Shopper BreakOut Opening - ECR Community
Shopper BreakOut Opening - ECR Community
Shopper BreakOut Opening - ECR Community
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SHOPPING<br />
SHOP SHOP SHOPPING<br />
PING PING VALUE<br />
VALUE VALUE VALUE<br />
1
<strong>Shopper</strong> Break Out Sessions<br />
BO 1.5 - <strong>Shopper</strong> is King; is your business ready ?<br />
BO 2.5 - Target <strong>Shopper</strong>s, Activate Insights<br />
BO 3.5 - “Differentiate or Die”; Shopping driven solutions<br />
BO 4.5 - What’s it worth ? Shopping Metrics<br />
2
Click for film<br />
3
Transaction<br />
Value<br />
Creating Shopping Value<br />
Loyalty<br />
Usage Value Creation<br />
1<br />
Usage<br />
Value<br />
CONSUMER<br />
CONSUMER<br />
Shopping Value Creation<br />
Shopping Missions<br />
<strong>Shopper</strong> Segments<br />
Store Choice<br />
3 2<br />
In-Store<br />
Category Management<br />
Assortment<br />
Merchandising<br />
To-Store<br />
Store<br />
Value
Today’s session:<br />
<strong>Shopper</strong> is King; is your business ready ?<br />
• Introduction – Sjoerd Schaafsma / Rita Marzian<br />
• In store <strong>Shopper</strong> Insights – Emilie Coles<br />
• Innovative <strong>Shopper</strong> Services – A. Theotokis /G Lostarakos<br />
• Future directions <strong>Shopper</strong> Marketing – V. Belcher/B. James<br />
• Q& A panel<br />
5
SHOPPING<br />
SHOP SHOP SHOPPING<br />
PING PING VALUE<br />
VALUE VALUE VALUE<br />
6
Excerpts GCI Global Score Card (formerly <strong>ECR</strong> score card)<br />
About Collaborative <strong>Shopper</strong> Value Creation:<br />
Score<br />
3<br />
4<br />
General<br />
Meaning<br />
Roll-out of<br />
implement<br />
ation<br />
started<br />
Fully<br />
implement<br />
ed<br />
<strong>Shopper</strong> Targeting Differentiated Solutions<br />
Identifying clear joint shopper segments<br />
by sharing strategies and information with<br />
the purpose of developing differentiated<br />
solutions within the context of Joint<br />
Business Plans.<br />
Retailer and supplier share and align<br />
market, shopper and consumer data to<br />
identify and prioritise joint<br />
shopper/consumer segments<br />
Clearly defined joint shopper segments<br />
agreed and used as the basis for making<br />
decisions. Process in place to continuously<br />
improve shopper segment knowledge.<br />
System infrastructure and organisation in<br />
place to track and monitor this work.<br />
Trading partners collaborate to create unique<br />
solutions to meet targeted shopper needs,<br />
creating a bond between the shopper, the store<br />
and the brand.<br />
The scope of the work has evolved to as many<br />
categories as needed to influence the behavior<br />
of the target shopper segment in the<br />
marketplace. The shopper recognizes the<br />
unique attribute provided by the retailer's<br />
solution.<br />
The retailer and manufacturer work jointly<br />
defined business plans to interact in a unique<br />
way with a set of shopper segments to make<br />
them prefer the retailer as a provider for well<br />
defined shopper needs or occasions. The<br />
result is a measurably more loyal shopper.<br />
7
the shopper is king<br />
using shopper understanding to maximise<br />
category and brand success<br />
May 2008<br />
By: Emilie Coles, Director - TNS
Structure<br />
shopper understanding in the industry<br />
using shopper to influence key business<br />
issues<br />
implementing shopper knowledge
we know there are three key<br />
touch points for our brands…<br />
idea<br />
ATL<br />
Point of<br />
purchase<br />
expression<br />
experience<br />
Point of<br />
consumption
ATL<br />
Point of<br />
purchase<br />
Yet historically we<br />
have only really<br />
focussed on two!<br />
Point of<br />
consumption
Point of purchase is a key<br />
touch point!<br />
¸Media fragments<br />
¸Many new products don’t have<br />
supporting TV
shopper adoption<br />
adoption<br />
early adopters<br />
early<br />
majority<br />
time<br />
Q2 2008<br />
late<br />
majority
The industry has recognised the<br />
importance of shopper<br />
but - we still don’t consider the<br />
challenges presented by the<br />
retail environment….
80% shopping is<br />
done in beta mode…<br />
sub conscious<br />
low involvement
visual<br />
processing<br />
visual stimuli<br />
1 %<br />
sensory buffer store<br />
0.5 seconds<br />
5 %<br />
short term memory<br />
15-30 seconds<br />
unprocessed<br />
7 +/- 2 bits
challenge<br />
cut through
eality check!
what can shopper insight<br />
influence?
we can use shopper insight to<br />
influence all category levers…<br />
packaging<br />
NPD<br />
in-store brand<br />
activation<br />
marketing<br />
shopper<br />
insight<br />
merchandising/layout<br />
sales<br />
range<br />
price/promotion
How?<br />
Packaging<br />
NPD<br />
marketing<br />
In-Store Brand<br />
Activation<br />
<strong>Shopper</strong><br />
insight<br />
Merchandising/layout<br />
sales<br />
range<br />
price/promotion
through the eyes of<br />
consumers!<br />
What do you<br />
think to the new<br />
pack?<br />
It looks great!
3 important shopper<br />
considerations for packaging….<br />
be visible (in the right place)<br />
be recognisable<br />
match the shopping style of that category
1. Be Visible
It doesn’t matter how fantastic<br />
your packaging is, if in the<br />
wrong location,<br />
it won’t be seen!
level<br />
eye<br />
is 15-30º<br />
downward
cold<br />
Unless our brand is the best selling<br />
product, people won’t naturally<br />
search the top or bottom shelves!<br />
cold
2. Be Recognisable
shop<br />
using<br />
we<br />
colour&shape
3. Match Shopping<br />
Style
Staple<br />
Commodities<br />
Packaging acts as a signpost<br />
High interaction<br />
Engaging<br />
<strong>Shopper</strong>s engaged<br />
Searching for on pack<br />
information/education
Understanding shopper behaviour can<br />
help maximise the success of all<br />
category levers, including<br />
packaging
<strong>Shopper</strong> Knowledge<br />
is not the issue
shopper<br />
implementation<br />
adoption<br />
early adopters<br />
Q1 2008<br />
early<br />
majority<br />
time<br />
late<br />
majority
As an industry, we need to<br />
make sure that we use and<br />
embed shopper insight
How?
consumer<br />
Stop working in silos…<br />
Marketing<br />
Packaging<br />
NPD<br />
Brand<br />
activation<br />
<strong>Shopper</strong>!<br />
shopper<br />
Sales<br />
Merchandising<br />
Range<br />
Price/Promos
insight vs. information?<br />
insight<br />
X<br />
Information information information<br />
Information information information<br />
Information information information<br />
Information information information<br />
Information information information<br />
Information information information<br />
one true insight is more powerful than one hundred pieces of information<br />
31
Bring shopper<br />
data to life!
Simplify complex<br />
ideas<br />
How?<br />
Get people to apply<br />
learning<br />
use movies to<br />
show what<br />
actually happens
Summary<br />
Understand the store environment to<br />
maximise the shopper opportunity<br />
Use shopper knowledge to influence all<br />
areas of our business<br />
Embed shopper knowledge into the<br />
organisation
to learn more, visit our stand - 17/24<br />
thank you
Value Creation beyond Price<br />
The Case of Dynamic Pricing<br />
George Lostarakos<br />
Customer Team Leader<br />
Customer Business Development<br />
P&G Hellas<br />
Aristeidis Theotokis<br />
PhD Student - Researcher<br />
ELTRUN Research Centre<br />
Department of Management Science<br />
and Technology<br />
Athens University of Economics and<br />
Business
Athens University<br />
of Economics<br />
and Business
Value Creation Beyond Price<br />
Current trade Environment:<br />
� <strong>Shopper</strong> behavior changes<br />
� Loyalty in brands and stores is shrinked and<br />
markets are commoditised.<br />
� Value is the difference between cost and perceived<br />
benefit.<br />
The project was aimed to:<br />
� Record current value creation practices<br />
� Map the local market<br />
� Analyze and align common business practices<br />
� Provide value creation guidelines
Value Creation Beyond Price<br />
Price is still important!
What is happening today
Value Creation Beyond Price<br />
Value is not<br />
necessarily<br />
linked with price<br />
in consumer<br />
mind!
Value Creation Beyond Price<br />
1. Current Business Practices<br />
Interview with Retailers - Suppliers<br />
2. Super Group with Consumers<br />
Workshop with “innovative” consumers<br />
3. Consumer Survey
Current business Practices- Industry<br />
EDI<br />
Consumer<br />
Training<br />
After Sale<br />
Services<br />
Out of Stock<br />
Projects<br />
Charity<br />
Programs<br />
Innovation<br />
Consumer<br />
Research<br />
Free Sampling<br />
Shopping<br />
Environment<br />
POS data<br />
Direct mail<br />
Brand Loyalty<br />
Programs<br />
Loyalty cards<br />
Consumer<br />
Events<br />
Sign<br />
posting<br />
Consumer<br />
direct line<br />
Category<br />
Management
Suppliers’ Priorities<br />
Category Management<br />
<strong>Shopper</strong> Research<br />
Innovation<br />
In store Environment<br />
Shelf Availability
Current Business Practices - Retail<br />
Product<br />
Assortment<br />
Proximity<br />
Quality of Fresh<br />
Products<br />
Safe & Clean<br />
Environment<br />
value for<br />
money<br />
In store<br />
Environment<br />
Database<br />
marketing<br />
POS data<br />
Service<br />
Loyalty<br />
cards<br />
Credit<br />
Card<br />
category<br />
management<br />
In store<br />
communication
Retailers Priorities<br />
Shopping Environment<br />
Consumer & <strong>Shopper</strong> insights<br />
Category Management
Super Group Methodology & Results<br />
Methodology<br />
�Full day workshop with “special<br />
trained” innovative consumers<br />
� Target: Generate Innovative ideas<br />
Results<br />
�Up to 100 innovative ideas related<br />
with improved shopper experience<br />
� Sorted by satisfaction rate and<br />
implementation feasibility.
Super Group Results<br />
• The possibility of get informed dynamically by a display for a<br />
relevant promotion when buying a product.<br />
• Dynamically reducing prices of products according to their<br />
situation or expiry date (especially for fresh foods)<br />
• Electronic tags in shelf that show clearly and dynamically<br />
products’ prices<br />
• An express super-market in store that sells only basic<br />
products and can shop quickly<br />
• An automatic vending machine in store that sells all basic<br />
products and works 24h/day<br />
• Being able during checkout to order products that I didn’t<br />
found on shelf
Consumer Survey Identity
What the Consumer Wants…
What is Dynamic Pricing ?<br />
Dynamic Pricing = Item-level Price Discrimination<br />
A modern practice…<br />
But also traditional…
Dynamic Pricing as an<br />
Innovative Retail Service<br />
� Perishables discounting based on “sell by” date<br />
� Dynamic Pricing as a value adding consumer<br />
service<br />
� Identify factors and situations that affect<br />
consumer perceptions<br />
Dynamic Pricing Project is funded by<br />
ICI- ICI Unilever Research Grant<br />
Athens University<br />
of Economics<br />
and Business
The Dynamic Pricing Project
We ask consumers to choose…<br />
Milk 1 Litre<br />
1,38€ 0,98 €<br />
4 days 2 days<br />
Chicken Breast 500 gr<br />
6€<br />
4 days<br />
Pre-cut salad 250 gr<br />
1,85€<br />
4 days<br />
4,2€<br />
2 days<br />
1,3€<br />
2 days<br />
We test…<br />
• Different levels of<br />
discount<br />
– (30-50%)<br />
• Different days to expire<br />
– ( 1-3 days)<br />
• Different consumer<br />
segments<br />
– ( Price / Quality<br />
consciousness)<br />
• Different Countries<br />
– (Ireland and Greece)
And they chose…
Alternative Product Attributes
Rate the products…
Importance of Product Attributes<br />
�Price is not the most important<br />
�Expiration Date has importance for consumers<br />
�CSR and Quality Guarantees could enhance Dynamic Pricing
The Effect of Shopping Trip Type
Determinants Of Consumer Reactions To Dynamic<br />
Pricing<br />
Category-related factors<br />
Product Risk (functional, performance<br />
and physical)<br />
Stockpiling – Stop the aging process<br />
(Category Characteristic<br />
Situation-related factors<br />
Shopping Trip Type<br />
Day of the week<br />
Consumer-related factors<br />
Price Consciousness<br />
Quality Consciousness<br />
Shopping Frequency<br />
Average Shopping Quantity<br />
Expiration Date Perceived Risk<br />
Store-related factors<br />
Store Trust<br />
Store Loyalty<br />
Brand-related factors<br />
Brand Trust<br />
Brand Loyalty<br />
Response to Dynamic Pricing<br />
Buy the near-to-expiration-date<br />
Buy the “Fresh”<br />
Other
Enabling Technology<br />
Intelligent Integration of Supply Chain Processes and<br />
Consumer Services based on Unique Product<br />
Identification in a Networked Business Environment<br />
(EU FP6: ST-5-034957-STP)
• Time: May- June 2008<br />
Pilot Study<br />
• Retailer: METRO ( MyMarket) Greece<br />
• Supplier: Vivartia /∆ΕΛΤΑ<br />
• Category : Milk
A “Real-World” Case<br />
MyMarket Store Sepolia,<br />
Athens<br />
Shelf-Talkers<br />
Stickers with new barcode<br />
Package with Sticker
Conclusions<br />
Added value can be created beyond price if the<br />
consumer needs is the centre of every stage of new<br />
service design process<br />
THINK SMART OR JUST LET<br />
CONSUMERS DO IT FOR YOU
lostarakos.g@pg.com<br />
George Lostarakos<br />
Customer Team Leader<br />
Customer Business Development<br />
P&G Hellas<br />
Thank you!<br />
For more information and survey results:<br />
www.eltrun.gr & www.smart-rfid.eu<br />
a.theotokis@aueb.gr<br />
Aristeidis Theotokis<br />
PhD Student - Researcher<br />
ELTRUN Research Group<br />
Department of Management Science<br />
and Technology<br />
Athens University of Economics and<br />
Business
Today’s Best Practice,<br />
Tomorrow’s New World:<br />
Future Directions for<br />
<strong>Shopper</strong> Marketing<br />
Vicki Belcher<br />
Bob James<br />
Oxford Strategic Marketing<br />
© Oxford Strategic Marketing 2008
<strong>Shopper</strong> is Big News!<br />
© Oxford Strategic Marketing 2008<br />
Daily Blurb<br />
SHOPPER!!!<br />
Why?<br />
Drives Growth<br />
Competitive<br />
Advantage<br />
Increased<br />
Investment<br />
BUT… is it in the bag???
OxfordSM & <strong>ECR</strong> Europe<br />
<strong>Shopper</strong> Marketing Study<br />
Why? To identify opportunities, challenges & future direction for Shopping<br />
Marketing across Europe<br />
What? On-line survey & interview with Head of Customer Marketing or Insight<br />
© Oxford Strategic Marketing 2008
Fastest growing spend area!<br />
Manufacturer Respondents estimated share of Marketing<br />
Investment 2004 – 2010<br />
Digital<br />
<strong>Shopper</strong> Marketing<br />
12%<br />
8% 12%<br />
2%<br />
2% 2%<br />
Base = 14 companies, The Journey To Strategic <strong>Shopper</strong> Marketing, OxfordSM May 2008<br />
© Oxford Strategic Marketing 2008
Why this enthusiasm?<br />
© Oxford Strategic Marketing 2008<br />
Retailer<br />
• Competition<br />
• Strategic<br />
Positioning<br />
Consumer/<br />
<strong>Shopper</strong><br />
•Well informed<br />
•Hard to reach<br />
via traditional<br />
media<br />
Engaging shoppers in last 30 metres or “first moment of truth” is critical<br />
… BUT up to 5,000 marketing messages per store trip!<br />
Manufacturer<br />
• Brands go<br />
Global<br />
• Local Marketing<br />
evolves
EVERYONE wants to win…<br />
Q: Across the industry, <strong>Shopper</strong> Marketing….<br />
© Oxford Strategic Marketing 2008<br />
Is a Key Success<br />
Factor<br />
Can deliver<br />
Competitive Advantage<br />
Today<br />
Will deliver Competitive<br />
Advantage in 3 years<br />
3.6<br />
4.2<br />
1 = Strongly disagree<br />
5= strongly agree<br />
Average Agreement Score*<br />
* Source : The Journey To Strategic <strong>Shopper</strong> Marketing, OxfordSM May 2008<br />
4.3
And no-one wants to miss…<br />
Q: Across the industry, <strong>Shopper</strong> Marketing….<br />
Is a Key Success Factor<br />
Can deliver Competitive<br />
Advantage Today<br />
Will deliver Competitive<br />
Advantage in 3 years<br />
© Oxford Strategic Marketing 2008<br />
1 = Strongly disagree<br />
3.6<br />
Average Agreement Score*<br />
4.2<br />
4.3<br />
5= strongly agree<br />
* Source : The Journey To Strategic <strong>Shopper</strong> Marketing, OxfordSM May 2008
Whichever part of the world<br />
you’re in…<br />
14<br />
12<br />
10<br />
8<br />
6<br />
4<br />
2<br />
0<br />
<strong>Shopper</strong> Marketing is a Source of<br />
Competitive Advantage<br />
4<br />
Today in 3 years<br />
3.7 4.1<br />
3.6 4.2<br />
2<br />
Digital<br />
2004<br />
© Oxford Strategic Marketing 2008<br />
Strongly Disagree=1, Strongly Agree=5<br />
% of Manufacturer Marketing<br />
Investment<br />
9<br />
8<br />
Digital<br />
2010<br />
3<br />
US EU<br />
2<br />
<strong>Shopper</strong><br />
2004<br />
8<br />
12<br />
<strong>Shopper</strong><br />
2010<br />
US data: Capturing a <strong>Shopper</strong>’s Mind, Heart & Wallet, Deloitte & GMA Nov 2007<br />
EU data : The Journey To Strategic <strong>Shopper</strong> Marketing, OxfordSM May 2008<br />
<strong>Shopper</strong> Marketing is a Strategic<br />
Enabler of Growth<br />
53%<br />
% of companies agreeing..<br />
<strong>Shopper</strong> Marketing is supported by<br />
my Company’s Leadership<br />
42%<br />
77%<br />
82%<br />
% of companies agreeing..
So, we’re all agreed. It’s very<br />
important & we’re going to<br />
spend lots of money on it…<br />
…But But - On What Exactly?<br />
Q: How do you define <strong>Shopper</strong> Marketing in your company?<br />
“Category<br />
Management on<br />
steroids” Mfr<br />
© Oxford Strategic Marketing 2008<br />
“Making our business<br />
retail fluent” Mfr<br />
“Understanding &<br />
knowing how to speak<br />
to customers in<br />
different formats” Rtlr<br />
“Enhancing our<br />
brand equity in<br />
store” Mfr<br />
* Source : The Journey To Strategic <strong>Shopper</strong> Marketing, OxfordSM May 2008<br />
“Integrating what we do at<br />
point of sale with our<br />
broader marketing effort”<br />
Rtlr<br />
“A business strategy, to win<br />
at the moment choice by<br />
satisfying shopper needs in a<br />
category context” Mfr
Why is there no common<br />
definition & understanding?<br />
<strong>Shopper</strong> Marketing is a journey… journey<br />
….varying .varying definitions reflect progression from executional<br />
to strategic<br />
Retailers &<br />
manufacturers:<br />
� Different start points<br />
� Different agendas<br />
� Different pace<br />
© Oxford Strategic Marketing 2008<br />
© Oxford Strategic Marketing 2008<br />
Strategic<br />
Focus<br />
Channel/ Format<br />
Focus<br />
Executional<br />
Focus<br />
Define & develop future offer<br />
� Innovation<br />
� Total shopper experience<br />
Offer Placement<br />
� Channel<br />
� Ranging<br />
Excellence at Point of Purchase<br />
� Merchandising<br />
� Promotions
OxfordSM’s Definition of<br />
<strong>Shopper</strong> Marketing<br />
© Oxford Strategic Marketing 2008<br />
The capability to drive<br />
growth through insight-led,<br />
shopper-based demand<br />
creation & fulfilment
Before starting any journey, it’s a<br />
good idea to know where you’re<br />
heading<br />
Few companies have a clear vision for<br />
<strong>Shopper</strong> Marketing, with some<br />
notable exceptions….<br />
© Oxford Strategic Marketing 2008<br />
“ Our Vision is that <strong>Shopper</strong><br />
Marketing will not be a function or<br />
department but a capability and<br />
way of doing business – everyone<br />
will be focussed on shopper” Mfr<br />
* Source : The Journey To Strategic <strong>Shopper</strong> Marketing, OxfordSM May 2008
Even with a vision, it’s not<br />
easy!<br />
Why?<br />
“External agencies<br />
not geared up”<br />
© Oxford Strategic Marketing 2008<br />
“Current talent pool and<br />
experience bank is thin”<br />
“Cuts across organisational<br />
structures & decision procedures”<br />
“Investment hard to justify<br />
vs. traditional spend”<br />
Wake Up Call for<br />
manufacturers:<br />
retailers are further<br />
down the track
Hybrid Customer <strong>Shopper</strong> &<br />
Consumer Experience is<br />
Scarce<br />
Q: In my business…<br />
We have sufficient <strong>Shopper</strong> Marketing talent<br />
Voice of <strong>Shopper</strong> heard as well as Voice of<br />
Consumer<br />
<strong>Shopper</strong> Insights are applied effectively<br />
© Oxford Strategic Marketing 2008<br />
We harness all shopper data sources<br />
Significant Capability Gaps<br />
2.1<br />
2.4<br />
2.8<br />
2.7<br />
0 1 2 3 4 5<br />
1 = Strongly disagree 5= strongly agree<br />
Average Agreement Score*<br />
* Source : The Journey To Strategic <strong>Shopper</strong> Marketing, OxfordSM May 2008
Talent pool & experience are<br />
thin, especially for suppliers<br />
© Oxford Strategic Marketing 2008<br />
“It can take a<br />
year to fill a<br />
role”<br />
• Can translate Strategy<br />
into Action<br />
• Is Brand & Retail literate<br />
• Savvy on <strong>Shopper</strong> Insight<br />
• Sees & acts on whole<br />
<strong>Shopper</strong> Journey<br />
• Creative & Analytical
<strong>Shopper</strong> Marketing cuts<br />
across current organisation<br />
and procedures<br />
Q: In my business, <strong>Shopper</strong> Marketing is…<br />
• Ownership & responsibility are blurred<br />
• Budgets are ill defined<br />
• Companies believe they under invest<br />
• AND chronic lack of measurement<br />
“Calculating ROI for in-store work is<br />
really tricky….we lack the tools” Mfr<br />
© Oxford Strategic Marketing 2008<br />
well<br />
understood<br />
across<br />
functions<br />
well measured<br />
& evaluated<br />
* Source : The Journey To Strategic <strong>Shopper</strong> Marketing, OxfordSM May 2008<br />
2.2<br />
2.5<br />
0 1 2 3 4 5<br />
1 = Strongly disagree<br />
Average Agreement Score*<br />
“I spend too much time in turf wars,<br />
arguing over who’s paying” Mfr<br />
“If we see an opportunity, we<br />
just get on with it” Rtlr<br />
5= strongly agree
Show me the Money! What’s<br />
happening to Investment?<br />
Q: When considering % allocation of marketing investment 2004 - 2010 for..<br />
• Investment in <strong>Shopper</strong> &<br />
Digital primarily from<br />
traditional ATL<br />
• Store becomes a new<br />
“Marketing Medium”<br />
• Implications for agency<br />
skills sets<br />
• Financial & <strong>Shopper</strong><br />
metrics required to<br />
determine in/out of<br />
store investment<br />
choices<br />
© Oxford Strategic Marketing 2008<br />
Retailer Promotions<br />
Consumer Promotions<br />
Traditional Media<br />
“ I need a one stop<br />
shop - an agency who<br />
understands this<br />
holistically” Mfr<br />
* Source : The Journey To Strategic <strong>Shopper</strong> Marketing, OxfordSM May 2008<br />
38<br />
38<br />
0 10 20 30 40 50 60 70 80<br />
% of respondents forecasting decline*<br />
70<br />
“We are starting to making<br />
judgements about the commercial<br />
return, getting more disciplined &<br />
accountable” Rtlr
Dialogue & Co-operation is<br />
Vital!<br />
Q: Co-operation between manufacturers & retailers on <strong>Shopper</strong> Marketing…<br />
• Some relationships are still too<br />
transactional – focus on deal vs. value add<br />
• Skills issue at both Account Manager &<br />
Buyer level<br />
• In store activation - control vs. creativity<br />
“There’s a handful of retailers<br />
who get this – they can see<br />
the value of insights” Mfr<br />
is currently<br />
good<br />
will be<br />
significantly<br />
better in 3<br />
years<br />
* Source : The Journey To Strategic <strong>Shopper</strong> Marketing, OxfordSM May 2008<br />
2.7<br />
3.7<br />
0 1 2 3 4 5<br />
1 = Strongly disagree 5= strongly agree<br />
Average Agreement Score*<br />
“ Too often it’s linked to trading…IF we<br />
hit our numbers, THEN we can do this<br />
nice stuff together” Rtlr
So, how do I start on the Journey<br />
to Strategic <strong>Shopper</strong><br />
Marketing?<br />
The journey of a thousand miles starts with a single step<br />
© Oxford Strategic Marketing 2008<br />
© Oxford Strategic Marketing 2008<br />
I<br />
Set<br />
Breakthrough<br />
Vision<br />
II<br />
Build<br />
Effective<br />
Ways of<br />
Working<br />
aisles<br />
III<br />
Generate,<br />
Share<br />
& Apply<br />
Insights<br />
IV<br />
Hardwire<br />
<strong>Shopper</strong> into<br />
Core Process<br />
5<br />
V<br />
Retailer &<br />
Supplier<br />
Strategic<br />
Dialogue<br />
Tactical, ad hoc Strategic, Sustained<br />
s
Where next for <strong>Shopper</strong><br />
Marketing?<br />
Trend Implications<br />
From granular, category approach to full<br />
store & shopping mission focus<br />
Redefinition of roles between sales &<br />
marketing, local & global<br />
Voice of <strong>Shopper</strong> heard more broadly<br />
and deeply within companies<br />
Retailers & Suppliers seek partners<br />
who understand & can activate at<br />
broader level<br />
Focus on <strong>Shopper</strong> acts as catalyst for<br />
organisational transformation<br />
<strong>Shopper</strong> will help design tomorrow’s<br />
Innovation as well as optimise today’s<br />
brand plan<br />
“We want insights to be the motor of innovation” Rtlr<br />
© Oxford Strategic Marketing 2008<br />
* Source : The Journey To Strategic <strong>Shopper</strong> Marketing, OxfordSM May 2008
To accelerate your own progress on the<br />
Journey To Strategic <strong>Shopper</strong> Marketing,<br />
download Key Findings from the Survey<br />
at<br />
www.oxfordsm.com<br />
from 2 nd June 2008<br />
The Journey to Strategic<br />
<strong>Shopper</strong> Marketing<br />
Top Ten Findings of a Survey Conducted on<br />
Behalf of <strong>ECR</strong> Europe<br />
by Oxford Strategic Marketing<br />
Participants Preview<br />
May 2008<br />
<strong>Shopper</strong><br />
Marketing<br />
© 2008 Oxford Strategic Marketing. All rights reserved
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