P2PIQ - Feb 2020

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Path Purchase



E N D - TO - E N D S T R AT E G I E S F O R D R I V I N G C O N S U M E R D E M A N D

RETAIL MEDIA As retailer-operated platforms continue to grow, manufacturers are figuring out how to leverage them With more

TRENDS 2020 survey results


P2PX 2019:





i3 starts a fresh and necessary conversation about the evolving challenges of commerce. We will drill down on the broader demands of our industry and attendees will leave with solutionoriented strategies that apply to their own business. — Tanner Van Dusen Chief Innovation Officer, EnsembleIQ Managing Director, Path to Purchase Institute


For full event details, visit experiencei3.com

Contents E N D -TO - E N D ST R AT E G I E S F O R D R I V I N G C O NS U M E R D E M A N D


P2PX Show Highlights

We provide a session-by-session recap of the Path to Purchase Expo, which took place last November in Chicago.



Retailer Media Platforms

As these retail platforms grow in number and prominence, manufacturers must decide how best to use them.


Who’s Who in Merchandising

This 10th annual report identifies leaders who are responsible for the design, development and procurement of in-store displays, signs and fixtures.

February 2020

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VO LU M E 33 | ISS U E 2

February 2020


Editor’s Note:

Peter Breen


P2PI Member Spotlight:

Constellation Brands



Solutions Guide:

P-O-P Design & Manufacturing Firms

Institute Advisory Board


Activation Gallery:

(Digital) Holiday

17 Advisory Board


Helps Institute Evolve

Store Spotlight:


A group of leading executives is helping to shape the future.


P2P Toolkit

49 Commentary:


Solution Provider News

Network of Executive Women CEO Sarah Alter deals with the “working mom guilt” blues.


57 In Memoriam:

Personnel Appointments/ Editorial Index


Retail Intel:

Alan Glass was Executive Chairman of EnsembleIQ, the parent company of the Path to Purchase Institute and Path to Purchase IQ.


NEW Horizons

Alan Glass

Campbell’s ‘Joy Night In’ at Walmart



Path to Purchase IQ (USPS 4568, ISSN 2688-4984 ) is published 12 times a year, by EnsembleIQ, 8550 W. Bryn Mawr Ave., Ste. 200, Chicago, IL 60631. Subscription rates: $125 for U.S. addresses; $190 for Canadian addresses; $275 for all other addresses. Single copies (pre- paid only): $20 in the U.S. Periodical postage paid at Chicago, IL 60631, and additional mailing addresses. Copyright 2020 by EnsembleIQ. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or information storage and retrieval system, without permission in writing from the publisher. Reprints, permissions and licensing, please contact Wright’s Media at ensembleiq@wrightsmedia.com or (877) 652-5295. POSTMASTER: send address changes to Path to Purchase IQ, PO Box 3200, Northbrook IL 60065-3200.

February 2020

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Editor’s Note

Editor-in-Chief Peter Breen, pbreen@ensembleiq.com


Procter & Gamble’s Charmin has been playing with a robot that delivers a replacement roll of toilet paper to consumers who might be in urgent need of such services. Such is the state of the consumer goods industry these days. P&G’s fanciful new consumer “solution” made its debut in January at CES, the Consumer Technology Association’s annual showcase for product innovation, which increasingly has become a place for forward-thinking packaged goods brands to be seen alongside the world’s electronics manufacturers. One week later, the ingenious device (visit P2PI.org to see it in action) was only mentioned in passing at the Big Show, the National Retail Federation’s annual showcase of business innovation. Consumer-engaging robots weren’t as prominent at NRF as they have been in recent years. And the robots that were there performed far more workaday functions like item-sorting and order-picking rather than executing such gimmicky (and, we’re assuming, purely in jest) tasks as P&G’s toilet-side assistance vehicle. And that was entirely appropriate for this year’s NRF event, at which a very large, extremely energized group of attendees were treated to a wide variety of cutting-edge solutions incorporating the latest and greatest technologies – most of which sought to solve challenges and obstacles that have been hindering effective, profitable retailing for years: on-time fulfillment, shelf maintenance, workforce productivity and shopper analytics, to name some of the more common ones. The industry has, thankfully, moved past the defensive, reactive posture of recent years and gotten back to a brass-tacks approach to

Executive Editor Tim Binder, tbinder@ensembleiq.com Managing Editor Charlie Menchaca, cmenchaca@ensembleiq.com Associate Director/Content Patrycja Malinowska, pmalinowska@ensembleiq.com Associate Editor/Content Cyndi Loza, cloza@ensembleiq.com

improving their businesses. There seems to be a greater understanding among traditional retailers that, rather than being potential victims of seismic shifts in consumer behavior, advances in technology or the unstoppable onslaught of Amazon, they actually are in control of their own destinies. Obviously, not every traditional retailer is going to survive the ongoing shift toward omnichannel commerce – especially since “omnichannel commerce” is rapidly evolving into “everywhere commerce,” where the dimensions of a physical store can be sized down to the size of a fitting room, where the fitting room concept can now be simulated on every smartphone, and where purchases can be made literally anywhere – even, ahem, while you’re waiting for the Charmin robot to arrive. Poorly run retailers will still fail, as they always have, and failure might be faster and easier to achieve these days given the pace of change and the sheer number of purchase options available to consumers. But companies able to employ technology to keep pace with changing consumer behavior and shifting marketplace dynamics can still succeed. And the same goes for consumer product manufacturers. “Technology is changing every aspect of what the consumer expects,” said Monica Turner, senior vice presidentNorth America at Procter & Gamble, who was at NRF to tout the industry leader’s “High Tech, High Touch” initiative. Technology is also changing every aspect of P&G’s business – product development, packaging, advertising and retail execution, to name a few – as the company strives to meet those evolving expectations, Turner explained. That makes its attendance at CES just as logical as its attendance at NRF. So expect to see P&G maintaining its historically strong presence at retail. Just don’t be surprised if the company shows up in your bathroom sometime soon, too.

February 2020

Associate Editor/Content Jacqueline Barba, jbarba@ensembleiq.com Editor Emeritus Bill Schober, bschober@ensembleiq.com Director – Production Ed Ward, eward@ensembleiq.com Creative Director Colette Magliaro, cmagliaro@ensembleiq.com Art Director Michael Escobedo, mescobedo@ensembleiq.com CONTRIBUTING WRITERS Erika Flynn, Ed Finkel, Michael Applebaum, Chris Gelbach, Dawn Klingensmith, Neal Lorenzi, April Miller

SALES & P2PI MEMBER DEVELOPMENT Managing Director Tanner Van Dusen, 312.518.5000, tvandusen@ensembleiq.com Vice President of Sales Karen Fenske, 773.992.4413, kfenske@ensembleiq.com Associate Brand Director Bill Little, 828.237.3350, blittle@ensembleiq.com Associate Brand Director Steven Fryman, 773.992.4483, sfryman@ensembleiq.com Associate Brand Director Arlene Schusteff, 773.992.4414, aschusteff@ensembleiq.com Senior Director/Member Development Patrick Hare, phare@ensembleiq.com Director/Member/New Business Development Todd Turner, tturner@ensembleiq.com Manager, New Member Development Katrina Lopez, klopez@ensembleiq.com


Chief Executive Officer Jennifer Litterick Chief Financial Officer Jane Volland Chief Innovation Officer Tanner Van Dusen Chief Human Resources Officer Ann Jadown Executive Vice President, Events & Conferences Ed Several Senior Vice President, Content Joe Territo

EDITORIAL AND EXECUTIVE OFFICES 8550 W. Bryn Mawr Ave., Suite 200 Chicago, IL 60631-3731 Phone: 773.992.4450 | Fax: 773.992.4455

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Path to Purchase Expo 2019

Snackable Show Insights BY PAT H T O P U R C H A S E I N S T I T U T E S TA F F

Here we provide a brief overview of the entire agenda from the Path to Purchase Expo – the Path to Purchase Institute’s flagship event – which took place Nov. 13-14 in Chicago. If you didn’t attend, the following recap might be classified as “the next best thing to being there.” But it’s a far cry from the experience enjoyed by the more than 1,200 industry professionals who were there not only to hear the presentations live but to interact with the speakers, to meet with more than 75 solution providers, to learn from each other at networking events – even to throw paper airplanes with a TV star. (To understand what that means, you did have to be there.)

Detailed recaps of the keynotes and other key sessions are available (as noted below) on P2PI.org. Path to Purchase Institute members can also listen to full audioenabled presentations from more than half the agenda as part of their member benefits. Combining Technology and the Human Touch to Improve the Customer Experience Alyssa Raine, Walgreens Technology can lead to a lack of empathy, which in the healthcare industry can make consumers feel alone in their wellness journeys. To counter this, Walgreens uses empathy as an organizing principle in its health-related programs, employing technology to bring people closer to the

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solutions that will help them the most and personalization to deliver messaging based on context and individual motivators. “You can’t just send out one marketing message,” said Raine, who closed her presentation with a quote from entertainer Lady Gaga: “Kindness heals the world. … It’s what keeps us healthy.” [Complete recap on P2PI.org] How CVS Is Rethinking the Store Experience Marcy Brewington, CVS Health & Dana Stotts, Arc Worldwide CVS continues to enhance its store experience using a slew of initiatives and even some new formats. Most recently, the retailer has focused on using in-store

signage to help shoppers find what they need more efficiently as well as elevate “better for you” options that are available to them. To identify the optimal strategy, CVS and Arc Worldwide conducted research that led to a program delivering a clear journey and a shoppable environment for shoppers while providing a branded experience for its consumer goods partners. [Complete recap on P2PI.org] Building a Best-in-Class E-Commerce Capability Leslie Myrie & Peter Tunkey, Capre Group Investing in e-commerce capabilities will accelerate both top and bottom-line growth for brands. Among the strategic imperatives needed to establish a winning e-commerce business model are prioritizing investments in analytics and insights, building retail partnerships “beyond the algorithm,” and ensuring that e-commerce strategies are flexible enough to prepare for the future.

Kraft Heinz’s Josh Bruns, right, and Field Agent’s Rick West

team members were experiential events at Publix; soccer-related efforts at 7-Eleven, Walmart and Sam’s Club; a military-themed effort at Dollar General; and a hyper-focused media plan at Target.

Accelerating New Brands Through E-Commerce Laura Lisowski Cox, Oars + Alps; Rami Odeh & Joe Scartz, Velocity Commerce Group As consumer willingness to experiment grows, direct-to-consumer sales are rising across a wide range of categories. Yet even the most successful directto-consumer brands ultimately should expand distribution through retailer partnerships that can provide critical competencies (such as Amazon’s extensive data tools) that will inform their businesses as well as drive incremental sales.

Amazon: Recap & Predictions Andrea Leigh, Ideoclick It’s getting increasingly difficult and expensive to build a business on Amazon. Leigh recommends that brands make packaging e-commerce-friendly and experiment with smaller teams focused on specific business areas – like the Alexa team or the healthcare team – as a way to start building up the partnership. For the future, she predicts a spinoff of the AWS advertising operation to avoid antitrust concerns, better integration across the Fresh/Prime Now/Go/ Whole Foods platforms, more brick-andmortar acquisitions, and a move toward voice becoming the new search.

The Coca-Cola Way of Shopper Marketing 2.0 April Carlisle, Dana Barba, Tammy Brumfield, Rachel Smith & Joe Vizcarra, The Coca-Cola Co. Coca-Cola has more than 50 shopper marketers on its team that represent more than 50 brands and execute more than 50 campaigns per retailer. Among the successful programs outlined by the

Creating Multi-Dimensional Organizational Transparency Laura Dickey, LALA, US & Olga Yurovski, Shopperations Shopper marketers must take proactive steps to teach the c-suites at their organizations about the importance of the discipline and work more closely with the sales function. Dickey outlined LALA’s shopper marketing journey, explaining

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the lessons she learned along the way – which also included gaining credibility by proving how shopper marketing drives sales, hiring analytics talent, claiming a seat at the planning table and automating the planning and collaboration processes. Gaining ‘First Purchase’ in an Omnichannel World Josh Bruns, Kraft Heinz & Rick West, Field Agent To help a new salad dressing stand out at Walmart, Kraft Heinz leveraged Field Agent for a digital demo that communicated the product’s point of difference, created the desired behavior by getting shoppers to look for the item in stores, and offered a platform for shoppers to become ambassadors. The program generated thousands of purchases in two months: 96% were firsttime buyers, 85% planned to repurchase and 30% shared a product review online. The Evolving Role of the Shopper Marketing Agency Steve McGowan, Mondelez International with Abbey Ash, Phoenix Creative Co.; Lisa Norat, HMT Associates; Amy Stockwell, Geometry Global & Nicole Trudo, MOjO Marketing Path to Purchase Hall of Fame 2020 inductee McGowan gathered

Path to Purchase Expo 2019 The most effective consumer engagement activations inspire passion, which can be accomplished by making a connection between existing properties and audiences. Or they provide authenticity through real stories or cause marketing tie-ins. They also can deliver personalization through purchase-based offers and deep targeting, or step into “the shopper’s shoes” by presenting helpful insights or useful partnerships. Also effective are value exchanges such as retail-specific offers and recipes.

Mondelez International’s Jennifer Mason and Breaktime Media’s Josh Ginsberg

representatives from the four shopper marketing agencies on his team to discuss how they work together on Mondelez’s programs. Among the benefits of collaboration are access to bigger and better ideas, as well as to different data and resources. Although there sometimes can be an overlap of roles, there also is greater opportunity to fill in potential gaps. Each agency is able to bring its “diverse expertise” to the table, McGowan said. The Blurred Lines of Retail: Embracing the Opportunity Tina Manikas & John Kenny, FCB/RED To move beyond retail’s transactional nature and drive stronger engagement with shoppers, brands should take lessons from the video game world and turn their offers into playful, entertaining experiences. Creating an Authentic 1:1 Conversation Ginger Guthrie-Wilson, Ferrara Candy Co.; Leigh Suresky & Jason Sinclair, Brandshare Ferrara’s Butterfinger brand reimagined product sampling as a premium brand experience by integrating conversational commerce (through QR codes) into its omnichannel marketing strategy. The execution created experiential moments

that provided high value and utility between the brand and its active shopping audience. Evolving Your Brand Execution Strategy Regina Bailey, Menasha To respond effectively to disruption, brands should first build slack and flexibility into their workflow to offset volatility. They also should refuse uncertainty by investing in information (data and analytics), unlock complexity by bringing in new specialists with insights, and test and experiment to tame ambiguity. Pixar Theory and the Coming Waves of Technology Tom Edwards, Epsilon As technology evolves, the traditional “Four P’s” of marketing (product, price, place and promotion) with consumers at the center will give way to four tech-driven priorities: “planning” for data and AI, “predictive” APIs, “proxy” web and “pervasiveness” of new tools. Technology can be evaluated by what “empowers” consumers, delivers “exponential” ease and convenience, and “enhances” the line between physical and digital realities. How to Engage (and Not Engage) Your Shopper Jennifer Mason, Mondelez International & Josh Ginsberg, Breaktime Media

February 2020

Retail Intel: Progress Reports on 5 Top Chains Tim Binder, Cyndi Loza, Charlie Menchaca, Patrycja Malinowska & Jacqueline Barba, Path to Purchase Institute Institute editors offered an analysis of key business activity at Walmart, Kroger, Walgreens, CVS and Lowe’s, sharing their insights on both corporate-level strategy and in-aisle tactics gleaned from store visits. The team shared best practices for brands to collaborate and succeed at each retailer using the information available to Institute members on P2PI.org. Meaningful Connections to Engage Shoppers Nicole Robbins, Clorox Co. & Matthew Tilley, Valassis Digital Consumer demands are changing and a brand’s approach to driving meaningful shopper engagement must shift as well. Brands must respect and value consumers as individuals rather than just data points; move from tracking the shopper journey to anticipating it; be respectful of the journey by providing a curated set of options depending on where shoppers are in the buying cycle; and take the friction out of shopping by making it as easy as possible to complete a purchase. Leveraging Insight to Drive Relevant Connection Elaine Bragg, TPN & Cynthia Liu, Hershey Co. A shopper insight about a particular behavior complemented a consumer

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Your Confidence in Chaos

We give the consumer goods industry the confidence to make smarter business decisions, faster, to unlock growth in today’s disruptive retail environment.



B E P R E PA R E D • B E C O N N E C T E D • B E C O N F I D E N T 19P2P_ADV_Rise05_member.indd 1

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Path to Purchase Expo 2019

Coca-Cola’s Dana Barba

insight about emotions and led Hershey in 2019 to alter its flagship chocolate bar for the first time in 125 years. The company replaced the Hershey name on each section of the bar with one of 25 different emojis for a multiyear “Share a Smile” platform launched during backto-school season. [Complete recap on P2PI.org]

WestRock’s Leon Nicholas

time in 2019. Consumers are not only shopping in a non-linear way, they’re using different types of media and platforms to plan, comparison shop, research, browse and pay. E-commerce solutions should help brands and retailer partners effectively market their products as search increasingly shifts away from general search engines like Google and Bing toward retailer platforms.

Hacking Retail & Cross-Industry Innovation Manolo Almagro, Q Division Keeping abreast of cross-industry innovation is important because true breakthroughs often first take place outside the consumer products industry. Among the future trends identified by Almagro were connected surfaces, social shopping, fulfillment and retail “as a service,” “headless commerce” (no boundaries between front- and backend systems) and “virtual product shots” (Target has already asked suppliers to switch from photographs to 3-D models by 2023).

Retail Re-Emerging Leon Nicholas, WestRock Paper packaging company WestRock isn’t fretting over what many once feared was an approaching “retail apocalypse.” Retail is changing and more consumers are shopping digitally, but that means in-store merchandising matters even more today than it did before, according to Nicholas. The paradigm for growth in the next decade will be leveraging brick-andmortar stores to drive shopper conversion by focusing on more differentiation, contextualization, convenience and digital enablement.

Retail E-Commerce Marketing for CPGs Paul Koop & Harrison Sebring, Quotient More than 50% of all ad dollars in the U.S. (representing over $100 billion) was spent on digital for the first

Disruptive Retail Experiences: The Case of Cannabis Lacey Norton, Canopy Growth Corp. An early physical presence was instrumental in the smooth integration of

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Canopy’s Tokyo Smoke cannabis store before recreational pot became legal in Canada last year. Prior to legalization, Canopy first opened coffee shop-like stores designed to educate and build a sense of community among potential cannabis consumers. These shops illustrate what Canopy hopes the postlegalization Tokyo Smoke will become the “Apple of Cannabis” that delivers a brand and a community, not just a store. Taming the Future Through Technology Shelly Palmer, The Palmer Group Advanced 5G wireless technology may or may not actually happen – and, if it does, it won’t necessarily be a mainstream consumer technology but could be useful in hospital rooms, recording studios or other environments that need such streaming capabilities. Palmer also shared his thoughts on other trendy technologies (augmented reality, machine learning, deep fakes, voice) including social media video app TikTok, which he recommended should be download by every marketer ”immediately” to understand how and why it’s become so addictive among consumers.

Hannaford’s Donald Taylor

Clorox’s Nicole Robbins

Disruptor Journey: True & Co. Michelle Lam, True & Co. The industry-disrupting lingerie company launched in 2012 to help women find bras made to fit their bodies – not a model’s body or some idealized version of what a woman’s body should be, explained Lam. To inform its mission, the brand became the first in the intimate apparel industry to create an algorithmic “fit quiz” to better understand both body needs and shopper preferences. More than 7 million women have now contributed some 200 million data points, allowing True & Co. to develop products and services that truly fulfill consumer need. Moving at the Speed of Success Sandeep Dadlani, Mars Incorporated Mars has undertaken a corporate-level transformation to equip its associates with the “digital suit” they need to move 100 times faster. As part of this “DigitalMars journey,” the company has delivered educational content to more than 41,000 employees, hired more than 50 senior executives, and implemented more than 40 ongoing artificial intelligence projects. Among the unique opportunities made possible by machine learning are cameras that inspect M&M’s on the production line to ensure that the

same number of yellow and green candies are in each bag. The Impact of Package Design on In-Store Behavior Paul Nowak, Quad Product packaging is critical for driving awareness, engagement, consideration and purchase, and eye tracking can provide the statistical support designers need to understand which areas of the package attract the most attention. Meanwhile, emotion tracking provides a second set of data that explains how consumers react. Coupled with online surveys and prompts, these two tracking methods can help brands develop new techniques and strategies for communicating with shoppers online. Digital Loyalty in Brick & Mortar Retailing Andrew Locke, Response Labs & Donald Taylor, Hannaford/Ahold Delhaize After Hannaford suffered a data breach in 2008, the grocer wanted to turn a negative into a positive. Therefore, its existing loyalty program took a backseat for a few years before the retailer relaunched it as My Hannaford Rewards. The down time let Hannaford observe shopper behavior, thereby gaining an understanding of the one-to-one interaction that builds

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relationships and transcends digital and physical platforms. “Retailers aren’t trying to get into loyalty, they’re trying to get back to it,” Taylor said. “Future-Proofing” Your Brand in the Retail Environment Stacey Andrade, Procter & Gamble; Stefanie Detwiler & Tracey Koller, News America Marketing Brands should use their in-store investments to help shoppers plan and execute tasks. To drive conversion, they can use data to customize and optimize their campaigns. Brands need to continuously learn, becoming flexible and agile enough to disrupt the status quo. [Complete recap on P2PI.org] Shopper 2.0: Win the Omnicommerce Battle James Sorensen, Kantar E-commerce shoppers are forced to interact with a lot more touchpoints than in-store shoppers, which can cause frustration and hinder e-commerce growth, said Sorensen, who shared insights and advice on how to remove the barriers shoppers face in their omnicommerce journeys. One tip was to give online shoppers context: a twoounce box of Kellogg’s Frosted Flakes

Path to Purchase Expo 2019

Tyson Foods’ Alicia Mosley

cereal on a table next to a spoon gives shoppers a better understanding of product size than a product image alone. Sales & Marketing Report: Tools of Engagement Dwan White, House of Cheatham; Werner Graf, (Formerly) Mindtree Succeeding in today’s marketplace requires brands to have a deep understanding of consumers so they can develop products and services that truly meet their target’s needs, according to White, who as House of Cheatham’s CMO is personally involved in product development. Success now also requires CPGs to transform their packaging operations to establish environmentally sustainable practices that address the socially conscious demands of younger generations, according to Graf. Keynote: Finding Your Why Rainn Wilson & Shabnam Mogharabi, SoulPancake Younger generations have lost faith in their government and their institutions, and people in general are more anxious, lonely and depressed than they’ve ever been. That’s why leading with purpose is vitally important, both for

Mars Wrigley’s Sarah Tomasaitis

individuals and for brands. From their own experience nurturing the purpose-driven content developer SoulPancake, Wilson and Mogharabi shared advice for brands aspiring to bridge the “purpose gap.” [Complete recap on P2PI.org] How to Drive Profitable Sales with Waste Marie-Agnes Daumas & Michael Waas, TerraCycle In response to the current disposability crisis, many brands are committing to making their packaging recyclable by specific deadlines. To both strengthen their initiatives and drive ROI, TerraCycle recommends establishing a relationship with a “ready retailer” partner and engaging shoppers in meaningful, emotional ways that can stand the test of time. Finding Customers in the New Data Economy George Stella, SRAX Shopper The new data economy is upon us and brands need to be on the right side of history. Incomplete, inaccurate data is prevalent and regulations about data are increasing. Consumers care about their information, so brands must develop a plan to become future-proof. There are many hard questions about data that brands must ask their partners to protect themselves.

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Using Behavioral Research to Optimize New Products Sarah Tomasaitis, Mars Wrigley Confectionery & Gram Bowsher, Nailbiter Shoppers make decisions in a matter of seconds. Uncovering what’s happening in those seconds and how to respond requires brands to rethink how they gather consumer data. Mars Wrigley and Nailbiter conducted research to gain a closer look into how consumers shop and make purchase decisions. This allowed the CPG to make agile changes in-market to optimize product launches. Turning Measurement Results into Performance Improvement Alicia Mosley, Tyson Foods; Elana Rakitin Kipp, IN Connected Marketing & Rick Abens, Foresight ROI Tyson has developed a successful framework it believes can help other brands. It first identified the most impactful measurement types, data and metrics, and then determined a best practice process to align all stakeholders. Finally, Tyson applied the insights it gained to drive behavioral change and improve performance. How a Challenger Brand Wins at Retail Annie Asebrook, Primo Water & Matt Goldfarb, SFW

Edge by Ascential’s Chris Perry

Tapping into growing consumer concern over both the safety of drinking water and the need for proper hydration, challenger brand Primo Water doubled its rate of new-household penetration by positioning itself as a “daring protector” working on behalf of the consumer. Primo also leveraged influencers to drive traffic to a redesigned website by challenging them to improve their own lifestyles by adding Primo dispensers to their homes. The Anatomy of Irresistibility Lauren Hawes, Arc Worldwide & Tanner Van Dusen, EnsembleIQ Marketers should strive to make their brands “irresistible” – achieved when a shopper’s actual feelings equal their desires. Arc Worldwide has developed a way for brands to check the irresistibility level of their product categories at www. arcww.com/irresistibility. Growing Teavana at Target with a Tea Party Cortne Younk & Gail Baumgart, Nestlé Coffee Partners; Kerry Lyons, Ripple Street The tasting experience was critical in developing the shopper marketing plan for Teavana at Target, where the goal was to drive traffic, awareness, trial and super-premium trade-up.

Kroger Precision Marketing’s Michael Schuh

Therefore, in addition to deploying bottle neck hangers, sampling stations, search ads plus social media and influencer support, Teavana leveraged Ripple Street’s consumer community to host tea parties.

or reward a purchase from a shopper who is very loyal to the brand. Tools available to brands also include video, influencers, display and native ads, and push notifications.

Who’s Who in Retail Media Chris Perry, Edge by Ascential In evaluating the potential impact of retailer media platforms, consumer product manufacturers should consider that retailers have unique data ecosystems and are closest to the point of purchase. Perry compared the capabilities and offerings of “retail media rock stars” Walmart, Amazon, Kroger, Target, Instacart and Peapod, detailing the unique benefits of working with each – such as Kroger’s paid search placement capability via the “start my cart” section within a shopper’s cart. [More on retailer media platforms, page 20.]

Retailer Media Platform: Ahold Delhaize Linda Crowder, Peapod Digital Labs With chains spread across multiple regions working differently online, digital media has been a bit disjointed at Ahold Delhaize, Crowder acknowledged. But this will change as Ahold develops “one singular digital site” powered by Peapod Digital Labs, which will serve as a onestop shop for online opportunities for brands looking to enhance their reach across banners, personalize messaging to target shoppers or develop a more omnichannel effort.

Retailer Media Platform: Kroger Precision Marketing Lindsay Pullins & Michael Schuh, Kroger Precision Marketing Kroger Precision Marketing is able to use first-party data to target different messages to different shoppers. For example, the platform can identify a shopper who’s never purchased a brand and curate a deep offer to drive purchase,

Retailer Media Platform: Albertsons Dan Massimino, Albertsons Companies & Paul Koop, Quotient There are more than 90 omnichannel touchpoints that Albertsons can activate to engage with shoppers along their path to purchase. The top performing vehicles are digital marketing, Just for U promotions, performance search and product placement, and in-store

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Path to Purchase Expo 2019 products. Signals are likely to change, however, so the industry should keep an eye on key economic indicators such as wages, consumer sentiment, job openings and overtime hours throughout 2020.

NomNomNow’s Wenzhe Gao

signage, according to Massimino. By using a combination of these tactics, brands can gain a “big win” at the retailer, he suggested. Disruptor Journey: NomNomNow Wenzhe Gao, NomNomNow NomNomNow is adding an exceptionally modern twist to the massive and growing pet industry by delivering healthy pet food through an ondemand, zero-waste, direct-to-consumer service. The company caters to a growing number of consumers who are not only conscious of what they put in their own bodies, but also what they give their pets. The company operates a data-driven technology platform rich with millions of pet insights that will grow even more personalized as it gains more data. The Next Shift in Supply Chain Technology Narayan Tripunithura Mahadeva & Vivek Soneja, DXC Technology CPGs can harness the power of big data, artificial intelligence and advanced analytics to future-proof their solutions as consumer expectations continue to evolve and impact the traditional supply chain. Many companies are gaining

“consumer intelligence” from advanced data to better understand and target consumers, while developing, maintaining and managing their own agile internal platforms. Embracing Technology Innovation Trent Carrender & Becca Shaddox, i2i Labs The obstacles to driving real transformative innovation are often created more by a company’s culture and structure than they are by any lack of technology capabilities. To get beyond organizational roadblocks, innovation should be treated as a separate operation that can gain “small wins” through nimble projects that will earn support upward through the company. Finding ways to incentivize innovative thinking is another effective method of encouraging change. Executive Insights: Ten Success-Driving Trends Riddhi Sheth, Prevedere With economic growth slowing and a suspected recession looming, Prevedere’s research finds that the industry suffering the most is manufacturing. Fortunately for CPGs and retailers, consumers are still healthy and buying, and the weakest signals in the economy are taking place in areas that don’t greatly impact consumer

February 2020

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Celebrating 25 Years of DOT Excellence Rich Butwinick, MarketingLab/SellCheck & Peter Breen, Path to Purchase Institute A panel of judges selected five historical Design of the Times winners as “Best of the Best” across the awards program’s 25 years. They were: the Wonka Rolling Endcap from Nestle/ WestRock (2010); the SmartCycleA/ CPowered Endcap from Fisher-Price/ Darko Inc. (2008); the Stella Artois Holiday Door from AB InBev/Rapid Displays (2018); the LG Best Buy TV Experience Wall from LG Electronics/ Design Phase (2016), and the campaign selected as “Best of the Best of the Best,” the Dr. Scholl’s Custom Fit Orthotics Kiosk from Schering-Plough/ Mechtronics (2007). Institute members can visit P2PI.org to read case studies on the winners. A Roadmap for Transformation in the Age of the Customer Brendan Witcher, Forrester Consumer product manufacturers must challenge long-held assumptions and “transform your organization as much as you transform the technology that you’re buying and using” to keep pace with rapidly changing consumer expectations, said Witcher. The industry veteran outlined a number of investments that companies should make, such as teaming with “third party connectors” that help traditional brands obtain customer insights and data that they themselves often lack and acquiring data and analytics tools to help guide decisions, create “individualized” shopper experiences and set the table for future artificial intelligence capabilities. [Full article on P2PI.org] IQ

Path to Purchase Institute

Industry Leaders Help Institute Set Future Course BY PAT H T O P U R C H A S E I Q S TA F F

A group of leading executives are devoting their time, expertise and passion for the industry to serve as official advisors for the Path to Purchase Institute as it seeks to develop new and better ways to serve members. The illustrious group, most of whom have been longstanding members, will provide ongoing insight and guidance as the Institute strives to find new and better ways to help its members succeed in the volatile marketplace for consumer goods commerce. They represent a crosssection of experts and thought leaders from all aspects of the industry: retailers, brands, agencies, solution providers and independent consultants. “We are honored that these executives have committed themselves to helping the Institute better understand and address the needs of our members and the industry at large,” said Tanner Van Dusen, the Institute’s managing director. “Since the group first convened last September, we’ve been humbled by the level of dedication they’ve shown. They’ve already provided invaluable guidance.” The work of the Path to Purchase Institute Advisory Board began soon after its first meeting, when the group established smaller working teams to help identify actionable ideas related to thought leadership (especially research), training and talent development, event strategy and execution, and marketing/ communications. The group’s first assignment was to help develop a new vision statement that would articulate how the Institute’s original mission has evolved in response to unprecedented industry change. After several committee meetings and full-board discussions, the group was pleased to sign

off on the following vision statement: The Path to Purchase Institute is the nexus of omnicommerce, represented by a network of manufacturer, retail and service provider partners committed to driving market success through peershared intelligence, relentless innovation, and purposeful influence into the consumer journey. Diving deeper into the vision statement led to the development of concrete goals related to the types and levels of intelligence, innovation and influence that

the Institute will deliver and facilitate. Intelligence: The Institute will serve as a nerve center for data, insights, critical analysis, case studies and proprietary retail coverage to provide members with actionable, field-tested strategies for growth and the inspiration to generate new business ideas. Innovation: The Institute will be a test lab and showroom for the future of retail, shared through exclusive live events and interactive digital presentations. Influence: Through the insights, resources, and reach of its collective body, the Institute will help members go to market with deeper support and an authoritative voice to create meaningful connections and greater impact with customers, the industry, and within their organizations. These goals will first be fully evident at i3, a new annual event designed to showcase and celebrate the outstanding progress in the everchanging retail market (see page 2). IQ

Institute Advisory Board Vanessa Bueno Principal Savvy Design Heather Campain Customer Leader, Omnichannel Strategy & Activation Johnson & Johnson April Carlisle Vice President, Shopper Marketing Coca-Cola Co. Heidi Froseth Omnicommerce Industry Leader & Consultant Tracy Galindo Multicultural & Specialty Marketing Jewel-Osco (Albertsons Companies)

Carlos Garcia Industry Manager, CPG-Retail Facebook

February 2020

Byron Gilstrap Global Lead, Retail E-commerce Platforms Capability Kellogg’s Howard Klein Group Management Director FCB/Red Kelly Marsh Director, Coffee Experiences, Industry Affairs and Capabilities Nestle Starbucks Coffee Brian Messerschmitt Vice President, Shopper & National Marketing Albertsons Companies Laura Moser Director, Business Leadership & Client Development HMT Associates Alicia Mosley Shopper Marketing Director Tyson Foods

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Jay Picconatto Marketing Director, Shopper Marketing General Mills Rob Rivenburgh CEO North America The Mars Agency Dan Sabanosh Director, Shopper Marketing Great Northern In-Store Jon Schultz Managing Director TPN Retail Mark Williamson Head of Retail Partnerships Peapod Digital Labs Jason Young Chief Media Officer Quotient

our category. The events present great networking opportunities for developing cross-merchandising partnerships.

Member Spotlight

Constellation Brands

What are your predictions for the future of marketing, and how will your company navigate that future?

Constellation Brands is a leading international producer and marketer of beer, wine and spirits. It is the numberthree beer company in the U.S. with high-end, iconic imported beer brands such as Corona, Modelo and Pacifico. Its high-quality wine and spirits brands include High West Whiskey, Kim Crawford, Meiomi, The Prisoner Wine Co., Robert Mondavi, Ruffino, Simi and Svedka Vodka. Constellation’s mission is to “Build Brands That People Love.” Since its founding in 1945, Constellation’s ability to see, meet and stay ahead of shifting consumer preferences and trends has fueled its success. Institute staff recently asked Kevin Enos, director of trade marketing for Constellation Brands’ beer division, a few questions about the business.

their summer occasions. Our fully integrated program brought to life the Corona summer experience at retail with limited-edition packaging, featuring a chance to win a one-of-a-kind stay at the 2019 Corona Beach House on Santa Monica Beach in California. The beach house vibe was complemented with fun, unique POS elements like our beach house display enhancer and faux palm trees. Shoppers could enter the beach house promotion instantly by scanning their Corona at coronausa.com, powered by LogoGrab technology. Nearly 200,000 entries were received and almost 600,000 visited the site. The beach house property was such a hit that we made it available to not only national winners, but also to our field marketing and chain marketing teams who developed custom programs for their markets and retailers. This included Walmart, Safeway, RiteAid, Fred Meyer and Southeastern Grocers.

consumer-obsessed culture. Integration has become more challenging as the media and retail landscape has fragmented, but in finding new ways to keep our brands relevant we must strive to deliver a consistent brand experience across the path to purchase. We pride ourselves on a collaborative, cross-functional approach to developing our category leadership strategies like the Shopper-First Shelf. We have created a strong commercial relationship between sales and marketing over the years, which has enabled us to execute with our distributor partners to drive sales while building our brands. It will be more critical to transcend internal barriers to get to the right solutions for brand, consumer and trade. IQ

How does your company use its P2PI membership resources?

Join the 400+ companies who rely on the Path to Purchase Institute every day for strategies and best practices on succeeding in today’s chaotic consumer goods environment. For more information, contact Katrina Lopez at klopez@ensembleiq.com.

Tell us about a recent campaign for one of your products. ENOS: Summer is the number-one-selling season for Corona. It’s our most critical time to be top-of-mind with consumers and remind them that Corona’s carefree beach mindset is the perfect fit for all

ENOS: P2PI is tremendously helpful for our team to keep up with the latest happenings at our key retailers and gain exposure to best practices and innovative ideas beyond

February 2020

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ENOS: Our focus is to start with a



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THE RETAIL M As retailer-operated media platforms grow in number and prominence, manufacturers must decide how best to use them — and who should pay the tab. BY C Y N D I L O Z A

Retailer media platforms may have only emerged in recent years, but they’ve already had a profound effect on the discipline of shopper marketing, blurring the lines between trade, shopper and media spending. Taking note of the success at Amazon and even the advertising dollars amassed by Google and Facebook, retailers such as Walmart, Target and Kroger have worked to build up their digital media assets in recent years to better establish themselves as legitimate and powerful options for national brand advertising, not just trade and shopper programs. “I think two years ago, maybe you would have said, ‘Yeah, this is something we’re going to test out. This is something that, you know, we’re not totally convinced about

February 2020

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yet,’” says Michael Schuh, director, product strategy and innovation at 84.51, Kroger Precision Marketing. “I think the perception now is that, ‘Yes, retailers are here to stay.’ They have the scale – especially the top sort of three or four media platforms – to support large CPG or agency investment teams and can be really impactful channels.”

KEY PLAYERS & BENEFITS Walmart Media Group, Kroger Precision Marketing (KPM) and Target’s Roundel are among the top retailer media platforms, offering brand marketers various options and capabilities aimed at reaching a large audience in a very targeted way to deliver customized messaging that drives traffic. For example, at Kroger, where 96% of all transactions are captured via the retailer’s

L MEDIA PLAY loyalty card, shoppers can be served targeted digital coupons and emails. KPM can also work with brands to target shoppers with ads elsewhere on the internet based on their purchase behavior or even flavor preferences (e.g., chocolate lovers). For Laura Moser, director of business leadership and client development at HMT Associates, retail media platforms offer incremental solutions for CPGs to continue to evolve how they are developing more seamless solutions for shoppers that allow for better personalization and customization For a full, detailed outline of the digital media capabilities at Walmart, Kroger, Target, Albertsons and other key retail media platforms, visit P2PI.org.

of the message, content and offers. “Retailerowned media platforms and additional activation vehicles are providing the type of targeted audience we have always hoped to evolve to as part of achieving the promise of strategic shopper solutions,” Moser says. Google, Facebook and other national media platforms can, of course, deliver plenty of consumer eyeballs, often in numbers much larger than even Walmart. com can deliver. And, depending on their business model, they have collected plenty of personal behavior data that lets advertisers target specific consumers. What’s missing, according to proponents of retail media platforms, is the actual sales data, as well as the proximity to purchase mechanisms; a visitor to StopandShop.com (one of the chains united by Ahold Delhaize

February 2020

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through its Peapod Digital Labs platform) is far more likely to be in “shopping mode,” ready to make a purchase. “The biggest piece is sales, right?” says Lindsay Pullins, director, product strategy and innovation at 84.51. “It’s really difficult for folks outside of Kroger to have that sales data. They simply don’t get it. … Retail [media] platforms have that advantage because they are so close to purchase. We see what’s actually happening in our stores.” For April Carlisle, vice president, shopper marketing at Coca-Cola Co., there’s no better time to be in shopper marketing. “The pace of change with how we do business with our retailers from a media perspective has never been more interesting in that we are truly focusing

THE RETAIL MEDIA PLAY on what is the marketing objective and what is the return on investment that we’re going to get,” she says. “What’s exciting about the retail media networks is that now there’s the ability to measure everything that we’re doing to be able to do real-time adjustments to the messaging [or] to the creative and really hold ourselves accountable for every dollar that we spend.” Retail media networks have had a profound change on shopper marketing, because the discipline sits at the center of this new retail ecosystem, says Robert Rivenburgh, chief executive officer, North America, at The Mars Agency. “I’m finding that shopper marketing in many instances is kind of the ringleader to make sure you’re creating a holistic experience that’s cohesive across the platforms that drives sales and, ultimately, brand loyalty,” he says. “It’s been very positive and I think it’s the discipline that is going to continue to push to have that shopper-centricity.”

MARKETING BUDGETS Where there is tension right now, Carlisle and others explain, “is the amount of spend levels that each of our customers want us to spend with them. And the expectation is that we are directly moving media dollars that we would have spent [elsewhere] on general awareness and reach into driving to their specific audiences.”

In your organization, from which budget is your retailer digital media spend primarily allocated? 43.9%

Shopper marketing It’s determined campaign by campaign

28.8% 18.2%

National media


Other 0%











What percentage of your retailer digital media activity is dedicated to the following objectives? (The percentages are an average of the percentages given for each objective)

Brand awareness consideration


Sales in brick-andmortar stores

21.9% 22.7%

Online sales Sales anywhere


Other, please specify:

6.5% 0%







February 2020

At Coca-Cola, marketers are thinking about all the ways they can reach the right shoppers with the right message, Carlisle adds. Thus, there are dollars that are assigned to building broad trial, awareness and reach for the company’s brands through mainstream media, as well as dollars earmarked to do that with their retailers. “But, definitely we are thinking about it holistically and ensuring that our retailer networks are part of the media mix that will enable us to get to that target shopper in the most efficient way,” she says. As usual, retailers aren’t being shy about touting their platforms to brand partners and asking for increased overall funding. They don’t view their media platforms as an alternative vehicle for the trade and shopper dollars they already receive, but as a place for brands to redirect some of their national digital media spend. “The new challenges moving forward will be around identifying where the funding comes from within organizations,” says Moser, adding that retailers expect brands to fund retail media platform initiatives with national media dollars as opposed to trade funding. Thus, the lines are truly blurring when it comes to budgets, Pullins says. Now more than ever, e-commerce and shopper teams are bringing their agencies and national media teams “along to make sure that there’s a full cohesive holistic strategy at play, so we’re seeing some really unique opportunities – retail media, specifically – around those budgets blurring. Brand teams across shopper, national, e-commerce are really playing together to come up with a holistic strategy. So [spending is] across all. I think there’s heavy investment from shopper and e-commerce teams,

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THE RETAIL MEDIA PLAY but it’s certainly growing across the broader [organization].” Moreover, brands and agencies are creating specialized teams for operating with retail media platforms, which Pullins says is almost creating a new ecosystem. There might be teams dedicated to search, display, audio or TV but “now there’s a heightened focus on taking those core skill sets from all of those teams and really elevating it in the retail media space.”

MONEY GRAB? Brand marketers are being inundated with asks, Rivenburgh says, “and now you have another thing that the retailers are looking

Retail Digital Media Platforms

for, so they’re a little overwhelmed.” While there are some first movers who really believe in retail media networks and are seeing positive results, Rivenburgh notes there are others that are more skeptical, seeing it as a money grab or profit drive on the part of the retailers. There may be some truth to that, and the history of brandretailer trade partnerships certainly has a fair share of “pay for play” negotiations for funding that never really pays out. Still, industry experts only see retail media platforms as a money grab if retailers are forcing brands to buy tools that aren’t any more effective or efficient than the ones that exist elsewhere. And most

If you have worked with the digital media platform for Amazon (Amazon DSP), please rate its performance on the following. (60.3% said they work with Amazon)

Path to Purchase IQ’s annual Trends Report (published in January) provides data and analysis gleaned from a survey of executives at consumer product manufacturers who are asked to provide insights into some of the major issues affecting their companies. This year, we asked respondents to rate nine retail digital media platforms based on their relative strengths in effective targeting, performance measurement, ROI, data sharing, sales growth and creative freedom. Survey participants who have worked with Target’s in-house Roundel media company generally gave the platform a “good” score for targeting effectiveness, but it apparently still has a way to go with data sharing and creative freedom. Among other results: • Walmart Media Group mainly received a “good” or “excellent/very good” rating for targeting effectiveness but a “poor/fair” score for data sharing and measurement capabilities. • Amazon DSP generally earned “excellent/very good” and “good” scores in targeting effectiveness and sales growth but could improve as far as data sharing goes. • Albertsons Performance Media’s data sharing and sales growth capabilities could stand to improve. While results varied across capabilities, Amazon, Kroger and Target consistently earned better ratings than the competition followed by Walmart. Participants also were asked which internal budget was primarily covering their retailer digital media allocations (see chart, page 22). Not surprisingly, shopper marketing was identified most often, by 43.9% of survey takers. The general consensus may have been summarized by one respondent who explained, “Mostly shopper, but more national media is being considered and used.” When asked what percentage of their retailer digital media activity was dedicated to a specific few objectives, results were generally equally split. Sales anywhere took the lead with 24.7% followed by brand awareness consideration (24.5%), online sales (22.7%) and sales in brick-and-mortar stores (21.9%).

February 2020




43.6% 38.5% 33.3% 17.9% 41.0% 23.8%

33.3% 35.9% 30.8% 25.6% 30.8% 38.5%

23.1% 25.6% 35.9% 46.4% 28.2% 38.5%

Targeting effectiveness Measurement capabilities ROI Data sharing Sales growth Creative freedom

If you have worked with the digital media platform for Walmart (Walmart Media Group), please rate its performance on the following. (54.4% said they work with Walmart) EXCELLENT/VERY GOOD



17.2% 5.7% 17.2% 5.7% 20.0% 14.3%

45.7% 37.1% 34.3% 31.4% 34.3% 34.3%

37.1% 57.2% 38.6% 62.9% 45.7% 51.4%

Targeting effectiveness Measurement capabilities ROI Data sharing Sales growth Creative freedom

If you have worked with the digital media platform for Target (Roundel), please rate its performance on the following. (47.1% said they work with Target)

Targeting effectiveness Measurement capabilities ROI Data sharing Sales growth Creative freedom

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20.0% 10.0% 13.3% 13.3% 13.3% 16.7%

56.7% 46.7% 46.7% 40.0% 46.7% 36.7%

23.3% 33.3% 34.0% 46.7% 40.0% 46.7%

of the leading retailers in the space are devoting significant resources to building out legitimate media platforms, buying solutions (as Sam’s Club did recently by acquiring proprietary technology and some staff from its vendor, Triad) and extending their services beyond their own assets (as Target’s Roundel did by offering ad placement outside of the retailer’s own assets). Where Moser is seeing evolution for CPGs is stronger integration of media and connections planners into shopper marketing groups. “The goal,” she says, “is to determine where the most efficient and effective reach can be obtained for shoppers and this may require brand, shopper and sales teams to

If you have worked with the digital media platform for Kroger (Kroger Precision Marketing),, please rate its performance on the following.

If you have worked with the digital media platform for Giant Eagle (Advantage Media), please rate its performance on the following.

(51.5% said they work with Kroger)

(16.2% said they work with Giant Eagle)




33.3% 30.3% 24.2% 27.3% 21.2% 18.2%

36.4% 42.4% 27.3% 33.3% 42.4% 33.3%

30.3% 27.3% 48.4% 39.4% 33.3% 48.5%

Targeting effectiveness Measurement capabilities ROI Data sharing Sales growth Creative freedom

Targeting effectiveness Measurement capabilities ROI Data sharing Sales growth Creative freedom




10.0% 10.0% 0.0% 0.0% 0.0% 10.0%

50.0% 30.0% 30.0% 40.0% 40.0% 50.0%

40.0% 60.0% 70.0% 60.0% 60.0% 40.0%

If you have worked with the digital media platform for Albertsons Cos. (Albertsons Performance Media), please rate its performance on the following.

If you have worked with the digital media platform for Southeastern Grocers (SEG Media Hub), please rate its performance on the following.

(30.9% said they work with Albertsons)

(8.8% said they work with SE Grocers)




15.0% 10.0% 10.0% 5.0% 5.0% 15.0%

35.0% 35.0% 25.0% 25.0% 20.0% 30.0%

50.0% 55.0% 65.0% 70.0% 75.0% 55.0%

Targeting effectiveness Measurement capabilities ROI Data sharing Sales growth Creative freedom

Targeting effectiveness Measurement capabilities ROI Data sharing Sales growth Creative freedom




0.0% 0.0% 0.0% 0.0% 16.7% 0.0%

33.3% 50.0% 50.0% 33.3% 16.7% 50.0%

66.7% 50.0% 50.0% 66.7% 66.7% 50.0%

If you have worked with the digital media platform for Ahold (Peapod), please rate its performance on the following.

If you have worked with the digital media platform for Staples, please rate its performance on the following.

(30.9% said they work with Ahold)

(5.9% said they work with Staples)

Targeting effectiveness Measurement capabilities ROI Data sharing Sales growth Creative freedom




5.3% 5.3% 5.3% 10.5% 5.3% 5.3%

47.4% 21.1% 31.6% 26.3% 31.6% 47.4%

47.4% 73.7% 63.2% 63.2% 63.2% 47.4%

February 2020

Targeting effectiveness Measurement capabilities ROI Data sharing Sales growth Creative freedom

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25.0% 25.0% 25.0% 25.0% 25.0% 25.0%

0.0% 25.0% 25.0% 25.0% 25.0% 25.0%

75.0% 50.0% 50.0% 50.0% 50.0% 50.0%

THE RETAIL MEDIA PLAY take a new look at how they are annually funding calendar initiatives at retailers with established media platforms.” When asked to compare the effectiveness of retail media platforms compared with other digital media, 84.51’s Schuh said it’s challenging because of their newness. “We’re tying media exposures to sales in different ways than the industry has in the past, so it really is kind of hard to compare … because there isn’t the same level of accountability for results [elsewhere],” says Schuh, noting that it also depends on the KPIs being applied and what exactly is being measured. “But, [from] our standpoint, I’ll say that we’ve actually found our platform to be very effective and advertisers would largely agree with that. … I think that’s evidenced by our high retention rates and continued growth.” Brand marketers appear to agree for the most part. Participants asked to rate Kroger Precision Marketing – as well as eight other retail media platforms – for Path to Purchase IQ’s annual Trends Report generally gave the platform “good” or “excellent/very good” scores for its targeting and measurement capabilities, although they suggested that it might need to improve as far as creative freedom and ROI. (See charts, pages 23-24.) Regardless of the budgeting obstacles they might present, these media platforms will only continue to grow in importance for retailers as well as brands as both groups continue working toward reaching the right shoppers with the right message at the right time. How much will it grow? If Microsoft chief executive officer Satya Nadella has his way, every retailer will invest resources in building out their own platforms. “There’s death, there’s taxes and there is ever-increasing online advertising spend,” Nadella joked during a keynote session at the National Retail Federation’s “Big Show” in January, before basically challenging retailers to free advertisers from the “oligopoly”

that currently dominates the digital media landscape. “You have as retailers, the most valuable asset, which is commercial-intended consumer behavior data. The question is, how can you convert that, through your marketing efforts, into effectively new online advertising channels for every brand, every supplier. This, to me, is perhaps what’s going to reshape retail business models.” It could very well reshape brand budgets as well. IQ

SURVEY METHODOLOGY In late October 2019, several thousand U.S.-based consumer goods marketing executives were emailed a questionnaire to be completed online. The names were drawn from Path to Purchase IQ magazine subscribers, Path to Purchase Institute members and others in the EnsembleIQ database, with an emphasis on people with director, manager or senior executive titles. From those emails, 90 consumer goods marketing executives submitted surveys. The survey was administered and the data compiled by EnsembleIQ Research Solutions.

FOR ALL CHARTS Respondents: Consumer product marketing executives. Please source all charts to: the Path to Purchase Institute/Path to Purchase IQ magazine.

February 2020

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SOLUTIONS GUIDE A publication of

Featuring company profiles from:

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3M ConAgra Kellogg’s Logitech

• • • •

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CONTACT Dan Sabanosh Director of Shopper Marketing dsabanos@greatnortherncorp.com 262.681.5208




Great Insights

GREAT DESIGN Great Execution What works best at retail? Our 80+ designers and engineers are experts in applying insights to develop a range of creative, practical solutions that meet your marketing objectives and fit your budget parameters. Learn how Great Northern Instore can help you win at retail. 800.558.4711 or greatnortherninstore.com

Using the growing “foodie� trend, our team developed an impactful, artisanal cart for San Pellegrino that garnered them secondary placement in high traffic grocery departments.

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COMPANY PROFILE Innovative Design Solutions

End to End Solutions

Green Bay Packaging creates POP displays that have the perfect balance between function and design for any retail environment. Our design solutions are creative and inspiring, visually engaging, supply chain resilient and customer-friendly for the best consumer shopping experience.

At GBP, we are experts at creating eye-popping displays and managing the complexities of assembly and distribution for retail. Through our full turn-key customer solution we were able to support 1,380 Halloween pop-up store locations, each with unique display and distribution requirements. We exceeded customer expectations by reducing labor installation costs by almost 20%, having the highest quality standards, and delivering 100% on-time, resulting in a successful 2019 selling season and in-store customer experience.

As a vertically integrated company, GBP offers a wide variety of flutes and board grades to cater to the display requirements for all retailers. Our production solutions include an assortment of single and double wall combinations, multiple print capabilities (direct, indirect, digital and 2-sided printing). Our facilities are BRCGS certified, as well as maintain sustainable supply chain certifications. With over 25 locations throughout the USA, we can support all your POP display needs.

At-A-Glance WHO WE ARE



Green Bay Packaging (GBP) specializes in graphic packaging, temporary, semi-permanent and permanent displays, as well as standard shipping containers and folding cartons. GBP provides turn-key solutions that include high-end graphic POP displays, fulfillment, co-packing and logistics. Decentralized management structure results in unparalleled speed to market.

• Temporary, Semi-Permanent & Permanent POP Displays, Signage and Retail Ready Packaging • High-end Graphic Printing including Digital, Multi Color Direct Print, 2-sided Direct Print, Pre-Print and Litho Label Laminating • Traditional Shipping Containers, Folding Cartons and E-commerce Packaging • Graphic and Structural Design • Certified ISTA Testing On-Site • Fulfillment, Contract Packaging & Full-Service Logistics Management

Will Kress, President and CEO

EXPERTISE Green Bay Packaging’s expertise lies in helping clients enhance brand recognition through innovative solutions and unmatched production capabilities. Specialized equipment allows us to manufacture unique, POP designs including “Retail Ready” packaging that combines a shipping container and a POP display into one eye-popping shelf-ready package!

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• • • •

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Bryan Hollenbach, Executive Vice President Rick Luftman, Vice President, National Sales & Marketing Catharine Rathbone, Marketing & Retail Insights Manager

CONTACT Chris Cummings National Sales Manager In-Store Innovation Division chcummings@gbp.com 414.807.4830



COMPANY PROFILE Our End to End Solutions Create Integrated Retail Experiences INNOVATIVE DESIGN – We offer award-winning creative and mixed-media capabilities so your brand makes an impact with consumers and retailers — the first time and every time. Our partnerships with major retailers ensure that your programs fit their needs as well and help improve compliance to achieve maximum ROI.

Retail Reimagined

DIGITAL PRODUCTION – WestRock is committed to investing in capabilities that give our customers a distinct competitive advantage. WestRock provides digital solutions that will optimize cost, enable enhanced and late stage customization, increase speedto-market, and reduce waste.

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E-COMMERCE – To excel in today’s omni-channel marketplace brands must deliver their messaging and products through multiple channels. WestRock provides e-commerce solutions that deliver your brand with maximum impact to ensure your consumer’s experience meets your expectations and optimizes your supply chain.

ENGAGE Shopper engaging, retailer specific design that drives increased conversion. EXECUTE Cost effective end-to-end solutions from design, manufacture, assembly to distribution and systems integration; all executed through Performance Excellence™ processes enabling increased speed to market and highly competitive total supply chain costs.

CONNECTED RETAIL – Through strategic partnerships with industry leading technology partners, we have developed an end-to-end ecosystem that enriches the shopper experience through engagement and personalization while enhancing store productivity by leveraging IoT for asset tracking, inventory and supply chain optimization.

Sustainability is the Fiber of Our Company.

MEASURE Employ industry leading technologies to measure execution & effectiveness in-store. Maximize continuous improvement tools to proactively drive supply chain efficiencies.

Environmental stewardship, supply chain transparency and waste reduction are among our core business values, and we help our clients reach their goals while using the most sustainable materials available.

At-A-Glance WHO WE ARE



WestRock is the market leading provider of differentiated merchandising solutions that optimize the effectiveness and efficiency of your promotional supply chain.

• • • •

Jill Andersen Marketing Director jill.andersen@westrock.com 612.206.7716

KEY EXECUTIVES • Richard Parris, SVP, Merchandising Displays • Steve Brown, VP, Displays Innovation & Marketing • Diane Anderson, VP, National Sales • Dave Sharp, VP, Sales

Connected Retail Solutions Temporary and Permanent Displays Contract Packaging, Assembly & Fulfillment Promotional Packaging – Retail Ready, E-commerce, Special Packs, Club • Retail and Outdoor Signage • • • • • •

Program, Project and Print Management Award Winning Design & Engineering Research, Insights & Strategy Development Supply Chain Optimization Retailer Connectivity & Insights Merchandising Effectiveness Measurement







Retail Reimagined WestRock Connected Retail Solutions help retailers and brand marketers gain actionable insights and data from Point-of-Purchase interactions in-store, while offering an engaging, customized experience to the shopper. With this game-changing platform, WestRock is bridging the gap between digital and physical to entertain, inform and engage. As retail evolves to offer new solutions to the consumer, WestRock will be right there leading the way. Attract. Engage. Execute. Measure. westrock.com/displays

Š2020 WestRock Company. WESTROCK, WestRock and Design, and the WestRock Logo are trademarks owned by WestRock Company. All rights reserved.

Don’t miss these other upcoming Solution Guides appearing only in Path to Purchase IQ magazine in 2020.

Insights & Analytics April 2020

Consumer Engagement Tools June 2020

Shopper Marketing Agencies September 2020

Contact Karen Fenske at the Path to Purchase Institute at kfenske@ensembleiq.com or (773) 992-4413 for more information.


More than 100 consumer product manufacturer and retail executives are represented in this year’s list of noteworthy merchandising professionals, all of whom develop in-store solutions that stand up to the challenges of today’s dynamic retail environment.


MARGI VAGELL Senior Vice President & General Merchandising Manager, Home Decor Margi Vagell has been with Lowe’s since 2009. She has served in various leadership roles across departments including store merchandising, pricing and promotions, enterprise analytics and online merchandising and marketing for Lowes.com. In July 2019, Vagell was promoted to senior vice president and general merchandising manager of home decor. Before joining Lowe’s, she held merchandising director positions at eFashion Solutions, Inc., and Victoria’s Secret.


What are your current responsibilities?

VAGELL: I am responsible for advancing our merchandising strategy for paint, flooring, decor, kitchen and bath and appliances. I lead a team of highly skilled merchants responsible for billions of dollars in sales annually. We are focused on helping our DIY (do-ityourself) customers achieve their home improvement dreams, whether that’s painting a room or completing a kitchen remodel. For the professional, or Pro, customers, we’re focused on bringing in the brands that matter most, the quantity of inventory to complete their jobs and speed to get them the product they need.

Photo courtesy of Lowe’s

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RECENT ACHIEVEMENT VAGELL: In early 2019, I led the build-out of a field merchandising organization, which serves as an extension of corporate’s core merchants to regions across the country. The field merchants help us better localize our assortments, be the voice from the store operations teams back to the core merchants, react to weather events and ensure we execute holidays in the most competitive way. They’ve been successful because they are empowered to drive change, react to the customer needs and bring forward new opportunities.

ICON KEY Institute member

Ace Hardware


Merchandising excellence was a key focus area for Lowe’s in 2019. How did you implement this in your work? VAGELL: We put the customer at the center of our strategy and operating plans. In my current role, this also means providing the right products, in the right place, at the right time, so customers can shop any way they choose. For example, three quarters ago, the paint department had delivered comps below the company average for 10 consecutive quarters. Then in Q2 2019, paint led the merchandising department growth due to an improved service model, a better in-stock position and compelling offers. We continue to invest in this area given that paint is a traffic-driving category and that painting is the number-one DIY project. As we continue to refine our paint business, we will work closely with our suppliers to introduce an improved Pro paint offering to better serve the professional that paints as they’re completing their various remodel projects.


How has the emergence of the omnichannel shopper influenced your overall approach to merchandising? VAGELL: The online and mobile experience continues to be a critical part of the customer

journey as consumers usually begin searching for products online, before coming into the store fully informed based on their research. Knowing this, we enhanced the customer experience and presentation of products and projects on Lowes.com by adding threedimensional and more product images. This is just a small step as we focus on improving our online experience.


What are the important characteristics of a mutually beneficial merchandising collaboration between a manufacturer and retailer? VAGELL: We serve as an advocate for the customer, so it’s imperative that the customer is at the center of decision-making for the manufacturer and the retailer. We focus not just on meeting the needs of customers, but anticipating their needs, no matter the situation. When the customer receives great products, value and service, the manufacturer and the retailer win too.


Specific to home improvement, what role do you see the physical store playing in the future? VAGELL: Most of our sales come from our brick-andmortar locations, so serving our customers in the physical store is just as critical now as it will be in the future. The most

February 2020

popular question in retail is “Where do I find this?” whereas the most popular question in home improvement retail is “How do I use this?” This underscores the importance of associate expertise and knowledge. Our associates are our most valuable asset, so we are doubling down on training in product and project knowledge so our associates can better serve customers. Additionally, we’re investing in our store environment. We’ll have refreshed close to 100% of our chain by the end of Q1 2020, in addition to our enhanced resets across various categories including flooring, décor, kitchens, tools and lighting.


Tell us about the most successful merchandising work of your entire career. VAGELL: I stood up a 16,000-plusmember merchandising service team in a short period of time. We needed to do a far better job of taking merchandising all the way to shelf, ensuring we not only set the product well, on time and in full, but that we service the bays in a more deliberate way. The setup of this organization was led by our strong leadership team that had deep store operations, merchandising and merchandising operations experience. We’re very proud of the value it’s serving our customers, red vest associates and our product vendor community. — Charlie Menchaca

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LORNE COHEN, Chief Retail Advisor At Ace Global Solutions, Cohen partners with Ace International retailers around the globe to identify, analyze and implement business solutions to retailer issues and capitalize on opportunities for growth.

ACH Food Cos. TED KULAS, National Retail Execution PAUL REARICK, Research Development Packaging Engineer

Adidas MATT KELLY, Global Director Retail/Marketing Procurement Kelly focuses on building long-term strategies for the adidas brick-and-mortar channel, which consists of more than 40,000 locations globally. His style focuses on maximum deal extraction via design-think principles, which is unique in a procurement role since the outcome is based on exceptional retail experience rather than simply cost.

Ahold Delhaize SPENCER BAIRD, Head Merchant, Peapod Baird has been with the Peapod organization for three years. Prior to this post, he was vice president of assortment & strategy for Ahold USA where he had responsibility for teams running macro-space, micro-space, reset execution and assortment strategy.

WHO’S WHO IN MERCHANDISING TONYA HERRING, Senior Vice President of Merchandising, Chief Merchant, Giant Food Herring is responsible for strategic leadership within the merchandising organization to include category, pricing, promotion and merchandising planning and operational support. She has worked in the retail industry for more than 26 years and is a four-time Top Women in Grocery honoree. MELISSA HUGHES, Director, Strategy & Innovation, Stop & Shop

Avocados from Mexico STEPHANIE BAZAN, Vice President, Trade & Market Development Bazan leads all of the retail trade and shopper marketing strategies and plans for the U.S. operation for the organization.


Bacardi U.S.A. EDDIE PINEIRO, Director, Marketing Materials

Barilla America BRIAN BUTKA, Senior Packaging Engineer Butka is responsible for leading and delivering solutions for merchandising vehicles, e-commerce and club channels across all Barilla brands. Most recently he led the packaging development of legumebased pasta for both retail and club.

Bayer Healthcare MICHELE SMITH, Senior Manager, Visual Merchandising Smith leads the design and development of in-store merchandising solutions for national and custom programs across multiple classes of trade. She integrates company and customer objectives to bring brands to life at retail. Key brands include

Claritin, Aleve and Miralax with focus being on differentiation at store level to drive incremental sales.



JUSTIN CERRITELLI, Director, Sales Operations & Execution

SHEILA STROH, Shopper & Merchandising Manager Stroh leads and develops merchandising strategy for Beiersdorf Brands. This includes aligning brand and customer strategies, insuring premium merchandising placement at the point of sale. Her greatest work accomplishment has been bringing to life merchandising solutions that dynamically change the shopper experience and support both retailer and brand strategies.

Campbell Soup

LEIGH PALUMBO, Manager, Sales Operations, In-Store Merchandising RANDI SLUSKY, Retail Activation, Lead Slusky is the retail activation lead for Campbell’s Snacks, focusing on the development of seasonal POS along with corrugated and permanent display solutions for the organization’s expanded snack and bakery portfolio.

Central Garden & Pet

Best Buy CHRIS BRANDEWIE, Director of Store Design

ROGER MOSSHART, Vice President, Retail Sales & Service


Blue Buffalo CRAIG STANKEVICH, Vice President, Channel Marketing

TIM ROBERTS, National Retail Operations Manager


Boar’s Head GEORGE BROCK, Manager, Innovations Solutions KRISTINA CALVIN, Brand Manager, Marketing Innovations Solutions Calvin brings strategic solutions to drive sales in grocery stores across the country based on trends and shopper data. She develops, designs, tests and launches programs that bring value to the shopper’s overall brand experience.

Boston Beer SCOTT WATTERS, Senior Director, Creative Services

Burt’s Bees JEFF CECCARELLI, Team Leader, International Sales Planning, Category Management & Training

SUSAN AGRO LANIER, Shopper Marketing Manager As the merchandising lead for national pillar programs, Glaceau and coffee brands, Lanier leads the design and development of shopper marketing solutions that break through retail clutter. CHERYL CAMPBELL, Shopper Marketing Merchandising Manager Campbell is the lead merchandising manager for pillar (holiday, brand innovation) and all sparkling soft drink programs. She is a cross-functional partner in planning and activation to execute programs against brand vision for system marketing materials.

THERESA CHAMPAIGNE, Shopper Marketing Manager

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SUSAN LAZARO, Director, Merchandising Solutions For more than 18 years, Lazaro has held various roles across the merchandising discipline including procurement, shopper marketing and commercial leadership. She’s worked with CocaCola Bottlers, customers, brands and assets to create easy-to-execute solutions that convert shoppers into buyers. RENEE SORRELLS, Shopper Marketing Merchandising Manager Sorrells is responsible for strategic development and tactical execution of retail merchandising materials for brands like Powerade, Gold Peak Tea, Honest Tea and Peace Tea. With a passion for design and innovation, her focus is on selecting designs that embody the brand and engage shoppers converting them into buyers. BRAD WILLIAMS, Senior Manager Shopper Marketing, Merchandising Williams leads the development of merchandising solutions across all channels of retail, while supporting shopper experience innovation strategic initiatives. He came to Coke from The Home Depot in 2009, where he led visual merchandising and shopper experience teams.

Crayola BETH ONDUSH, Leader, Merchandising Ondush leads the company’s merchandising efforts, partnering with key accounts to develop and execute programs for both temporary and permanent merchandising solutions.



DAS Cos. DEREK LEHMAN, Director, Channel & Shopper Marketing Lehman develops strategic and insight-driven shopper marketing solutions for the convenience and travel center channels. His focus is on creating engaging shopper experiences to ultimately drive conversion on the path to purchase.

D.G. Yuengling & Son CHRIS SEIGH, Trade Marketing Manager Seigh leads shopper marketing efforts with large- and small-format national accounts driving activation and customization. His focus is on utilizing actionable insights to drive merchandising that influences behavior and demand across multiple touchpoints at retail.

Duracell JOE CERONE, Team Leader, NA Merchandising Cerone leads the North American merchandising team to drive multiple points of interruption in-store and growth strategies with retail partners.


Edgewell Personal Care NATALIE MALLONE, Senior Manager, Merchandising and Display, Wet Shave Mallone has more than 19 years in merchandising experience in the CPG space. Currently she leads the off-shelf merchandising for the Wet Shave portfolio for Edgewell Personal Care. Her biggest career accomplishment was taking home the 2018 “Display of the Year” OMA for her work on the Schick Mens business.

DAVI TASH, Senior Merchandising & Licensing Manager


Ferrera Candy THOMAS KOBAYASHI, Senior Manager, Merchandising Kobayashi leverages extensive creative agency and packaging supplier background to strategically manage a multi-million-dollar display portfolio. His holistic approach balances the needs of brand teams and retail customers while ensuring profitability and supply chain efficiency.

Fresh Direct CARRIE MESING, Vice President, Merchandising Mesing leads pure-play online grocer FreshDirect. She also leads the grocery, dairy and frozen teams and oversees FreshDirect’s site selling and content strategy. Mesing has been instrumental in laying the groundwork for Fresh Direct’s Vertex award-winning private brands. In 2017, Mesing was named Progressive Grocer’s Top Women in Grocery’s Rising Star.

Fresh Thyme Farmers Market RICK FINDLAY, Vice President, Fresh Merchandising


Garmin International RONNIE LAMENDOLA, Senior Manager, Retail Marketing Lamendola oversees innovative merchandising and video display initiatives for the Garmin retail brand stores, implementing a vision of integrated approaches that blend new technology, trends and designs for the ultimate customer experience. He has opened both dynamic Garmin brand stores in Miami

February 2020

South Beach and Aventura Mall in Florida. He assists retail, marketing and creative teams at headquarters, throughout the U.S. and abroad with collaborative brand store cross-merchandising solutions and insights.


General Mills


BOB MYERS, Director, In-Store Design & Strategic Events Myers manages a “concept to consumer” in-store design team focused on delivering fully integrated cohesive display merchandising capabilities in stores for General Mills brands’ in-store merchandising and category growth initiatives. HEATHER OPPEL, Senior Operations Manager – In-Store Design Team Oppel leads the end-to-end display operations for the General Mills North American region. The teams develop ideas and solutions that connect with the needs and strategies of the company’s marketing and sales teams to deliver capabilities tied to how both can win in-store.

GlaxoSmithKline MARGHERITA FARRELL, Display Project Manager Farrell manages the development, production and execution of GSK OTC promotional displays/shelf merchandising for day-to-day business and launches (Rx to OTC switches). She has more than 30 years’ experience at Bristol-Myers Squibb, Novartis and GSK. She works closely with supply planning, demand planning, customer service, brand, marketing, customer strategy & planning, sales, master data, finance and suppliers, specializing in on-time delivery to retail.

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GABE MENDEZ, Director, Global Retail Solutions Mendez is responsible for global retail experience, visual merchandising and in-store execution.

Hallmark Cards DAVID MACCONNIE, Visual Director – Mass Channel Visual Merchandising

Hershey SCOTT DUNKLEY, Director, Merchandising Center of Excellence Dunkley’s team defines and executes Hershey’s merchandising strategy across permanent secondary displays, pre-packed units, and retail carry-in POS. Using datadriven analytics, shopper insights and impactful experience, the team drives conversion for Hershey’s iconic brands. MICHAEL KAUTZ, Merchandising Manager, Small Format, Permanent Secondary Display Kautz is responsible for the development and implementation of aggressive in-store merchandising strategies/tactics to gain permanent, incremental, high-quality, secondary space that results in increased sales, profits and market share for Hershey’s CMG and Snacks businesses. TIFFANY PIEJA, Merchandising Manager, Walmart As a member of Hershey’s Merchandising Center of Excellence team, Pieja leads the design and development of innovative merchandising solutions for Walmart.

WHO’S WHO IN MERCHANDISING RICHARD PRICE, Senior Manager, Merchandising Center of Excellence –Permanent Team Price leads the Merchandising Center of Excellence team, which leverages shopper insights to develop and execute high-impact brand experiences and display spectaculars to create fun, convenient and immersive shopper experiences that increase shopper/trip conversion and build bigger baskets for large- and smallformat retailers.

Home Depot DAVID PASSAFIUME, Merchandising Vice President –Tools


Jockey International ROBERT STYLES, Vice President, Men’s Merchandising & Design

Johnson & Johnson STEVEN HECHT, Senior Manager, Retail Merchandising

Kellogg KURT DECK, Senior Creative Manager, Kellogg’s Merchandising Services Deck’s responsibilities include being closely involved in the design process for corrugated displays which include promotional, snacks stock knock-down and prepacked displays for the Snacks and Morning Foods business units. He also oversees the design and purchasing of permanent displays fixtures for these business units that support in-store display opportunities along with shelving systems initiatives and in-aisle reinvention projects. MEGAN PHELAN, Director, Design Operations Phelan leads design operations for Kellogg’s, including oversight of merchandising display development,

production and logistics, packaging prepress, color management and commercialization, and off-pack print production (including POS, signage and coupons). She also provides strategy and direction for technology solutions supporting design operations and is a regional liaison for global design execution.


Keurig Dr Pepper DON COLLINS, Director, Merchandising & Retail Innovation Collins leads a team that drives innovation and builds programs to convert consumers at shelf to Keurig. He provides merchandising solutions for all customer channels including mass, department, grocery, specialty, drug, club and convenience as well as the company’s away from home food service and workplace channels. SHEILA BONNER, Vice President, Shopper Marketing, Insights & Merchandising Bonner leads the shopper marketing team, which includes digital shopper, merchandising and shopper insights for the company’s total portfolio. The team supports national and regional account activation for Keurig brewers, coffee brands such as Green Mountain Coffee Roasters and beverage brands like Dr Pepper. They also serve expansion opportunities for Core water and the partner portfolio of brands such as Peet’s Forto and AShoc.

Kraft Heinz DAVID STAPLES, National In-Store Merchandising Manager, Beverage Business Unit


L’Oreal MICHAEL ARECCHI, Vice President of Merchandising

February 2020

MORGAN HAGNEY, Director, Retail Merchandising Hagney leads the merchandising team for Maybelline New York, responsible for the cosmetics wall and other permanent locations. Her team focuses on the consumer in-store experience across all national retailers, promoting this leading brand in the mass market. CHRISTINA P. RAGAZZINI, Assistant Vice President, Retail Innovation – Permanent Merchandising

LG Electronics JEFF GAYDOS, Account Manager –Shopper Marketing Gaydos manages the in-store displays for the company’s home entertainment categories, partnering with key retailers to ensure overall brand messaging and compliance are met within store environments. COLLEEN HARDIE, Channel/ Shopper Marketing STEWART HENDERSON, Senior Shopper Marketing Manager Henderson leads the shopper marketing team for LG’s home appliance business units and is tasked with developing and executing LG’s omnichannel experiences for the shopper. RACHEL OLSON, Shopper Marketing Lead – Home Electronics Olson converts shoppers into buyers in this omnichannel world. She leads innovative and best-in-class shopper experiences for premium consumer electronics products. She works with the largest U.S. retailers to create engaging experiences that lead the shopper down the path to purchase.

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Lowe’s MARGI VAGELL, Senior Vice President & General Merchandising Manager, Home Decor See profile on page 36

Lowes Foods CHRIS VAN PARYS, Senior Vice President, Sales & Merchandising


Mars Wrigley

JASON WOOD, Global Display Development Head Wood oversees the development and execution of the Mars Wrigley display strategy throughout The Americas. Key elements of focus include strategic partnerships, innovation and excellence in both design and execution to deliver best-in-class displays to drive sales for retailers.

MASCO SARAH FURNARI, Senior Director, Indirect Procurement and ThirdParty Sourcing

McCormick & Co. BRIAN ESLINGER, Merchandising Development Manager

Meijer SHELLY HUISKEN, Director of Merchandise Presentation Delivering a great customer experience is one of Huisken’s team’s highest priorities so the layout of the department has to be intuitive and meet the needs of the customer. Its category management process combines customer shopping behavior with space availability to influence assortment decisions and improve on-shelf availability to better serve its customers.




CONNIE BUFFONE Senior Director, Shopper and Trade Marketing Connie Buffone has led teams in product development/brand management and trade shows for Playtoy, Irwin Toy and Loblaw Brands. She has been with Spin Master for 17 years. When Buffone first joined Spin Master, she took on a hybrid of roles and began to develop the company’s trade marketing group. Within this group, she managed the sales support team as well as the trade show and prepack teams. In 2016, Buffone identified a gap that Spin Master didn’t focus enough on its shopper and began to elevate that experience at brickand-mortar. In 2018, Spin Master launched the shopper marketing division.


What are your main job responsibilities?

BUFFONE: As senior director, I have three top areas of responsibility. One is shopper marketing, with a focus on

taking our features to the next level through creativity, research and innovation. Another top area is trade marketing, with an emphasis on selling in and obtaining incremental features for the organization. The third area is trade shows, with a focus on creating bestin-class customer experiences for our retail partners for new brand launches at our toy fairs, retailer events and internal sales meetings.


What are the important characteristics of a mutually beneficial merchandising collaboration between a manufacturer and retailer? BUFFONE: It’s important to have a great partnership with your salespeople who are passionate about the product and merchandising, and who have a great relationship with

Photo submitted by Connie Buffone

the retailer. Alongside that, the retailer and the manufacturer need to align with the same goals. Ultimately it’s sales of course, but we all need to align on pushing boundaries with creativity and innovation. If the retailer is on board, it’s win-win.


Tell us about the most successful merchandising work of your entire career. BUFFONE: A few years back, a buyer gave us the challenge of creating a display that would

RECENT ACHIEVEMENT BUFFONE: We were launching a new product within an existing brand at retail without any media. My team and I had to come up with a concept that was innovative and disruptive in a short amount of time. Through a quick collaborative brainstorming session with my designer, we came out with a primitive line drawing. This evolved into a concept that changed the way the organization looked at how P-O-P displays work for us. When the product hit retail, we were surprised that in three to four weeks the product sold through. Remember, this was without any media behind it.

allow for an interactive in-store experience. Our biggest concern was that this experience could be messy as it was an unattended display. However, we created this display that allowed for a surface where the product can be placed in that would allow children to play. We did this at one store and within a few days, we were shocked to see how much product we were selling off this display. We kept refilling and it kept selling. We were watching it like it was a game – it was awesome. After two weeks in the store, the buyer came back and said she wanted this display in 2,000 more locations. With that came more features and feet awarded to us on our planogram. — Charlie Menchaca

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WHO’S WHO IN MERCHANDISING Microsoft ERIN MINOR, Global Retail Design and In-Store Experiences JAKE OLSEN-JACOBSEN, Senior Retail Demo Manager A 28-year retail veteran, Olsen-Jacobsen previously managed the Xbox and Xbox 360 global video game retail kiosk programs. He is currently responsible for the global consumer retail demo experience on Windows OS devices.

Mondelez International MATTHEW JORDAN, Merchandising Solutions Manager Jordan is currently responsible for managing the design, development and production of prefilled custom biscuit displays, prefilled chocolate displays and unfilled temporary displays for c-stores. ALICE MOORE, Merchandising Manager KELLY O’BRIEN, Merchandising Manager O’Brien manages the creation and production of POS displays for the most loved brands. Her career is balanced in pragmatism and passion to be relevant and unique, working alongside admirable and diverse partners to deliver the company’s goals. CHRIS PANACCIONE, Associate Merchandise Manager ROBYN PETROSKI, Senior Merchandising Manager

STEVE ZOELLNER, Director, Shopper Merchandising Solutions With a broad background in sales, analytics and sales planning, Zoellner leads the Shopper Merchandising Solutions (SMS) team at Mondelez in the United States. Working across all business functions and with retail customers, the SMS team designs, develops, sources and manages projects for all the POS developed by Mondelez for retail use.


NBC Universal Studios MARY KHACHIKYAN, Vice President of Production Khachikyan oversees the production and release planning team, managing master data, procurement and production planning for the distribution of all physical product in the United States and Canada. This includes releases for NBCUniversal as well as for a portfolio of partners.

Nestle Purina Pet Care BILL KAMBOL, Principal, Display and Merchandising Kambol is responsible for structural design and shopper marketing efforts for several brands including Friskies, Fancy Feast, Pro Plan, Purina One and Tidy Cats. PAM VENN, Senior Display & Merchandising Specialist

Nike KENNETH EDWARDS, Senior Retail Brand Manager


SCOTT EVANS, Senior Vice President, Sales & Merchandising

PepsiCo KARL FLOWERS, Senior Merchandising Manager Flowers is responsible for the design, development and execution of small-format permanent merchandising solutions for Frito-Lay. DENIS GIBNEY, Director, Merchandising Design & Development JIM IVY, Sales Strategy & Planning, Merchandising, Frito-Lay ROBERT TAYLOR, Senior Director, Sales Strategy & Commercialization, Frito-Lay

Petco RICK NEIRA, Vice President of Visual Merchandising, Space and Floor Planning Neira leads the visual merchandising, space and floor planning efforts, as well as signage and POP, brand shops and store environments for the retailer. TIM SWANSON, Vice President of Store Design, Space and Floor Planning

Pharmavite LLC TONIA ENTOUS, Visual Merchandising Lead

Philips Consumer Lifestyle KERI DREYER, Team Lead, Shopper Marketing & Merchandising

Price Chopper Supermarkets-Market 32

BRUCE PYE, Manager, Graphic Design

BLAINE BRINGHURST, Executive Vice President of Merchandising, Marketing and Store Operations

MARIA RUVOLO, Merchandising Manager Ruvolo manages the pre-filled corrugate PRDs and shipper displays for the Mondelez Biscuit business.

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Reebok International JOHN LYNCH, Vice President, Head of U.S. Marketing


Sargento Foods MICHAEL VASZILY, Director, Sales Planning & Execution Vaszily leverages a broad marketing background with sales & merchandising experience as he leads sales planning and execution efforts at Sargento. He provides leadership, strategic direction and oversight from concept to in-store execution.

Sherwin-Williams PAUL COBB, Director, In-Store Marketing

Sony Electronics ANNE LIPS, Senior Retail Marketing, Visual Merchandising Manager ANTHONY SHINKER, Manager, Retail Merchandising Activation and Strategy/ Sound Division Shinker leads all retail merchandising strategy and product display activation for Sony’s Mobile and Home Audio categories.

Spin Master CONNIE BUFFONE, Senior Director, Shopper and Trade Marketing See profile on page 41

Staples CHRISTINE MALLON, Vice President, Stores and Online Marketing


Be MATTHEW SETTERLUND, Director of Visual Merchandising Development

Starbucks Coffee Co.

JENNIFER QUOTSON, Vice President, Global Creative Studios



SARAH AMUNDSEN, Senior Director, Store Design NATE BULLARD, Senior Director of Pricing


JACKIE LALIME, Senior Director, Merchandising, Americas As the leader of an amazing team of talented merchants, LaLime is proud to serve the Americas region and the Timberland brand with purpose-led and performance-driven assortments and product initiatives across footwear, apparel and accessories.


SHERRI PICCHIETTI, Director, Space Management

Walmart PAUL KILSCH, Senior Manager II, Digital Acceleration Kilsch supports daily business management of the digital product portfolio and partners cross-functionally to enhance existing digital tools within the Walmart App. BARBARA MAGSTADT, Senior Director, Visual Merchandising


TED SMETANA, Vice President, Merchandise Operations

TOM GIOIELLI, Mergers & Acquisitions Lead – Customer Development

BILL STAFFORD, Lead Designer, Studio Team, Target Corporation Store Design



JEFF CHADWICK, Senior Manager, Space Management

ences that enable discovery and a simple customer journey, however customers choose to shop.

Wonderful Brands DAVID CHURCHILL, Vice President, Merchandising, Wonderful Sales Churchill is responsible for the day-to-day operations and strategic planning of the entire merchandising team for North America. This includes conventional grocery in America and Canada and the merchandising aspect for Walmart and Sam’s Club.

STEVE ROGERS, Senior Director, Marketing – Store Experience Rogers directs visual merchandising and retailtainment marketing programs for food, consumables, health & wellness, and corporate initiatives for Walmart U.S., curating experi-

prepared Delivering the nuanced insights and proprietary shopper research needed to thrive in today’s CPG and Retail industries.


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Caetlyn Roberts Giant Food

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(Digital) Holiday Major retailers’ brick-and-mortar stores were decked out with holiday P-O-P materials as usual in 2019 (and Path to Purchase Institute members can visit P2PI.org to see much of that activity), but our editors decided to showcase digital activation in this month’s Activation Gallery. There was a good deal of brand activity on retailer websites (some retailers more than others), and some but not all of it driven by the retailers themselves.

Kraft Heinz’s Maxwell House coffee, Kraft shredded cheese and Philadelphia cream cheese received the spotlight on the ShopRite home page last month with a holiday-themed display ad that employed an “Oh, what fun it is to shop!” message. The ad directed users to the ShopRite.com store locator page.

Nestle elevated its S. Pellegrino and Perrier brands on Walmart’s website with a seasonal showcase inviting visitors to “make the holidays sparkle.” The destination spotlighted a wide variety of the brands’ beverage SKUs and touted Walmart’s free grocery pickup service. Home page carousel and display ads linked to the showcase.

February 2020

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Best Buy and Apple teamed for an “Apple Shopping Event” in December as the electronics retailer offered a slew of deals on products as well as free next-day delivery on orders over $35 – and no purchase minimum for My Best Buy Elite and Elite Plus members. A dedicated “Apple Shopping Event” page plugged Apple products and deals, and display ads spotted on other sites including Vox.com also plugged the event alongside a holiday-themed video featuring a Best Buy blue shirt.

Kraft Heinz’s Planters created a showcase on Walmart’s website that offered three holiday recipes created by celebrity chef Richard Blais to help Walmart shoppers “Crack the Holidays.” The videos showed Blais pulling up to a Walmart store in the Planters “nutmobile” and walking down the aisle to grab Planters cashews and pecans, as well as other ingredients including multiple private-label items. In Action Alley, a custom pallet display stocking mixed nuts depicted a QR code linking to the showcase. A home-page carousel ad and social media activity supported.

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Coca-Cola Co. was able to “bring the magic” at Sam’s Club by running a number of holiday-themed email ads, SamsClub.com display ads and a home page carousel ad. The ads directed shoppers to a seasonal brand showcase spotlighting brands such as Coca-Cola’s flagship, Sprite and Gold Peak as well as providing recipe ideas that could be paired with a beverage from the manufacturer. Additionally, a “Shop Now” leaderboard ad invited shoppers to “make spirits bright with classic Coca-Cola beverages” and directed users to a “Celebrate with Coke” e-commerce page corralling a slew of SKUs from the manufacturer.

Walmart brought back its digital Toy Lab for the second straight holiday season in partnership with interactive entertainment company Eko. Kids used a “Funtroller” (colorful, virtual buttons displayed on the screen) to test, look at, or play with items from a selection of toys from brands including Spin Master’s Paw Patrol and Mattel’s Fisher-Price. After testing, they could add toys to their digital wish list and share with their parents. The Toy Lab this year was part of a BuzzFeed-produced “Kid HQ” that also offered a “Dream Floor” experience from Mattel’s Barbie as well as a “Meet Santa” experience, with additional brand partners to come. Overt reminders that “This is advertising” permeate the experience.

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Regional grocer H-E-B tapped Pinterest’s insights and new tool, Pinterest Trends, this year to showcase festive recipes and dishes inspired by the top food trends of 2019 on its website. A display ad on HEB.com’s home page invited users to “get inspired” and linked to a dedicated page listing four ideas, including “winter salads,” “Christmas brunch” and “Instant Pot cider” – all of which offer multiple recipes for each category as well as lead to e-commerce pages for necessary products available in stores or online.

A display ad within Target’s website encouraged users to start the year off with a new toothbrush. Employing a “New year. New Brush” message, the ad directed users to an e-commerce page for Colgate-Palmolive’s Colgate within Target.com.


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NEW Horizons

Banishing the Working Mom Guilt Blues BY S A R A H A LT E R

restaurant, I rushed up to hug my 6-foot-3 son who is a full foot taller than his 5-2 mom. On this Saturday morning, still trying to deal with my guilt, Eli finally wandered down an hour or two later and asked if I would take him to the car dealer. As we drove there, he shared what it felt like when it dawned on him what might be happening. He said the first thing he

Sarah Alter is president and CEO of the Network of Executive Women, a learning and leadership community representing 12,400 members in 22 regional groups in the United States and Canada. Learn more at newonline.org.

On a recent Saturday morning, after a busy week crisscrossing the country from Seattle to Dallas, to Orlando and Charlotte, I found myself exhausted and cranky. I’d returned to Chicago the night before on a late night flight. Now, I found myself alone reflecting on the past week. My husband was busy teaching at the University of Chicago Business School and my two oldest, Emma and Thani, I presumed were still fast asleep at their respective colleges. Upstairs, my youngest son Eli, a high schooler, also was still snoozing. The good news: my busy travel itinerary had racked up some hefty airline miles. Best part, I’d spent my week being so inspired by story after story I heard from members, corporate partners and regional leaders who are driving the success of our mission to create a more collaborative, flexible and diverse workplace for everyone. But then my mind flashed to a text message from Eli, a text I had neglected to see until late last night. There it was, with a trail of support and responses from his siblings, my husband, friends – everybody but me. Suddenly I felt overwhelmed with anxiety as my mind flooded with the recent news of violence and mass

shootings that have caused parents across the country to worry about sending their children to school. Thankfully Eli was safe inside our home and his message turned out to be a false alarm. But I was racked with guilt. Like most working moms I know, sometimes I feel like I’m forever coming up short when it comes to doing enough, giving enough and being enough for my kids. I’d been so absorbed in my day Friday that I hadn’t even checked my personal phone. I realized that Eli had texted me earlier in the day when I was speaking at one of our regional events, oblivious to what he was going through. When I got home last night, my husband Michael was out for dinner with Eli and some of his normal tribe of buddies. When they finally returned from the

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needed to do was to reach out to his family. I told him how truly sorry I was for not being there. He told me it was OK. I told him it wasn’t. I also told him how sad it was that this is a reality in schools today. Eli looked at me and smiled and said, “Don’t worry about me, I can handle whatever comes my way.” At that moment I was able to embrace my shortfalls as a mother (we all have them) and refocus on what truly matters. My son was growing up to be a capable young man who knew I loved him even when I wasn’t available at the other end of the phone. Isn’t that what truly matters? IQ More for P2PI Members See Sarah Alter’s commentary from all of 2019 at P2PI.org.


Beauty by H-E-B BY J AC Q U E L I N E B A R B A

Known for its strong cult-like following and shopper loyalty, Texas-based grocer H-E-B is betting that enthusiasm will translate from its grocery aisles into its new beauty aisles. H-E-B became the latest retailer to reimagine its beauty department in November, introducing its first Beauty by H-E-B store concept in San Antonio. At nearly 4,000 square feet, the store guns for a larger slice of the beauty market share with an expanded, curated assortment of mass and trendy beauty products, a more modern and enhanced shopper experience, and a fun aesthetic complete with illumination and color to liven up the department and encourage discovery. Path to Purchase IQ recently took a closer look at the San Antonio store and was surprised by the product range and familiar aesthetic that almost makes you forget you are in a supermarket. For more on this store, as well as the H-E-B chain as a whole, visit P2PI.org.

The department is primarily divided into four sections: cosmetics, hair care, skin care and naturals. The cosmetics section stocks a substantially larger range of cosmetics from brands including Coty’s CoverGirl, E.l.f. Cosmetics and L’Oreal Paris, as well as select prestige beauty brands such as Estee Lauder’s Becca. High-top chairs and test-and-play stations with illuminated mirrors display disposable product applicators to encourage trial, just like you would see at an Ulta or Sephora.

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As self-care continues to trend, Beauty by H-E-B includes a large, green wall display for relevant products and decor such as salt lamps, candles, succulents and soaps under a “Naturals” sign, giving off a warm, clean boutique vibe. An adjacent “Naturals Trend” display elevates particularly trendy products, which at the time of our visit were protein and collagen juices, powders and supplements from Vital Proteins. Nearby, green gondola displays stock a variety of natural, sustainable and plant-based personal care and wellness items.

Upon entering the department, a not-to-be-missed strip of pink flooring that gives the illusion of a runway leads through the center to a tall, illuminated mirror that doubles as a voiceactivated screen and allows shoppers to take photos and share on social media. Rows of illuminated gondola displays and header signs calling out particular brands line the area.

Digital screens providing informational videos and motion-powered advertisements as well as endcaps outfitted with TV screens are scattered throughout the store.

The hair care section merchandises a slew of both traditional and premium brands including L’Oreal’s Garnier Whole Blends and Pureology, Unilever’s Nexxus, and Paul Mitchell.

H-E-B notably made room for men’s grooming products using an illuminated “Men’s Care” endcap as the market is expected to hit $166 billion in 2022, according to Allied Market Research. Products from Cremo, Colomer Beauty Brands USA’s American Crew and Every Man Jack shared the spot.

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Positioned at the front of the beauty department, H-E-B’s beauty advisors staff the “Beauty Connection” kiosk, showcasing new products and offering shoppers product recommendations and demos daily.

Technology Innovation

P2P Toolkit

A roundup of technology-driven tools that drive consumer understanding, engagement and conversion on every step of the path to purchase. BY B I L L S C H O B E R

Coca-Cola made it official: I’m a loyal fan, according to an email from their Digital Programs website. As a result, I was among the first to know about the “Coca-Cola Insiders Club,” which was set to launch on Dec. 16, 2019, at 11 a.m. EDT sharp (so sharp that they even sent me a digital calendar reminder). Starting in January and over the following six months, I and 999 other “Insiders” were invited to receive a limited-edition “Innovation Box” at home containing three new beverages – some before they hit the marketplace – along with surprises and “swag” to unbox. Membership was opened to U.S. residents, 18 and older, who either prepay $50 or pay $10 a month for the six boxes, contents to be selected by The Coca-Cola Co. in its sole discretion. Sadly, I dawdled before logging on, and within just 45 minutes the website landing page announced that the club was full and I was put on a waiting list.

Bill Schober is Editor Emeritus of Path to Purchase IQ. He’s been associated with the Institute since 1994, covering all aspects of consumer marketing with a special emphasis on the shopping experience. He welcomes any questions, comments, requests or pitches about P2P Toolkit, and can be reached at bschober@ensembleiq.com.

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“Pinterest Shop,” a new shopping “profile” handcurated by Pinterest staffers, was launched on Small Business Saturday, Nov. 30. The launch featured 17 diverse, mission-driven small businesses that uploaded their product catalogs onto Pinterest, which automatically converted them into hundreds of shoppable Product Pins. Pinterest executives say that as a visual discovery engine – and taking extra pains to assert that it’s “not a social network” – its Pinners shop with a different mindset. Execs cite survey data claiming that 48% of Pinterest users find and shop, a level of activity that surpasses Facebook (considered its closest rival for shopper attention), where it’s claimed that only 14% of users shop. According to the same survey, retail brands see a two-times-higher return on advertising spend with Pinterest and 1.3-times-higher return than from traditional search.

Facebook has released a new market research app, dubbed “Facebook Viewpoints,” that rewards users who take part in various surveys, tasks and product trials. The downloadable Viewpoints App will ask users for the basics – name, email address, country of residence, date of birth and gender – as well as other bits like their location, depending on the individual program. Payment is sent directly to the user’s PayPal account. Per a Nov. 25 announcement by Erez Naveh, product manager, the insights gathered will also be applied to Instagram, WhatsApp, Portal and Oculus. The first announced survey will address social media’s impact on personal well-being. Naveh says the program won’t share individual Viewpoints activity on Facebook without permission nor “sell your information from this app to third parties.” However, the fine print says that Facebook reserves the right to share with “Trusted Research Partners,” defined as “advertisers, publishers, programming networks, and other entities studying consumer behavior and audience measurement.”

At the fringes of the IoT, we find lots of new “thingies” for the Internet. This month we bring you PantryOn, touted as a new class of app-centric household appliances, according to this Paramount, California-based startup. PantryOn is designed for monitoring household goods via a mobile app that enables real-time viewing and management of goods; it’s said to be capable of generating shopping lists with an in-app purchase option. It was scheduled to make its market debut in January at CES 2020.

Bitcoin skeptics take note: Lolli, a rewards site and browser extension that enables shoppers to earn bitcoin for buying on its partner-merchants’ sites, has in less than 18 months signed up more than 900 retailers. And a lot of them are household names: Walmart, Best Buy, Petco, Office Depot/ OfficeMax, Macy’s, Ulta, Sephora, Nike, Harry’s – just about everyone short of Amazon and Target. The retail partner determines the reward percentage and then either pays Lolli a flat fee or a cut of each sale that comes to them via the web plug-in. Lolli is not a tool for paying with bitcoin as very few major e-commerce sites actually accept bitcoin as payment. (Overstock.com is the most notable exception). But it does represent a step toward all-digital commerce. If you’re not familiar with “Satoshis,” start brushing up now.

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P2P Toolkit

SPOTLIGHT: Trade Promotion Management What’s “third wave coffee”? It’s a movement that considers coffee an artisanal food that, like wine, is worthy of connoisseurship and exploration. So sit back, relax and savor, right? Hardly. Last fall, one of the third wave’s pioneers, Philadelphiabased La Colombe Coffee Roasters, kicked its business into high gear by adopting CPGToolBox’s Trade Planner to plan, track and settle all aspects of the TPM cycle, using a solution that’s built on the Salesforce Lightning Platform. High-speed process automation might seem out of step for a slow roaster of single-origin coffees that’s committed to ethical, long-term trade practices with growers. But La Colombe also has one of the segment’s fastest growing ready-to-drink beverage brands, Draft Latte, considered the first-ever “textured cold” latte. Introduced in a canned version in 2016, La Colombe already is contending with more than 55,000 points of distribution nationwide, managing complex trade promotion activities with a diverse set of retail partners ranging from Walmart, Target and Meijer to CVS, 7-Eleven and Albertsons, plus a wide variety of cafes, hotels and restaurants. The Trade Planner solution gives La Colombe real-time insights to improve its forecasting, manage and settle deductions quickly, and track overall trade spend effectiveness. Another benefit: All of the trade spend data captured by CPGToolBox’s Trade Planner integrated with La Colombe’s existing business intelligence tools.

Like it or not, say experts, the “Fourth Industrial Revolution” is already underway via disruptive technologies such as AI, blockchain, IoT and 3-D printing. Salesforce is trying to catch that wave with the “Consumer Goods Cloud,” made generally available in October 2019. Consumer Goods Cloud is part of the Customer 360 Platform and will enable FMCG company reps to use AI to optimize promotion execution and order management. “Einstein Analytics for Consumer Goods,” being made available this month, is designed to give reps out-of-thebox KPIs such as inventory stock outs or percent orders increase per store visit, as well as AI-powered insights and recommendations specifically tailored to their customers. Inside the store, reps have access to customizable templates based on store or segment types. This mobile device helps ensure that specific store needs are met, from inventory and planogram checks to return order processing and surveys. Salesforce claims that with Einstein Vision, when field reps take a photo of a retail display, a machine-learning algorithm will gauge whether the products are placed correctly and help with inventory control, eliminating manual counting and paper records. This AI functionality is said to be able to make predictive decisions on whether a store is fulfilling its promise to the CPG manufacturer and whether adjustments are necessary. Accenture is the pilot partner in the development and launch of Consumer Goods Cloud, as it complements its Cloud TPM Salesforce-based solution, designed to unlock data silos across sales, trade and consumer marketing. PwC is a design pilot partner.

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More for P2PI Members Read about more technology-driven path to purchase tools at P2PI.org.

Solution Provider News

Nielsen Global Connect Acquires Precima Nielsen Global Connect completed its acquisition of Precima, a SaaSbased provider of retail and customer data applications and analytics, from Alliance Data Systems Corp. Through this acquisition, Nielsen Global Connect will deepen its portfolio of personalized and addressable pricing, promotion and assortment capabilities by leveraging Precima’s consumer loyalty and retailer analytics solutions. This deal brings Precima’s loyalty data-backed collaboration programs and retail relationships to Nielsen Global Connect clients globally. Precima’s employees are integrating into the Nielsen Global Connect organization. The addition of Precima into Nielsen Global Connect’s portfolio allows Nielsen to accelerate its new product capabilities while also strengthening existing products within its analytics suite.

Salsify and Snap36 Support 360-degree Images on Walmart.com Salsify and Snap36 entered into a partnership that delivers a unique imaging experience enabling brands to manage, capture and distribute 360-degree images with efficient affordable scale. Through

its integration with Snap36 and leveraging the company’s proprietary image capture technology, Salsify now supports direct 360-degree image integration to Walmart.com. Snap36 began working with Walmart in 2018 on implementing a proprietary 360-degree viewer above the fold for both its desktop and mobile sites. Walmart is one of the first retailers to offer 360-degree – or spin – photography on 100% of products offered on the site, regardless of category. In its 2019 consumer research report, Salsify found that consumers want an average of six images per product and a minimum of two videos. Through this partnership, brands can use 360-degree images, which can improve consumer engagement and increase conversions by nearly 50 percent. With customers such as The Home Depot, Macy’s, and Lowe’s, Snap36 creates the images and 360-degree content, providing a more comprehensive and competitive offering that is operationally seamless from a customer perspective.

Sam’s Club Snatches Up Tech and Talent from Triad Sam’s Club acquired proprietary technology from WPP’s Triad Retail Media unit as well as a portion of its staff as the warehouse club moved its digital media operations in-house. The move came less than a year after sister-chain Walmart opted to bring its digital ad operation in-house, cutting ties with Triad, which had long handled Walmart.com ad sales and related analytics work. As retailing continues its digital transformation and consumers increasingly transact purchases via e-commerce, retailer-owned media on their websites and data concerning their customers have become increasingly valuable to brands.

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Toshiba Enhances Customer Experience for Weis Markets Toshiba’s self-checkout systems are helping Weis Markets shoppers complete transactions in a more timely and efficient manner, fulfilling the grocer’s mission to improve overall customer experience. Toshiba’s blend of cash and cashless systems provide shoppers a choice of checkout options, which enables the retailer to tailor the checkout experience for its customers and encourages a frictionless experience at Weis Markets. Toshiba’s self-service technology offers Weis Markets a more personalized point-ofpurchase experience and achieves its goal of faster shopper checkout while maximizing each lane’s utilization. Toshiba’s business partner, Pomeroy, is the primary systems integrator responsible for project management, providing software integration and testing. Pomeroy works closely with Toshiba and Weis Markets on the deployment of Toshiba’s POS and self-checkout solutions across all Weis Markets’ locations. Weis Markets currently deploys the latest self-checkout solutions in the vast majority of its 198 locations in Pennsylvania, Maryland, New York, New Jersey, Delaware, Virginia and West Virginia. Toshiba and Pomeroy are scheduled to complete Weis Markets’ technology transformation with the inclusion of additional Self-Checkout System 6 lanes across the grocer’s physical footprint in 2020. Weis Markets also utilizes Toshiba’s TCx POS technology throughout all of its East Coast locations.

Solution Provider News Frank Mayer Helps Bring Self-Checkout to Kohl’s Kohl’s partnered with Frank Mayer and Associates to design, engineer and produce self-service checkouts at the retailer’s store locations. Initially, Kohl’s sought to do a test in two stores to analyze the success of the program. After data showed the self-checkouts were well-received, the company announced plans to roll out the units to select sites nationwide. Throughout the design process, Kohl’s had specific requests for the self-service checkouts, including an elevated design that complemented existing registers and fixtures, materials and engineering that could withstand the rigors of the store environment, and special bins for hard and soft tags and hangers. Frank Mayer and Associates worked closely with the Kohl’s team to ensure designs and engineering exceeded the retailer’s objectives.

PCMS Rebrands to Flooid Retail commerce software provider PCMS rebranded to Flooid. Flooid has evolved from a rich PCMS heritage to better serve retailers looking to deliver customer engagement across multichannel, multi-vertical operations. The Flooid basket follows individual customers, not channels, allowing retailers to offer seamless, personalized customer experiences across any vertical, device or location, meaning shoppers receive a consistent experience online or in-store. The Flooid name, logo and brand visuals reflect a modern, fluid way of shopping, as well as the ability of retailers to embrace

no-limits innovation using Flooid’s technology. Flooid’s expanded network of collaborators includes Adobe, HP, Intel and Microsoft.

Kantar and IRI Debut Closed-Loop Solution to Optimize CPG Campaigns Kantar and IRI launched a closed-loop growth solution for CPG brands designed to help achieve superior results throughout the entire advertising cycle. The combination of IRI’s sales data and Kantar’s brand data will enable clients to more effectively measure and optimize marketing programs against two important business success drivers: long-term brand health and short-term sales. The joint solution provides meaningful benefits through every step of campaign performance optimization to enable a highly predictive and stronger understanding of the why behind the buy. This includes deeper consumer insights, actionable audience segmentation and a complete view of campaign impact.

Catalina Partners with Koupon for C-Store Insights Catalina is partnering with Koupon to provide convenience-store retailers and CPGs with a more holistic understanding of crosschannel consumer purchase behaviors. The Catalina-Koupon partnership also presents an opportunity to test and measure the interplay and impact of buyer behavior on grocery and C-store channels. Historically, C-store heavy

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brands have had limited understanding of consumer and household purchasing behaviors across channels. Now they will have an overall view into the massive C-store segment, which should translate into more efficient marketing, sales and even trial. Koupon is the latest in a series of new strategic partnerships Catalina has formed to deepen its data insights, increase reach, and help customers with every stage of media planning, execution and measurement. In recent months, the company has also announced partnerships with companies like LiveRamp and Samba TV.

Elmer Chocolate Selects ReposiTrak Elmer Candy Corp. adopted the ReposiTrak compliance and risk management solution for more effective and precise collection of compliance and regulatory documents. Elmer Chocolate was first introduced to ReposiTrak’s compliance management system when, as a supplier, it submitted compliance documents to several of its retail customers. The compliance and risk management suite deployed by Elmer Chocolate includes food safety and compliance solutions that are a respected and trusted cornerstone of the ReposiTrak brand. The second-largest manufacturer of Valentine boxed chocolate in North America, Elmer Chocolate works with approximately 100 suppliers. IQ

Send your solution provider news – new products, projects, programs and technologies – to Charlie Menchaca at cmenchaca@ensembleiq.com.


ALAN GLASS Executive Chairman, EnsembleIQ Aug. 8, 1949 - Sept. 6, 2019

Alan Glass, venerated Executive Chairman of EnsembleIQ, the parent company of the Path to Purchase Institute and Path to Purchase IQ, passed away recently, after a long and courageously fought battle with cancer. His family, friends, professional colleagues and this company mourn his passing. Mr. Glass had a long and storied career spanning more than four decades in the media and information services industry. He began his career in publishing with The Wall Street Journal, and he went on to serve in senior management positions in multiple media and information services companies – including Thomson Transport Press, Primedia, Commonwealth Business Media, CFO Publishing and United Business Media. In 2000, Mr. Glass led the management buyout that created Commonwealth Business Media, which he successfully sold to UBM. Throughout his 40-year career in the information industry, Mr. Glass developed a well-deserved reputation as an astute executive, successful entrepreneur, caring mentor and loyal friend. Those of us who were privileged to work with him will miss his visionary perspective, insightful analysis, prodigious work ethic, unique sense of humor and – most of all – genuine friendship. We extend our deepest sympathies to his wife Cathy, their children and grandchildren. He will be greatly missed by all.

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Personnel Appointments BRAND MARKETERS Procter & Gamble, Cincinnati Vittorio Cretella was named chief information officer to replace the outgoing Javier Polit. Cretella retired from consumer goods manufacturer Mars Incorporated in 2017 after a 25-plus-year career that included four years as CIO. Since then, he has worked independently with a number of consumer goods and logistics companies as principal of his own consultancy, VCAdvisory. Cretella will report to Jon Moeller, P&G’s chief operating officer, chief financial officer and vice chairman. RETAILERS BJ’s Wholesale Club, Westborough, Massachusetts President Lee Delaney succeeded Chris Baldwin as CEO. Delaney joined BJ’s in 2016 as executive vice president, chief growth officer. Prior to joining BJ’s, Delaney was a partner in the Boston office of Bain & Company, and a leader in the firm’s consumer products practice. CVS, Woonsocket, Rhode Island Kevin Hourican, executive vice president of CVS Health and president of CVS Pharmacy, departed the company after





more than seven years. He was named president and CEO of food services corporation Sysco, replacing Tom Bene. Hourican oversaw CVS’ entire retail business as well as merchandising, marketing, supply chain, real estate, front store operations, pharmacy growth, pharmacy clinical care and pharmacy operations.

sales, was named Aki vice president, strategy and sales. She is tasked with driving strategy and revenue with advanced mobile technology to market to the consumer and deliver ROI for brands. Prior to joining Eyeview, Crandall spent more than eight years at Crisp Mobile and then Quotient.

Michaels, Irving, Texas Walmart and Sam’s Club veteran Ashley Buchanan was named Michaels president and CEO. He will succeed Mark Cosby upon completion of a transition period ending April 1. Buchanan joined Walmart in 2007 and has served in various roles of increased leadership and responsibility across the company.

SFW, Greensboro, North Carolina After more than 38 years in the business, SFW president Peter Mitchell retired from day-to-day operations at the end of 2019. Mitchell will remain on staff as senior advisor. Mitchell, with business partners Ged King and Matt King, have grown SFW over the past six years to 60 full-time employees in the company’s Greensboro and Raleigh offices. The agency more than doubled its revenue between 20162018. SFW also named Larry Halstead as e-commerce strategy manager.

SOLUTION PROVIDERS Aki Technologies, San Francisco Risa Crandall, former Eyeview vice president,

Editorial Index Accenture .................................................. 54

Eko ............................................................... 47

La Colombe Coffee Roasters .............. 54

Salsify .......................................................... 55

Ahold Delhaize ................................ 21, 24

Elmer Chocolate...................................... 56

Lolli .............................................................. 53

Sam’s Club ................................................ 55

Albertsons Cos......................................... 24

EnsembleIQ .............................................. 57

Lowe’s ......................................................... 36

Amazon.com ........................................... 23

Facebook .................................................. 53

Mars Agency, The ................................... 22

Apple .......................................................... 46

Flooid (PCMS)........................................... 56

Mattel.......................................................... 47

Best Buy ..................................................... 46

Frank Mayer and Associates Inc. ...... 56

Nestle .......................................................... 45

Campbell Soup ........................................ 59

Giant Eagle ................................................ 24

Nielsen........................................................ 55

Spin Master ....................................... 41, 47

Crown Media ............................................ 59

H-E-B .................................................... 48, 50

PantryOn.................................................... 53

Staples ........................................................ 24

Catalina ...................................................... 56

HMT Associates ...................................... 22

Path to Purchase Institute ................... 17

Cloud TPM ................................................. 54

IRI.................................................................. 56

Pinterest .................................................... 52

Coca-Cola Co., The.................... 21, 47, 52

Kohl’s ........................................................... 56

PopSugar .................................................. 59

Colgate-Palmolive .................................. 48

Kraft Heinz ........................................ 45, 46

Precima ...................................................... 55

Constellation Brands ............................. 18

Kroger ................................................. 20, 24

Repositrak ................................................. 56

Walmart.......................... 23, 45, 46, 47, 59

CPGToolBox .............................................. 54

Koupon....................................................... 56

Salesforce .................................................. 54

Weis Markets ............................................ 55

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ShopRite ................................................... 45 Snap36 ....................................................... 55 Southeastern Grocers ........................... 24

Target ................................................... 23, 48 Toshiba ....................................................... 55 Triad............................................................. 55

Retail Intel

Campbell’s Stages a ‘Joy Night In’ at Walmart BY PAT RYC J A M A L I N O W S K A

Campbell Soup Co. pooled its shopper marketing dollars with its media spend this holiday season, leveraging a sponsorship with Hallmark Channel parent company Crown Media to earn prime merchandising space in Walmart’s Action Alley. The manufacturer’s “Joy Night-In” program encouraged shoppers to build a fun family activity around creating a meal incorporating Campbell’s SKUs and watching one of the new Hallmark Channel holiday movies that premiered this season – complete with Campbell’s product positioning – as part of the channel’s 10th annual “Countdown to Christmas” original movie schedule. The movies reach an audience of 68 million viewers, according to Nielsen ratings. “In addition to classic holiday customs like indoor gatherings and families cooking together, ‘Countdown to Christmas’ has become a cherished seasonal tradition in its own right,” Ed Georger, executive vice president, advertising sales & digital media, Crown Media Family Networks, said in a media release. “Much like Hallmark Channel’s signature holiday movies, Campbell’s soup and recipes evoke the warmth and spirit of the season, making this partnership the perfect fit.” At Walmart, Campbell’s products were stocked front-and-center on pallet trains outfitted with signage promoting the program. The retailer’s 1,400 participating stores also hosted Try It Now cooking demonstrations, distributed a custom, co-branded programming guide, and played movie previews plus “Hallmark Channel’s Homemade” videos on a loop via Walmart’s Vudu in-store TV network. The programming guide was

additionally included in Walmart.com order shipments delivered in the first two weeks of November. The booklet offered Hallmark’s “Countdown to Christmas” schedule, recipes incorporating Campbell’s products, and exclusive games. The last included “fun pages” that could be folded into an ornament as well as a watch-and-play Bingo game. “Our Joy Night In partnership was built around the trend of JOMO, or the joy of missing out,” Marci Raible, VP, integrated marketing, Campbell Soup Co., said in the release. “By partnering with Hallmark and Walmart with a goal of positioning Campbell’s in a relevant and refreshing way, we’re able to fully integrate Campbell’s into the holiday experience by creating an innovative and impactful media-to-shelf program.” Among Campbell’s 2019 holiday integrations: • Actress Tamara Mowry-Housley was

February 2020

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shown enjoying Campbell’s tomato soup with a grilled cheese sandwich in “A Christmas Miracle,” a film that premiered Nov. 14. • Hallmark TV host Cameron Mathison made Campbell’s classic green bean casserole on the Nov. 22 episode of daily lifestyle program “Home & Family” as part of a cooking demonstration segment. • Mathison was also depicted making the green bean casserole in “The Christmas Club,” a film that premiered on Nov. 27. • A “Presented by Campbell’s Joy Night In” traditions vignette shared favorite holiday traditions and family moments. Leading up to each integration, Campbell’s also staged “takeovers” of the respective film and program websites. The program’s extensive digital strategy additionally included a dedicated Joy Night In website, two YouTube videos highlighting the making of Campbell’s recipes, as well as a Facebook Live series and a social media influencer campaign. The website (JoyNightIn.com) delivered recipes incorporating Campbell’s products complete with Walmart “add to cart” functionality, a downloadable seasonal cookbook, a “Countdown to Christmas” programming schedule and movie previews, as well as holiday tips. Shoppers could also access the recipes via voice through integration with Google’s voice assistant. Saying “Hey Google, talk to Joy Night” triggered a message from Mathison, who delivered different recipe suggestions for movie nights with family, friends, significant others or solo affairs. Another layer to the program was a sweepstakes staged in conjunction with media outlet PopSugar that awarded a grand-prize $2,500 Walmart gift card and 1,250 first-prize “Must Have” boxes intended to help create a cozy evening at home. Entry ran from Nov. 6 through Dec. 10. An email blast sent to members of the PopSugar Must Have subscription community plugged the sweeps, while a Nov. 1 sponsored “Fun Things You Should be Doing While Watching Hallmark’s New Holiday Movies” post on the “Living” section of PopSugar’s website supported the overall program. IQ





YOUR NEW WEBINAR SERIES THAT EXAMINES TODAY’S TOP RETAILERS Join us as we present uncensored, up-to-the-date briefings on the retailers you care about most. Each month we tackle a different retailer covering its recent go-to-market activities and showcasing its current marketing and merchandising programs. All webinars are complimentary to you from the Path to Purchase Institute. Sign up for all of them today! Visit p2pi.org/events for more information & to register.


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• Walmart .............On Demand • Walgreens .........February 18 • Kroger ...................... March 24 • Albertsons ................ April 21

• Home Depot & Lowe’s...................... May 19 • Retail Roundup ......... June 16

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