakthrough shopper insights. Also, an update on shopper marketing practices in Europe and a detailed look at future global directions.Speakers:• Introduction – Sjoerd Schaafsma, Unilever / Rita Marzian, Metro• In store Shopper Insights – Emilie Coles, TNS• Innovative Shopper Services – A. Theotokis, ELTRUN Research Centre /G Lostarakos, P&G• Future directions Shopper Marketing – V. Belcher/B. James, Oxford Strategic MarketingTRANSCRIPT
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SHOPSHOPSHOPSHOPPINGPINGPINGPING VALUEVALUEVALUEVALUE
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Shopper Break Out Sessions
BO 1.5 - Shopper is King; is your business ready ?
BO 2.5 - Target Shoppers, Activate Insights
BO 3.5 - “Differentiate or Die”; Shopping driven soluti ons
BO 4.5 - What’s it worth ? Shopping Metrics
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Click for film
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Creating Shopping Value
Usage Value Creation
Shopping Value Creation
CONSUMERCONSUMERCONSUMERCONSUMER
UsageValue
1
Shopping MissionsShopper Segments
Store Choice
TransactionValue
StoreValue
3 2
In-Store
LoyaltyTo-Store
Category ManagementAssortment
Merchandising
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Today’s session:Shopper is King; is your business ready ?
• Introduction – Sjoerd Schaafsma / Rita Marzian
• In store Shopper Insights – Emilie Coles
• Innovative Shopper Services – A. Theotokis /G Lostarako s
• Future directions Shopper Marketing – V. Belcher/B. Jam es
• Q& A panel
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SHOPSHOPSHOPSHOPPINGPINGPINGPING VALUEVALUEVALUEVALUE
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Excerpts GCI Global Score Card (formerly ECR score card)
About Collaborative Shopper Value Creation:
Shopper Targeting Differentiated Solutions
ScoreGeneral Meaning
Identifying clear joint shopper segments by sharing strategies and information with
the purpose of developing differentiated solutions within the context of Joint
Business Plans.
Trading partners collaborate to create unique solutions to meet targeted shopper needs,
creating a bond between the shopper, the store and the brand.
3
Roll-out of implement
ationstarted
Retailer and supplier share and align market, shopper and consumer data to
identify and prioritise joint shopper/consumer segments
The scope of the work has evolved to as many categories as needed to influence the behavior
of the target shopper segment in the marketplace. The shopper recognizes the unique attribute provided by the retailer's
solution.
4Fully
implemented
Clearly defined joint shopper segments agreed and used as the basis for making decisions. Process in place to continuouslyimprove shopper segment knowledge.
System infrastructure and organisation in place to track and monitor this work.
The retailer and manufacturer work jointly defined business plans to interact in a unique way with a set of shopper segments to make them prefer the retailer as a provider for well
defined shopper needs or occasions. The result is a measurably more loyal shopper.
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the shopper is king
using shopper understanding to maximise category and brand success
May 2008
By: Emilie Coles, Director - TNS
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Structureshopper understanding in the industry
using shopper to influence key business issues
implementing shopper knowledge
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Point of consumptionATL
Point of purchase
we know there are three key touch points for our brands…
idea
expression
experience
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Point of consumptionATL
Point of purchase
Yet historically we have only really
focussed on two!
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Point of purchase is a key touch point!
üMedia fragmentsüMany new products don’t have
supporting TV
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time
adop
tion
early adoptersearly majority
late majority
Q2 2008
shopper adoption
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The industry has recognised the
importance of shopper
but - we still don’t consider the
challenges presented by the retail environment….
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80%shopping is
done in beta mode…sub consciouslow involvement
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short term memory15-30 seconds
1 %
5 %7 +/- 2 bits
visual stimuli
sensory buffer store0.5 seconds
unprocessed
visualprocessing
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reality check!
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what can shopper insight influence?
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we can use shopper insight to influence all category levers…
shopper insight
merchandising/layout
range
price/promotion
packaging
NPD
in-store brand activation
salesmarketing
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How?
Shopper insight
range
price/promotion
NPD salesmarketing
Merchandising/layoutPackaging
In-Store Brand Activation
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through the eyes of
consumers! What do you think to the new pack?
It looks great!
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be visible (in the right place)
be recognisable
match the shopping style of that category
3 important shopperconsiderations for packaging….
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1. Be Visible
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It doesn’t matter how fantastic your packaging is, if in the
wrong location,
it won’t be seen!
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eye level
is 15-30º
downward
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Unless our brand is the best selling product, people won’t naturally
search the top or bottom shelves!
cold
cold
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2. Be Recognisable
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we
shopusing
colour&shape
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3. Match Shopping Style
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EngagingShoppers engaged
Searching for on pack information/education
Staple Commodities
Packaging acts as a signpost
High interaction
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Understanding shopper behaviour can help maximise the success of all
category levers, including
packaging
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Shopper Knowledge
is not the issue
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time
adop
tion
early adoptersearly majority
late majority
Q1 2008
shopper implementation
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As an industry, we need to
make sure that we use and
embed shopper insight
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How?
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Stop working in silos…
MarketingPackagingNPDBrand activation
SalesMerchandisingRangePrice/Promos
Shopper!
shopperconsumer
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insight vs. information?
Information information information
Information information information
Information information information
Information information information
Information information information
Information information information
X
insight
one true insight is more powerful than one hundred pieces of information
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Bring shopper data to life!
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How?Simplify complex
ideas
use movies to show whatactually happens
Get people to apply learning
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SummaryUnderstand the store environment tomaximise the shopper opportunity
Use shopper knowledge to influence all areas of our business
Embed shopper knowledge into theorganisation
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to learn more, visit our stand - 17/24
thank you
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Value Creation beyond Price The Case of Dynamic Pricing
George LostarakosCustomer Team Leader
Customer Business Development P&G Hellas
Aristeidis TheotokisPhD Student - ResearcherELTRUN Research Centre
Department of Management Science and Technology
Athens University of Economics and Business
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Athens University of Economics and Business
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Value Creation Beyond PriceCurrent trade Environment :�Shopper behavior changes� Loyalty in brands and stores is shrinked and
markets are commoditised.�Value is the difference between cost and perceived
benefit.
The project was aimed to:�Record current value creation practices
�Map the local market �Analyze and align common business practices
�Provide value creation guidelines
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Price is still important!
Value Creation Beyond Price
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What is happening today
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Value is notnecessarily
linked with price in consumer
mind!
Value Creation Beyond Price
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Value Creation Beyond Price
1. Current Business PracticesInterview with Retailers - Suppliers
2. Super Group with ConsumersWorkshop with “innovative” consumers
3. Consumer Survey
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Current business Practices- Industry
After Sale
Services
Consumer Training
EDI
Out of Stock Projects
Consumer Research
Signposting
Innovation
POS dataFree Sampling
Consumer Events
Category Management
Shopping Environment
Loyalty cards
Brand Loyalty Programs
Charity Programs
Direct mail Consumer direct line
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Suppliers’ Priorities
Category ManagementShopper ResearchInnovationIn store EnvironmentShelf Availability
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Current Business Practices - Retail
Proximity
Safe & Clean Environment
Credit Card
Database marketing
Service
POS data
Quality of Fresh Products
In store Environment
Product Assortment
Loyalty cards
In store communication
value for money
category management
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Retailers Priorities
Shopping EnvironmentConsumer & Shopper insightsCategory Management
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Methodology
�Full day workshop with “special trained” innovative consumers
� Target: Generate Innovative ideas
Super Group Methodology & Results
Results �Up to 100 innovative ideas related
with improved shopper experience
� Sorted by satisfaction rate and implementation feasibility.
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• The possibility of get informed dynamically by a display for a relevant promotion when buying a product.
• Dynamically reducing prices of products according to their situation or expiry date (especially for fresh foods)
• Electronic tags in shelf that show clearly and dynamically products’ prices
• An express super-market in store that sells only basic products and can shop quickly
• An automatic vending machine in store that sells all basic products and works 24h/day
• Being able during checkout to order products that I didn’t found on shelf
Super Group Results
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Consumer Survey Identity
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What the Consumer Wants…
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What is Dynamic Pricing ?
Dynamic Pricing = Item-level Price Discrimination
A modern practice…
But also traditional…
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Dynamic Pricing as an Innovative Retail Service
�Perishables discounting based on “sell by” date
�Dynamic Pricing as a value adding consumer service
� Identify factors and situations that affect consumer perceptions
Dynamic Pricing Project is funded by Dynamic Pricing Project is funded by ICIICI-- Unilever Research Grant Unilever Research Grant
Athens University of Economics and Business
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The Dynamic Pricing Project
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We ask consumers to choose…
We test…
• Different levels of discount – (30-50%)
• Different days to expire – ( 1-3 days)
• Different consumer segments – ( Price / Quality
consciousness)
• Different Countries– (Ireland and Greece)
Milk 1 Litre
Chicken Breast 500 gr
Pre-cut salad 250 gr
1,38€ 0,98 €
4 days 2 days
6€4 days
4,2€2 days
1,85€4 days
1,3€2 days
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And they chose…
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Alternative Product Attributes
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Rate the products…
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Importance of Product Attributes
�Price is not the most important�Expiration Date has importance for consumers�CSR and Quality Guarantees could enhance Dynamic Pricing
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The Effect of Shopping Trip Type
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Determinants Of Consumer Reactions To Dynamic Pricing
Category-related factors
Product Risk (functional, performance and physical)Stockpiling – Stop the aging process (Category Characteristic
Brand-related factors
Brand TrustBrand Loyalty
Store-related factors
Store TrustStore Loyalty
Situation-related factors
Shopping Trip TypeDay of the week
Consumer-related factors
Price ConsciousnessQuality ConsciousnessShopping FrequencyAverage Shopping QuantityExpiration Date Perceived Risk
Response to Dynamic Pricing
Buy the near-to-expiration-dateBuy the “Fresh”Other
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Enabling Technology
Intelligent Integration of Supply Chain Processes and Consumer Services based on Unique Product
Identification in a Networked Business Environment(EU FP6: ST-5-034957-STP)
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Pilot Study• Time: May- June 2008• Retailer: METRO ( MyMarket) Greece • Supplier: Vivartia / ∆ΕΛΤΑ• Category : Milk
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A “Real-World” Case
MyMarket Store Sepolia, Athens
Shelf-Talkers
Package with Sticker
Stickers with new barcode
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Conclusions
Added value can be created beyond price if the consumer needs is the centre of every stage of new
service design process
THINK SMART OR JUST LET CONSUMERS DO IT FOR YOU
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Thank you!
[email protected] Lostarakos
Customer Team LeaderCustomer Business Development
P&G Hellas
[email protected] Theotokis
PhD Student - ResearcherELTRUN Research Group
Department of Management Science and Technology
Athens University of Economics and Business
For more information and survey results:www.eltrun.gr & www.smart-rfid.eu
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Today’s Best Practice, Tomorrow’s New World:Future Directions forShopper Marketing
Vicki Belcher Bob JamesOxford Strategic Marketing
© Oxford Strategic Marketing 2008
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Shopper is Big News!Why?
Drives Growth
Competitive Advantage
Increased Investment
BUT… is it in the bag???
SHOPPER!!!Daily Blurb
© Oxford Strategic Marketing 2008
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OxfordSM & ECR Europe Shopper Marketing Study
Why?Why? To identify opportunities, challenges & future dire ction for Shopping Marketing across Europe
What?What? On-line survey & interview with Head of Customer Ma rketing or Insight
© Oxford Strategic Marketing 2008
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Manufacturer Respondents estimated share of Marketing Investment 2004 – 2010
Digital
Fastest growing spend area!
Shopper Marketing
8%8% 12%12%2%2% 2%2%
© Oxford Strategic Marketing 2008Base = 14 companies, The Journey To Strategic Shopp er Marketing, OxfordSM May 2008
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Engaging shoppers in last 30 metres or “first momen t of truth” is critical
Why this enthusiasm?
Retailer• Competition
• Strategic Positioning
Consumer/Shopper•Well informed
•Hard to reach via traditional media
Manufacturer• Brands go
Global
• Local Marketing evolves
… BUT up to 5,000 marketing messages per store trip!© Oxford Strategic Marketing 2008
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EVERYONE wants to win…
4.2
3.6
4.3
Will deliver CompetitiveAdvantage in 3 years
Can deliverCompetitive Advantage
Today
Is a Key SuccessFactor
Average Agreement Score*1 = Strongly disagree 5= strongly agree
© Oxford Strategic Marketing 2008 * Source : The Journey To Strategic Shopper Marketing, OxfordSM May 2008
Q: Across the industry, Shopper Marketing….
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And no-one wants to miss…
4.2
3.6
4.3
Will deliver CompetitiveAdvantage in 3 years
Can deliver CompetitiveAdvantage Today
Is a Key Success Factor
Q: Across the industry, Shopper Marketing….
Average Agreement Score*
1 = Strongly disagree 5= strongly agree
© Oxford Strategic Marketing 2008 * Source : The Journey To Strategic Shopper Marketing, OxfordSM May 2008
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Whichever part of the world you’re in…
US data: Capturing a Shopper’s Mind, Heart & Wallet, Deloitte & GMA Nov 2007
Shopper Marketing is a Source of Competitive Advantage
Today in 3 years
3.7 4.1
3.6 4.2
Shopper Marketing is a Strategic Enabler of Growth
53%
Shopper Marketing is supported by my Company’s Leadership
4
9
3
8
2
8
2
12
02468
101214
Digital2004
Digital2010
Shopper2004
Shopper2010
US EU
% of Manufacturer Marketing Investment
© Oxford Strategic Marketing 2008
Strongly Disagree=1, Strongly Agree=5% of companies agreeing..
% of companies agreeing..
EU data : The Journey To Strategic Shopper Marketing, OxfordSM May 2008
77%
42%82%
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So, we’re all agreed. It’s very important & we’re going to spend lots of money on it…
……But But -- On What Exactly?On What Exactly?
“Category
Management on
steroids” Mfr
“Understanding & knowing how to speak
to customers in different formats” Rtlr
“A business strategy, to win
at the moment choice by
satisfying shopper needs in a
category context” Mfr
“Making our business retail fluent” Mfr
“Enhancing our brand equity in
store” Mfr
“Integrating what we do at
point of sale with our
broader marketing effort”
Rtlr
© Oxford Strategic Marketing 2008 * Source : The Journey To Strategic Shopper Marketing, OxfordSM May 2008
Q: How do you define Shopper Marketing in your compa ny?
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© Oxford Strategic Marketing 2008
Why is there no common definition & understanding?
© Oxford Strategic Marketing 2008
Shopper Marketing is a journeyShopper Marketing is a journey ……
…….varying definitions reflect progression from .varying definitions reflect progression from executionalexecutionalto strategic to strategic
Excellence at Point of Purchase
� Merchandising
� Promotions
Offer Placement
� Channel
� Ranging
Define & develop future offer
� Innovation
� Total shopper experience
ExecutionalFocus
Channel/ Format Focus
Strategic Focus
Retailers & manufacturers:
� Different start points
� Different agendas
� Different pace
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OxfordSM’s Definition of Shopper Marketing
The capability to drive growth through insight-led,
shopper-based demand creation & fulfilment
© Oxford Strategic Marketing 2008
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Before starting any journey, it’s a good idea to know where you’re heading
“ Our Vision is that Shopper Marketing will not be a function or department but a capability and way of doing business – everyone will be focussed on shopper” Mfr
Few companies have a clear vision for Shopper Marketing, with some notable exceptions….
© Oxford Strategic Marketing 2008 * Source : The Journey To Strategic Shopper Marketing, OxfordSM May 2008
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Even with a vision, it’s not easy!
Why?Why?
© Oxford Strategic Marketing 2008
“Investment hard to justify vs. traditional spend”
“External agenciesnot geared up”
“Cuts across organisational structures & decision procedures”
“Current talent pool and experience bank is thin”
Wake Up Call for manufacturers:
retailers are further down the track
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Hybrid Customer Shopper & Consumer Experience is Scarce
2.7
2.1
2.8
2.4
0 1 2 3 4 5
Shopper Insights are applied effectively
Voice of Shopper heard as well as Voice ofConsumer
We harness all shopper data sources
We have sufficient Shopper Marketing talent
© Oxford Strategic Marketing 2008
Significant Capability Gaps
Average Agreement Score*
1 = Strongly disagree 5= strongly agree
* Source : The Journey To Strategic Shopper Marketing, OxfordSM May 2008
Q: In my business…
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Talent pool & experience are thin, especially for suppliers
“It can take a year to fill a
role”
© Oxford Strategic Marketing 2008
• Can translate Strategy into Action
• Is Brand & Retail literate
• Savvy on Shopper Insight
• Sees & acts on whole Shopper Journey
• Creative & Analytical
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Shopper Marketing cuts across current organisation and procedures
2.5
2.2
0 1 2 3 4 5
well measured& evaluated
wellunderstood
acrossfunctions• Ownership & responsibility are blurred
• Budgets are ill defined
• Companies believe they under invest
• AND chronic lack of measurement
© Oxford Strategic Marketing 2008
“I spend too much time in turf wars, arguing over who’s paying” Mfr
“If we see an opportunity, we just get on with it” Rtlr
“Calculating ROI for in-store work is really tricky….we lack the tools” Mfr
Average Agreement Score*
1 = Strongly disagree 5= strongly agree
* Source : The Journey To Strategic Shopper Marketing, OxfordSM May 2008
Q: In my business, Shopper Marketing is…
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Show me the Money! What’s happening to Investment?
• Investment in Shopper & Digital primarily from traditional ATL
• Store becomes a new “Marketing Medium”
• Implications for agency skills sets
• Financial & Shopper metrics required to determine in/out of store investment choices
© Oxford Strategic Marketing 2008
“ I need a one stop shop - an agency who understands this holistically” Mfr
“We are starting to making judgements about the commercial return, getting more disciplined &
accountable” Rtlr
* Source : The Journey To Strategic Shopper Marketing, OxfordSM May 2008
70
38
38
0 10 20 30 40 50 60 70 80
Traditional Media
Consumer Promotions
Retailer Promotions
Q: When considering % allocation of marketing inves tment 2004 - 2010 for..
% of respondents forecasting decline*
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Dialogue & Co-operation is Vital!
3.7
2.7
0 1 2 3 4 5
will besignificantlybetter in 3
years
is currentlygood
Q: Co-operation between manufacturers & retailers o n Shopper Marketing…
1 = Strongly disagree 5= strongly agree
Average Agreement Score*
* Source : The Journey To Strategic Shopper Marketing, OxfordSM May 2008
• Some relationships are still too transactional – focus on deal vs. value add
• Skills issue at both Account Manager & Buyer level
• In store activation - control vs. creativity
“ Too often it’s linked to trading…IF we hit our numbers, THEN we can do this
nice stuff together” Rtlr
“There’s a handful of retailers who get this – they can see the value of insights” Mfr
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© Oxford Strategic Marketing 2008© Oxford Strategic Marketing 2008
The journey of a thousand miles starts with a singl e step
I
Set Breakthrough
Vision
55 ss
II
Build Effective Ways of Working
III
Generate, Share
& Apply Insights
IV
Hardwire Shopper into Core Process
V
Retailer & Supplier Strategic Dialogue
Tactical, ad hoc Strategic, Sustained
So, how do I start on the Journey to Strategic Shopper Marketing?
aislesaisles
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Where next for Shopper Marketing?
TrendTrend ImplicationsImplications
Retailers & Suppliers seek partners who understand & can activate at broader level
From granular, category approach to full store & shopping mission focus
Focus on Shopper acts as catalyst for organisational transformation
Redefinition of roles between sales & marketing, local & global
Shopper will help design tomorrow’sInnovation as well as optimise today’s brand plan
Voice of Shopper heard more broadly and deeply within companies
“We want insights to be the motor of innovation” Rtlr
© Oxford Strategic Marketing 2008 * Source : The Journey To Strategic Shopper Marketing, OxfordSM May 2008
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To accelerate your own progress on the Journey To Strategic Shopper Marketing, download Key Findings from the Survey
at
www.oxfordsm.com
from 2 nd June 2008
The Journey to Strategic Shopper Marketing
Top Ten Findings of a Survey Conducted on Behalf of ECR Europeby Oxford Strategic Marketing
Participants PreviewMay 2008
ShopperMarketing
© 2008 Oxford Strategic Marketing. All rights reserved