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Vol. 28, No. 1 • January 2015
2015 Hall of Fame
Class Announced
Chicago — Three industry leaders have been selected for induction into the Path to Purchase
Institute/Shopper Marketing Hall
of Fame in 2015. They are:
nDirk De Vos,
Senior Vice President, Commercial Marketing,
Heineken USA.
What impact has shopper marketing
had on your brands?
“WE STILL HAVE NOT
62% say
ADEQUATELY MEASURED”
Are beacons/geo-fencing/
micro-location part of your strategy?
49% say
“NOT A PRIORITY
AT THE MOMENT”
Amy DraglandJohnson, Director, Shopper
Marketing, S.C.
Johnson & Son.
n
David VanderWaal, U.S. Head
of Marketing,
Home Appliance/Consumer
Electronics, LG Electronics.
n
The 22nd annual induction ceremony will be held in
conjunction with the Shopper
Marketing Effie Celebration on
Tuesday, March 17, in Schaumburg, Illinois. Both events are
part of the Shopper Marketing
Summit.
Shopper Marketing will profile
De Vos, Dragland-Johnson and
VanderWaal in the March-May
SM
issues.
Leadership University
Headed to Bentonville
Chicago — The Path to Purchase
Institute Leadership University
will offer Institute members two
days of courses in Bentonville,
Arkansas, in February.
University instructors will
conduct a “Fundamentals of
Shopper Marketing” course on
Feb. 18, followed by “Principles
of Shopper Behavior & Engagement” on Feb. 19.
Courses are also planned for
Chicago in March and June,
Cincinnati in April, and Minneapolis in May. For more information and to register, visit
www.p2pi.org/leadershipu. SM
What e-commerce fulfillment
method could have greatest impact?
“SAME-DAY HOME
DELIVERY”
What’s the primary barrier to
adoption of mobile payment?
“I DON’T KNOW”
TRENDS2015
60% say
INSIDE
40% say
Results of our annual survey and a virtual roundtable discussion on mobile payment PAGE 16
Energizer’s Edge Helps
Ubisoft Groom Gamers
‘Assassin’s Creed Unity’-themed shave gel cans target Millennial males
By Chris Gelbach
Shelton, Conn. — Energizer Personal Care, a subsidiary of St. Louis-based Energizer
Holdings, recently partnered with French video game publisher Ubisoft for the Nov.
11 release of “Assassin’s Creed Unity,” the eighth main installment of the long-running
video game franchise. The collaboration aimed to expand both manufacturers’ reach
with Millennial males by introducing Energizer’s Edge shave gel products to gaming
enthusiasts while exposing the Ubisoft brand to a broader mainstream audience.
The cross-promotion centered on limited-edition Edge shave gel cans featuring
“Assassin’s Creed Unity” artwork. The cans featured codes that enabled gamers to
unlock exclusive gaming content. Each of three gel formulations – sensitive skin, extra
moisturizing and ultra sensitive – featured a different code that gave gamers access to
an exclusive downloadable sword, armor and assassin’s hood. “The Edge cans are one
of the most underutilized pieces of real estate in CPG,” says Anthony Pietrini, brand
manager for Edge shave gel. “The Ubisoft team saw value in the real estate that Edge
cans could bring, as men engage with the cans multiple times per week. And Edge saw
See Ubisoft, Page 14
Who’s Who in
CUSTOMER
TEAMS
at Walmart
We shine the spotlight on more than
100 individuals who are leading
manufacturers’ customer teams
in Bentonville, Arkansas.
We explain the roles of customer
teams and examine the history
behind their development.
PAGE 26
ACTIVATION GALLERY
Cosmetics
Page 38
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with one technology to facilitate mobile
engagement at every touch point
throughout the shopper’s journey.
Every component of a marketing campaign — print ads, catalogs,
direct mail, television and radio commercials, retail signage,
product packaging and more — can be made interactive to
facilitate deeper consumer engagement, build brand loyalty and
drive immediate purchase opportunities.
TRY FOR YOURSELF!
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AT HOME
ON THE GO
IN THE STORE
To view Digimarc’s complete omni-media solution
in action, visit: www.digimarc.com/omni
dmrc_shopper_marketing_D2.indd 1
Untitled-7 1
7/26/13 12:53 PM
7/28/13 1:00 PM
Ricci at Retail,
Page 44
Editorial Director Bill Schober, (773) 992-4430
Executive Editor Tim Binder, (773) 992-4437
Managing Editor Linc Wonham, (773) 992-4432
Art Director/Production Manager Sonja Lundquist, (773) 992-4419
CONTENTS
Contributing Editors Peter Breen, Sana Jafrani, Cyndi Loza,
Rob Mahoney, Patrycja Malinowska, Samantha Nelson
Contributing Writers Dan Alaimo, Michael Applebaum, Joe Bush,
Anne Downes, Ed Finkel, Erika Flynn, Chris Gelbach, Sharon Goldman,
Dawn Klingensmith, Neal Lorenzi, April Miller, Dan Ochwat, Betsy Spethmann
Publisher Chuck Bolkcom, (773) 992-4420; [email protected]
Associate Publisher Craig Hitchcock, (773) 992-4422;
[email protected]
ADVERTISING SALES
Craig Hitchcock, (773) 992-4422; [email protected]
Serving the Western United States
4 Editorial: Peter Breen
6 CPG Growth
Specialty coffee retailer Barnie’s CoffeeKitchen is
experiencing unprecedented retail expansion by
thinking small with a focus on convenience.
Rich Zelvin, (773) 992-4425; [email protected]
Serving the Eastern United States, Canada, International
Need help finding a supplier? We may be able to help. Send your email to
[email protected] and be sure to include a daytime phone number.
Shopper Marketing (ISSN 1040-8169) is published monthly by the Path to Purchase
Institute, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731. Periodicals Postage
Paid at Chicago, IL, and at additional mailing offices.
POSTMASTER: Send address changes to Shopper Marketing, Creative Data Services, 440
Quadrangle Dr., Suite E, Bolingbrook, IL 60440. Entire contents copyright © 2015 by the
Path to Purchase Institute. Canada Post International Publications Mail Product (Canadian
Distribution) Sales Agreement No. 40025274. Return undeliverable Canadian addresses to:
Station A, P.O. Box 54, Windsor, ON N9A 6J5 or Email: [email protected]
CHANGE OF ADDRESS and other circulation correspondence should be mailed to:
Shopper Marketing, Creative Data Services, 440 Quadrangle Dr., Suite E, Bolingbrook,
IL 60440, or email [email protected] for customer service. (Include your address label
with all correspondence.)
WHERE TO WRITE: Please direct all letters to the editor and other business/advertising
correspondence to: Shopper Marketing, 8550 W. Bryn Mawr Ave., Suite 200, Chicago,
IL 60631-3731.
ARTICLE REPRINTS & E-PRINTS: Contact Quan Tran at (773) 992-4464 or [email protected].
NOTICE: The Path to Purchase Institute occasionally uses the logos of various
companies in its marketing materials. These include promotional brochures for events
such as the Shopper Marketing Conference & Expo, the Shopper Marketing Summit,
the Design of the Times Awards and others. The use of these logos does not imply
sponsorship or endorsement by the companies identified by those logos, unless
specifically noted as such.
p2pi.org
Executive Director –
Chief Executive Officer
Peter W. Hoyt, (773) 992-4456
Managing Director –
Chief Operating & Financial Officer
Chris Stark, (773) 992-4444
Member Services & Events
Maureen Macke, (773) 992-4413
Strategy & Development
Steve Frenda, (773) 992-4461
Platforms & Publishing
Chuck Bolkcom, (773) 992-4420
Content & Editorial
Bill Schober, (773) 992-4430
PRODUCTION
Director – Production
Ed Ward, (773) 992-4418
Art Director/Production Manager
Sonja Lundquist, (773) 992-4419
MARKETING
Director – Marketing &
Communications
Michele Weston-Rowe, (773) 992-4440
Senior Manager – Marketing &
Communications
Brittney Winters, (773) 992-4441
Manager – Audience Development
Stacy Stiglic, (773) 992-4443
Art Director
Stephanie Beling, (773) 992-4442
MEMBER DEVELOPMENT
& SERVICES
Director – Member Development
Pat Burke, (773) 992-4465
Director – Member Development
Terese Herbig, (773) 992-4438
Manager – Member Development &
Event Sales
Quan Tran, (773) 992-4464
Marketing Analyst
Carol Schiro, (773) 992-4463
Senior Coordinator –
Member Services
Cindy Hahn, (773) 992-4414
Editorial and Executive Offices
8550 W. Bryn Mawr Ave., Suite 200,
Chicago, IL 60631-3731
PHONE: (773) 992-4450
FAX: (773) 992-4455
OPERATIONS
Director – Finance & Accounting
Mike Bernal, (773) 992-4445
Manager – Office Services/H.R.
Crystal Stone, (773) 992-4447
Senior Coordinator –
Administrative Services
Ann Estey, (773) 992-4448
Staff Accountant
Sajan Kuriakose, (773) 992-4446
INFORMATION TECHNOLOGY
Director – Information Technology
Jack Dare, (773) 992-4411
Director – Sites & Systems
Rob Mahoney, (773) 992-4434
Coordinator – Digital Content
Production
Jean-Paul Masuda, (773) 992-4449
EVENTS & EDUCATION
Professional Development
Patrick Fitzmaurice, (773) 992-4466
Manager – Events
Peggy Milbrandt, (773) 992-4412
Manager – Event Production &
Marketing
Stacey Bobby, (773) 992-4423
Manager – Member Development
& Event Sales
Quan Tran, (773) 992-4464
Director – Education & Faculty
Administration
Ronit Lawlor, (773) 992-4415
P2PI.ORG
Associate Director – Content
Patrycja Malinowska, (773) 992-4435
Associate Editor – Content
Samantha Nelson, (773) 992-4436
Cyndi Loza, (773) 992-4439
Sana Jafrani, (773) 992-4433
PLATFORMS & PUBLISHING
Managing Director – Special Content
Peter Breen, (773) 992-4431
Director
Craig Hitchcock, (773) 992-4422
Dir. – Market Development & Sales
Rich Zelvin, (773) 992-4425
SPECIAL REPORTS
16 Trends 2015
8 The View from OASIS
We surveyed hundreds of CPG marketing executives
for our annual Trends report. The questions, developed
by the Institute’s editors, cover a wide range of topics,
from budgets and technology to collaboration and the
retailers themselves.
10 S’mores at Target
Mondelez International and Hershey
bring their brands to life at Target stores
in a guest-centric way.
16 Feature: Mobile Payment
We convene a virtual roundtable to discuss the state of
mobile payment and why it has yet to come into its own.
11 Growing Via
E-Commerce
26 Feature: Customer Teams
The Coca-Cola Co. entered the
e-commerce channel in early 2013 and
learned a lot in the ensuing 18 months
about how to connect with shoppers.
We explore the history behind and the current roles of
consumer product manufacturers’ customer teams.
26 Who’s Who in Customer Teams at
Walmart
12 Social Engagement
The first in a series of Who’s Who reports identifies many
of the leaders of CPG brands’ Walmart customer teams
based in or around Bentonville, Arkansas.
6 Solution Provider News
8 Embrace Mobile’s Influence
Albertsons’ social engagement strategy
recognizes the importance of reaching
consumers. It’s the retailer’s way of
connecting to people and gathering
their information to have a personalized
conversation.
36So-Lo-Mo
A roundup of social, local and mobile
marketing activity at retail from:
•Bazaarvoice and Sony Electronics
•Black & Decker
•Mondelez and Idomoo
•Gigwalk
•AccuWeather and Lotame
•Verifone and MasterCard
•MCX
•SpyderLynk
•Engage3
When consumers express a need through their
devices, marketers need to be there in a contextually
relevant way, says Michael Becker, managing partner
and chief executive officer at mCordis.
8 Activation Gallery: Cosmetics
3
44 Ricci at Retail
Joe finds small displays that are winners ...
•Mucinex
•Tums
•UrgentRx
5 Personnel Appointments
4
46 Institute Strategist
To complement our Who’s Who in Customer
Teams at Walmart, we present a sampling of
recent account-specific activity at Walmart.
Retail expansion,
Page 6
4
SHOPPER MARKETING JANUARY 2015
EDITORIAL
Trendy Thinking
S
hopper marketing now commands 15% of the overall
marketing budget, according to results from Shopper
Marketing’s annual “Trends Report,” coverage of which
begins on page 16.
That number is up a full percentage point from last year’s
survey and more than 5 points from our 2012 report. It
seems pretty clear that shopper marketing is growing in
importance.
However, please remember that this number represents
an industry average, which means that some companies are
allocating less than 15% and some are allocating more. So
the significance resides more in the trend than the data.
Don’t go running down the hall shouting, “We need to
devote 15% to shopper to keep pace with the industry.” Instead, try “We need to continue to increase our investment
in shopper to keep pace with the industry.”
I know. That second option doesn’t have the same certitude, but it’s also more realistic. You see, the Institute’s
editors have always tried to stay levelheaded about data
from the annual Trends Report. We understand that, even
when you’re asking people to provide facts, an unquantifiable amount of estimation, conjecture, idealism, prejudice
and even factual uncertainty is liable to color some results.
Nonetheless, time and healthy respondent totals can
give you a pretty good view of where the marketplace is
heading. (We’re extremely grateful for the hundreds of
marketing professionals who take the time to help us out
each year.) What’s more, we’ve been pleased over the years
to see the data we gather holding up pretty well: In 2013, for
instance, just under 10% of our respondents predicted that
their shopper marketing budgets would increase by more
than 10% in 2014. In this year’s survey, just under 10% said
that’s exactly what happened last year.
Data is, as they say, in the eye of the beholder. And I’ve
been accused of having a slanted view of the industry in some
circles. But with that in mind, here are some other tidbits that caught my attention within this year’s results.
It probably takes two? Better than 60% of responIncremental
No significant
We still have not adequately
dents say they’ve verified that shopper marketing
sales growth
growth
measured the impact
programs drive increased support from, and stronAll Respondents
21.4
13.5
65.1
ger relationships with, retailers. This is interesting because the need for collaboration seems to be
PACKAGED FOOD & BEVERAGE
viewed by many as an optional component of shop17.5
13.8
68.7
per marketing – in fact, only about 20% of shopper By Primary
PACKAGED
NON-FOOD
Products/Services
programs are “true” joint efforts, according to other of Respondent’s
26.6
12.5
60.9
Company*
data from this year’s survey.
SPECIALTY
24.1 10.3
65.6
For the first time this year, we attempted to
quantify the impact on a brand’s top-line growth
0%
20%
40%
60%
80%
100%
from shopper marketing in general and collab* Food & Beverage category includes packaged food, beverages, candy, beer, wine and liquor.
that distinguishes
it from
consumer
or trade
So
orative shopper marketing in particular. Roughly two
Packaged Non-Food
includes household items,
pet food,
personal care, cosmetics
andpromotion.
OTC drugs.
Specialty includes consumer electronics, sporting goods, appliances, hardware, auto, apparel,
bully to all those making it an objective.
of every three respondents who’ve measured that have
footwear and office supplies.
found some pretty significant results. (See charts at right
Base: Consumer
product
marketers.
N= 190.
to Purchase
Institute/Shopper
It ain’t
the
meat,
it’sSource:
thePath
notion.
“An
activationMarketing
plan based
and on page 17.)
on strong shopper insights” was selected as the most imThere’s no denying that real collaboration is hard work,
portant asset a manufacturer can bring to a retailer. That
requiring additional resources – money, time, people –
means it beat out “iconic brands,” strong media support
that aren’t always available (and probably never will be).
and customized promotions among most of our respondent
So it can be difficult to implement the practice across all
cohorts – most notably including the brand managers, if
shopper-targeting programs. Perhaps it needs to be underyou can believe that one.
taken prudently with key accounts and/or for strategically
Still whistling past the graveyard? While about half of the
important initiatives.
Nonetheless, I still feel that collaboration represents the respondents identify Walmart’s private-label strategy as a
best-practice pinnacle of shopper marketing, so I’m glad to threat, few CPGs seem to be concerned about store brands
having much of an impact on their own sales. OK, folks,
see that it’s producing results.
On the other hand, I’m definitely not happy to learn if you say so …
that nearly two-thirds of all respondents still don’t feel as if
The sky’s the limit. I’m happy to see that “drone delivery” is
they’ve adequately measured the impact of shopper marketrated as the futuristic concept least likely to have an impact
ing. If I can ask an erudite question: What’s up with that?
on shopper marketing. I’ve already been worrying that a
Thinking bigger. I’m also delighted to see that at least a few Tide-toting drone will orchestrate my ultimate demise.SM
marketers (about one in five, technically) have quantified
the impact that shopper marketing has on brand equity.
This is another area that’s often questioned – or even disPeter Breen is managing director – special content for
missed outright – when the value of shopper marketing is
the Path to Purchase Institute. He can be reached at
discussed. It’s also one of the key aspects of the discipline
(773) 992-4431 or [email protected].
The League of Leaders is an exclusive organization
of industry thought-leaders dedicated to
advancing the understanding of all marketing
efforts that culminate at retail.
ABBOTT LABORATORIES
• Jessica Krauser, Senior Manager,
Shopper Marketing
•Jamie LaRue, Director,
Pediatric Commercial
Analytics at Abbott
ACCO BRANDS
•Ellery Fischer, Director,
E-Commerce
•Gary Lazicki, Manager,
Retail Merchandising
•Mark Seeley, Senior
Merchandising Manager
ALCON
• Jeremy Brown, Senior Manager,
Shopper Marketing
• Mark McKeon, Associate Director,
Category & Shopper Insights
•Shawn Millerick, Head of
Marketing, U.S. OTC
ANHEUSER-BUSCH
• Melissa VanVickle,
Shopper Insights Manager
BARILLA AMERICA
• Kimberly Humann, Senior
Manager, Shopper Marketing
• Nina Mlynek, Shopper
Marketing Manager
• Debbie Zefting, Director,
Customer & Shopper
Development, NA
BAYER HEALTHCARE
• Dominique Bruno,
Shopper Marketing Manager
• Susan Hayes, Director,
Shopper Marketing & Insights
• Richard Horris, Senior
BEIERSDORF INC.
• Laura Cammarota, Senior
• Daniel Theroux, Manager,
Business & Competitive
Intelligence
BIG HEART PET BRANDS
• David Knoepfle, Director
of Shopper Marketing &
Activation
•Todd Nettleton, VP, Market
Development Organization
•Mac Tillman, VP, Marketing
BROWN-FORMAN CORP.
• Christa Bryant, Director,
Channel & Customer Marketing
•Bob Krall, VP, Channel Sales
Director, Casual Dining
•Julie Lynn York, Group
Manager, Partnership
Marketing
CAMPBELL SOUP/
PEPPERIDGE FARM
• Deb Piaseczynski,
Senior Group Manager,
Shopper Marketing
• Shelly Sinas, Director of
Customer Engagement &
Shopper Marketing
CAPRE GROUP
• Anne Chambers, CEO
• Kristi Ross, Principal
CATAPULT
•Peter Cloutier, CMO
• Joe Robinson, President
CHURCH & DWIGHT
• Dan Bracken, Director,
Marketing Services
CLOROX CO.
•David Cardona, Director of
Shopper Marketing, CAS &
Multicultural Capabilities
COCA-COLA CO.
• Christopher Russell, Group
Director, Shopper Insights
• Rachel Smith, AVP, Shopper
Marketing & Planning
COLGATE-PALMOLIVE
• Barry Roberts, Director,
Retail Shopper Solutions &
E-Commerce
• Brad Watt, Worldwide Director,
Global Shopper Marketing
CONAGRA FOODS
•Tammy Brumfield, VP,
Shopper Marketing
• Tom Lisi, Senior Director,
Shopper Marketing, Walmart
•Tim Miller, Senior Director,
Shopper Insights
CONSTELLATION BRANDS
INC.
•Carl Evans, VP of Trade
Marketing & Promotions
•Dale Stratton, VP,
Strategic Insights
CURB CROWSER
•Tracie Curb-Crowser, CEO &
Chief Creative Officer
•Dean Forbes, President
DEL MONTE FOODS
•Jennifer Reiner, Director of
Shopper Marketing
DELL
• Mary Flanagan, Shopper
Marketing Strategy
• Lori Pennington, Insights,
Shopper Experience &
Strategy
• Dan Seymour, Director,
Retail Marketing
DIAGEO
• Calvin Burwell, Director,
Consumer Planning
DIGIMARC CORP.
• Bruce Davis, CEO & Chairman
of the Board
•Ed Knudson, EVP, Sales &
Marketing
DR PEPPER SNAPPLE GROUP
•Scott Barcenilla, Shopper
Marketing Manager, East
• Richard Moulton, Director,
Shopper Marketing –
Walmart, West Grocery &
C-stores
E & J GALLO WINERY
• Robert Ruijssenaars, Director,
Customer Marketing
• John Schoenecker, Director,
Shopper Marketing
ENERGIZER HOLDINGS INC.
• Michael Law, Senior Director,
Customer Strategy & Planning
•David Morgart, Senior
Director, Commercial Strategy
& Planning
•Beth St. Raymond, Director of
Shopper Marketing
FCB/RED
• Tina Manikas, President
•Curt Munk, SVP, Group
Planning Director
FOOD LION
•Leslie Atkinson, Director of
Brand Communications
• Marci Grebstein, VP, Marketing
& Brand Strategy
•Neil Norman, Manager of
Customer Loyalty
In terms of top-line growth, what impact has collaborative
shopper marketing activity had on your brands?
FRITO-LAY INC.
• Janelle Anderson, VP, Shopper
Marketing
• Shelley Pisarra, Senior
Director, Shopper Insights
& Strategy
•Jeff Swearingen, SVP, Portfolio
Marketing & Analytics
GENERAL MILLS INC.
•Brian Kittelson, Director of
Integrated Shopper Marketing
GEOMETRY GLOBAL
• Carl Hartman, NA CEO
•Scott McCallum, President,
Shopper Marketing,
North America
GLAXOSMITHKLINE
• Joe Cadle, Director,
Shopper Marketing
• Angelo Veotte, Global
Category & Shopper Marketing
Manager
GREAT NORTHERN INSTORE
• Brian Fiebig, VP, Marketing
• Mike Schliesmann, SVP,
Business Unit Manager
HEINEKEN USA
•Dirk De Vos, SVP, Commercial
Marketing
• Jonathan Simpson,
Senior Director,
Commercial Marketing
HERSHEY CO.
• Rafael Alcaraz, VP, Global
Advanced Analytics, HR &
Insight-Driven Supply Chain
Analytics
• Michael DePanfilis, General
Manager, E-Commerce &
Shopper Marketing
• Michael Weinstock, VP, Global
Knowledge
HUNTER STRAKER
•James Fraser, SVP
•Chad Grenier, EVP,
Retail Marketing Services
IBOTTA
•Kane McCord, COO
• Dan Wallace, Account
Executive
IN MARKETING SERVICES
•Todd Engels, EVP,
Managing Director
•Elizabeth Fogerty, SVP,
Strategic Planning
INTEGER GROUP
• Jennine Friess, Director,
Network Communications
• Nicole Souza, SVP,
Network Business
Development Director
INTEL CORP.
•Renee Novello, Director,
Global Retail Shopper
Marketing Manager
J.M. SMUCKER CO.
•Jill Boyce, VP, Market Research
• Ben Driss, Director, Category
Development
• Liz Mayer, Senior Manager,
Shopper Marketing &
Consumer Promotions
JOHNSON & JOHNSON
SALES AND LOGISTICS CO.
• Danielle Jenkins, Director,
Category Management &
Shopper Marketing
• John King, Senior Director,
Shopper, Category Insights &
Consumer Promotion
JOHNSONVILLE SAUSAGE
•Dan Baltus, Customer
Research Manager
• Betsy Bartlett,Consumer
Research Manager
KAO
•Jackie Bishop, Director of Sales
• Diane Isler, Senior Manager,
Insights & Category
Management
•John Sullivan, VP, Sales
KELLOGG CO.
•Daniel Cooke, Digital Shopper
Marketing, E-Commerce Lead
KIMBERLY-CLARK
• Anne Jenkins, Director,
Shopper Marketing
•Anne M. Jones, VP,
Shopper Marketing & Business
Development
• Jill Wienkes, Senior Manager,
Shopper Marketing Center
of Excellence
KRAFT FOODS GROUP INC.
•Sue Carey Coyle, Director,
Shopper Marketing, Growth
Channels
• Joan Francolini, Senior
Director, Shopper Marketing
•Art Sebastian, CVP, Category
Leadership & Shopper Insights
LG ELECTRONICS
• Stewart Henderson, Manager,
In-Store Marketing/Brand
Marketing Home Appliances
•Rachel Olson, In-Store
Marketing Manager
MARS CHOCOLATE US
•Susan Barkalow, Shopper
Marketing Team Leader
•Natalie Sellfors, Shopper
Marketing Manager
MARS PETCARE
• Jeff Hingher, Shopper
Marketing Manager
• Dustin Lehner, National Team
Lead for Shopper Marketing &
Insights
MATTEL
• Meredith Jang, Director,
Shopper Insights & Analytics
•Kevin Kuehler, Director,
Customer Marketing
MAXPOINT
•Tom Dolan, VP, Enterprise
Solutions
•Matt Knust, Director of
Shopper Marketing
MEIJER INC.
•Lanny Curtis, Director,
Customer Marketing
•Michael Ross, VP, Customer
Marketing & Emerging
Technology
MENASHA PACKAGING CO.
•Brian Mumau, EVP,
Business Development
• Will Phillips, Director,
Retail Insights
MEYER CORP.
•Ingrid Ellerbrock, Senior
Director of Consumer &
Shopper Marketing
MILLERCOORS
•Kathleen Blum, Senior
Marketing Manager, Shopper
& Channel Insights
•Dan Hennessy, VP,
Channel Marketing
• Royce Wills, Director,
Customer Marketing
MONDELEZ INTERNATIONAL
•Steve McGowan, Director of
Shopper Marketing
• Michael Tilley, Associate
Director, Shopper Marketing &
Strategic Partnerships
•Kim Yansen, Director,
Field Shopper Marketing
NESTLÉ USA
•Joe Radabaugh, Division
VP, Category and Shopper
Excellence
•Jill Schermerhorn, Team
Leader, Shopper Marketing
• Linsey Walker, Shopper
Engagement Strategist
REVTRAX
• Mel Liebergall, VP, Channel &
Partner Development
• Jonathan Treiber, CEO
OWNERIQ INC.
•Charlie Guevara, VP, Sales
• Steve Ustaris, SVP, Marketing
ROCKTENN
MERCHANDISING DISPLAYS
•Jon Kramer, CMO
•Tim Sullivan, VP, Sales
PEPSICO (BEVERAGE)
• Bryan Jones, Senior Director
Shopper Marketing
• Esperanza Teasdale, Senior
PEPSICO (QUAKER)
• Jackie Clifton, Director,
Shopper Marketer
• Ana Fernandez, Senior Director,
Shopper Marketing & Insights
• Katie Schiavone, Director,
Shopper Marketing
PERNOD RICARD USA
• Scot Henderson, Director,
Customer Solutions
•Tim Murphy, VP, Marketing,
Absolut Vodka
•Karen Quach, Division
Marketing Director
PFIZER
• Chuck Meyer-Hanover, Director,
Shopper Category & Insights
PHILIPS CONSUMER
LIFESTYLE
•Kelly Downey, VP, Digital &
Shopper Solutions
• Monica Young, Senior Shopper
Marketing Manager
PROCTER & GAMBLE
•Lynn Neal, NA Retail Strategy
Leader
•Stephanie Robertson,
Associate Director,
Shopper Marketing
RB
•Sam Gagliardi, Marketing
Director, Digital Shopper
Solutions
•Taryn Mitchell, Global VP
Sales, Digital Channel
•Cheryl Policastro, Shopper
Marketing Team Leader
RED BULL NORTH AMERICA
INC.
• Melissa Leggett-Accad,
Director, Trade Marketing
RETAIL SOLUTIONS INC. (RSI)
•Marie Jackson, CMO
• Michael Quinn, General
Manager & CMO, Digital
Media, Consumer Packaged
Goods & Retail
SAFEWAY INC.
•Deb Fifles, VP, Consumer &
Shopper Insights
•Dimitri Haloulos, Group VP,
Shopper Marketing
SC JOHNSON & SON INC.
• Nicole Abramson, Shopper
Marketing Manager
• Amy Dragland-Johnson,
• Brigitte Shreiner, Senior
SHELFBUCKS
• Jim Banks, VP, Sales
• Catherine Lindner, CMO
SHOPTOLOGY
• Charlie Anderson, CEO
•Julie Quick, SVP Head of
Planning & Insights
SONOCO DISPLAY AND
PACKAGING
• Philippe Erhart, Division VP,
Sales
•Jeff Tomaszewski, VP &
General Manager
STARBUCKS COFFEE CO.
• Rachel Chambers, Director,
Shopper Marketing & Shopper
Insights
SUN PRODUCTS CORP.
•Jennifer Adams, Director,
Shopper Activation
TEMPT IN-STORE
PRODUCTIONS POWERED BY
QUAD/GRAPHICS
•Mike Draver, President
• Maura Packham, VP, Marketing &
Communications
THE MARS AGENCY
•Fern Grant, EVP, Strategic
Planning
•Rob Rivenburgh, COO
TIME INC. RETAIL
• Jennifer Marchant, VP,
Customer Marketing
•Bill Romollino, VP,
Shopper Insights
•Troy Stratton, Director of
Retail Operations & Display
TPN
• Sarah Cunningham, Senior
Managing Director, Client
Service & Development
• Nancy Shamberg, Managing
TYSON FOODS
• Wendyjean Bennett, Director,
Customer Marketing Sales
Services
•Christopher Witte, VP,
Customer Development
UBISOFT
•Paul Audino, Shopper
Marketing Manager
UNILEVER
•Kevin Flagg, Senior Director
Shopper Marketing
• Dawn Hedgepeth, Marketing
Director, U.S. Skin Care
UNIVERSAL
•Joe Battaglia, EVP
•Francisco De Jesús, President
& CEO
WALGREEN CO.
• Romina D’Andrea, Director,
Insights
• Louis Dorado, Director,
Space Planning & Visual
Merchandising
•Cherise Ordlock, Senior
Director, E-Commerce
Planning & Analysis
WALMART STORES INC.
•Andy Murray, SVP, Creative
•Matt Parry, Senior Director,
Shopper Marketing
WHITEWAVE FOODS
•Erin Anderson, Shopper
Marketing Manager
• James Blumberg, Director,
Integrated Marketing
• Jon Searle, Associate
Marketing Manager
WILLIAM WRIGLEY JR. CO.
•Matt Herrmann,
Associate Brand Manager,
Shopper Marketing
• Lena Lewis, Senior Manager,
Shopper Marketing
•Kelley Walczak, Senior
Associate Brand Manager,
Shopper Marketing, Walmart
& Sam’s Club
WORLD KITCHEN
• Sarah Ebner, Senior Manager,
Marketplace Execution
• Rita Finley, Director, Category
& Shopper Insights
•Michelle Malkin, VP, Customer
Development & Packaging
TO
P-
WHAT
WOULD
YOU
LIKE
TO CHANGE
TODAY?
It’s the question that defines and inspires us.
We drive behavior change at every point
of persuasion: with insights, ideas and
creativity that inspire people to buy.
We are the global brand engagement
agency of FCB. We stand for
Retail, Engagement and Digital.
General Inquiries [email protected]
New Business [email protected]
*#5 Agency on The Hub Top 20, the annual survey of excellence in shopper marketing.
5
SH
O
PP
ER
M
AR
KE
TI
NG
AG
EN
C
Y*
6
PROGRAMS
SOLUTION PROVIDER
NEWS
Crossmark Appoints Schuckenbrock to CEO
Consumer brand marketing services provider Crossmark, Plano, Texas, has
appointed Steve Schuckenbrock as its new chief
executive officer, moving
current CEO Ben Fischer to
the position of chairman of
the board to play an integral
role in the leadership transition. Schuckenbrock brings
more than 30 years of executive leadership experience
with companies such as Dell, PepsiCo, Frito-Lay and
IBM, as well as a deep expertise in the areas of sales,
marketing and technology. He most recently served as
the president of Dell Services, where he led strategic
initiatives to increase customer satisfaction. “We are
thrilled to welcome Steve to Crossmark,” Fischer said
in a release. “His breadth of experience in leading and
growing global service organizations will benefit our
employees, clients and customers around the world.”
MaxPoint Partners With
RSi: Online ad tech firm
MaxPoint, Raleigh, North
Carolina, has partnered
with point-of-sale analytics company Retail Solutions Inc. (RSi), Mountain View,
California, making it possible to dynamically target,
optimize and measure the sales impact and ROI from
digital advertising programs run on behalf of CPG companies and retailers. MaxPoint can now connect RSi’s
daily sales and inventory data from nearly 125,000 stores
with hyperlocal store-level advertising programs to allow brands and retailers to maximize the impact of their
new product launches, promotions and seasonal offerings. “We are now able to offer manufacturers, retailers
and shopper marketers a complete digital solution that
closes the ROI loop,” Tom Dolan, MaxPoint’s SVP of enterprise and shopper marketing solutions, said in a release.
G-P Corrugated Introduces
Packaging Solution: GeorgiaPacific Corrugated has developed
a packaging solution the manufacturer says will drive
consumer purchase intent, enhance the shopper’s experience and increase sales. Brand Ready Packaging (BRP)
is a collaborative process that marries G-P’s research
and insights with its CPG partners’ expertise about their
own brands to create a more accessible solution that the
Atlanta-based supplier says 90% of consumers in focus
groups strongly preferred over a standard stocked shelf.
The key differentiators include a stronger perforation solution (Clean and Easy-Perf) designed to work in tandem
with high graphics (Color-Box capability) that are able to
communicate a brand’s story more powerfully than today’s industry-standard, retail-ready packaging options.
Deep Focus Lands Nestlé Account: New York-based digital
marketing agency Deep Focus
has been named digital and
social media agency of record
for Nestlé-Waters’ spring water
brands Poland Spring, Zephyrhills and Ice Mountain.
The selection comes shortly after Nestlé’s decision
to shift lead agencies on the account to FCB Garfinkel from McCann-Erickson, both part of Interpublic
Group. The manufacturer recently cut back on its
number of digital shops, with Deep Focus, 360i, Huge
and a handful of others making the final cut.
Send your solution provider news – new projects
and programs with brands and retailers –
to [email protected].
Barnie’s Thinks Small for Big Growth
Partnership with Delhaize’s Food Lion and Hannaford helps brand push single-serve convenience
By Chris Gelbach
Orlando, Fla. — Specialty coffee retailer Barnie’s CoffeeKitchen is experiencing unprecedented retail expansion by thinking small with a
focus on single-serve convenience. The approach
represents a major shift for the 34-year-old company, which once operated more than 120 cafes
in malls throughout the Southeast U.S.
“About 10 years ago, it became apparent that
the mall strategy wasn’t going to work any longer
– from the way consumers were buying product
to the fact that being in a mall wasn’t convenient
at all for them,” says Sonya Hardy, Barnie’s CoffeeKitchen senior vice president of marketing
and strategic brand relations. “So we started to
scale back that part of the business and grew the
CPG side.”
Barnie’s started with
bagged coffee. Then, after Keurig Green Mountain’s K-Cup patent expired in 2012, Barnie’s
got a single-cup-brewed
patent of its own. “We
were able to get into
some new patented
technologies for our
cups, which allowed
us to put more coffee in
the cup than our competitors,” Hardy says.
The technology permits
13.5 grams of coffee in
a standard single-serve
cup vs. the typical 9 to
11 ounces. According to
Hardy, it also features a
channel design that
extracts the coffee in a
way that more closely
resembles a normal
brewing process.
In addition to the
new CupUp singleserve products, which
debuted in June 2014,
the company further
emphasized on-the-go
convenience with the
simultaneous launch
of its Brewsticks line of single-serve liquid instant coffee.
Barnie’s introduced a new company website in June along
with the new products.
The brand also ramped up activity on its social media
sites, initially with a focus on Southeastern states where it
had existing brand awareness. Focused on retail expansion, the company had a major presence at the Summer
Fancy Food Show in New York, where thousands of buyers
sampled the new products.
A partnership with Delhaize America to carry the new
products has already nearly doubled the company’s store
count, according to Hardy. “We’re probably in about 2,700
stores now, and have expanded from the Southeast into the
Northeast,” she says.
To promote the new products in Delhaize’s Food Lion
and Hannaford stores, Barnie’s offered instant redeemable
coupons (IRCs) to encourage trial on all the products, as
well as a complimentary Brewstick and CupUp box in
certain locations. On shelves, the packaging for the new
products focuses on consumer awareness and education.
The entire back panel of the CupUp boxes is used to describe the patented channel design. Likewise, the Brewsticks box also focuses on consumer benefits; the various
panels illustrating the different ways the product can be
used on the go.
Building on an existing relationship with Publix, Barnie’s is also scheduled to launch its first “buy one, get one”
Barnie’s CoffeeKitchen has evolved from a chain of mall
cafes into a successful CPG brand now available in nearly
3,000 stores along the East Coast, including Delhaize,
Publix, Winn-Dixie, H-E-B and Walmart locations.
program with the chain. It will be advertised in
circulars as well as through front-of-store secondary placement. Barnie’s also participates in
Publix Advantage Buy flyers and is working on a
digital coupon with the grocer.
The brand also increased its investment in
pay-per-click advertising and search banners to
drive customers to stores. In stores, seasonal floor
displays feature both the CupUp and the bag coffee formats. Promoting the brand’s Santa’s White
Christmas flavor – its year-round bestseller – one display features a nostalgic design based on the Bing Crosby
“White Christmas” album cover.
In addition to Publix and Delhaize stores, the brand is
also available in H-E-B, Walmart and Winn-Dixie locations. Barnie’s is focused on continuing its growth nationally by using a flexible, customized approach to retail
partnerships. “We are definitely aware that getting on the
shelf is just the first step,” says Hardy. “Our immediate
emphasis for the next six months is on an impactful, trial,
branding element to the campaign where we’ll be heavy on
the IRCs, complimentary products and brand awareness.”
The company will ultimately define success for the campaign based on sales data and ongoing retail expansion. The
campaign’s creative elements were handled in-house. SM
BRAND: Barnie’s CoffeeKitchen
KEY INSIGHT: The brand’s “mall” strategy wasn’t working
as consumers were buying product in different ways and
malls stores weren’t convenient.
ACTIVATION: Barnie’s launched two new single-serve
products in June supported by instant redeemable coupons and “buy one, get one” offers to encourage trial. In
stores, seasonal floor displays feature the new products
and packaging focuses on consumer awareness to help
emphasize convenience.
*
Votee Topn
Marketin
Solutioo
2014 SHOPPER
MARKETING EXPO
SYMPOSIUM
Let the Commer$ation begin
2014 Shopper
Marketing Expo
Your shopper marketing platform
Connect across full
path to purchase
Connect with us:
[email protected]
Incent with cash
or store cash
Download Jingit App:
Text “JINGIT” to 546448
*NextGen Digital Touchpoints on the Path to Purchase Symposium
Available at over
100,000 retail locations
8
PROGRAMS
Embrace Mobile’s Influence on Consumer Behavior
By Cyndi Loza
Minneapolis — Mobile has fundamentally
changed consumer behavior and, as a result, marketing best practices, according
to Michael Becker, managing partner and
chief executive officer at San Franciscobased mobile marketing advisory firm
mCordis. “When someone expresses a
need through this device,” said Becker,
holding an iPhone during a presentation at
the Shopper Marketing Conference Expo
in October, “or any number of the different
types of devices they may have, you need to
make sure that you’re there in a contextually relevant way.”
Product placement in full-page interstitials, home-screen advertising and native
advertising are just a few of the ways to
reach consumers through mobile. Despite
the method, however, “it’s critically important to recognize that you have to be
doing these advertising models depending
on your audience,” Becker stressed.
Heineken USA’s 2014 campaign promoting its tequila-infused beer brand, Desperados, was a good example of what to
do – and not do – to reach an intended audience, Becker said. Aimed at the coveted
Millennial consumer, the brand had difficulties reaching its intended audience. “The
retailers were saying, ‘Give me a multimil-
lion-dollar media buy on TV and I’ll stock
it on the shelves for you because that’s what
my boss will see and ... I’ll trust that you’ll
market it for me.’ And, guess what? Zero
awareness,” Becker said. “It didn’t work.
[Millennials are] not watching TV. That’s
not where that consumer is.”
After shifting its efforts over to native
advertising, Desperados saw a 23% increase of awareness within three months,
according to Becker. “Mobile has changed
consumer behavior forever and we need
to embrace that and when you’re thinking
about that realize that it’s not about the
technology … it’s about cultural practices,”
he said.
Becker explained mobile and digital has
changed consumer expectations to want
omnichannel, convenience, engagement,
participation, experience, adventure and
real-time dialogue. “Not real-time messaging, not real-time ads, not send me a coupon in my face. I want a dialogue.”
Becker also challenged retailers and
brands to be more than just a merchant
and supplier. “How are you becoming not
just a distributor of products or organization that has stuff on a showroom floor or
on a website, but actually a platform and a
publisher of services?” he said.
THE VIEW FROM
“Not real-time messaging,
not real-time ads, not send
me a coupon in my face.
I want a dialogue.”
Michael Becker, managing partner and
chief executive officer, mCordis
Walgreens in 2014, for example, encouraged third-party developers to integrate
the retailer’s Balance Rewards application
program interface (API) into their apps
through a contest awarding $13,000 in
prizes. Through these integrations, Walgreens loyalty cardholders can earn points
via their third-party health and wellness
apps. GenieMD, HoMedics, LifeTrak, Lose
It! and RunKeeper are among the apps that
have already integrated the Balance Rewards API.
Becker also cited The Happy Kitten
Co.’s GranataPet “Check in! Snack out!”
Focus: Graduation
Looking back to help with the planning ahead
campaign in 2011 as a good example of
merging the digital and physical world.
Meant to attract pet owners walking their
dogs, street-level billboards promoting the
pet-food brand encouraged Foursquare users to check-in to the billboard to receive
a free sample of the product in a bowl for
their pet.
“When you look at this path to purchase
you have to realize that there is both this
online and offline component and you need
to manage that circadian rhythm as you
engage and interact with that consumer
throughout that journey,” Becker said. SM
The Path to Purchase Institute’s Online Advertising Survey &
Insights Service (OASIS) monitors leading retailer websites
to collect digital advertising content and organize it for
competitive, reporting and intelligence needs.
CVS/Pharmacy logo
horizontal 4-color process uncoated
File Name: CVS_H_CMYK_uncoat.eps
Amazon.com
BestBuy.com
CVS.com
Kroger.com
SamsClub.com
Target.com
ToysRUs.com
Walmart.com
May 1, 2014
May 11, 2014
May 16, 2014
May 11, 2014
May 2, 2014
May 13, 2014
May 8, 2014
May 28, 2014
Retailers’ themes
Multiple, including:
Graduation Gifts in
Electronics; Congrats
Grad!; Class of 2014
Graduation Gifts
Multiple, including: The
Latest for the Greatest
Grad; Find the Perfect
Graduation Gifts
None
None
None
Top Picks for Grads and
Dads; Dads & Grads,
Celebrate With Custom
Cards & Invitations
None
Great Gifts 4 Grads; Save
on Top Gifts Grads Love
Categories employing
Graduation-themed
ads*
Amazon Corporate,
Computers & Tablets
Best Buy Corporate
Office/School Supplies,
Computers & Tablets,
Computer Related
Office/School Supplies
Camera & Camcorders,
Computer Related,
Mobile, Candy, Home
Audio
Target Corporate, Home
Entertainment, Mobile,
Computers & Tablets
Computer Related,
Small Appliances,
Candy, Apps & Software
Walmart Corporate,
Home Audio
Top categories overall*
Amazon Corporate,
Financial, Automotive
Manufacturer, General
Service, Apps & Software
Best Buy Corporate,
Computer Related,
Mobile, Home Audio
Skin Care, CVS
Corporate,
Gastrointestinal, Candy,
Hair Care
Dairy, Condiments &
Sauces, Personal Care,
Kroger Corporate,
Office/School Supplies
Automotive, Candy,
Gastrointestinal,
Laundry, Water
Home Entertainment, Pet
Care, Target Corporate,
Gastrointestinal, Skin Care
Babies R Us/Toys R Us
Corporate, General
Service, Baby Gear,
Water, Toys
Walmart Corporate, Pet
Care, Auto Insurance,
Skin Care, Large
Appliances
Top brands employing
Graduation-themed
ads*
Amazon Corporate, Dell
Best Buy Corporate
American Greetings,
Dell, Intel
Hallmark
Shutterfly, Dell,
Intel, HP, Verizon,
Tiny Prints, M&M’s,
Samsung, Beats
Audio, AT&T Wireless
Target Corporate, “The Wolf
of Wall Street,” “Anchorman
2,” “Lone Survivor,” “300:
Rise of an Empire,” Verizon,
Shutterfly, Dell
Intel, Dell, Shutterfly,
Keurig, Tiny Prints,
M&M’s, Just Wink,
Princess Cruises, Toys R
Us Corporate
Walmart Corporate,
Beats Audio
Top brands overall*
Amazon Corporate,
American Express, Ford,
Capital One, Amazon
Prime, Bose
Best Buy Corporate,
Intel, HP, Samsung,
Sony, Acer
CVS Corporate,
Neutrogena, Crest,
Zantac, Cottonelle,
Prilosec
Silk, Unilever Corporate,
Colgate, Hallmark,
Dove, Axe
Sam’s Club
Corporate, Mobile,
Nexium, Vitamin
Water Zero, First
Data, Dove
Xfinity, Target Corporate,
Nexium, Olay, Stackerz,
Pantene
Babies R Us/Toys R
Us Corporate, Weight
Watchers, LifeLock,
Huggies, Evenflo,
Pampers
Walmart Corporate,
State Farm, Neato
Robotics, Orange Glow,
Hallmark, Family Mobile
June 29, 2014
May 28, 2014
June 6, 2014
May 17, 2014
May 10, 2014
July 4, 2014
June 29, 2014
June 5, 2014
First Graduationthemed ad appearance
The day with the most
Graduation-themed ads
*For ad appearances May 1 through July 5, 2015 Note: Corporate ads comprise retailer ads and retailer campaigns
INSTITUTE ANALYSIS: We determined the prime “Graduation”
advertising period to be May 1 through July 5 based on the activity
on these sites. The number of Graduation-themed ad appearances
was 2.5 times higher in 2014 than in 2013. Of the sites showcased
here, only Amazon.com and ToysRUs.com didn’t show a 2014
increase. Target.com, CVS.com and Amazon.com accounted for
76% of the total Graduation-themed ad appearances on these sites.
American Greetings (on CVS.com) and Hallmark (on Kroger.com)
represented 48% of the total Graduation-themed ad appearances on
the sites OASIS monitors.
Don’t just display.
©2015 Rock-Tenn Shared Services, LLC, Norcross, GA. All rights reserved.
Dazzle.
A RockTenn display delivers more of the wow factor.
Like this interactive floorstand for Air Optix ® Colors.
As the leading producer of in-store displays, we
understand how to win at retail. How to translate
insights into innovation. Maybe we can help you add
a little extra dazzle to your next display?
Kathy McGowan-Carnes | 855.229.2163
www.rocktenndisplays.com
More in Store. Less Out-of-Pocket.®
Hershey, Mondelez Grow S’mores at Target
THE ART OF
MERCHANDISING
TM
By Betsy Spethmann
Minneapolis — The Hershey Co., Mondelez International and Kraft Foods Group brands have partnered
for 20 years on national promotions for s’mores – that
gooey treat made with Hershey’s chocolate, Mondelez’s
Honey Maid grahams and Kraft’s Jet-Puffed marshmallows. Over the last seven years, the strategy has gone
from a seasonal, April-to-September promotion to a
year-round, 360-degree activation.
While sales continue to rise every year and the brands
are exceeding their KPI targets, according to Michael
Klei, senior manager of shopper and customer marketing at Hershey, and Steve McGowan, director of shopper
marketing at Mondelez, the companies saw a big opportunity for growth in 2013: bringing their brands to life
at Target stores in a guest-centric way.
brought the brands out of the candy & snacks aisle.
Results: a 214% basket lift, plus a jump in concurrent
purchases (41%, up 6 points from 2013).
That success has prompted Hershey and Mondelez to
collaborate even more. The two companies agreed on
four key elements for future s’mores marketing at Target:
Understand the ways that moms purchase s’mores ingredients; and help moms feel good about the purchase;
alleviate moms’ guilt about serving indulgent snacks;
help moms remember that their families’ treats came
from Target.
Hershey and Mondelez will pursue four key areas to
drive their strategy with Target for the next few years:
nBuild scale promotions. With consumer insights and its
s’mores program as a model, Hershey and Mondelez
Mondelez International’s Steve McGowan, left, and Hershey’s Michael Kei explain how they have brought their brands to life at Target.
HOOKS | SHELF MERCHANDISING | LABELING
WWW.TRIONONLINE.COM | 800-444-4665
©2015 Trion Industries, Inc.
During a presentation at the Shopper Marketing Conference & Expo in October, Klei and McGowan said that
s’mores are about family, creativity and inspiration –
qualities that resonate at Target. Hershey and Mondelez
decided to use this insight to make their program more
inspiring to shoppers.
The team reviewed its past performance and saw
room for improvement in three areas: planning, collaboration and execution. The goal was to extend Target’s
typical timeline for planning, collaborate by pooling
resources to create the best possible program for Target,
and execute with excellence. The team pinned its planning process on two of Target’s own strategies: grow
busy families, and win seasons.
In summer – a very busy season at Target – confections and snacks can build baskets by driving concurrent purchases as shoppers buy all the ingredients for
s’mores. Hershey and Mondelez leveraged their deepest
data to date on the Target guest, including concurrent
purchases, basket lift and affinity. They analyzed the
data from each brand’s perspective to set their benchmark and goal. Execution included special displays and
endcaps. The results: a 213% basket lift for participating
brands.
For 2014, the team started planning three months earlier and brought Target into the planning process early
to create a more holistic program using all partners’ collective assets and insights. Two goals shaped planning:
to reach Target shoppers more before they’re in-store,
and to integrate digital into the program.
Digital elements gave moms ideas for variations on
homemade s’mores; exclusive recipes gave Target something to own in the marketplace. Activities and displays
are improving other scale promotions, starting with
their March Madness joint effort. Shoppers told the
CPGs that the 2013 March Madness promotion was
too complicated; Hershey and Mondelez simplified
with a one-stop shop for March Madness party supplies, anchored by Reese’s Cups sporting basketball
graphics.
nDrive merchandising solutions. The CPGs create displays leveraging core equity of key brands, such as
Oreo (think Double Stuf Racing League), and recipes
for key seasons.
nOffer innovation. To promote Hershey’s Lancaster
Caramels, Hershey and Mondelez paired them with
Hershey Kisses sandwiched between Ritz crackers (a
Mondelez brand) and microwaved for a warm afterschool snack. The ingredients were merchandised
together.
nLeverage digital. Hershey and Mondelez approach digital differently; meanwhile, Target wants to expand its
digital endeavors, too. The three partners want to get
more mileage by working together.
Hershey and Mondelez agree that the longer planning horizon is a critical element to their success, with
time built in for revisions from all partners to evolve
the concepts – and to incorporate Target’s goals into the
CPGs’ planning.
And what of categories where Hershey and Mondelez compete? “When you work together year after
year, you know where the places are that you can’t
cross,” said McGowan. “The best defense is that consumer insights drive the planning, and consumers are
buying the products – so we know we’re giving them
SM
what they want.”
PROGRAMS 11
JANUARY 2015 SHOPPER MARKETING
Coca-Cola Learns and Grows Via E-Commerce
By Betsy Spethmann
Minneapolis — The Coca-Cola Co. entered the e-commerce channel in early
2013 and learned a lot in the ensuing 18
months about how to connect with e-commerce audiences. This evolution has put a
new twist on Coca-Cola’s traditional marketing goal: to have Coke within an arm’s
length of desire.
“Our legacy is about trucks and getting
to stores; e-commerce is a whole new experience,” said John Mount, vice president,
commercial operations & marketing, during a Shopper Marketing Conference &
Expo presentation in October. “There are a
lot of physical barriers for us. A 24-pack of
Coke cans is heavy, and the drones won’t
be able to carry them to people’s houses,”
he joked. But e-commerce growth is real,
especially among Millennials.
Coca-Cola has pinpointed five ways that
changes in shopping dynamics require the
brand to adapt:
nShopper-led dialogue spins out product
purchase (and consumption) to the consumer’s social networks.
nPersonalization is growing, even for
high-volume products.
nDigital data informs pricing.
nMobile and social are part of the purchase: Marketers want people to buy the
product, and then tweet about it.
nIntegration of online and offline is more
crucial than ever.
The upshot, Mount said, is that brands
must remain shopper-centric. “Using key
insights, we want to give consumers a great
user experience.”
To tap those insights, according to copresenter Jennifer Brevick, Coca-Cola’s
director of e-commerce, the e-commerce
team began with syndicated research to
understand the channel: How big is it,
where is it going, what percent of e-commerce is grocery, what percent is beverage,
and who are the major players?
Then the team developed proprietary
research to understand shoppers, beginning with panel research on e-commerce
across four groups: those buying groceries
online today; those buying groceries who
buy beverages online; prospects (those not
buying groceries online now but are open
to it); and “no way” (those not open to the
idea of buying groceries online).
Coca-Cola found that young, affluent
males are the most common online shopper. But that’s not the manufacturer’s target audience for e-commerce; the target is
“Shopper Mom,” who fits the “prospects”
category. “The early adopters are shopping
online right now, but right around the corner is Shopper Mom, stocking up for the
household,” Brevick said.
The next step for insights was to network,
internally – especially in Europe and Asia,
where e-commerce is more mature – and
with non-compete CPG partners whose
e-commerce business is more established.
Overall, the biggest lessons Coca-Cola
has learned are:
nYou can’t afford to not be on the shopping list.
E-commerce “favorites” lists populate
the shopping basket based on past purchases. In Europe, 84% of the time that
Coke is in a basket, it’s from the favorites list. Coke can get on the “favorites”
list by sampling (free, full-size package
automatically affixes the product to the
list), or as an ingredient for a meal such
as “lasagna night” (ingredients are automatically included on the list).
nBlanket fixes don’t usually work. E-retailers have about seven different delivery
systems for brand images. It’s tough to
update all seven delivery systems when
Coke changes a brand’s graphics. The key
is flexible fixes, not blanket revisions.
nThis is not brick-and-mortar. European colleagues told the U.S. team not to take its
brick-and-mortar store and upload it. The
shopper is different, and wants different items (especially hard-to-find flavors)
and shops in a different mindset. That
makes it crucial to review brick-andmortar insights through a different filter.
nE-commerce often is the opposite of expectation. Coke had one product that sold
poorly in stores. “We thought it might
sell well online, so we tested it in a small
quantity,” Brevick said. “It’s now our
third-biggest seller online.”
n There’s always more to learn. New formats are
coming up all the time, such as concierge
formats like Google Shop Express. There
are also new delivery methods (drones!)
and new ways to mine, then act on data.
Jen Brevick and John Mount detail Coca-Cola’s
advances in the e-commerce channel.
Braced with its learnings, Coca-Cola is
working now to unify the way its brands
are represented online, with consistent
high-quality graphics across all platforms,
SM
Mount said.
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marketing-related roles
Who Should Attend P2PLU
> Brand Marketers
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> Insights Professionals
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P2PLU Class Schedule
Call (773) 992-4423 to register for
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12 PROGRAMS
Albertsons Evolves Through Social Engagement
By Sana Jafrani
Minneapolis — Social engagement and relevancy of content are crucial to developing
a brand’s personality and building loyalty,
according to Karl Meinhardt, Albertsons
vice president of social and digital marketing. “We’re walking into a world where
content will be everything and relevancy
of that content is the key,” he said during
a presentation at the Shopper Marketing
Conference & Expo in October.
In a Q&A session led by Brad Robertson,
senior vice president of marketing services
at MyWebGrocer, Meinhardt detailed how
he laid the groundwork for what has become Albertsons’ social engagement strategy, recognizing the importance of reaching
consumers. “Social engagement became
our way of connecting to people and gathering their information, making it more of a
personalized conversation,” he said.
While connecting to customers is key,
Meinhardt also credited executive involvement and “buy-in” as key drivers in the
success of an initiative. “If you can get your
leaders to not only approve and endorse but
also to actually participate [in what you’re
doing], then you’ve got something,” he said
“You get them to be evangelists about it.
The other thing is to really communicate
both wins and losses.”
However, getting executives on board
involved another critical component: digital teaching. “What I was trying to get everybody to understand was the power of
data, and why we need to protect our data,”
explained Meinhardt.
Another important component of Meinhardt’s plan was building up “digital evangelists” by launching campaigns like the
Karl Meinhardt has ensured that Albertsons is having personalized conversations with its customers.
recent “Summer of Selfies,” which he hailed
as a success while citing Albertsons ability to see the influence of behavior across
marketing. The Coca-Cola Co.-sponsored
campaign called for customers to submit
photos with a Coca-Cola product for a
chance to win a $75 prize. For the first
time, Meinhardt said, Albertsons was able
to see the face of their customers in a digital
space. He noted that user-generated content is “way more influential” than anything Albertsons had to say as a brand.
Executives at the company agreed and encouraged more of the same.
In the fall of 2014, Albertsons launched a
“Hairy N’ Scary Foto Contest,” encouraging
customers to submit photos of their pets
dressed in costume to a dedicated website
for a chance to win a $250 donation to an
animal shelter of their choice. “People like
to participate,” said Meinhardt, “It also sets
the tone for your brand’s personality. If you
like to have fun, people like to have fun,
and if you deliver it nicely with some entertainment, they’ll want to play.”
He said that social engagement is a space
that allows brands to communicate and
hear from consumers, but that space is also
important in shaping a brand’s personality.
“I think social engagement participation is
key to any shopper marketing tactic. If you
connect with one person and they share
with 200 people? You could ride that to the
end of the earth,” he said.
With a recent holiday effort called
“Sweater Meals,” Albertsons enlisted registered dietitian Annessa Chumbley as the
face of the campaign. It is a content strategy
that spans from digital to in-store texts to
online, providing consumers with recipe
ideas for the holidays. Meinhardt stressed
the importance of these “non-price conversations” with consumers. “My goal is to
create a relationship that is fun, informative
and drives value to our customers. If it’s
not fun, then people aren’t going to enjoy
it,” he said.
“Our belief is that we’re participating for
nanoseconds of attention out there, and
we need to capitalize and capture it and
SM
execute on it.”
Untitled-4 1
12/9/14 5:12 PM
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Would next Thursday be out of the question?
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14 PROGRAMS
Ubisoft
Continued from Page 1
value in utilizing a tremendous property
like ‘Assassin’s Creed’ to make the product
more exciting for consumers.”
According to Ubisoft’s Scott Horowitz, a
senior shopper marketing manager based in
San Francisco, research shows that in-game
content is highly valued by the gaming community. And while this kind of partnership
to offer exclusive in-game downloadable
content is not new for Ubisoft, Horowitz
says the Edge partnership is the biggest
such effort to date. “This purchase-to-unlock model allows our partners to own a
piece of the core experience outside of the
game,” Horowitz says. “We can get creative
with what that content is – fun add-ons that
bring value to the player – without breaking
the immersion in the game.”
The model also allows partners to access
a rabid fan base that has already shown
an appetite for “Assassin’s Creed” apparel,
artwork and toys. There is even a popular
series of “Assassin’s Creed” novels.
According to Horowitz, exclusive downloadable content offers are becoming more
commonplace as companies outside of the
gaming space see value in these consumers. “The challenge for all parties will be
how to keep these activities fresh year over
year,” he says.
Horowitz notes that a core tenet of the
Cross-promotion of Edge
shave gel
and Ubisoft’s
“Assassin’s
Creed Unity”
included the
gel cans
themselves as
well as video
game endcaps.
“Assassin’s Creed” franchise is deep, immersive storytelling. This influenced the
decision to partner with Edge. “We found a
partner that was looking for the same thing
– to get a deeper immersion with their consumer through activities they loved, such
as gaming,” he says.
The custom Edge cans appeared at food,
drug and mass retailers for one to two months
following the game’s release. The brands also
partnered with Target stores on a promotion
offering a $10 gift card to customers who
purchased both the “Assassin’s Creed Unity”
game and any limited-edition Edge shave
gel can from Nov. 16-26. To bring shoppers
into stores, the offer was highlighted on the
“Edge Shave Zone” and “Assassin’s Creed”
Facebook pages, on the Edge Twitter page,
and through additional PR activity.
According to Pietrini, Edge and Ubisoft
worked together for a year to bring the Target promotion to life. “I think the retailer
recognized the value of connecting two of
the strongest brand equities within each
respective category,” he says. “It is so hard
to get the attention of younger males, so
the retailer saw the opportunity to connect
Edge and ‘Assassin’s Creed’ to drive synergies we wouldn’t have realized on our own.”
In Target stores, a co-branded endcap
display with a 3-D header card was used
for two weeks following the video game
launch. Additionally, Walmart had instore signage the week of the game launch
highlighting the co-promotion.
“This was a win-win for both companies
and the consumer, and at the end of the day
will help the retailer,” Pietrini says. “It will
help bolster the ‘Assassin’s Creed Unity’
launch and continue to engage men with
their grooming routines.”
Pietrini says that Edge worked with social
and digital agency Beeby Clark+Meyler
and PR agency Edelman, both in New
York, on consumer communications for
the campaign, and that domo domo IMG,
Monroe, Connecticut, and Cincinnati, was
SM
responsible for the package design.
BRANDS: Edge and “Assassin’s Creed Unity”
KEY INSIGHTS: The mostly Millennial
male gaming community puts a high
value on in-game content, allowing marketing partners the opportunity to reach
the demographic through the purchaseto-unlock model.
Total Merchandising Solutions for In-Store Marketers
New Oxford, PA | (717) 624-3500 | www.timbar.com
ACTIVATION: Limited-edition Edge
shave gel cans featuring codes to unlock
exclusive content for the new “Assassin’s
Creed” game appeared at food, drug and
mass retailers, while a specific promotion
at Target offered $10 gift cards to shoppers who purchased both the game and
the gel from Nov. 16 to 26.
16
In October 2014, Shopper Marketing magazine and the Path to Purchase Institute surveyed hundreds of CPG
marketing executives for our annual Trends report. The questions were developed by the Institute’s editors,
and among the topics we cover are survey mainstays such as budgets and collaboration, while we also take
our deepest dives yet into technology, e-commerce and mobile payment. Additionally, we continue down a
popular path from recent years by having respondents answer questions about and rate specific retailers.
TRENDS2015
MOBILE PAYMENT &
SHOPPER MARKETING
By Dawn Klingensmith
W
hen the Google Wallet mobile payment app went public in September 2011, its debut was met with the sound of crickets, according to
an industry insider. So, too, was the announcement in the spring
of 2014 that Starbucks may license its highly successful mobile payment
app to other retailers.
By contrast, the release of Apple Pay, Apple’s mobile wallet initiative,
“was greeted with a lot of media hoopla” including predictions that it will
“change commerce forever,” wrote the Path to Purchase Institute’s Bill
Schober in his October editorial.
Does that mean mobile payment has finally come into its own? We posed
the question to six shopper marketing professionals who know as much as
anyone about the state of walletless payment. The short answer: not yet.
While Google Wallet remains quietly in the background, the two contenders for dominance are Apple Pay and CurrentC, a pilot-stage system
developed by the Merchant Customer Exchange (MCX) made up of retail
giants including Walmart and Target. Whereas Apple Pay links to users’
credit cards, CurrentC takes payment directly from their bank accounts.
This frees retailers from paying credit card processing fees but raises concerns for shoppers.
“Consumers want to know, ‘What’s in it for me?’ before they’ll switch
over from credit cards,” explains Terry Logan, group director, digital, at The
Integer Group, a shopper marketing agency headquartered in Lakewood,
Colorado. “Since MCX doesn’t link to credit cards, consumers are left wondering, ‘My cash back, my points, my miles – does it all get lost? With a
credit card, the retailer pays the fees and I get the points. With MCX, the
retailer avoids the fees, but do those savings get passed on to me?’”
continued on page 24
Our Virtual Roundtable
Cezar Kolodziej,
president, Iris
Mobile
Patrick Moorhead,
former VP, mobile
brand development,
Catalina
Bryan Leach,
founder and CEO,
Ibotta
Bryon Morrison,
president, digital,
The Marketing Arm
Terry Logan,
group director,
digital, The Integer
Group
Joe Rogness,
co-founder, Jingit
What is the primary barrier to adoption
of mobile
payment
What
is the primary
barriersystems?
to adoption
of mobile payment systems?
Security
concerns
Privacy
Lack of retail
Lack of
Lack of retail added
Lackvalue
of
support
Security
concerns Privacy
concerns
concerns
support
added value
Lack of shopper
Lack ofinterest
shopper
interest
Competing
Competing
systemsDon’t
systems
know
AllAll
Respondents
Respondents
18.6%
18.6%
39.9%
5.2%
39.9%
17.3%
4%
4%
6.9%
6.9%
8.1%
5.2%
17.3%
8.1%
Base: Consumer product marketers. N= 190. Source: Path to Purchase Institute/Shopper Marketing
* Food & Beverage category includes packaged food, beverages, candy, beer, wine and liquor.
Packaged Non-Food includes household items, pet food, personal care, cosmetics and OTC drugs.
What effect will mobile payment
have on your brand/job?
(sampling of responses)
None
Little to no effect
None for the short term
A lot in the future
Hard to determine
Impact the channel that the consumer wishes to shop
Great for insights and potentially trial
Impact how, when and where we target
Improved customer targeting
Expand opportunities to cross-promote
Add value in ways that we have not yet identified
Don’t
know
18 TRENDS 2015
BUDGETS
How has your path to purchase marketing budget
changed? How will it change next year?
What percentage of your total marketing budget will
be devoted to the following disciplines in the next year?
Past Year (FY 2014)
Shopper
Marketing
Consumer
Promotion
15.3
All Respondents
Trade
Promotion
Digital Media
(mobile, paid
search, etc.)
18.7
Traditional
Media (TV,
print, etc.)
26.9
Other
Increased more than 10%
13.1
15
24.9
21.7
12.6
18.5
24.5
21.7
15.4
18.5
1.4
22.5
18.5
0.8
MARKETING/ ADVERT./PROMOTIONS
13.1
23.5
21.8
MERCH./PACKAGING
16.7
19.2
17.5
15.4
80%
Increased 0.1% to 10%
22.9
17
27
12.1
11.2
18.9
0%
20%
35.2
40%
60%
38.7
60%
8.3
15.5
0.1
19.1
80%
100%
40%
Stayed the same
24.3 4.8
SALES OPS/CAT. MAN/TRADE MKTG.
Increase 0.1% to 10%
31.7
RESEARCH
14.9
8.8
2.4
27.2
1.8
BRAND/PRODUCT MANAGEMENT
By Respondent’s
Job Functions/
Areas of
Responsibility
Increase more than 10%
9.8
SHOPPER MARKETING
20.4
Next Year (FY 2015)
100%
Stay the same
45.7
40.6
20%
Decreased 0.1% to 10%
Decrease 0.1% to 10%
11.3
10.4
0%
Decreased more than 10%
Decrease more than 10%
1.5
1.5
LOOKING BACK
Base: Consumer product marketers. N = 261. Source: Path to Purchase Institute/Shopper Marketing
FY 2013*
Increased >10%
Increased 0.1% to 10%
Stayed the same
Decreased 0.1% to 10%
Decreased >10%
FY 2012*
FY 2011*
13% 15.4%10.8%
35.4% 29%42.8%
40.4% 46.9%31.5%
7.6% 6.2%11%
3.6% 2.5%3.9%
*From our 2014, 2013 and 2012 Trends surveys, respectively
SHOPPER MARKETING IMPACT
Which of the following benefits of shopper marketing
programs have you verified at your company?
In terms of top-line growth, what impact has
shopper marketing activity had on your brands?
Compared with traditional trade, account-specific or consumer promotion
Incremental
sales growth
INCREMENTAL SALES
68.7
INCREASED RETAILER SUPPORT
All Respondents
No significant
growth
24.5
We still have not adequately
measured the impact
13.8
61.7
67.2
PACKAGED FOOD & BEVERAGE
STRONGER COLLABORATIVE RELATIONSHIPS
60.5
By Primary
Products/Services
of Respondent’s
Company*
INCREMENTAL VOLUME
49.2
SHORT-TERM ROI
22
65.8
PACKAGED NON-FOOD
33.8
13.8
52.4
SPECIALTY
20
45.1
All Respondents
12.2
13.3
66.7
BRAND AWARENESS GROWTH
37.9
GREATER THAN $1 BILLION
BRAND SHARE
31.3
37.4
By Annual Sales
of Respondent’s
Company
CATEGORY SHARE
35.4
MARKET BASKET INCREASE
18.8
0%
16.4
10%
63.8
17.9
20%
67.8
40%
60%
80%
LONG-TERM ROI
0%
17.4
LESS THAN $100 MILLION
14.3
17.9
58.6
$100 MILLION TO $1 BILLION
28.7
BRAND EQUITY GROWTH
10.1
20%
30%
40%
50%
60%
Base: Consumer product marketers. N=195. Source: Path to Purchase Institute/Shopper Marketing
70%
100%
20 TRENDS 2015
WORKING WITH RETAILERS
How successful have the following
retailers been in developing an effective
omnichannel marketing strategy?
What percentage of your shopper marketing programs
are retailer-driven, brand-driven or truly collaborative?
Completely
driven by
retailer objectives
Mostly driven
by retailer
objectives
A true
collaboration
Mostly driven
by our own
objectives
Completely
driven by our
own objectives
1 = “Lagging behind”
All Respondents
18.8%
Average scores
3 = “Making progress”
5 = “Leading the pack”
BEST BUY
3.64
WALMART
3.62
3.47
TARGET
20.9%
11%
20.5%
28.8%
COSTCO
3.3
STAPLES
3.26
KROGER
3.25
3.17
WALGREENS
3.13
HOME DEPOT
3.11
OFFICEMAX
3.08
LOWE'S
3.04
Generally, our in-store marketing activity is … (choose one)
CVS/PHARMACY
3.02
LOOKING BACK
TRENDS 2010
OFFICE DEPOT
3
SAM'S CLUB
PUBLIX
2.88
Mostly driven by retailer objectives
26.7%
SAFEWAY
2.84
A 50/50 collaboration
41.8%
28.8%
BJ'S WHOLESALE
Mostly driven by our own objectives
2.76
MEIJER
2.71
6.8%
Completely driven by retailer objectives
3.1%
Completely driven by our own objectives
H-E-B
2.64
STOP & SHOP/GIANT
2.61
SHOPRITE
2.58
2.49
RITE AID
In working with retailers, which asset/initiative typically
matters most for gaining approval for your programs?
An activation plan
based on strong
shopper insights
An iconic brand
with strong equity
among shoppers
A strong supporting
media plan
Pairing up with
a non-competing
national brand
Custom packaging,
displays, promotions, etc.
Solutions-focused
content (e.g., "Easy Meals,"
"Brighter Smiles," etc.)
Behind-the-scenes
Pairing up with a
collaboration (e.g., aisle
non-competing private
resets, category redesigns, etc.)
label product
All Respondents
WINN-DIXIE/BI-LO
2.31
AB ACQUISITION
2.29
DOLLAR GENERAL
2.23
DELHAIZE/FOOD LION
2.19
A&P
2.1
2.05
FAMILY DOLLAR
1.65
KMART
1
2
3
4
N= 127 to 66, depending on retailer.
Source: Path to Purchase Institute/Shopper Marketing
31.7%
0.6%
3.4%
3.4%
23%
8%
Which retailers have a private-label strategy
that is threatening sales of your brands?
The top 10 out of 27 retailers
13.2%
16.7%
1
2
3
4
5
6
7
8
9
10
WALMART
TARGET
KROGER
CVS
COSTCO
WALGREENS
SAFEWAY
MEIJER
PUBLIX
SAM’S CLUB
Base: Consumer product marketers. N= 99.
TRENDS 2015 21
TECHNOLOGY
When do you plan to make beacons/geo-fencing/
micro-location a part of your shopper marketing strategy?
Already using regularly
Already testing
Plan to explore soon
Not a priority at the moment
Which e-commerce fulfillment method has the
greatest potential to impact future CPG sales?
Same-day
home delivery
Automatic
replenishment
Offsite pickup of
online orders
All Respondents
All Respondents
22.9%
3.4%
At-store pickup
of online orders
Mail-based
(multiple-day)
home delivery
60.2%
24.6%
18.7%
49.1%
3.5% 4.1%
By Annual Sales of Respondent’s Company
3.1%
4.6%
8.4%
15.9%
31.8%
20.8%
31.8%
15.9%
65.1%
Rank the following on their potential future
impact on shopper marketing:
Average Rank
70.8%
31.8%
13%
1
2
3
4
5
THE INTERNET OF THINGS
BEACONS
MOBILE PAYMENT
AUGMENTED REALITY
DRONE DELIVERY
SHOPPER SEGMENTS
Are you devoting part of your budget to target
the value/low-income shopper?
Yes
How are you targeting low-income shoppers?
(sampling of responses)
Developing programs for specific store clusters
No
Coupons
Highly targeted digital tactics as well as traditional media
All Respondents
Developed a fighter brand
54%
With products that are nearly loss leaders in order
to introduce consumers to our brand
Discounts paired with solutions
46%
Value messaging
Good pricing and right-size packaging
Optimal selection in value sizes
By Annual Sales of Respondent’s Company
Low price
High-index SNAP markets and stores
39.7%
65.2%
50%
34.8%
50%
60.3%
Timing communication to align to SNAP payments
Economic empathy programs that provide
significant discounts
Prioritizing the retailers that they frequent
Walmart-targeted communications
Dollar store programs
22 TRENDS 2015
WORKING WITH RETAILERS
For any retailer that you work with regularly,
how many months in advance does it
plan its seasonal events?
For any retailer that you work with regularly, typically how
many months in advance of execution do you need to
present a collaborative marketing proposal?
Average months in advance
9.4
TARGET
9.27
WALMART
KMART
7.6
MEIJER
6.61
6.85
KMART
9.62
WALGREENS
8.95
CVS/PHARMACY
8.07
RITE AID
7.58
HOME DEPOT
8.59
CVS/PHARMACY
8.53
RITE AID
8.44
6.8
6.3
LOWE'S
9
SAM'S CLUB
8.48
COSTCO
8.31
COSTCO
WALGREENS
HOME DEPOT
7.3
LOWE'S
8.13
BJ'S WHOLESALE
6.86
BJ'S WHOLESALE
8.7
WALMART
7.36
MEIJER
9.21
TARGET
7.78
SAM'S CLUB
PUBLIX
8.31
KROGER
8.3
8
SHOPRITE
7
SAFEWAY
8.07
STOP & SHOP/GIANT
8
WINN-DIXIE/BI-LO
8.08
KROGER
7.31
WINN-DIXIE/BI-LO
H-E-B
6.71
A&P
STOP & SHOP/GIANT
7.28
PUBLIX
7.3
7.21
SHOPRITE
6.95
SAFEWAY
A&P
6.8
DELHAIZE/FOOD LION
6.81
DELHAIZE/FOOD LION
6.7
H-E-B
6.09
AB ACQUISITION
OFFICE DEPOT
6.45
7.2
6.07
AB ACQUISITION
6.5
OFFICE DEPOT
5.56
OFFICEMAX
6.22
OFFICEMAX
5.5
STAPLES
6.18
STAPLES
5.5
7.5
DOLLAR GENERAL
FAMILY DOLLAR
BEST BUY
8.09
DOLLAR GENERAL
7.32
7.57
FAMILY DOLLAR
7
BEST BUY
4.22
N= 127 to 66, depending on retailer.
SURVEY METHODOLOGY
In mid-October 2014, several thousand U.S.-based CPG marketing executives were
emailed a questionnaire to be completed online. The names were drawn randomly
from Shopper Marketing magazine subscription and Path to Purchase Institute membership lists, with an emphasis on those with director, manager or senior executive
titles.
From those emailings, 266 CPG marketing executives submitted full or partially completed surveys, with 166 filling out the questionnaire completely. Each respondent
was entered into a drawing for a grand-prize Apple iPad mini. The data was compiled
and cross-tabulated by Irwin Broh & Associates, Des Plaines, Illinois.
FOR ALL CHARTS
Respondents: Consumer product marketing executives. Please source all charts to: the
Path to Purchase Institute/Shopper Marketing magazine.
SPECIAL NOTES
n The Food & Beverage category includes packaged food, beverages, candy, beer,
wine and liquor.
n
n
The Packaged Non-Food category includes household items, pet food, personal
care, cosmetics and OTC drugs.
The Specialty category includes consumer electronics, sporting goods, appliances,
hardware, auto, apparel, footwear and office supplies.
24 TRENDS 2015
continued from page 16
I’m a brand marketer, I want to be able to go to a retail
partner like Target and say, “Look, we not only drove
awareness and sales of Pampers, but we rewarded shoppers with a currency that will drive them back to Target.”
Mobile payment per se is not going to do that.
PayPal, Square, wireless carrier-backed Softcard (formerly
Isis) and Level Up are the other principal players in these
early stages of mobile payment. To prevail or even stay in the
game, players will have to incentivize shoppers to replace a
simple credit-card swipe with some other payment method
that is not likely to save them any time. This is where shopper
marketing enters the picture, with offers, coupon tie-ins and
promotions somehow built around the actual transaction.
What that might look like is anyone’s guess. It’s not even
safe to say that the smartphone will serve as the mobile wallet
of the future, according to the experts who took part in our
virtual roundtable. It does seem certain that mobile payment
will eventually gain widespread adoption, but not before it
solves an actual problem and provides additional payoffs.
MOORHEAD: It comes back to that value-added experience. The experience provided around the transaction is
where opportunities for CPG brands exist. You can do all
kinds of things with mobile technology that you can’t do
with a credit card like loyalty programs and promotions
and personalized product offerings.
MORRISON: If Apple or Google took a step back from
payments and became a de facto for building shopping
lists, we’d have a rich environment for product marketers
because at that stage they could start to influence what’s on
the list. That’s where I see shopper marketing and mobile
payment coming together (in an app). The ability to market
in the app after someone makes a purchase makes it possible to influence the next shopping trip.
Do consumers want mobile payment?
PATRICK MOORHEAD: I can walk my mom through all the
advantages and how it’s intended to work, and then she’ll
pull out her wallet and credit card and say, “This is easier.”
And she’s right! Mobile payment still feels like a solution
looking for a problem.
JOE ROGNESS: Consumers don’t necessarily want mobile
payment, but they want value. So how do we add value
to drive adoption? At what point will consumers change
their purchase behavior to receive value? A 50-cent savings
probably isn’t enough for me to change how I buy stuff,
but if I get 50 dollars off a high-value item, maybe I’ll go
through the steps to try a new method of payment.
What would make consumers come around?
MOORHEAD: Payment is not the end game; for consumers,
it doesn’t matter. It’s everything you can wrap around payment to make my life easier, make my shopping trip faster
and save me money that’s going to drive adoption. People
aren’t going to use it because it’s easier. It’s not. People will
use it in exchange for value.
BRYON MORRISON: We’ve been myopic in our view of mobile
payment as the literal transaction. Mobile technology can
provide real solutions, making the entire shopping experience
better and making payments a nonissue – something that just
kind of fades in the background. Say you open an app, scan
products as you shop, total it up, pay with your device and
you’re done. Shoppers consistently complain about standing
in line, so if you eliminate that, you solve a real problem.
What are the other barriers to adoption?
MORRISON: The one that everyone brings up is ubiquity.
Mobile payment needs to be everywhere or consumers
won’t use it.
you stop at Walgreens to pick up a prescription; you go
to the doctor and pay your co-pay. That’s a lot of information. They can see those transactional pieces all the way
through. They’ll say they don’t capture it, but at the end of
the day, it’s there to be had.
ROGNESS: As a consumer, I’ve heard about so many security breaches, so if I’m going to adopt mobile payment, how
is that more or less secure than using a credit card? The
consumer doesn’t know this new landscape.
How do retailers fit into the equation?
MOORHEAD: To Apple, at least, retailers represent a hurdle.
Various retailers have come out and said they won’t accept
Apple Pay on their mobile payment network and have gone
as far as disabling their NCF.
BRYAN LEACH: What Apple Pay is doing is, more or less,
just housing a credit card. So it’s the same Visa or MasterCard that retailers have always dealt with; it’s just being
held in a different format than the magnetic strip of a credit
card. If it’s costing retailers the same, what’s their incentive?
ROGNESS: Merchants want to avoid those interchange fees,
and that’s why they started MCX. Let’s be honest.
LOGAN: But the participating merchants – those are all big
retailers that I might go to once a week or once a month.
That’s not going to change my behavior. Until I can use the
“Until there’s massive consumer adoption – [consumer product
marketers] don’t care. Until there’s massive retail adoption –
don’t care. And until someone figures out a way for brands
to play in the mobile wallet space – don’t care.”
Patrick Moorhead, former VP at Catalina
CEZAR KOLODZIEJ: If I go to 10 different stores and only
half of them accept my specific mobile payment but all of
them take my credit card, I’m going to use my credit card.
For mobile payment to work, everything must be integrated and converged into, ideally, one worldwide solution
so I can use the same technology to pay at any location.
MORRISON: There’s a whole host of other barriers that are
just realities of using a device, like battery life. We’ve all
had our phones die and it’s no big deal, but if I need to get
out of a situation by paying for something with my phone,
battery life becomes a real concern. Little things like that
make us cling to our wallets a little longer.
What about privacy and security?
TERRY LOGAN: With all these retailers collecting all these
data points – that could be scary. You go grocery shopping;
same mobile payment at my gas station and coffee shop
and clothing boutique, we won’t see widespread adoption.
Until it’s everywhere, my mindset is to use a credit card
because most stores accept it.
LEACH: Retail-specific currencies may be where all this is
headed. The future of mobile payment to me means housing different retail currencies on a mobile device as loyalty
rewards – $10 for REI, $5 for Starbucks, $15 for Target.
That, I think, is where mobile payment will go and where it
actually becomes relevant to the shopper marketing world.
What role will mobile payment play in shopper
marketing?
LEACH: With retail-specific currencies, consumers watch
ads and learn about products, and once they buy a featured
product they get digital currency for a specific retailer. If
Do consumer product marketers care about mobile
payment?
ROGNESS: I think capturing a large portion of their national media budget is the key to widespread adoption. It
doesn’t make sense for the merchant to offer merchantlevel discounts through a mobile payment platform – the
math doesn’t add up. But the manufacturers of the products they sell have billions of advertising dollars and a
lot to gain.
MOORHEAD: I think marketers need to be in touch with
what’s going on, but they don’t really have anything to care
about until the principal parties solve their various issues.
Until there’s massive consumer adoption – don’t care. Until there’s massive retail adoption – don’t care. And until
someone figures out a way for brands to play in the mobile
wallet space – don’t care.
Has it come down to Apple Pay vs. MCX?
ROGNESS: They’re the only two getting talked about right
now. What’s fascinating is the omission of the third party,
which is Google Wallet. True, since its launch there’ve
been crickets around adoption, but I wouldn’t count those
guys out. I think they’re going to let the space evolve a little
bit and then reemerge. With all the advertising Google garners, they could really start to connect the dots and create
an ecosystem from national brand to shopper.
MOORHEAD: Google Wallet is still a player because of the
amazing scale of Android. It’s available on pretty much
any NCF-enabled Android phone that’s come out in the
last three years, so there’s already massive infrastructure
around Google Wallet. And let’s not forget the ancillary
payment market, which is Square, PayPal and Level Up.
Those aren’t to be trifled with.
MORRISON: But in terms of working out the experience
with the terminals in stores, Apple, Google and MCX are
driving that.
How will widespread adoption of mobile payment
affect purchasing behavior?
KOLODZIEJ: If this is the way we make all our purchases,
it could provide reports on our spending trends and make
us smarter, more efficient shoppers.
LOGAN: I have three kids, so there are always eight containers of something in the refrigerator. The utility of the
tool, regardless of the technology, should prevent redundant purchases and waste, but my spending might actually
increase if it also shows me different benefit features.
What will mobile payment ultimately look like?
MORRISON: It may be difficult to standardize mobile payment. Technology changes all the time, and while we’re
focusing on how this might work on our mobile phones,
in reality we may see wearables – watches, rings, bracelets
– outpace the smartphone.
LOGAN: The phone is a clunky way of doing it compared
SM
to wearables with biometric sensors for security.
DETAIL FREAK
“THEY SAY I’M MORE DEMANDING THAN OUR CUSTOMERS.
I’M NOT HAPPY UNTIL THE LAST PRODUCT IS SHOPPED FROM THE DISPLAY.”
NANCY FORBES-CASTANEDA
ACCOUNT COORDINATOR, TEAM LEAD
Where Insights and
Marketing Intersect
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26
Customer
TEAMS
As manufacturers moved closer to
their retail customers, a shift in the
supplier-retailer relationship resulted
Who’s Who in
I
By Sharon M. Goldman
t was the ultimate “Field of Dreams”
scenario: If you build it, they will come.
In 1987, Procter & Gamble helped negotiate the first customer team operation, putting the manufacturer’s boots
on the ground in a customer’s HQ city. It was
in Bentonville, Arkansas – home of Walmart.
A P&G study had found the company’s relationship with the retailer lacking: Category expansion
was disappointing; divisions overlapped in calling
on the client; and trust between the two organizations was as low as it had ever been. “[Walmart
founder] Sam Walton’s comment was, ‘If I want to
punish any of my buyers, I put them on P&G’s business,’” recalls former P&G executive Tom Muccio of
the challenges the manufacturer faced in its Walmart
business. “But then Sam said, ‘If you thought of my
stores as an extension of your company, we would
do business entirely differently.’ That became our
mantra going forward.” Soon after, the CPG powerhouse had a customer team in place in Northwest
Arkansas, ready to call on Walmart at a moment’s
notice, 24/7.
It didn’t take long for other CPGs to catch on. Muccio, who led the development of the Walmart team
and ultimately served as leader of the P&G-Walmart
global relationship through 2003, says there are more
than 1,000 customer teams in Northwest Arkansas
today consisting of at least six team members each.
And other cities with a major retail headquarters have
also become accustomed to thousands of customer
team members living in the community – collaborating with retail employees in the home office, eating
with them in local restaurants, and joining them
for coffee or a drink. There’s Cincinnati for Kroger;
Minneapolis for Target; Pleasanton, California, for
Safeway; Issaquah, Washington, for Costco; and
Deerfield, Illinois, for Walgreens.
“These are whole communities that are there for
the sole purpose of doing business with the retailer,”
says Dina Howell, CEO of Saatchi & Saatchi X and
previously P&G vice president, global media and
brand operations, who worked for seven years on
the Walmart team. “Work really runs at the speed
of retail, so you don’t have time to figure out how to
get a flight in to get work done. You have to be there,
in person.”
continued on page 34
CUSTOMER
TEAMS
at Walmart
Abbott Nutrition
EMILY ANDERSON, Associate
Anderson began her career as a sales
representative with Abbott in Seattle
but moved to Bentonville for a position in sales analytics for Abbott’s
pediatrics brands at Walmart. Joining
the company’s shopper marketing group in 2013, she
now supports the development of shopper platforms
based on insights that align brand and customer
marketing objectives to create consumer-relevant
programs.
Alcon Labs
ANDI PRATT, Senior Shopper
Marketing Manager
Pratt serves as Alcon’s strategic
retailer engagement lead for Walmart
and Target. She previously held positions at Nestlé as Walmart shopper
marketing for frozen foods, JWT Action on the Nestlé account, and CJRW agency supporting Tyson Foods.
Anheuser-Busch
RANDY ORNSTEIN, Vice
President of Sales,
Walmart and Sam’s
Club, Anheuser-Busch Team
Ornstein works with the entire beerbuying team on its joint business plan
process to drive beer sales. During his 10-year
career at Anheuser-Busch, he has spent six in
Bentonville on the category team in various
positions and has also led category management efforts for the large-format channel in
St. Louis.
Barilla
NINA MLYNEK , Shopper
Marketing Manager
Mlynek is responsible for strategy,
planning and execution of retailerspecific marketing programs at
Walmart, Target, Safeway and BJ’s.
Prior to her work at Barilla, she helped
develop 52 new frozen food corporate brand items
for Kroger and also worked for a consumer experience
research agency and clients such as P&G, Chrysler and
ConAgra.
JON WADE , Walmart Team
Leader
Wade has spent 14 years with Barilla
America, serving as Walmart Team
Leader for the past two years. He is
responsible for leading a cross-functional team executing sales plans and
developing strategic marketing programs for sell-in
to Walmart. Prior to joining Barilla, Wade also held a
variety of sales roles at Sara Lee.
Bayer HealthCare
MARYBETH GOODMAN, Vice President
of Sales, National Mass
SCOTT MATHEWS, Team Leader
STEVE MORANTE , Vice President –
Field Sales
Beiersdorf
CANDACE CLARK FRIEDMAN, National
Account Manager
28 WHO’S WHO IN CUSTOMER TEAMS AT WALMART
Bic Consumer Products USA
MICHAEL SEVART, Director of
Sales, Walmart/Sam’s Club Team
Sevart has 20 years’ experience working in the retail channel, the last 15
directly managing the high-growth,
high P&L focus of the Walmart/
Sam’s Club business. He has worked
for Walmart CPG supplier teams for companies with
brands such as Advil, Black & Decker and Welch’s, and
has a proven track record of success at Walmart, earning multiple Supplier of the Year/Quarter awards.
Big Heart Pet Brands
HANK SCHEPERS, General
Manager – Walmart Team
Schepers leads a cross-functional
team on the ground for Colgate’s
largest global customer. His responsibilities include full P&L accountability,
senior-level customer engagement,
strategic planning and people development. Schepers
has spent 29 years with the company, most recently
serving as director for PetSmart.
ConAgra Foods
ROBERT ROSALES, Senior Vice President –
Global Strategy
JEFF RATCLIFF, Vice President, Sales,
Walmart & Sam’s Club Team
TOM LISI, Senior Director,
Shopper Marketing
Bissell Homecare
Conair Corp.
STEVE GALEN, Senior Global Director,
Walmart/Sam’s Club
Brown-Forman
ELIZABETH OWENS, National Account
Manager
Bumble Bee Seafoods
ALLAN JACKSON, Vice President, Business
Development
Campbell Soup Co.
TIM KWAN, Vice President,
Walmart U.S.
Prior to joining Campbell three years
ago, Kwan spent 10 years at Kraft
Foods in the U.S. and Canada. He is
currently focused on strategically
aligning Walmart HQ and the customer in both the short and long term to achieve sustainable, profitable and enterprise-wide growth.
Church & Dwight
BRIAN LYNCH, Walmart Team Leader
The Clorox Co.
JEFF TOMBLIN, Customer Team Lead,
Walmart
The Coca-Cola Co.
JAMES BECK , Group Vice
President, Shopper Marketing
Beck and his team lead shopper
marketing collaboration efforts for
Coca-Cola’s portfolio of brands with
Walmart and Sam’s Club on both a
national and local market level. His
work history includes 16 years spanning brand, retail
and digital signage and shopper marketing.
ROB GEHRING, President, Walmart Global
Team
Colgate-Palmolive
PATRICK CASEY, Shopper
Marketing Director, Walmart
Casey leads the shopper marketing
strategy and execution for Colgate’s
oral, personal care and home care
businesses at Walmart. A marketing
professional with 15 years of experience in brand/general management and innovation
with Colgate-Palmolive, he has held senior-level Canadian, global marketing and U.S. positions.
WILL MALATESTA , Walmart Team Leader
Coty Beauty
PAUL PRITCHARD,
Vice President – Team Leader,
Walmart & Sam’s Club
A senior leader with more than 20
years of experience in global sales
and marketing, ranging from startups
to Fortune 100 companies, Pritchard
acts as the general manager for a cross-functional
team of 24 people responsible for more than 1,200
items at Walmart & Sam’s Club.
Dell
KELLY MATTRAN, Shopper
Marketing Account Manager
Mattran recently joined Dell’s shopper marketing account management
group, where she works on the mass/
club channel and partners with sales
teams to lead shopper marketing
agenda for Dell in Walmart, Sam’s Club and Costco.
Prior to joining Dell, she worked for PepsiCo and
Starbucks Corp.
Disney Consumer
Products
SUSAN VAN HOSEN,
Senior Vice President,
North America Sales
With Disney in various roles since 2001,
Van Hosen leads the Disney Integrated
Retail team in the U.S. and Canada,
driving retail strategy and sales for
Disney Consumer Products licensing, Disney Publishing,
Disney Interactive and Studio Home Entertainment for
licensed and vertical merchandise at key retailers.
Dr Pepper Snapple Group
LEAH BACH, Shopper Marketing Manager –
Buy and other retailers representing half of Electronic
Arts’ U.S. revenue results. Prior to joining the company
in 2003, he worked for Kimberly-Clark for 10 years.
Energizer Personal Care
ANDY KAUFMAN, Senior
Director, Walmart Team
Kaufman leads a cross-functional
team to develop and grow Energizer
Personal Care’s diverse portfolio for
Walmart. With more than 20 years of
experience, he has led customer and
internal strategy teams to deliver shopper solutions
across Fortune 500 retailers, brands and consumer
channels.
Fleet Laboratories
KEVIN HANEY, Director of
Trade & Category Development
As the Walmart Team leader for Fleet
Laboratories, Haney is responsible for
strategic planning, tactical account
management and all related Walmart
headquarter management activities.
He has also most recently held positions at McNeil
Consumer Products/Johnson & Johnson and DowBrands Personal Care.
General Mills
JAY PICCONATTO, Marketing Associate
Director – Shopper Marketing
As the shopper marketing lead for General Mills
focused on Walmart initiatives, Picconatto has spent
the past 15 years with the CPG company in a variety of
marketing roles across its portfolio, from Big G cereals
to Green Giant vegetables.
ADAM DILL, Vice President, Walmart Team U.S.
Georgia-Pacific
MONICA BREITHAUPT, Vice President,
Retail Sales (Walmart & Sam’s Club)
H.J. Heinz Co.
MAX WETZEL , Vice President,
Global Walmart Business Unit
Hallmark Cards
WAYNE STRICKLAND,
President & GM, Walmart Team
Strickland is responsible for the development of the long-term strategy
for the Walmart business as well as
delivering the top and bottom line
goals for both Hallmark and Walmart.
Hamilton Beach Brands
Inc.
JASON OGLESBY, Senior Director,
Walmart
Team Lead
E&J Gallo Winery
Hasbro Inc.
JOE FARNAN, Vice President, Sales
BARRY HARRIS, Interim Team Lead and
Vice President of Sales - Team Walmart
Electronic Arts Inc.
T. RYAN JAMES,
Senior Director of Sales and
Team Leader, U.S. Mass
Merchant Channel
James is responsible for the sales
performance at Walmart, Target, Best
DEBORAH RUDZIK, Vice President/General
Manager – Walmart Sales & Customer Strategic
Marketing
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Heineken USA
Kraft Foods Group
Mead Johnson
BETH FREEMAN, Commercial
Marketing Manager
GINA ALLGAIER , Marketing
Director, Kraft Walmart Team
Team
Freeman has been supporting
Walmart and Sam’s Club for the past
15 years at Kraft Foods, Clorox and
Nestlé USA before taking on her current role at Heineken. She develops
channel activation strategies for both Walmart and
Sam’s Club on all of the brands within the beverage
company’s portfolio.
Having been in shopper marketing
on Walmart since 2009, Allgaier partners shopper insights and data with
cutting-edge technology to get results. By leveraging digital, social and
mobile technology with earned engagement tools
and inspirational in-store POS, she has been successful with multiple platforms such as Walmart’s annual
s’mores campaign and the recent “Great American
Cheeseburger” program.
TODD PASTOR , National Account Director,
Pastor develops short- and long-term strategy for
Heineken USA in relation to Walmart and Sam’s Club.
He leads the company’s national team focused against
both retailers to align with key strategies and tactics
to deliver sales growth while also delivering joint business plan goals and objectives for Heineken USA.
The Hershey Co.
JEFFREY HARSH, Walmart Team Leader
JENNI PUSTINGER , Senior
Director, Shopper Marketing,
Walmart/Sam’s Club Team
Pustinger joined The Hershey Co.
nearly three years ago after 17 years
in marketing at P&G. She is responsible for the marketing strategy and
plans for the company at Walmart and Sam’s Club.
J.M. Smucker Co.
JEFF GREER , Vice President, Walmart Team
The Jel Sert Co.
JOSEPH BOUMA, Vice
President, Walmart/Sam’s Team
Bouma leads the strategy development and retail execution for Jel Sert’s
Walmart and Sam’s Club team. He
oversees the partnerships with both
internal and external stakeholders, establishes and reports sales targets, and leads the company’s team of business development managers, retail
execution managers and replenishment managers.
Johnson & Johnson
JAMES ELY, General Manager,
Walmart Global
Kellogg Co.
AARON ELLEMAN, Senior Director, Shopper
Marketing, Walmart & Sam’s Club
SCOTT ROBERTS, Senior Vice President of
Sales, Walmart
Kimberly-Clark
ARIST MASTORIDES, Vice President,
Global Walmart Team Lead
SARA G. LEONARD, Director of
Shopper Marketing, Walmart Inc.
Starting with shopper insights, Leonard
oversees the shopper marketing team
in building Kimberly-Clark’s brands to
differentiate its customers and drive
category growth with an omnichannel
approach. She recently joined the company after working at Clorox in shopper marketing for 10 years.
Land O’Lakes
ZAK LOWE , Director –
Walmart Inc. Team
Lowe has spent the past 11 years with
Land O’Lakes in various sales and
customer/trade marketing assignments. He currently drives strategy,
structure, human resources and
execution of the cross-functional team including sales,
retail, shopper activation, analytics, IT, etc., growing
the Walmart business.
Lindt & Sprungli
STEVE WILSON, Team Leader –
Mars Chocolate North
America
HARVEY MILLAR ,
Vice President Sales, Walmart
Over the past 19 years with Mars
Inc., Millar has worked in sales and
marketing leadership positions across
diverse customers, channels and
international geographies. He now
oversees the customer relationship with Walmart and
all P&L for his business. He is also site director for the
company’s office in Northwest Arkansas with more
than 90 associates supporting the Mars chocolate,
petcare, gum and food segments.
ALLISHA WATKINS,
Shopper Marketing Manager,
Watkins brings more than 12 years of
marketing, market research, strategic planning and project management experience to her role at Mars
Chocolate for Walmart and Sam’s Club. She is focused
on working cross-functionally with key customers,
internal stakeholders and strategic partners to deliver
the best solutions for shoppers.
Mars Petcare
SUSAN BENNETT, Shopper
Marketing Manager
Bennett is new to the Mars organization. She spent seven years with Kellogg, most recently in shopper marketing for Sam’s Club and prior to that as
the company’s brand growth manager
for the frozen breakfast and vegetable categories at
Walmart. In her new position, she manages Mars Petcare
shopper marketing for Walmart and Sam’s Club.
RICK DAW, Managing Director,
Walmart Global Team
Daw has been with Mars for 34 years,
working across confectionary, frozen
and food divisions. He currently leads
the company’s Walmart Inc. crossfunctional team as well as representing its Walmart Mars Petcare global team.
JEFF BRAZZEAL , Director, U.S. Walmart
The Mentholatum Co.
CURT T. YEFTICH,
Team Leader/Director of
Sales, Walmart & Sam’s Club
Yeftich manages the Bentonvillebased sales team, responsible for the
Walmart & Sam’s Club U.S. business.
He has more than 25 years of experience in the industry working for such companies as
Pfizer, Mars Inc. and Chattem, and 14 years of experience working on the Walmart and Sam’s Club businesses.
Mike’s Hard Lemonade
BRIAN FELTER , Manager,
Shopper Marketing
Felter spent six years in various sales
and marketing roles with AnheuserBusch before moving over to Mike’s
Hard Lemonade three years ago. He
is responsible for shopper marketing strategy and execution across Walmart and Sam’s
Club, working with the internal key account team to
develop in-store retail programs for the company’s
portfolio of brands.
VANESSA KING, Senior Key
Account Manager
King leads the Mike’s Hard sales
efforts at Walmart and Sam’s Club.
She works collaboratively with Mike’s
shopper marketing team to develop
in-store marketing and digital programs.
MillerCoors
BRIAN FEIRO, Vice President,
National Account – Walmart
& Sam’s Club
Feiro leads the strategic and tactical
plan development, alignment and
execution to deliver on joint business
metrics while growing capabilities of
the MillerCoors system. Prior to his current position,
he held various roles in distributor management, sales
operations, planning strategy, revenue management
and pricing strategy, as well as customer leadership.
DAVID HARRIS, Customer Marketing
Manager
Harris works with MillerCoors’ marketing teams to
bring programming to life in a way that engages
Walmart and Sam’s Club shoppers. His background
includes positions at agencies such as ThompsonMurray, Saatchi & Saatchi X and The Integer Group.
Mondelez International
TODD HANUS, Vice President,
Sales, Walmart & Sam’s Club
Hanus has 20 years’ experience in
various R&D, trade marketing, strategy and sales roles. He currently leads
Mondelez sales for both Walmart and
Sam’s Club. CAROLYN KUTZ , Director, Category and
Shopper Insights, Walmart and Sam’s Club
Responsible for driving a comprehensive analytic
approach to the interpretation of category performance and providing qualitative and quantitative
assessments to the sales team, Kutz works with key
stakeholders, competitive activity, and issues and/or
accomplishments that might affect sales results.
/ //
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LAUREN WRIGHT, Associate
Wright has spent her 10-year career
in shopper marketing and sales roles
supporting Walmart. She is currently
responsible for shopper marketing
strategy and activation that drives
Mondelez business in Walmart and Sam’s Club. Prior
to joining the company in 2013, she spent nearly five
years with ConAgra Foods.
Nestlé Purina PetCare
DUSTIN PRUITT,
Team Leader – Walmart
Pruitt leads the sales and business
development efforts of Nestlé Purina
PetCare’s pet food and cat litter businesses at Walmart.
TONY DIMATTIA , Senior Shopper
Marketing Manager
Nestlé USA
STACEY HUTT, Manager, Field Shopper
Marketing
Hutt leads shopper marketing strategy and activation for Nestlé’s Walmart team across the portfolio of
frozen brands. She has spent five years in CPG working
for Nestlé USA. Her responsibilities have included
retail sales for Southern California grocery accounts,
analytics and most field shopper marketing.
COREY KLEIN, Manager,
Field Shopper Marketing
Klein has spent the past 12 years
working for both the Nestlé Purina
and Nestlé USA operating companies.
Recent responsibilities have included
both corporate and field-based shopper marketing management roles. He currently leads
shopper marketing strategy and activation on the
Nestlé Walmart team across its portfolio of ambient
and chilled brands.
JACK SEE , Vice President
Nice-Pak Products Inc.
DIANE YITRI, Vice President of Sales
Nickelodeon
KEN MANTEL , Senior Vice President,
Retail Development, Walmart & Sam’s Club
Novartis Consumer Health
MICHAEL SEWELL ,
Team Leader - Director of
Sales, Walmart
Sewell leads the U.S. Walmart
Novartis team to deliver sales and
profit objectives, developing and
implementing short- and long-term
strategic plans and developing the strategic relationship with the customer. Prior to joining the company
two years ago, he also held positions at Pharmavite
and Dial/Henkel for more than 25 years.
Oberto Brands
JEFF WAKELIN, Field Vice
President of Sales, Mass/Club
Wakelin is charged with managing
Oberto Brands’ Walmart/Sam’s Club
business. He drives innovation internally to win at both retailers. Starting
his career at SmithKline Beecham, he
has worked for both large and small companies.
PepsiCo
MICHAEL DEL POZZO,
Vice President/GM, Customer
Management (Walmart
Customer Team), Frito-Lay
Del Pozzo serves as team lead of the
Frito-Lay Walmart business, leading
a cross-functional team in delivering
the largest PepsiCo customer P&L globally. His team
consistently partners with Walmart in delivering omnichannel customer solutions that align with the strategic priorities of PepsiCo and Walmart collectively.
BRAD HOENER ,
Vice President/General
Manager, Beverages,
PepsiCo Sam’s Club Team
Hoener manages the cross-functional
team across the PepsiCo beverage
business at Sam’s Club. Since joining
PepsiCo he has led the National Category Management organization for Quaker, Tropicana and Gatorade
and the PepsiCo Strategy and Insights team across the
Walmart and Sam’s Club businesses. After moving into
sales, he led the Quaker Walmart business before taking on his current position.
CHRISTINA MENENDEZ , Vice
President, Shopper Marketing
and eCommerce Sales – PepsiCo
Walmart Customer Team
After 10 years in Frito-Lay’s Snacks
Division, Menendez recently joined
PepsiCo’s Walmart customer team,
responsible for driving partnership and collaboration between PepsiCo and Walmart to create distinct
programming that reinforces and elevates the brand
narrative while also creating a unique shopper experience to drive conversion.
WILLIAM LANGFORD, Senior
Langford has spent 15 years with the
beverage company, first at Frito-Lay
and then on the beverages business
in various field and shopper marketing roles. He is currently responsible
for leading the development of shopper marketing
programs and initiatives at Walmart.
MARIO PALOMINO, Director of Sales
MARISA PEREZ , Senior
Director, Shopper Marketing,
Walmart Inc., Frito-Lay
Perez is responsible for the Frito-Lay
portfolio strategy, brand development and activation at Walmart and
Sam’s Club. She collaborates crossfunctionally to deliver volume, profit and share goals
within Walmart Inc. and leads the marketing relationships with retail partners.
Pfizer Consumer
Healthcare
KATHRYN BECKER , Senior
Manager, Shopper Marketing
Becker has 12 years of experience in
the CPG industry, often working on
Walmart accounts. She currently represents all Pfizer Consumer Healthcare brands such as Nexium 24HR,
Advil, Centrum, ChapStick and Robitussin, and she
most recently led the shopper marketing efforts for
the over-the-counter switch of Nexium at Walmart.
SHANNON COX, Business
Development Manager
Cox leads the business development
for digestive healthcare. He most
recently led the over-the-counter
switch of Nexium at Walmart, and
Nexium 24HR is now a top-selling
proton-pump inhibitor at Walmart. He has more
than 15 years of experience in the industry, working
at Pfizer, Nintendo of America, 3M Co. and TracFone
Wireless. Pharmavite
JOHN STARE , Vice President Sales,
Global Walmart & Sam’s Club
Pinnacle Foods Corp.
CHUCK ARNOLD, Senior Vice President,
Walmart/Sam’s Club Team
SCOTT LARSON, Senior Director, Sales –
Walmart Team
Prestige Brands
GREGG HOGUE , Senior Director of Sales/
Team Lead – Walmart and Sam’s Club
Procter & Gamble
JACQUES HAGOPIAN,
Walmart Global Customer
Team Marketing Director
JEFFREY K. SCHOMBURGER , President –
Global Walmart Team
RB (formerly Reckitt
Benckiser)
JOSH SAFFRAN, Vice President, Sales –
Walmart U.S.
With Colgate-Palmolive for 13 years, Saffran moved
to RB in October 2013. He is responsible for driving RB
and Walmart market share, net revenue, overall P&L
and joint business plans within the consumables division at Walmart.
RICH ZAZZU, Global Vice
President – Walmart
Zazzu has 20 years of experience in
various sales leadership and trade
marketing roles. He has been with RB
for nine years, the last seven of which
he has been responsible for leading
the global Walmart organization.
Reynolds Consumer
Products
STAN LUCAS, Vice President, Sales –
Walmart
S.C. Johnson & Son Inc.
GREG BLAIR ,
Senior Director,
Sales Account
Management,
Walmart Team Lead
Blair leads the cross-functional team
responsible for S.C. Johnson’s business development at Walmart U.S. He has more than
20 years of experience with the company in a variety
of field sales and customer marketing roles.
WHO’S WHO IN CUSTOMER TEAMS AT WALMART 33
JAY LEFFORGE , Director,
Shopper Marketing, Walmart &
Club
Samsung
PAUL WOOD, Vice
President, Walmart
& Sam’s Club Team
Wood leads the
Walmart and Sam’s
Club teams and is
responsible for sales,
replenishment, category management,
marketing and retail. Prior to joining
Samsung, he spent more than 17 years
in the CPG industry with Frito-Lay, H.J.
Heinz and Dean Foods.
Welch’s
Wm. Wrigley Jr. Co.
DOUG BATIE , Vice President,
Walmart and Sam’s Club
President, Sales
JOHN BOWDEN,
Customer Team
Leader, Walmart
Bowden has been
at Welch’s for nine
years, first as category
advisor to Walmart,
then as business development manager and, for the past three years, as
customer team leader for Welch’s on
several businesses, currently bottled
and sparkling.
TOM DIFFENBACH, Vice
of trade. Currently she leads Wrigley’s
shopper marketing strategy and activation plan development for Walmart
and Sam’s Club.
KELLEY
WALCZAK ,
Shopper Marketing
Manager – Walmart
& Sam’s Club
Walczak has 10 years
of CPG experience
between her time at Kellogg and
Wrigley working in cross-functional
roles including category management, channel marketing and shopper
marketing and supporting all classes
Spectrum Brands/
United Industries
SUSAN ABRAHAMS, Division
Vice President – Walmart
Platform Team Leader
Starbucks
MIKE COOK , Director, Walmart
& Sam’s Club – Customer
Business Development
Tyson Foods
PAUL DAVIS, Vice President –
JASON NICHOL ,
Vice President,
Walmart Packaged
Goods
Nichol joined Tyson
Foods less than a year
ago after spending 20
years representing other CPG companies such as Nabisco, Cott and Scotts
Miracle-Gro. He now leads the crossfunctional Walmart team for Tyson’s
packaged goods business, which includes the Tyson, Jimmy Dean, Hillshire
Farm, Ball Park, State Fair, Sara Lee and
Wright brands.
Ubisoft
JOHN CAREY, Sales Lead –
Walmart
SCOTT HOROWITZ,
Senior Shopper
Marketing Manager
Horowitz worked at
Best Buy for more
than six years in the
corporate office as
a buyer and Web planner for video
games, but three years ago moved
to the supplier side to apply his retail
knowledge, insights and passion. He
currently leads shopper marketing
programs at Walmart and Target in
support of Ubisoft’s game launches.
Unilever
JIM BREACH, Vice President,
We do it all. FAST...er
Go XL or go home.
AARON CRANDALL , Shopper
Marketing Director
AURORA, IL | BENTONVILLE, AR | WWW.XLPOP.COM | 630.896.3610
34 FEATURE: CUSTOMER TEAMS
continued from page 26
Putting a customer team in place is an expensive and complicated endeavor, especially
a large one with a variety of functions including sales, finance, supply chain and marketing. But it has become the norm for major
CPGs. “It’s mandatory for the biggest CPGs,”
says Howell. “And for agencies like ours, it’s
also a real competitive advantage to be in the
market directly with our manufacturing partners working alongside retail partners.”
Teams in all Shapes and Sizes
Industry experts say the one thing you can
be sure of is that every customer team is
different, depending on the size of the company, the expectations of the retailer and
how the team evolved within the organization. “It’s all over the board – you’ll find that
every CPG team is structured differently,”
says Evan Anthony, a retail shopper marketing consultant and former Kroger marketing executive who spent more than 30
years with the retailer. “There are different
shapes, sizes, levels of support; some have
shopper marketing, some don’t.”
John Mount, vice president of commercial operations & marketing at The CocaCola Co., previously co-led one of Coca-
Cola’s total beverage customer teams in
Cincinnati. He says many of Coca-Cola’s
teams include field operations and national
account executives to call on the largest customers’ divisions and regions. In addition,
they also typically include cross-functional
subject matter experts who support revenue management, category management,
finance and shopper marketing.
“Our customers expect us to have all of
the key disciplines in place to help them
win,” Mount says. “They want a holistic value proposition that drives topline revenue
and profit growth. They expect us to fully
engage along the entire path to purchase,
and they engage and collaborate with us to
win with their shoppers.”
Every on-site customer team needs a
leader, and these positions tend to be very
senior, says Howell. “I can’t think of anyone
who is not a vice president. And most often,
they are from sales or general management.
They need to be capable of running a multifunctional team.”
The bottom line is that the CPGs need to
fit their teams into the framework the retailer works in, but how each manufacturer
deals with those challenges may be different, says Mike McMahon, previously vice
president of integrated marketing
at ConAgra Foods and now head
of shopper marketing at Datalogix.
“The way we put things in place at
ConAgra was to push the majority
of the decision rights for spending
and program development into the
hands of the people in the field,
but we still made sure we touched
base and had people come back
[to the Chicago office],” he says.
“Other companies pushed those
rights into the field, but connectivity didn’t always come back.”
In addition, McMahon points
out, at ConAgra the on-site marketing team reported to the CMO,
whereas at other companies that
team might report up through
sales. “And often, a company
might not be large enough to deploy so many resources,” he says.
“They might bring in agencies to
help cover a lot of the gaps in coverage at HQ.”
Shopper Marketing Migrates
When the first customer teams
evolved at the largest retailers in
This Google map shows the locations of a multitude of major
CPG customer team offices that are in proximity to Walmart’s
Bentonville headquarters.
“Work really runs at the speed of retail,
so you don’t have time to figure out
how to get a flight in to get work
done. You have to be there, in person.”
Dina Howell, CEO of Saatchi & Saatchi X
the late 1980s, marketing was not a part
of the team’s structure. That all changed
when Howell joined P&G’s Walmart team
in 1997. “At P&G, we had begun to create
the concept of what we called customer
marketing,” she says. “And we realized we
could work in conjunction with retailers to
impact shoppers and change their behavior
at the store level.”
Soon, Howell realized that P&G needed
to prove out their concepts – which included the new-at-the-time concept of navigational signs to guide customers toward
specific aisles – and that she needed to be
on-site – at Walmart headquarters. “I was
the lone wolf out there,” she says.
Customer Teams From
the Ground Up
In the mid-1980s, CPGs had the clout. Most retailers were regional – none
were international – and they typically viewed CPGs very tactically. Suppliers
influenced buying, merchandising and logistics decisions, but they were not
considered a strategic part of the retailer’s business.
The P&G customer team for Walmart, established in 1987 and led by Tom
Muccio, changed all of that and put into motion a seismic shift in the retailersupplier relationship. “We realized we had been very arrogant,” says Muccio,
who’s now retired. “We measured everything by P&G’s fiscal year, not the
retailer’s. We had our own internal measurements. We had seven or eight different product divisions, and we didn’t have anything that told what the total
value of a customer was to P&G.”
Worst of all, he remembers, was the confrontational language. “We referred
to them as accounts, they called us vendors. We realized that dynamic was
‘them’ against ‘us.’ We needed to approach our customers on a more strategic
basis.”
Walmart welcomed the new customer team. At least, Walmart founder
Sam Walton did. “He believed it showed the commitment of P&G wanting to
change,” says Muccio. “Most Walmart people didn’t want us to be there, but
Sam said to give us a chance.”
As soon as the P&G Walmart customer team was announced, other retailers
were quick to react because
they felt Walmart had gained
a competitive advantage. “As a
result of starting those teams, P&G
quickly went to Walmart competitors such as Target, Kmart and
Costco.”
It took other CPGs some time –
Tom Muccio
18 months to two years – to get their own teams
on the ground in Bentonville and other retailer HQ cities. “They didn’t understand how customer teams worked,” says Muccio. “”We also tried to leverage
P&G’s size, scale and scope.”
These days, the customer team landscape has changed, Muccio says. “The
dynamics are different. Retailers are the big dogs, not CPGs. Five of P&G’s retailers have higher sales than P&G does.”
Shopper marketing is a growing opportunity, he adds, but both customer
teams and retailers have yet to fully push the envelope in terms of broader
shopper themes such as health and wellness. “There is still money being left on
the table,” he says. “It will take a breakthrough in thinking.”
— Sharon M. Goldman
FEATURE: CUSTOMER TEAMS 35
John Mount, vice president of commercial operations
& marketing, The Coca-Cola Co.
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The experience of working on an on-site
customer team was “transformative,” says
Howell, who adds that it allowed her to
learn about team dynamics and different
functions that all worked toward the same
goals: delighting shoppers, delighting retailers and growing share for P&G.
“There’s nothing better than when the
entire customer team is rallying around
one common vision or objective. Everyone
takes a lot of pride in working to become
our customer’s most valued supplier,” says
Mount about his years on Coca-Cola’s
customer team. “It’s a ton of fun being in
constant collaboration with the customer
and building a value-oriented relationship.
You’re problem solving with the customer;
you’re creating value-added solutions that
may not always be within your expertise,
and you’re engaging in different departSM
ments across the customer.”
EA
H
The Data-Driven Future
Many CPGs have not integrated shopper marketing into their customer teams.
“You’d be shocked by how many brands
don’t even have one,” says Anthony. However, the advent of data into marketing has,
overall, shifted the entire structure of onsite teams. “If there was no big data, teams
would look the same way they did 10 years
ago,” Anthony says. “But now you have the
maturity of Kroger and Safeway and others. They demand a common language between them and their suppliers.”
The shopper, Howell emphasizes, is
firmly in charge – which means the future for shopper marketing on customer
teams is very bright: “There is so much
more potential for collaboration between
CPGs and retailers than you could have
imagined 20 years ago. Shopper marketing
has truly become integrated in how retailers and manufacturers go to market.”
“There’s nothing better than when
the entire customer team is rallying
around one common vision or
objective. Everyone takes a lot of pride
in working to become our customer’s
most valued supplier.”
EE
N
There were, not surprisingly, various reactions to shopper marketers joining the
customer team. “Plenty of people were welcoming with open arms and appreciated
the investment to bring marketing knowledge to work at retailers,” she says. “Others
were extremely skeptical.”
When McMahon joined ConAgra in 2004,
shopper marketing wasn’t part of most of the
company’s customer teams, which typically
included folks from sales, operations and
category management. But retailers were becoming more sophisticated and were hiring
classically trained CPG marketers to head
up their own data-driven efforts.
“That put demands on the manufacturing community that the sales guys were not
prepared to fulfill,” says McMahon. “There
was a pressure from the retailer side for us to
become less fragmented and smarter about
how we won the confidence of our retailers.”
Those demands, he explains, turned into a
high-level organizational strategy discussion, which led to an increased investment
in an on-site shopper marketing presence
at Walmart, Albertsons and other retailers
and arming them with budgets and data.
“We pushed as many of our resources
into the field as we possibly could,” he says.
“That means all the shopper marketing people on the Walmart team, the Publix team,
the Safeway team – they all were pushed out
to the customer team location. Suddenly the
head of the Walmart team had a marketing
insights person he could lean on.”
36
SO-LO-MO Central
Dan Ochwat served as an editor
of Shopper Marketing for nine years.
Send comments and So-Lo-Mo news
to [email protected].
A roundup of social, local and mobile marketing activity at retail
1
SOCIAL
1 Bazaarvoice, Austin, Texas, has
improved how brands and retailers can
secure permission for a consumer’s social
post or video over Twitter and Instagram
to be used in an e-commerce campaign or on a brand page. It’s a “Rights
Management” feature that automatically
triggers a rights request to the consumer
over the social site where they posted. It
also expedites approved comments into
a client’s automated bank of comments,
reviews, videos or photos that Bazaarvoice works to curate. Sony Electronics
uses the system for its Store.Sony.com
site. Barbara Ross Miller, head of Sony
Direct, says the solution allows them to
integrate social content and “confidently
showcase our Sony community in an
e-commerce environment.”
2 Black & Decker launched a
2
social contest called “Your Big
Finish” that was inspired by
research that showed more than
half of the 700 U.S. homeowners surveyed had an unfinished
home improvement project, and
nearly 80% had two or more
unfinished projects. The survey
also pointed out that lack of time
leaves a project undone most
often, followed by finances and
then skill level. A big party is the
biggest motivator to finish, according to the research, and the
holidays are prime time for parties. The “Your Big Finish” contest
...for finishers only.
ran over the holidays, awarding
weekly Black & Decker product prizes and a grand prize of $10,000. The manufacturer set up a contest
site at YourBigFinish.com, where consumers entered photos of a big project they finished, a photo of
themselves and a description of the project. Black & Decker used Facebook to promote the contest and
shared selected submissions over social channels and on a billboard in New York’s Times Square.
...permission
granted.
3
...global giftables.
3 Mondelez International leveraged personalized videos created from consumers’ Facebook pages to promote
Cadbury Chocolate in Australia and Asia. The efforts, spawned by technology from Idomoo (U.S. office in New York),
is said to be expanding to more markets based on the success. In India, Singapore and Hong Kong, consumers at
CadburyGlow.com could personalize giftable chocolates with a shared personal video incorporating Facebook photos
or uploaded photos. In Australia, Cadbury display ads drove consumers to Facebook where Idomoo technology used
photos and information on the pages to generate personalized videos and enter a contest.
5
4
...in-store intelligence.
...getting
personal.
SO-LO-MO CENTRAL 37
7
MOBILE
7 Available in app stores but not available for use yet, a new app hopes to
fight against Apple Pay. Called “CurrentC,” the app scans QR codes at the
register to pay for a transaction, as well as add any savings, coupons or loyalty
points that may be tied to a purchase. Sounds good, but the unanimous user
comments on Google Play are already attacking the app, saying they didn’t
trust a QR code and that the app was hacked before it even launched. At
time of this writing, it had a 1.1 user score out of 5. The history behind the
app is that a joint venture of retailers (Best Buy, CVS, Target, Walmart, Publix,
7-Eleven and more) under the name MCX started working on the app in 2011
to bypass credit card fees. The app works by deducting from a user’s checking
account. (For more on mobile payments, see page 16.)
8 Englewood, Colorado-based SpyderLynk, creator of the SnapTag code, announced it has discovered a way for the scanning of a UPC to deliver information to a smartphone. Brands can drive a
shopper to a landing page for nutritional
8
information, reviews and product information, or maybe send a shopper a mobile
coupon or video to watch in the aisle.
Essentially, the UPC scan can do what
previously has been done with QR codes
and SnapTags but without the extra step
of making and printing that code. SpyderLynk’s new “Snap Reader” app can be integrated into an existing app or be used as
a standalone reader. It works with SpyderLynk’s overall mobile platform, so brands
can adjust programs online through the
company portal, as well as access data. A
“major CPG/snack food company and a
large financial/insurance services company” are testing the technology, according to SpyderLynk. The company currently
works with brands such as Dr Pepper, Bud
Light, Coca-Cola, Office Depot, AEG, Samsung, M&M’s and Comcast.
...mixed reviews.
9
9 I learned of a new shopping app
called ShoppingScout from Engage3,
Davis, California. The app only serves the
northern California region currently as
it’s just underway. The app’s purpose is to
offer a chance to price shop items among
local stores. You build a shopping list by
scanning bar codes and then see where
it’s best to shop. There is a loyalty feature
called mPOINTS.
...price shopper.
...mobile reader.
6
LOCAL
4 Gigwalk, San Francisco, announced a new, in-the-field intelligence platform that it
named “Gigwalk Enterprise.” It leverages location-based mobile technology to help brand
clients communicate with internal teams in the field. Essentially, teams can be armed with
smartphones and an enterprise app, and immediately react to issues in-store or collect
data. The company also announced some powerful new clients: Whirlpool, Red Bull, Pfizer
and Wrigley.
5 Weather app AccuWeather, State College, Pennsylvania, announced it is partnering with
Lotame, New York, and the latter’s data management platform to enable the app to deliver
mobile display ads to users based on location, demographic, purchase intent, data points
and other segmentation information to send ads as personalized as their forecasts.
6 Perhaps a slight twist on “location-based,” a test program in Las Vegas is giving taxi passengers a chance to purchase targeted
offers seen on the backseat video screens. POS company Verifone, San Jose, California, has teamed up with MasterCard to enable
passengers to purchase card-linked offers such as a meal at the Hard Rock Café, rounds of golf at the Bali Hai and Royal Links courses, or a racing day at the Las Vegas Motor Speedway. The activities or offers can be found by swiping a MasterCard at the backseat
terminal video screen, or offers can be viewed by scrolling the screen itself. A rider can purchase in the moment with a swipe of the
card or via Apple Pay if the cab can accept it. While more of a test for entertainment, I definitely see potential of impulse buying in a
cab, particularly if it were a new product or a personalized offer based on credit card or smartphone information.
...moving target.
38
ACTIVATION GALLERY
Cosmetics
Seen at 7-Eleven: e.l.f.
7-Eleven recently added TPG Growth’s
e.l.f. cosmetics to its product assortment
(left) in an effort to appeal to female
consumers. Available in some 3,000
7-Eleven stores, the line adds a variety
of new products to the retailer’s health
and beauty category, including eye liner,
mascara, lip gloss sticks, concealer, false
eyelashes and makeup remover wipes.
E.l.f. can also be found at many other
retailers, including Walmart (above).
Upscale Look at Target
Target has updated the beauty department with LED lighting, large backlit
signage that highlights product attributes
and ingredients, and shelving that allows
for brand customization and cleaner presentations for an even more upscale look.
Branded Endcaps at CVS
To complement its cosmetics wall, CVS/pharmacy allows for
cosmetics endcaps that showcase individual brands, here
Coty Inc.’s Rimmel London and Milani Cosmetics’ Milani.
HOW YOU SEE
SHOPPERS
HOW WE SEE
SHOPPERS
GNC
Garnier
Whirlpool
Levi's
Petco
Samsonite
Shark
Dove
CoverGirl
Essence of Beauty
Nutribullet
Pantene
Essie
Timez
Maybelline New York
Kohl's
CoverGirl
CVS
Vaseline
Tide
Burt's Bees
Suave
Yankee Candle
Columbia
LG
Elle
Jergens
Disney
John Frieda
Tamron
Crest
Electrolux
Eddie Bauer
Tamron
Ponds
Ponds
Pantene
Nike
St. Ives
Staples
Casio
Programmatic shopper marketing has arrived.
Find out more at owneriq.com/psm
40 ACTIVATION GALLERY: COSMETICS
CoverGirl ‘Can’ at Walgreens
Procter & Gamble’s CoverGirl activated its national “#GirlsCan” campaign at Walgreens through in-store, online and social media activity. CoverGirl has pledged
$5 million to various nonprofits over the next five years to help empower young
women to overcome barriers in their lives. In partnership with Walgreens, the brand
promised $1 to Los Angeles-based nonprofit Step Up for every participating mascara
SKU with “#GirlsCan” packaging sold in-store or at Walgreens.com.
Beyond the Major Players
Inline Displays at Rite Aid and Meijer
Cosmetics walls are a staple in drug, mass and even grocery stores, and they often take
on similar looks regardless of the channel. Here are examples of how cosmetics are
merchandised at drug chain Rite Aid (top) and mass merchant Meijer.
Lighted inline displays are
not only reserved for the
CoverGirls, Revlons and
L’Oreals of the world. At
Walmart, exclusive brand
Flower from Drew Barrymore and Physicians
Formula also receive the
spotlight.
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42 ACTIVATION GALLERY: COSMETICS
Going Beyond Groceries
While it’s not their primary focus, supermarket chains do offer a
range of cosmetics. This enables grocery stores to become more
of a one-stop shop, with busy moms obviously a target. Here is a
look at how an H-E-B store in Cedar Park, Texas (top), and a Shop &
Shop location in Jackson, New Jersey (bottom), are merchandising
cosmetics.
Similar Play for New York Color
Coty Inc.’s New York Color secured endcap space at Rite Aid (left) and CVS/pharmacy. While the
SKUs are presented differently, the headers communicate a consistent value message.
Walgreens: Varying Look by Format
The typical cosmetics wall found in the majority of Walgreens
locations (below) is neatly organized and clearly labels products
by brand, but it’s generally devoid of lighted headers. In the retailer’s
newer Well Experience store format (right), the wall takes on a different
look, perhaps more “beautiful,” as department signage indicates.
Path to
Purchase
Fact:
90% OF RETAIL JOURNEYS
STILL END IN A RETAIL
STORE, EVEN THOSE THAT
BEGIN ONLINE.
THE PATH TO PURCHASE
DESTINATION: BRICKS & MORTAR
SOLUTIONS & INSIGHTS FOR RETAILERS.
THE CODE CRACKED. THE PATH OPTIMIZED.
A CENTERPIECE EXHIBIT
REGISTER TODAY- WWW.GLOBALSHOP.ORG
Produced by
Sponsored by
In Cooperation with
44
RICCI AT RETAIL
1
Good Things Come
in Small Packages
1
2
These pint-sized displays are big winners
1 Mucinex
It’s been fun to watch the evolution of the PDQ
corrugated unit through the years. These displays
have transformed from large, somewhat underfilled trays that caused brands to ship cases of
mostly air, to the end-slide units that had the
same retail presence while reducing shipping
sizes by almost half, and now to the latest generation such as this one used by Mucinex from
RB (formerly Reckitt Benckiser), Parsippany, New
Jersey, that slides both product ends into the
graphic middle panel. It’s nice to see the industry
striving to become more efficient without reinventing the wheel.
2 Tums
I often view clip strips as a double-edged sword
in that they can be tremendously effective for
gaining incremental sales and display opportunities, or they can be an annoying source of retail clutter. When properly placed on the sides of
major fixtures, like this unit from Philadelphiabased GlaxoSmithKline’s Tums brand, clip
strips do a fine job of making use of otherwise
...new and improved.
wasted retail space that is far too valuable to
leave empty. Common sense and good merchandising are required for these displays to
work well and prevent them from becoming a
nuisance, and that appears to be the case here.
3
3 UrgentRx
This vacuum-formed and corrugated unit
seemed to appear everywhere almost overnight, but especially at the checkouts of a major
mass retailer. The metal attachment device
straddles the back wall of the checkout lane
and the unit itself is within the dimensions of
the wall, making it extremely stable and compact for maximum efficiency. The individual
packets from Denver-based UrgentRx are
perfect impulse items for this area of the store,
and the bright first aid colors readily attract attention to the array of pain relief items.
...smart use of space.
Joe Ricci is an industry expert in P-O-P
merchandising. He is the founder of Beacon
Concepts Inc., Surprise, Ariz. Please offer your
comments to him at [email protected].
...small but
sturdy.
The “rebooted” digital
edition of Shopper Marketing
magazine brings you the
same stellar content from
the print edition in a more
convenient format!
■
■
■
■
■
Easy to read on a tablet
or mobile device.
Enhanced links and
background information.
Rich media interaction.
The most comprehensive
coverage of the shopper
marketing industry at your
fingertips – literally.
Available in iTunes
and Google Play stores.
Advanced shopper marketing
impact through retail digital
promotion expertise.
➧ Inform your shopper media strategy
by identifying marketing trends
➧ Benchmark your performance
against competitive activations
➧ Fuel shopper marketing decisions in real time
For more information contact:
Download the digital edition of each issue at
www.shoppermarketingmag.com.
A premium service
for Path to Purchase
Institute members.
Terese Herbig • (773) 992-4438 • [email protected]
Pat Burke • (773) 992-4465 • [email protected]
PERSONNEL APPOINTMENTS 45
BRAND MARKETERS
Anheuser-Busch, St. Louis
The company recently announced the hiring
of new shopper insights analysts Tony
Cerame and Kyle Reinneck.
Dell Inc., Round Rock, Texas
Kelly Mattran, formerly of PepsiCo, has taken
a shopper marketing position with the
computer technology retailer-manufacturer.
NBTY, Ronkonkoma, New York
The nutritional supplement manufacturer
and distributor has appointed Andrew
Archambault, formerly with Bacardi USA
and the Coca-Cola Co., to the newly created
position of chief customer officer.
Tempur Sealy International, Lexington,
Kentucky
The bedding manufacturer has appointed Jay
G. Spenchian to the position of executive vice
president, chief marketing officer.
Choksi
Denten
Dietz
Mizzouri’s headquarters in Nashville and the
firm’s Cincinnati office.
Momentum Worldwide, New York
The agency has appointed Matthew Gidley,
previously the director of insight and strategy
at Momentum UK in London, as the new
managing director of the Chicago office;
Matt Denten, previously of Arc Worldwide,
as senior vice president, Midwest executive
creative director, also in Chicago; and Omid
Farhang as chief creative officer, North
America, in New York.
Farhang
Hargreaves
Piston, San Diego
The digital marketing agency recently
promoted Obele Brown-West from
account director to vice president, account
management, to lead Piston’s client services
group.
RetailNext Inc., San Jose, California
The retail marketing technology firm
has added Marc Dietz in the role of chief
marketing officer.
RETAILERS
Hart
The mobile marketing solutions provider has
hired David Hargreaves as chief client officer.
Please send information regarding personnel
appointments to: Linc Wonham, Shopper
Marketing, 8550 W. Bryn Mawr, Ste. 200, Chicago,
IL 60631 or email: [email protected]
February 2015
June 2015
Schnuck Markets, St. Louis
March 2015
August 2015
Todd R. Schnuck has officially advanced to
the CEO and chairman position, replacing his
brother, Scott Schnuck, who is now chairman
of the executive committee. The retailer also
named Anthony T. Hucker to the position of
president and COO, marking the first time a
person outside the family has held the position.
SOLUTION PROVIDERS
Acosta Sales and Marketing, Jacksonville,
Florida
Bill Cassidy, formerly of Heinz, is the agency’s
new executive vice president of business
intelligence.
Benenson Strategy Group, New York
The agency has expanded its strategic brand
consulting team with the appointment of
Asha Choksi as senior vice president.
Crossmark, Plano, Texas
The marketing services provider to the
consumer goods industry recently announced
the promotion of Jim Norred to president of
Crossmark’s marketing solutions group.
Delucchi Plus, Washington, D.C.
The digital communications and marketing
agency recently appointed Sarah Parada to the
position of vice president of account services.
Empire Packaging and Displays, Carson,
California
David Nguyen is a new designer at the P-O-P
display firm.
Frank Mayer and Associates, Grafton, Wisconsin
The P-O-P marketing solutions provider
has appointed Jay Rivard to the position of
account executive, and Danielle Nelson to the
position of sales associate.
GPA, Chicago
The specialty printing solutions provider
announced that Tim Wild, territory sales
manager for the Pacific Northwest, has retired
and is being succeeded by Kim Kotel.
Insignia Systems, Minneapolis
Andy Bennington has joined the in-store
promotions company as a marketing analyst.
Jacob Tyler, San Diego
Timothy Mutrie has joined the brand communications agency as chief strategy officer.
Mizzouri, Nashville, Tennessee
Former Procter & Gamble and Kantar
executive Kim Dedeker has joined the startup
market research firm as principal and chief
research officer, dividing her time between
Mutrie
Snipp Interactive, Bethesda, Maryland
FreshDirect, New York
The online fresh food grocer has brought on
Michelle Harmon-Madsen from MediaVest to
help launch an extensive brand partnerships
platform.
Kotel
Join us at these
2015 Institute events.
Aldi U.S., Batavia, Illinois
Jason Hart, one of three leaders currently
comprising the retailer’s office of the
president, will be promoted to a new role as
CEO effective April 1. Charles Youngstrom and
David Behm will support Hart in continued
roles as co-presidents.
Gidley
24-25 | Council on Digital Shopper Marketing
Atlanta, GA
16-18 | Shopper Marketing Summit
A paramount industry conference where senior-level
experts share knowledge and best practices to help
brands and retailers achieve new peaks of success along
the path to purchase.
Center Hotel • Schaumburg, IL
www.shoppersummit.com
17 | Shopper Marketing Effie Awards
Produced in partnership with Effie Worldwide and held
in conjunction with the Shopper Marketing Summit, the
Effies honor outstanding strategic shopper marketing
campaigns that engage the shopper and guide his or her
purchase process.
www.effie.org
17 | Hall of Fame Induction
An induction ceremony held in conjunction with the
Shopper Marketing Summit honoring the shopper
marketing industry’s best and brightest.
www.shoppersummit.com
9-10 | League of Leaders Spring Meeting
The Westin O’Hare • Rosemont, IL
Council on Digital Shopper Marketing
October 2015
13-15 | Shopper Marketing Conference & Expo
A three-day event filled with symposiums, seminars,
exhibits and awards dedicated to integrating the wide
variety of solutions, tools and expertise needed to
influence decision-making along the entire path to
purchase.
Minneapolis Convention Center
Minneapolis, MN
www.shoppermarketexpo.com
14 | Design of the Times
The leading industry awards competition and ceremony
held in conjunction with the Shopper Marketing
Conference & Expo that celebrates the most inspiring
and creative in-store activation tactics, displays and
campaigns.
Minneapolis Convention Center
Minneapolis, MN
www.dot-awards.com
Throughout 2015
I-Seminars
Industry webinar presentations. See the website
for topics and schedules.
May 2015
19-20 | StratConn: Digital Shopper Marketing
StratConn will match providers of digital shopper
marketing services with qualified teams of executives
from leading manufacturers, agencies and retailers who
are in search of digital solutions and platforms that drive
shopper impact and activation. This event focuses on
connecting buyers with sellers of tools and strategies
for mobile marketing, social engagement, sampling,
couponing and digital media.
Chicago Marriott Suites O’Hare • Rosemont, IL
www.stratconn.org
www.p2pi.org/iseminars
New In 2015!
P2P Leadership University Events
Professional development courses for
shopper marketing executives.
www.p2pi.org/leadershipu
February 18-19 ....Bentonville, AR
March 16................Chicago, IL
April 22-23 ............Cincinnati, OH
May 13-14 ..............Minneapolis, MN
June 24-26 ............Chicago, IL
Contact us at (773) 992-4450 for more information.
46
INSTITUTE STRATEGIST
More info at
Working Closely With Their Customer
p2pi.org
Here’s a sampling of manufacturers’ recent account-specific activity at Walmart
By Patrycja Malinowska
Walmart often receives special attention from product
marketers of all types. Leading manufacturers regularly
run exclusive promotions at the mass merchant, many
of which are recurring efforts.
The strategy is
a given for major
home video and
ga me r ele a s e s.
This winter, a partnership between
PepsiCo and video game publisher
Activ ision let s
players of “Call of
Duty: Advanced
Warfare” unlock
a custom digital
in-game exoskeleton character enhancement when
they purchase the
game along with
a Mountain Dew
24-pack or promotion al package of Doritos at
Walmart.
The effort is receiving heavy in-store support. The permanent pallet
displays Mountain Dew has in Action Alley are outfitted with signs plugging the promotion, as are endcaps
stocking PepsiCo beverages. Upfront security wraps and
violators positioned in the video game aisle also tout the
promotion.
The account-specific offer is an overlay to a national
campaign that stocks various retailers with promotional
packaging of the popular gamer “fuel,” yet Walmart is
the only chain boasting an exclusive. The national packaging carries codes redeemable for additional in-game
bonuses, many of which are being offered exclusively
via the promotion through Feb. 15. Each code redeemed
also enters players into a sweepstakes awarding Microsoft Corp.’s Xbox One console.
Activision released “Call of Duty: Advanced Warfare”
on Nov. 4, 2014, though Walmart was among retailers
that began selling the title one day earlier. The retailer
also hosted in-store events spanning early-play tournaments and giveaways at some 2,800 locations starting at
10 p.m. on Nov. 2. Also, on Nov. 3 and Nov. 4, Walmart
offered 50% more for shoppers trading in any used video
game with purchase of the title or Sony’s PlayStation 4.
Previously, PepsiCo tied in to the November 2013
launch of Xbox One by stocking Walmart shelves with
an exclusive, limited-edition Doritos “Gamer Pack”
boasting a resealable, wide-opening bag designed specifically for video gamers.
Additionally, in spring of 2014, custom pallet displays
from Frito-Lay merchandised Walmart-exclusive packages of chips that contained codes providing a free threeday trial subscription to the Xbox Live Gold service.
Kellogg Co.
Kellogg is also tying in to a new video game release for a
Walmart exclusive. Promotional packages of Apple Jacks,
Corn Pops, Frosted Flakes and Froot Loops carry Kellogg’s Family Rewards codes redeemable for a free oneday Redbox game rental of Ubisoft’s “Just Dance 2015.”
Earlier this winter, special packages of the same cereals delivered codes redeemable for a collectible branded
cereal bowl.
Meanwhile, promotional packages of PopTarts, Krave, Frosted
Flakes, Frosted MiniW he at s a nd Fro ot
Loops carried codes
good for $5 off Sony
Pictures’ “The Amazing
Spider-Man” via the retailer’s Vudu streaming
service. With three or
six codes, participants
could also earn “Concession Cash” or “Movie Cash,” respectively,
from TPG Rewards,
New York.
Kellogg regularly leverages its loyalty program for exclusive incentives at Walmart, and annually offers “super
codes” redeemable for a free book through a partnership
with Scholastic Inc. during the school year.
Coca-Cola Co.
Coca-Cola has earned annual upfront placement for a
dump bin during the holidays by supplying exclusive
seasonal “orb packaging” of its flagship-brand soda.
Editorial Index Companies named in the editorial columns of this issue are listed below.
360i . . . . . . . . . . . . . . . . . . . . . . . . . . 6
7-Eleven . . . . . . . . . . . . . . . . . . . . . 38
AccuWeather . . . . . . . . . . . . . . . . . 37
Activision . . . . . . . . . . . . . . . . . . . . 46
Albertsons . . . . . . . . . . . . . . . . . . . 12
Amazon.com . . . . . . . . . . . . . . . . . . 8
American Cancer Society . . . . . . 46
Apple . . . . . . . . . . . . . . . . . . . . . . . 16
Barnie’s CoffeeKitchen . . . . . . . . . 6
Bazaarvoice . . . . . . . . . . . . . . . . . . 36
Beeby Clark+Meyler . . . . . . . . . . 14
Best Buy . . . . . . . . . . . . . . . . . . . . . . 8
Black & Decker . . . . . . . . . . . . . . . 36
Catalina . . . . . . . . . . . . . . . . . . . . . 16
Cleaning for a Reason . . . . . . . . . 46
Coca-Cola Co., The . . 11, 12, 34, 46
ConAgra . . . . . . . . . . . . . . . . . . . . . 34
Coty Inc. . . . . . . . . . . . . . . . . . 38, 42
Crossmark . . . . . . . . . . . . . . . . . . . . 6
CVS/pharmacy . . . . . . . . . 8, 38, 42
Datalogix . . . . . . . . . . . . . . . . . . . . 34
Deep Focus . . . . . . . . . . . . . . . . . . . 6
Delhaize America . . . . . . . . . . . . . . 6
domo domo IMG . . . . . . . . . . . . . . 14
Edelman . . . . . . . . . . . . . . . . . . . . . 14
Energizer Holdings . . . . . . . . . . . . . 1
Energizer Personal Care . . . . . . . . 1
Engage3 . . . . . . . . . . . . . . . . . . . . . 37
FCB Garfinkel . . . . . . . . . . . . . . . . . 6
Georgia-Pacific Corrugated . . . . . 6
Gigwalk . . . . . . . . . . . . . . . . . . . . . 37
GlaxoSmithKline . . . . . . . . . . . . . . 44
Google . . . . . . . . . . . . . . . . . . . . . . 16
Happy Kitten Co., The . . . . . . . . . . 8
H-E-B . . . . . . . . . . . . . . . . . . . . . . . 42
Heineken USA . . . . . . . . . . . . . . . 1, 8
Hershey Co. . . . . . . . . . . . . . . . . . . 10
Huge . . . . . . . . . . . . . . . . . . . . . . . . . 6
Ibotta . . . . . . . . . . . . . . . . . . . . . . . 16
Idomoo . . . . . . . . . . . . . . . . . . . . . . 36
Integer Group, The . . . . . . . . . . . . 16
Interpublic Group . . . . . . . . . . . . . . 6
Iris Mobile . . . . . . . . . . . . . . . . . . . 16
Jingit . . . . . . . . . . . . . . . . . . . . . . . . 16
Kellogg Co. . . . . . . . . . . . . . . . . . . . 46
Kraft Foods Group . . . . . . . . . . . . 10
Kroger . . . . . . . . . . . . . . . . . . . . . 8, 34
LG Electronics . . . . . . . . . . . . . . . . . 1
The seasonal effort is just one of Coca-Cola’s many collaborations with the retailer, the biggest of which is the ongoing “Effortless Meals” program that pairs private-label
Marketside prepared foods with Coca-Cola beverages.
Nestlé Purina
Nestlé’s Purina this winter launched a holiday “Treat
Catcher” digital game offering a chance to win free Purina treats. An FSI supported the effort, which was the
latest in a steady supply of seasonal, digital content from
the manufacturer.
Procter & Gamble
Earlier in 2013, P&G kept
Walmart pink throughout October. Like many
other retailers, the mass
merchant has cut down
on Breast Cancer Awareness Month activity, but
it continues to accept
an overlay to Pantene’s
“B eaut if ul L eng t h s”
program. The custom
incentive in fall of 2014
delivered up to $50 back
on salon services (in the
form of a Citibank gift
card) to consumers who
purchased Pantene and
donated a ponytail. The
American Cancer Society distributes wigs made out of the hair to cancer
patients.
The program earned Pantene placement for a custom
endcap display and a full-page feature in the retailer’s circular. Simultaneously, Swiffer deployed a pallet display
in Action Alley touting its support of nonprofit Cleaning
for a Reason (which Walmart also sponsors) and Crest
supplied an endcap promoting P&G’s participation in
the National Football League’s “A Crucial Catch” camSM
paign, which focuses on early detection.
Lotame . . . . . . . . . . . . . . . . . . . . . . 37
Marketing Arm, The . . . . . . . . . . . 16
MasterCard . . . . . . . . . . . . . . . . . . 37
MaxPoint . . . . . . . . . . . . . . . . . . . . . 6
McCann-Erickson . . . . . . . . . . . . . . 6
mCordis . . . . . . . . . . . . . . . . . . . . . . 8
MCX . . . . . . . . . . . . . . . . . . . . . . 16, 37
Meijer . . . . . . . . . . . . . . . . . . . . . . . 40
Microsoft Corp. . . . . . . . . . . . . . . . 46
Milani Cosmetics . . . . . . . . . . . . . 38
Mondelez International . . . . 10, 36
MyWebGrocer . . . . . . . . . . . . . . . . 12
National Football League . . . . . . 46
Nestlé Purina . . . . . . . . . . . . . . . . . 46
Nestlé-Waters . . . . . . . . . . . . . . . . . 6
Path to Purchase Institute . . . . . . 1
PepsiCo . . . . . . . . . . . . . . . . . . . . . . 46
Physicians Formula . . . . . . . . . . . 40
Procter & Gamble . . . . . . 26, 40, 46
Publix . . . . . . . . . . . . . . . . . . . . . . . . 6
Reckitt-Benckiser . . . . . . . . . . . . . 44
Retail Solutions Inc. . . . . . . . . . . . 6
Rite Aid . . . . . . . . . . . . . . . . . . . . . . 40
Saatchi & Saatchi X . . . . . . . . . . . 26
Sam’s Club . . . . . . . . . . . . . . . . . . . . 8
Scholastic Inc. . . . . . . . . . . . . . . . . 46
S.C. Johnson & Son . . . . . . . . . . . . . 1
Sony Electronics . . . . . . . . . . . . . . 36
Sony Pictures . . . . . . . . . . . . . . . . 46
SpyderLynk . . . . . . . . . . . . . . . . . . 37
Stop & Shop . . . . . . . . . . . . . . . . . . 42
Target . . . . . . . . . . . 8, 10, 14, 16, 38
Toys R Us . . . . . . . . . . . . . . . . . . . . . 8
TPG Rewards . . . . . . . . . . . . . . . . . 46
Ubisoft . . . . . . . . . . . . . . . . . . . . 1, 46
UrgentRx . . . . . . . . . . . . . . . . . . . . 44
Verifone . . . . . . . . . . . . . . . . . . . . . 37
Walgreens . . . . . . . . . . . . . 8, 40, 42
Walmart . . . . . . . 1, 8, 14, 26, 40, 46

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