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
INSIDE COVID-19 AT RETAIL: CONFRONTING THE CRISIS
SHOPPER AGENCIES: OUR WHOâ€™S WHO LIST
STARBUCKS RESERVE ROASTERY
SOLUTIONS GUIDE: INSIGHTS & ANALYTICS
Hall of Fame
Jennifer Reiner Bringing omnichannel success to Del Monte Foods
“The global economy is dynamic and tumultuous. But, there is always an opportunity to innovate, collaborate, and delight today’s shoppers.” — TANNER VAN DUSEN, CHIEF INNOVATION OFFICER, ENSEMBLEIQ
THE FUTURE TAKES FOCUS
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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
Back Cover COVID-19 at Retail
The historic coronavirus crisis has the CPG industry reprioritizing the present and bracing for a “new normal.”
Hall of Fame Q&A Del Monte Foods’ Jennifer Reiner, a leader in the shopper marketing community, has earned induction into the Path to Purchase Institute Hall of Fame.
Who’s Who in Shopper Marketing Agencies Our ninth annual report highlights more than 160 agency executives, including profiles of standouts from FCB/RED, The Mars Agency, IN Connected Marketing and MarketingLab/SellCheck.
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VO LU M E 33 | ISS U E 4
Keeping Calm in Chaos
P2PI Member Spotlight:
Berry marketer Driscoll’s
Starbucks Reserve Roastery
Insights & Analytics
8 Heinz’s Big Game
The brand stood out in stores by placing numbers on ketchup bottles for fans to match with the score of the Super Bowl.
Exclusive research uncovers the key drivers of shopper loyalty at the channel level.
10 Oikos Triple Zero
Danone North America’s Oikos Triple Zero activated its sponsorship of the NFL Draft with an instant-win game and sweepstakes at Kroger.
10 Winky Lux at Target
Direct-to-consumer beauty brand Winky Lux recently rolled out a collection of its cosmetic and skincare SKUs to Target stores.
Solution Provider News
Personnel Appointments/ Editorial Index
51 Retail Intel: Koia at
Plant-based beverage manufacturer Koia is giving steady partner Whole Foods Market an exclusive launch window for its latest ready-to-drink innovation.
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 firstname.lastname@example.org or (877) 652-5295. POSTMASTER: send address changes to Path to Purchase IQ, PO Box 3200, Northbrook IL 60065-3200.
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Editor-in-Chief Peter Breen, email@example.com
Keeping Calm in Chaos
Managing Editor Charlie Menchaca, firstname.lastname@example.org Associate Director/Content Patrycja Malinowska, email@example.com
PETER BREEN, EDITOR-IN-CHIEF
At some point in early March, all previous discussions about disruption in the retail marketplace started to seem irrelevant. The impact of a technology-driven shift to consumer-controlled, omnichannel shopping pales in comparison to a pandemic; the smartphone never sparked a nationwide run on hand sanitizer. The industry’s need to reinvent itself for the long haul was largely placed on the proverbial back burner last month when, almost overnight, the nation seemed to make a collective decision to go home and stay there – but only after making an emergency trip to Costco. Responding to unprecedented disruptions in the way society normally operates (widespread travel bans, work-from-home mandates, cancellation of all large-scale entertainment events) is keeping brands and retailers busy enough – especially as they adapt to how these changes have affected their own ways of conducting business. Then there’s the need to start preparing for the very strong possibility of an economic recession. I’m as far from an alarmist as can be, but there already are signs that repercussions from the COVID-19 outbreak may last much longer than the pandemic itself. Yet, while they’re confronting the chaos, industry professionals also need to maintain their standard practices as much as possible. At the same time it’s working to quickly replenish rapidly depleting inventories
Executive Editor Tim Binder, firstname.lastname@example.org
and hosting COVID-19 screenings in store parking lots, Walgreens (as just one random example) is still trying to drive sales for less-essential product categories and stage regularly scheduled promotions. The Path to Purchase Institute is sensitive to both of these crucial needs, and our plan is to help the community tackle each. For as long as the COVID-19 crisis continues, our coverage will take a strong focus on how retailers and brands are responding to meet the short-term needs of shoppers (and each other). Our new digital home at PathtoPurchaseIQ.com will serve as the content hub for coronavirus news and information from all of EnsembleIQ’s industry publications. But we’ll also continue to deliver the community-building and business-driving content that Path to Purchase Institute has always provided the industry for more than 20 years through our websites, newsletters and this magazine to help brands and retailers better understand each other and their shoppers. We’re blatantly illustrating this dual mission in the current issue with a twocover flip edition. On one side, we take a deep dive into the current crisis with a feature story examining the industry’s immediate response, as well as the longterm effects it could have on both retail operations and shopping behavior. On the other side, we offer our “regularly scheduled programming” of industry insights, led by an in-depth profile of Hall of Fame inductee Jennifer Reiner of Del Monte Foods and a celebration of the more than 160 executives among our “Who’s Who in Shopper Marketing Agencies.” As news of the pandemic became increasingly dire last month, Dollar General reaffirmed plans to open 1,000 new stores in 2020. Why? Because the proverbial show must go on – even when most literal shows have been cancelled. As always, we’ll be here to help.
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Associate Editor/Content Cyndi Loza, email@example.com Associate Editor/Content Jacqueline Barba, firstname.lastname@example.org Editor Emeritus Bill Schober, email@example.com Director – Production Ed Ward, firstname.lastname@example.org Creative Director Colette Magliaro, email@example.com Art Director Michael Escobedo, firstname.lastname@example.org 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, email@example.com Vice President of Sales Karen Fenske, 773.992.4413, firstname.lastname@example.org Associate Brand Director Steven Fryman, 773.992.4483, email@example.com Associate Brand Director Arlene Schusteff, 773.992.4414, firstname.lastname@example.org Senior Director/Member Development Patrick Hare, email@example.com Director/Member/New Business Development Todd Turner, firstname.lastname@example.org Manager, New Member Development Katrina Lopez, email@example.com Manager, Member Experience Ann Estey, firstname.lastname@example.org
ENSEMBLEIQ LEADERSHIP TEAM
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
A UNIQUE 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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In partnership with:
Heinz Engages Fans With Its Own Super Bowl Game BY C H A R L I E M E N C H AC A
Kraft-Heinz Co.’s Heinz ketchup leveraged the National Football League’s Super Bowl this year with a game of its own. The Heinz Bottle Matchup campaign encouraged fans to purchase Heinz ketchup for a chance to win brand-related prizes in a sweepstakes if their bottle numbers matched the numbers in the final Super Bowl score. “The Heinz brand wanted to stand out in-store from all of the other in-store promotions at this time of year,” says Anisa Moolani, Heinz ketchup senior associate brand manager. To do this, Heinz created its own game within the consumer spirit of eating and rooting for their favorite team during the NFL playoffs. The promotion gave viewers another
reason to pay attention to the Super Bowl, Moolani says. The target market was all households, inclusive of football fans, that already planned to watch the Super Bowl along with those who needed an extra push to watch, she says. Blue Chip Marketing Worldwide, Northbrook, Illinois, created and then tested the concept with hundreds of ketchup-loving football fans. More than 80% were motivated to participate, Moolani says. From Dec. 15, 2019, to Feb. 3, consumers were
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encouraged to purchase Heinz ketchup bottles specially marked with a number from zero through nine. Stickers were placed on bottles that did not have the unique label, Moolani says. Participants submitted images of their bottle numbers at HeinzMatchup.com to enter the sweepstakes, which was administered by Merkle (HelloWorld), Southfield, Michigan. In-store, Heinz used pallet displays, dedicated floorstands, and mini- and standard hutches with headers. Retailers also had the discretion to include miscellaneous decor such as balloons, streamers and inflatables, Moolani says. Various circular features and social media posts created by Portland, Oregon-based agency Wieden+Kennedy supported the retail activation. Digital assets spread
awareness of the campaign to those who hadn’t yet seen it in-store and drove urgency for consumers to pick up a bottle, Moolani says. “The sweepstakes is what tied it all together and gave them the extra push in-store to grab a bottle (or two) and enter for a chance to win,” she says. Heinz measured the success of the program via the number of sweepstakes entries, Heinz ketchup sales, display levels and market share, as well as retailer sell-in and shipments. Chicago-based Equator Design developed the limited-edition labels for the campaign. IQ
In Retail We Trust Exclusive Coca-Cola research identifies key factors for building shopper loyalty BY P E T E R B R E E N
Which factor has a greater impact on shopper loyalty, price or trust? The CocaCola Co. may have found the answer to that question. In its ongoing efforts to provide thought leadership to the industry and strategic intelligence to its retailer partners, Coca-Cola has been conducting an annual study of shoppers and shopping behavior since 2013. Called iSHOP (“Individual Shopping Habits, Occasions and Perceptions”), the uniquely comprehensive study surveys consumers on a daily basis throughout the year to account for seasonal differences and other potential variables in their needs and habits. It goes beyond Coca-Cola’s own beverage categories to gain insights about the entire shopping experience, and polls beyond the primary household shopper to cover all consumers (with respondents ranging in age from 16 to 75). The results encompass roughly 40,000 interviews each year. The nature and scope of the study allows Coke to collect trip-level information related to more than 300 retailers in total, with deeper insights about general shopping habits and perceptions collected on 65 key accounts. The insights are used to inform Coke’s collaborative marketing and business planning with a number of retailers. The goal is “to be a better business partner and help them understand how to drive action against these metrics,” explains Sally Buckley, director of shopper insights & analytics at Coca-Cola. Having been modified and expanded over time, the 2019 study sought to understand shopper attitudes about specific retailers across 30 different behavioral drivers, ranging from abstract
assertions (“Is a store I trust”) to more tangible concepts (“Has a clean shopping area”). Coca-Cola identified the level of influence each of these drivers has on three critical shopper behaviors: • Trial: Drivers that put a retailer into the shopper’s consideration set for what Coke describes as “light shopping” (no more than one trip per quarter). • Frequency: Drivers that make the retailer a regular destination (at least once per month) for the shopper. • Advocacy: Drivers that lead a shopper to recommend the retailer to other consumers. Among the leading drivers in this area is their belief that the retailer “is a store I trust.” One noteworthy finding was the relatively low importance of “low everyday
price” on these behaviors: Among factors driving frequency, for instance, this price perception was only the 12th most important element.
RATING RETAILERS Coca-Cola synthesized and analyzed the results to create a ranking of retailers in each of those three areas at the channel level across mass, supermarket, drug, convenience, value and warehouse club. Through an exclusive arrangement, EnsembleIQ is presenting channel-level results across its portfolio of retail-focused brands. Path to Purchase IQ, Convenience Store News, Drug Store News and Progressive Grocer will all publish articles online and in print beginning this month. In addition, a special interactive report covering all channels will be available to members of the Path to Purchase Institute. When it comes to shopper advocacy, regional operators seem to do especially well due to their ability to foster trust among their shoppers. Texas-centric H-E-B earned the highest scores for “Is a store I trust,” followed by Southeastern operator Publix. Overall, six of the 10 chains with the highest trust ratings are regional, with three others – Harris Teeter, King Soopers and Fry’s – likely benefitting from parent company Kroger’s largely localized operating model. Alternate grocer Trader Joe’s was the only “national” player in the top 10. IQ
MOST TRUSTED RETAILERS Chains that earned the highest rankings for “Is a Store I Trust”
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
H-E-B Publix Wegmans Trader Joe’s King Soopers (Kroger) Hy-Vee Meijer Harris Teeter (Kroger) Fry’s (Kroger) ShopRite
Source: Coca-Cola’s iSHOP 2019
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11. 12. 13. 14. 15. 16. 17. 18. 19. 20.
Kroger Hannaford (Ahold Delhaize) Smith’s (Kroger) Fred Meyer (Kroger) Whole Foods Giant Eagle Ingles Market Aldi Target Lidl
Oikos Drafts Another NFL Program at Kroger BY C Y N D I L O Z A
Danone North America’s Oikos Triple Zero activated its sponsorship of the National Football League Draft with an “Extra Point” instant-win game and sweepstakes at Kroger. Kroger loyalty cardholders could play the Oikos “Extra Point” instant-win game from Feb. 10 through March 23 by visiting OikosExtraPoint.com and following instructions to kick a virtual football through a goal post. The game awarded $10 NFLShop.com gift cards to 500 winners, $25 cards to 100 winners and $50 cards to 50 winners. Players who did not win received a digital coupon for 50 cents off an Oikos protein-packed SKU. Participants were automatically entered in the sweepstakes, which was to award a pair of tickets to the NFL Draft. (The draft was subsequently closed to the public.) Inmar - YouTech, Daly City, California, administered the sweeps, game and promotional site.
The game/sweeps was an “evolved version” of the Oikos “Flavor Draft” program the brand ran at Kroger in both 2018 and 2019, says Courtney Donohue, Danone’s shopper marketing manager for Kroger. The Flavor Draft program encouraged shoppers to vote for one of three flavors of Oikos Triple Zero and enter a sweeps to win a trip to attend the NFL Draft and one of 200 NFLShop.com gift cards. The winning flavor also rolled out exclusively to Kroger stores.
DTC Brand Winky Lux Rolls Out to Target BY C Y N D I L O Z A
Direct-to-consumer beauty brand Winky Lux recently rolled out a collection of its cosmetic and skincare SKUs to Target stores, where they enjoy secondary merchandising space via unique, dedicated endcaps with eye-catching signs. Winky Lux recently partnered with the mass merchant to bring 68 of its
150-count product line to Target stores and Target. com, according to Adweek. Ranging from $8 to $30 in price, the Winky Lux SKUs include moisturizing face gel, eyeshadows, lip oil, eyeliners, lip stains and lipsticks. In stores, the items
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“I believe it’s important to continue to bring new and different marketing solutions to our retail partners and thought [the Extra Point program] would be a great way to keep shoppers engaged and amplify our Oikos and NFL partnership,” Donohue says. Similar to last year, Millennial men and women are the program’s target demographic. Donohue also adds that the Oikos shopper finds protein “to be a top priority in their diet, so this insight is what helped drive the creative and approach on who [we’re] reaching through targeting efforts.” The marketing campaign this year tapped bloggers Katie Cooksey (of the “Kroger Krazy” blog) and Wendy Traylor. Both influencers plugged the sweeps across their social media channels with Traylor, for example, positioning Oikos as an ideal protein-packed meal and her “favorite on-the-go breakfast” when paired with Kroger private label Simple Truth granola. The campaign also included: • an ad in Hour Media Group’s Cincinnati Magazine. • Facebook ads via Kroger Precision Marketing. • in-store violators and bunker displays. IQ
are stocked on a dedicated endcap outfitted with: • a pink neon sign communicating the brand name over a header of faux white and pink flowers, • a lenticular sign depicting a person applying lip stain, and • a huge lipstick facade that plugs the items as crueltyand paraben-free. Winky Lux joins the roster of digital native brands and companies – including Myro, Harry’s Inc., Quip and Procter & Gamble’s Native – that have partnered with Target to enjoy an in-store presence, usually through dedicated endcaps. IQ
shopping tote were on hand when the Berry Mobile made an appearance at retailer locations. Digital and social media marketing were critical key elements to the campaign with influencer partners for amplification, picnic recipes to inspire usage and a special berry sweepstakes. The #BerryTogether campaign was one of the most successful consumer programs to date for Driscoll’s.
How does your company plan to use its P2PI membership resources? ALLEN: We’re looking forward to leveraging the resources that P2PI offers to its members. Since Driscoll’s is a brand leader in the produce department, our focus is to take our branded destinations to the next level with more creative, impactful and consumer-appealing merchandising. Having access to the p2pi. org website, training classes, conferences and publications provides greater insight into the shopper marketing trends that are happening in the grocery environment.
What are your predictions for the future of marketing, and how will your company navigate that future?
Driscoll’s is a global market leader of fresh strawberries, blueberries, raspberries and blackberries. With more than 100 years of farming heritage and hundreds of independent growers around the world, Driscoll’s is passionate about growing great-tasting berries. Driscoll’s exclusive patented berry varieties are developed through years of research using only natural breeding methods. That means no GMOs. Driscoll’s is the trusted brand for “Only the Finest Berries.” Path to Purchase IQ Managing Editor Charlie Menchaca asked Kimberly Allen, Driscoll’s senior manager, channel marketing, a few questions about the business.
Tell us about a recent campaign for one of your products. ALLEN: Last summer, Driscoll’s embarked on a national multi-channel campaign to tap into the joy people feel when sharing and enjoying fresh berries. The campaign was focused around a picnic theme of “Berries are Better When Shared Together.” It was intended to build emotional brand differentiation across multiple integrated
touchpoints. By combining our powerful brand promise of Only the Finest Berries with an emotional marketing strategy of connecting summer picnic moments, Driscoll’s felt it had a winning brand experience that would resonate with consumers. We brought the campaign to life with a 3D Berry Picnic Mobile unit that toured the Twin Cities throughout the summer months to deliver shareable treats and experiences to berry consumers at more than 75 events. The #BerryTogether campaign also included creative in-store branded destination displays designed as giant picnic baskets filled with fresh berries. These displays were installed with key retailers in Minneapolis and were developed to drive sales and inspire consumers. Berry tastings, brand ambassadors and a special berry picnic
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ALLEN: We believe that success will come from continuing to work closely with our customer partners and leveraging consumer data and insights. Having an omnichannel marketing strategy that aligns with shopper needs and purchase behavior is critical in today’s world. Consumers want options and solutions to address their busy lives. Marketing must continue to evolve and innovate to stay connected with these consumers. With fresh berries it is challenging to move outside of the in-store environment and into the new channels. However, consumer-driven organizations adapt as well as evolve and marketing must help lead the way. IQ
NOT A PATH TO PURCHASE INSTITUTE MEMBER? 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 email@example.com.
HALL OF FAME Q&A
Senior Director, Omnichannel Marketing & E-Commerce, Del Monte Foods
In recognition of her experience in shopper marketing and her successful efforts building the e-commerce practice at Del Monte Foods, as well as for the ongoing commitment she’s made to helping advance industry knowledge through public thought leadership and behind-the-scenes support of industry groups and events, Jennifer Reiner has been selected as a 2020 inductee into the Path to Purchase Institute’s Hall of Fame. Since joining Del Monte in summer 2013, Reiner has taken on roles of increasing responsibility. After starting as director of shopper marketing, she added category management to
Could you tell us a little bit about your background? Reiner: I grew up in Massillon, Ohio, which is somewhat rural. My father worked in construction and my mother worked for the Norfolk Southern railroad. A lot of my family worked in the railroad, actually. My parents divorced when I was in eighth grade, so my mom raised the three of us. As the eldest, I often pitched in quite a bit around the house, although somewhat begrudgingly at the time. I was very much a tomboy, out playing sports and very active in my community
her duties in 2015 for a short time period before relinquishing those duties to add integrated marketing and then, in 2017, spearheading the company’s entry into e-commerce. Now, as director of omnichannel marketing & e-commerce, she leads integrated marketing communications, agency management, digital, consumer promotions, media, PR and shopper marketing, along with the Del Monte Kitchens & Creative Services teams. In February, Bill Schober and Peter Breen interviewed Reiner at Del Monte’s offices in Walnut Creek, California.
as a 4-H’er. I was also into the horse scene, riding Western and competing in horse shows. I competed in our county fair each year and was the County Fair Queen. One of my teachers encouraged me to get more involved at school, so I was on student council, in the National Honor Society, played piano for the choir, played volleyball …
Seeing how busy you were, I hesitate to ask: Any jobs during high school? Reiner: Like a lot of people, I started babysitting pretty young, and then got my first job when I was 16 as a hostess
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at a restaurant, sporting a fabulous red polyester blazer. Like most kids, I had a number of jobs all through school: I worked at a medical clinic as a receptionist; I did data entry for a credit card company; and one summer during college break, I managed the scale house at a landfill, where the trucks would come in loaded with waste and we’d weigh them and do all the paperwork. They actually wanted to hire me after college, but I was like, “Thanks but no, I’m not looking for a career in waste management.”
Jennifer Reiner and Del Monte are always cooking up new ideas in the on-site Test Kitchen at headquarters in Walnut Creek, California.
Photos by Timothy Shonnard April 2020
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HALL OF FAME Q&A Jennifer Reiner, Del Monte Foods The Del Monte team, clockwise from back left: Shelly Johnson, Print Production Specialist; Jeffrey Tijo, Senior Manager, Integrated Marketing & CP; Reiner; Sue Aeberli, Print Production Specialist; Steve Aleksich, Senior Shopper Marketing Manager; Tony Colvin, Content & Community Manager. Not pictured: Mike Malony, Senior Shopper Marketing Manager; Cynthia Cain, Print Production Manager; Pia Marquez, Senior Digital Marketing Manager; Michael Kilarski, Senior Business Development Manager, E-Commerce.
Where did you attend college? Reiner: Ohio has a lot of great state colleges, but Bowling Green just was a good fit for me. I knew I wanted to go into business, and Bowling Green had a very good program. I majored in marketing because I liked learning about consumer psychology and understanding behavior. As I got more into the coursework of classical brand management and advertising, it really cemented the fact that I wanted to get into marketing. Bowling Green wasn’t a big recruiting campus for big CPG companies, however. I didn’t have a lot of direction in terms of internships or the possibilities of grad school for the brand management track. I just thought I’d better go out, get a job and get some work experience. So, I moved to Chicago.
You moved without a job? Reiner: Right. But I got one relatively quickly, with QLM Associates, a sales promotion agency from the Northeast
that had a satellite office for Kraft. I started as an administrative assistant, manning a keyboard, but quickly was promoted to assistant account executive. That meant I went to photo shoots at the Kraft studios, which, when you’re 21 years old, is exciting. We produced a lot of the promotional materials for the organization; things like sales sheets for Kraft Ranch dressing.
Your next job was with White Hen Pantry, which had a pretty big footprint in Chicagoland back in the day. What was that like? Reiner: White Hen Pantry was a fabulous job. I don’t think I knew what I was getting myself into, but I was under the wing of the senior merchandising directors and had a lot of responsibilities [despite] being as young as I was. I ended up doing the franchisee training, which was crazy – “I’m here to show you how to run your store” – as someone who’d never worked in retail. I managed and worked in a number of categories including bakery, which for White
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Hen was very big, plus coffee, and with all the [direct-store delivery] beverage buyers like PepsiCo and Coca-Cola. White Hen had a newsletter for their hundreds of franchisees that I had to come up with content for: “OK, your doughnuts are on sale this week, and the recommended promo is two for $1 and your coffee is 25 cents.” I did all kinds of stuff. I’d sit in on meetings where Pepsi and Coke would bring new items like new age beverages, sparkling waters and different teas, and I’d give them my point of view. One day, White Hen’s bagel supplier suddenly went out of business, so I was sent out all over Chicago to find a new bagel supplier. It was fun learning on the job.
Why did you move on? Reiner: It was great to get a view of the other side, but I realized I didn’t want to be in retail. So, while I was working full time, I did the part-time MBA program at DePaul, taking two or three courses every quarter and completing it in two years. The New Zealand Marketing Board recruited on campus and I went to work for them. They’d positioned it as a brand role, and in my naivety, I assumed it would be traditional brand management, but it turned out to be a glorified regional marketing manager position working with produce managers. The exciting part was the launch of a new brand of Kiwi fruit – Zespri – so there was a little bit of branding. But mostly I was doing an early form of accountspecific shopper marketing, building
Congratulations Jen Reiner on your well-deserved induction into the Path to Purchase Instituteâ€™s Hall of Fame! From your colleagues at Del Monte Foods, Inc.
ÂŠ 2020 Del Monte Food, Inc All Rights Reserved.
HALL OF FAME Q&A Jennifer Reiner, Del Monte Foods programs with retailers – except that we didn’t have access to any Nielsen or ROI data to really understand the business. It was all about shipment data and just trying to drive consumption. There was one big highlight: a trip to New Zealand to go out into the fields and work with the growers.
The next step up the career ladder was Pennant Foods. What did you learn there? Reiner: I wasn’t there very long, but it was my first foray into true CPG in a branded company. Pennant was a bakery division that had been spun-off from Unilever. I was a marketing manager working on both the retail and foodservice businesses. I spent a lot of time with chefs in Chicago figuring out ways to reinvent things, like puff pastries. I also worked on a frozen-cookie-dough project because, even though we didn’t have a brand name associated with our cookie, we wanted to offer a premium cookie at a more competitive cost. I learned a lot about base P&L management and understanding how to run different businesses. Soon I got a call from a recruiter and went to work for Pillsbury. I came in as an assistant brand manager on the in-store retail bakery side of their foodservice division, working with major retailers ranging from Meijer to Ahold. After six months, I was promoted to manager and worked on a bakery company acquisition, integrating it into Pillsbury and creating a doughnut product platform for retail bakeries. That’s where I started getting more of the classical brand training and education.
You met your husband, who also has a career in CPG, while in Chicago. Is that a diﬃcult balancing act? Reiner: My husband, Adam, was working for Clorox as a regional sales manager and he was able to move up to Minneapolis, too, so it all worked out. Pillsbury, which was then acquired by General Mills, was a great move for me and I was offered a position there. But then my husband got
I’ve worked on the retail, agency and CPG sides, which is a nice trifecta for shopper marketing.
an offer to work on the Walmart business for Clorox. It was a difficult decision for us because I’d worked so hard to get into CPG and I felt that I’d have to be starting all over again, but we ended up moving to Bentonville [Arkansas]. Well, Bentonville can be very much like a small community, and one of my husband’s new colleagues said to him, “Your wife is in marketing? Mike Thompson is my neighbor. He has a marketing agency in town, so give me her resume.” And he literally walked my resume over and put it into the Thompson family’s mailbox. So, ThompsonMurray called; I met with Mike and Andy Murray, and although I’d never worked in an agency, they took a risk on me. [Editor’s note: ThompsonMurray became Saatchi & Saatchi X; Andy Murray is now chief customer officer for Walmart Asda UK.]
That was around 2001 – a fortuitous time, in hindsight, as brands were dramatically changing how they worked with Walmart. Reiner: And I couldn’t have worked for a better person than Andy Murray. One of my roles in the planning department was to lead brainstorming sessions with creative, the account teams and everybody else. But I’d never had training in how to run a brainstorming session. Andy was always there with subtle advice on how to be more effective, and I appreciate that because
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people aren’t always honest with you. Back then, Dina Howell was the team lead at Procter & Gamble. I would sit in on their marketing meetings where they’d be strategizing and building plans for driving shopper conversion across the store. One of the biggest launches we did was Prilosec OTC. The whole field, I think, was starting to emerge, and a lot of it was being driven by Dina and Andy. [Editor’s note: Both Howell and Murray are Path to Purchase Institute Hall of Famers.] It was a great experience because we had a fabulous group of top-tier clients – Procter, Coke, Gerber, Perdue – and, of course, we also did a lot of work directly with Walmart. I was able to see a lot of the research that different companies were doing there. Working across so many different categories became a way to learn shopper marketing quickly. I think that’s what’s unique about my background: I’ve worked on the retail, agency and CPG sides, which is a nice trifecta for shopper marketing.
Eventually, you had to relocate again. Why? Reiner: Bentonville was a wonderful, intense experience, but because my husband had his entire career with Clorox, we knew all roads might lead eventually to Oakland [California]. When Clorox offered him an opportunity at
HALL OF FAME Q&A Jennifer Reiner, Del Monte Foods headquarters in 2004, it was a time when it was considered difficult to recruit to the Bay area. Clorox was open to hiring couples and, as it happened, they were also trying to build up their shopper marketing capability. They really liked my Walmart experience, so they got a dual package with my husband and myself.
What kind of shopper marketing department were you joining? Reiner: Clorox knew shopper was an area they needed to invest in and was building out a team, but they didn’t have their best practices established. The company was just starting to consider research because, for example, it knew very little about the Walmart shopper. I began working on Armor All and STP, which are smaller auto businesses, and as an outsider coming in, I had to struggle a bit to get my voice across.
Eventually, though, I was able to influence the organization, build relationships with other groups, and go out and do some pretty exciting work with Walmart in the auto section. We did a big shopper study to understand the Walmart shopper because, while Clorox’s portfolio is built around marketing to women, we were actually selling to the male shopper. We studied how men were shopping that aisle, went back to Walmart with the insights, and came back with a plan. I also was the first in the Clorox organization to tap into some of the unique assets we had. I worked with our media director at the time, Ellen Liu, on a TV series called “Overhaulin’” where they souped up cars. We created custom TV segments to air on Walmart TV, did some NASCAR tie-ins and produced edutainment events in the stores. We did a lot of things that Clorox wasn’t used to doing. Eventually, I picked up the Glad business and worked on the cleaning aisle too.
It appears that aisle reinvention has been a bit of a specialty for you. How did that come about? Reiner: I took a leave to have my second child and when I came back in 2005, there was only the Safeway role open. Safeway was in Clorox’s backyard, but yet I hadn’t heard much about shopper marketing at this account, so I figured there was untapped opportunity – and there was. I’d also be working across the entire Clorox company portfolio. As it turned out, the national account managers and the category manager were all women, and we just came together as a high-performing team in a really powerful way with the customer. I took a strategic leadership role on the team, identifying unique testing opportunities to move our business forward – leveraging a recent shopper mission study and custom Safeway
s! t a r g n Co
JEN REINER Congratulations on your induction into the
Shopper Marketing Hall of Fame. We are very proud to have you as a client partner!
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HALL OF FAME Q&A Jennifer Reiner, Del Monte Foods
Jennifer Reiner Title: Senior Director – Omnichannel Marketing & E-Commerce Company: Del Monte Foods Career path: Del Monte Foods, Senior Director Omnichannel Marketing & E-Commerce (2015-present), Senior Director Shopper Marketing & Category Management (2015), Director of Shopper Marketing (20132015); Coca-Cola Refreshments, AVP/Group Director Shopper Marketing (2011-2012); The Clorox Company, Multicultural Team Leader/ Senior Marketing Manager (2008-2011), Shopper Marketing Manager (2004-2008); Saatchi & Saatchi X (ThompsonMurray), Director, Account Planning of Shopper Marketing (2001-2004); The Pillsbury Company, Marketing Manager (1999-2001); Pennant Food, Marketing Manager (19981999); New Zealand Apple & Pear (ENZA) & Zespri Kiwi Marketing Boards, Regional Brand Manager (1996-1998); White Hen Pantry, Merchandising Specialist (1993-1995). Industry activities: Member of the Path to Purchase Institute’s League of Leaders; executive member of the Produce for Better Health Foundation; member of the Canned Food Alliance; final-round jurist for Shopper Marketing Effie Awards; regular speaker and contributor at Path to Purchase Expo and other industry events. Education: Bowling Green State University, Bachelor’s, Marketing & International Business; DePaul University, MBA, Marketing.
insights, which enabled us to bring them category growth ideas. I started networking with the business units, who were always looking for retail partners to test with, and just asked them, “Why aren’t we doing more with Safeway?” A pet aisle reinvention project started with a one-line email from the buyer: “What’s the future of pet?” Well, that opened the door wide for thought leadership. I challenged our shopper agency to partner with me, and we put together a storybook of insights that also showed our capabilities and our approach to the category. We also created a booklet on the then-new trend of “humanization” around pets – the idea that pets are a part of the family. It discussed how to speak to the shopper in this context because the aisle, at that time, was very sterile and did not look like a place where someone would want to shop for her “pet-baby.” Long story short: The buyer ended up bringing all of the manufacturers in Safeway’s pet category together to work on a project around reinventing the aisle. And the best part? He’d always come to those meetings with my little book under his arm. I think this was a pivotal point for Clorox, which had been a very consumer-led organization. We took a lot of the brand best practices that we knew about the consumer and applied them to the shopper research across all of our categories. We had shopper segmentation, in-aisle observation, shopalongs and mission studies that enabled us to bring business solutions for configuring the aisle, including design elements that improved the overall shopping experience, increased shelf holding power and increased aisle traffic. Another positive outcome was becoming category captain for cleaning and trash, so there were very tangible results from the work.
Safeway [now part of Albertsons Cos.] was a digital leader at the time, wasn’t it? Reiner: It was a great match. I found out right away that they were very data-driven and using EYC [now part of Symphony
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RetailAI] at the time for their shopper segmentations. For us, it was, “How do we speak to them in their language with other data insights?” For example, the home-care aisle is not a huge priority for grocery stores, so one of our biggest challenges was getting more people down that aisle and driving more conversion. We did shopalongs and observational video to understand where the hot spots were in the aisle. We were able to tell Safeway all sorts of things, such as, “It takes your shoppers 30 seconds to find a trash bag and it’s a frustrating experience.” At the time, this was all pretty new and they valued the insights we could bring as a manufacturer. Safeway ended up being one of the best customers I’ve ever worked with.
In 2008, you become multicultural team leader. Why? Reiner: I was in shopper for four years at Clorox and wanted to try something different. I moved over to the multicultural team as the marketing manager, so I was working across all of our businesses and doing traditional brand management again. We built new brand pyramids and did positioning work based on what was important to Hispanic consumers, because that often required different messaging than what you’re communicating to the general market consumer. We worked with Dr. Aliza from [Hispanic television network] Univision and won an award for a “Boo to the flu” program, offering immunizations for the Hispanic community in Los Angeles. Part of my role was also developing the go-to-market strategy with sales. This included identifying assortment, shelving, pricing and merchandising opportunities. For example, in our Hispanic stores, we quickly identified that our national strategy didn’t apply, since Hispanic consumers shopped the category much more frequently, bought larger sizes and had difference scent preferences.
HALL OF FAME Q&A Jennifer Reiner, Del Monte Foods How did you find your way to Del Monte? Reiner: I was recruited to another company and left Clorox. I realized quickly it wasn’t a great fit. I made it work for a while but I ended up pursuing Del Monte. In 2013, I went in for an interview for another position when, coincidentally, their director of shopper marketing resigned and I was able to interview for that role instead. At Del Monte, I was able to bring my expertise into an organization that already was doing shopper and further build the capability and its reputation within the organization. The team had always been very lean and, as a result, a lot of work was sent over to agencies. There hadn’t been much time for a lot of strategic thinking about shopper marketing, and a lot of it was just pushing brand programs through the
commercial organization. My manager, Jay Hernandez, was very supportive, so the first thing I did was bring all my experience together to educate the organization on shopper marketing. I did lots of road shows internally to bring the company along on how shopper marketing could be a growth engine. I was going to the executives, to the sales teams, to the brand teams – really, to all the key stakeholders to help people understand the new vision we had going forward. It was about stepping back and realizing that we’d need to build strategic platforms for our business based on how people shop our categories at retail.
Could you share an example? Reiner: Del Monte had been launching a lot of innovation, but the flagship remained our canned vegetables, which often are an ingredient in a recipe. Well, we didn’t have a meal solution platform for our business,
but I noticed that Del Monte already had a lot of good research that no one had framed up into a strategy for retail. I was able to dig into a lot of existing data on consumer needs states, how consumers are eating, the different daypart opportunities, and how we might bundle different businesses together to bring retailers a more cohesive solution. It became a new way of thinking for the organization. Today, for example, we’re focused on meal solutions for our vegetable business. The data will show you that everyday side dishes are declining because no one just puts a meat and a green bean and a starch on a plate anymore. We know we’ll get the consumer during the holidays when they’ll take the time to do a traditional casserole, but how can we get them to use green beans in other parts of the year? A lot of our effort has been examining
Your CMG team is proud to celebrate your induction into the Path to Purchase Institute’s Hall of Fame.
© 2020 Del Monte Food, Inc All Rights Reserved.
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HALL OF FAME Q&A Jennifer Reiner, Del Monte Foods how people are cooking; they want quick, convenient meals – and often just onepot meals. We laid out the opportunities for retailers for driving the basket outside of the key holiday window and came forward with different meal solution ideas across our portfolio.
Eventually, category management was added to your responsibilities and title. How does that fit in? Reiner: Del Monte did some restructuring and I volunteered to pick up cat man. Although I wasn’t an expert on it, I’d put in quite a bit of work at Clorox understanding purchase structures, shopper behavior and the basics of assortment in shelving. I was able to do some interesting work in what we now call “category roadmaps,” which presents Del Monte’s vision of the category’s growth drivers.
The shopper marketer role has become broader; they’ve not only had to learn e-commerce, but they have to become media experts as well.
u G n o i t u l o S g n i m o c p u r e h t o e e n s i z e a h t g a s s i m Q I e s a Don’t m h c r u P o t h t a P n only i
Could you share an example?
Reiner: Think about center store fruit: For us, it’s cans and plastic fruit cups, while the category also has applesauce cups and squeezers. This category is growing toward health and wellness, or healthy snacking – but what does that mean for fruit? In the past, it was mainly moms buying fruit cups for little kids and older consumers eating them as a portioncontrolled, indulgent-type snack. But the challenge across all our businesses is making our products relevant to how people eat today. We try to help connect the dots of what to bring into a category from an innovation standpoint to drive growth. One of the ideas was to bring dried fruit adjacent to canned fruit. We also proposed creating healthy snacking solutions in-aisle and in secondary locations throughout the store.
You then also took on e-commerce responsibilities. Do you think there’s a natural aﬃnity between the shopper marketing and e-commerce roles? Reiner: The e-commerce piece came up because, quite frankly, our board of
directors asked what we were doing in the space, and we didn’t have a good response. Since I’d raised my hand asking the same question several times already, I was asked if I had interest in it, so I just took it on. I don’t think that e-commerce is a channel; it’s a digitally enabled way to shop and buy products. So there’s a natural fit with shopper. I was eager to take it on because it’s an emerging high-growth area, and I like challenges that aren’t well defined that I can shape and grow. I was able to determine how to go to market with e-commerce, what’s the appropriate organizational structure to have in terms of staffing, and what investment we’d need to make as an organization. I meet with the executive teams quarterly on our progress and also with the board of directors, and that support has enabled it to move forward. It took us nine months to make sure we set Amazon up properly because of all the system and IT requirements, so it’s been a slow build. But it’s definitely growing.
sit in sales or marketing?” It doesn’t really matter where it sits as long as you have the right people and the right approach. We’d like to think we’re doing omnichannel marketing, but it is hard. How do you ensure that you’re doing a full, immersive experience with the shopper? But as retailers start to provide more data, especially sales-measurement data that shows both oﬄine and online sales, it’ll become easier for us to build programs that are truly omni.
People also wonder if shopper marketing will just go away or get absorbed into other areas. Do you ever see that happening?
Your title now includes the words “omnichannel marketing.” Is that a better term than shopper marketing?
Reiner: I don’t think so. I feel that, whether we’re selling goods through brick-and-mortar or through e-commerce, there’s still a role for working with retailers. But it’s going to evolve because the shopper marketer role has become broader; they’ve not only had to learn e-commerce, but they have to become media experts as well. And that’s been difficult for some people. It’s also exciting because you’re learning new skills. Everybody will have to learn it – brand teams, buyers, everybody – so at least we’re all going through it together. IQ
Reiner: I don’t know if there is a good term. This is one of those questions that people are always asking, like: “Should shopper
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THE SEPTEMBER 2020 ISSUE CLOSES AUGUST 3
ncies e g A g n i t e k r Shopper Ma 2020 September An oﬃcial publication of
I N S H O P P E R M A R K E TI N G AG E N C I E S Our ninth annual report recognizes more than 160 dedicated, passionate agency executives whose creative, intelligent work is not only helping brand and retailer clients achieve success but pushing the discipline of shopper marketing to new heights.
THE MARS AGENCY
ROB RIVENBURGH CEO, North America DARREN KEEN CEO, International
At nearly one-half century old, The Mars Agency has made an interstellar journey upward with the trajectory of the shopper marketing field. It has become a major player in North America and, for the last decade or so, around the globe. As North American CEO and International CEO, respectively, Rob Rivenburgh and Darren Keen are among those guiding Mars’ flight path. Rivenburgh, an 18-year veteran of the agency, arrived from Diageo after spending years as a Mars client while at Nestle. Previously with Leo Burnett’s London office, Keen joined in 2010, when Global CEO
Photos submitted by The Mars Agency
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ICON KEY Institute member
Advantage Marketing Partners Ken Barnett responded to the requests of clients in the United Kingdom to open up a London office. While the majority of Mars’ business remains in North America, many of the growth opportunities are international, Rivenburgh says. The Detroit firm’s nine U.S. offices are strategically placed near major retailers in locales ranging from Minneapolis to Bentonville, Arkansas, he says. The North American operation is not broken down along functional silos. Overseas, Mars offers “expert generalists” in strategy, client leadership and creative services, with specialists in technology, media and other key areas, Keen says. Mars has spent the last 2½ years focused on future-proofing itself, which has led to the development of a technology platform called Marilyn, named after agency founder Marilyn Barnett. This platform is digitizing all of Mars’ data and processes, which the agency has institutionalized with existing clients and is offering upfront to newer ones, Rivenburgh explains. “It’s going to change the way we do business, our clients do business and the industry does business,” he says. “We think we have a product and a platform that’s going to be the industry standard.” Keen believes the agency has been on an exciting trajectory over the past few years. “Mars
JILL GRIFFIN, President, Chief Commercial Officer Griffin leads the collective of agencies with a hard-to-match service offering, bridging the gap between sales and marketing, retailers and manufacturers, and consumers and shoppers, and driving premium value for each party.
has always been a large, independent business,” he says. “We have the kind of focus and experience [of a large agency], but the excitement and agility of a startup.” The Mars Agency and the shopper marketing field in general face one continuous central challenge, Rivenburgh says. “Talent, talent, talent,” he says. “The industry is becoming the center point for this new retailer ecosystem among brands, media, shopper, consumer and retailers. As that grows, the talent is going to be harder and harder to find.” Keen sees challenges in staying efficient to meet clients’ needs. “How do we prove we have the system and process to achieve that?” he says. “If we really want to be a commerce
partner, we have to find ways to reset and invest in ourselves.” Rivenburgh says he’s most motivated by being in the epicenter for what’s going on in e-commerce. “I love the dynamics associated with everything going on from the media standpoint,” he says. “More personally, what I love about The Mars Agency is the entrepreneurial nature and spirit.” Keen takes the most joy in solving clients’ problems and changing the nature of their business. “Seeing that we’ve moved the needle and made a difference in their lives, both personally and commercially, that remains the biggest buzz,” he says. “It’s seeing our ideas and our strategic input come to fruition. It’s as exciting now as it was when I started out.”
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LISA KLAUSER, President, Advantage Sales Klauser is a 24-year consumer packaged goods veteran with marketing and sales experience in personal care, beverages and food. She spent 19 years at Unilever, where she led a team of more than 250 CPG professionals. Prior to her current role, the Institute Hall of Famer was president of IN Connected Marketing. BRIAN KRISTOFEK, President, Consumer and Shopper Marketing Kristofek has believed in the power of shopper marketing from the start, working with pioneers like P&G. He’s actively involved in growing Advantage’s consumer and shopper capabilities, including business arts and digital innovation along the shopper journey. ANDREA YOUNG, President, Advantage Customer Experience Group Young oversees operations across six agencies, 19 U.S. retailer agency of record appointments, and more than 10 key national client relationships and brand businesses. She joined Advantage after more than 15 years working with Omnicom Group of Companies.
WHO’S WHO IN SHOPPER MARKETING AGENCIES Arc/Epsilon CHRIS CANCILLA, Chief Creative Officer Everybody shops. Cancilla believes people should actually enjoy the experience. That’s why he’s focused on driving unexpectedness, innovation and connection throughout the entire journey. And why his work has been recognized by many industry award programs. KYLE CLEARY, Senior Vice President, Account Director Cleary has more than 19 years of experience developing and executing retail and promotional marketing campaigns for global brands including Pepsi, Gatorade, Reebok and SC Johnson. He currently is the business lead on Molson Coors. MATT DENTEN, Executive Vice President, Creative Director Denten has more than 25 years’ experience in design communication, shopper marketing, retail design, promotions, brand activation and experiential event marketing. He has led creative teams for numerous clients that include Dunkin’, McDonald’s, MillerCoors, Coca-Cola, Mondelez, United Airlines, Walmart, Samsung and The Cartoon Network. COLLEEN DEVOS, Senior Vice President, Business Leadership With more than 21 years of strategic brand leadership on the agency side, DeVos oversees client engagements across Epsilon. ELIZABETH HARRIS, Chief Strategy Officer Harris is an expert in helping brands tap into the needs, desires and behaviors of shoppers through creative excellence that drives significant business results. She is also an adjunct professor at Northwestern University, teaching shopper marketing.
LAUREN HAWES, Senior Vice President, Strategy Director Hawes leads strategy across a number of businesses at the agency. She is a lead architect behind Arc’s proprietary research tool, ShopperScopeSM. She is also the founder and co-leader of the agency’s employee resource group for parents, ParentKind. MEG LAJOIE, Vice President, Strategy Lajoie brings 20 years of blended brand/ shopper strategy experience to bear across a portfolio of clients including beverage/ alcohol, CPG, financial services, personal care, retail and technology. Relying heavily on data-driven insight, she and her team craft strategies to overcome shopper resistance. SOCHE PICARD, CEO Picard instills in her teams a deep understanding of complex shopper dynamics and what it takes to win shoppers’ hearts and minds online and off. DANA STOTTS, Senior Vice President, Business Leadership Stotts is an award-winning marketing leader with 20 years of experience working with clients like Jack Daniel’s, Comcast, MilkPEP, P&G, Molson Coors, Gatorade, Samsung, Dunkin’ and Walmart. He has an unwavering commitment to growing clients’ business and delivering innovative commerce-led experiences. MATTHEW WEINER, Senior Vice President, Group Creative Director Weiner leads creative across MillerCoors. He’s worked across many categories, disciplines and agencies. His love for drinking beer has parlayed into a love for selling it and is
inspired by the ever-changing landscape of commerce.
Avid Marketing Group MICHAEL DEMATO, Senior Vice President, Client Services DeMato brings more than 20 years of shopper marketing and brand-building experience to leading the account services team at AMG. His core expertise revolves around crafting strategy and execution direction for successful programming. DEANNA DRAPEAU, Managing Partner Drapeau leads her team in delivering innovative mobile and traditional shopper marketing solutions, anchored in compliance and insights, that increase brand visibility and customer engagement, inspire trial and drive loyalty. JONATHAN GROSS, Senior Partner Founder of Avid Marketing Group, Gross is currently leading AMG’s efforts in new client acquisition, and the cross-selling of AMG services among existing clients, to provide customized solutions that drive their sales.
Bard Advertising BARB STABNO, President Stabno has more than 25 years of experience in shopper marketing. She is responsible for the overall management of the agency and leads the strategic team. She also oversees Connect1-1, a print-athome coupon platform that gives partnering agencies complete control to build and manage coupons with access to real-time data across both social and display media.
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Blue Chip Marketing Worldwide JASON GEIS, Vice President, Group Creative Director For 20 years, Geis has sought to reinvigorate his clients’ business one creative idea at a time. From Cannes Gold Lion work to Reggies and Effies for his work in shopper marketing, he has made what matters for clients such as P&G, Brown-Forman, Kraft Heinz and RXBAR. He is a true practitioner of 360-degree advertising. JOY MEAD, Executive Vice President and General Manager, Client Leadership Mead has more than 30 years of CPG industry experience. She has expertise in a variety of capacities including customer business development, category management, shopper marketing and brand leadership. Mead leads Blue Chip’s client leadership teams on P&G, White Castle, Bausch + Lomb and Blue Bunny. ERICH PARKER, Vice President, Client Leadership Parker has more than 15 years of expertise connecting his client partners with their target audiences. He’s led brands and manufacturers such as Brown-Forman, Molson Coors, Kraft Heinz and Pirate’s Booty. His experience spans all media of integrated, brand, shopper and experiential marketing. KATEY RYBSKI, Vice President, Client Leadership With more than 20 years of experience spanning media, brand, sports and shopper marketing, Rybski leads her team in uncovering shopper insights to develop shopper programs that inspire action. She works closely with her client partners in both marketing and sales functions at P&G, Bausch + Lomb, RXBAR and more.
our trophy shelf
We’re incredibly proud of our recent Effie Awards, but the shelves we’re focused on are the ones that support our clients’ brands. Blue Chip® is an independent creative marketing agency with proven expertise in brand and shopper marketing. We offer the talent and scale of a holding company with the urgency and ownership of a private agency.
we make what matters. what matters to you?
©2020 Blue Chip Worldwide
WHO’S WHO IN SHOPPER MARKETING AGENCIES
IN CONNECTED MARKETING
VALERIE BERNSTEIN Executive Vice President of Business Development As executive vice president of business development at IN Connected Marketing for the past six years, Valerie Bernstein has led enterprise-wide activity across multiple shopper agencies for an organization that values connectivity and harnesses data and insights to help clients maximize their business prospects. “I get to ensure that each agency has a unique voice and proposition, and tailor services for new client audiences,” says Bernstein, who also handles business development for sister agencies EDGE Marketing and Advantage Marketing Partners at times. “That includes identifying client prospects, both established and emerging, leading all our RFI/RFPs, and then managing a rigorous onboarding process for each new client.” Prior to her time at IN Connected Marketing, Bernstein started out after college as a copywriter at a small New York
ad agency, then switched to account management and also retail as the only American at Marks & Spencer’s Londonbased headquarters. “I loved the creative process but after a few years, I wanted to marry creative thinking with business leadership,” she says. “Perhaps that’s where the seeds of a focus on retail really started.” IN Connected Marketing establishes its central focus on connectivity with crossfunctional teams aligned to a client that provide equal emphasis on account, strategy, analytics, media, customer excellence and creative, Bernstein says. “And then there is the connectivity within our larger enterprise,” she says. “We flexibly cross-pollinate account teams with our sister agencies based on client needs, scaling up or down as they need.” During the past few years, IN Connected Marketing has transformed itself with new branding, vision and mission,
Photo submitted by Valerie Bernstein
Bernstein says. “It’s enabled us to truly fuse shopper and e-commerce, bridge into pure play, add a whole new consultative function around commercial optimization, [and] a dedicated analytics function,” she says. Now and in the future, Bernstein expects attracting and retaining talent to be the top challenge for her agency and others in the field. “We are a people business, at the end of the day, and we are eager to welcome more people into the agency [who] have a true understanding of where commerce is headed, an appreciation of how borderless it is, and want to be on a journey to transform it,” she says. Clients should evaluate their agencies using tangible fundamentals like measurable impact, use of data and insights,
creative that’s both striking and on-brand, and stellar account service, Bernstein says. “I think the best performance is stoked by an agency that is forward thinking, anticipates where you need to go next and dreams with you,” she says. Clients of IN Connected Marketing need help harnessing, making sense of and applying data, Bernstein says. “But fundamentally, our clients are all asking how we can help them commercially optimize their business – run it more efficiently [and] more profitably alongside game-changing activation. And there is always the pressure of competing today but [also] looking at where commerce is heading. The disruption is real, and dynamic. We’re always looking at what the next five to 10 years will bring.” —Ed Finkel
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If you’re not constantly building new shopper solutions in today’s always-on environment, then you’re watching the world of borderless retail pass you by. There are always more insights to uncover, new platforms to master, emerging trends to tackle. Is EDGE the kind of shopper agency that loves the hustle? Dam right we are.
heart hustle respect courage creativity WelcomeToEDGE.com /
WHO’S WHO IN SHOPPER MARKETING AGENCIES Bravis Marketing LUKE BRADSHAW, President and CEO Bradshaw opened Bravis Marketing in 2007 after nearly 15 years of retail marketing experience with the objective to bring a more agile, efficient and innovative way of thinking to clients such as Walmart, Sam’s Club, Diageo North America, Unilever and Tyson. WILLIAM FLANARY, Vice President, Creative With more than 15 years of experience in shopper marketing, Flanary is responsible for leading a multi-disciplined creative team. His team’s goal is to develop ideas that seamlessly translate to execution – ideas that capture the shopper’s attention, communicate the offer and convert them to action.
Bravo Group MARCOS MOURE, Vice President, Creative Director Moure, a 20-year marketing, advertising, digital and shopper guru, is Bravo’s creative lead across the full shopper marketing portfolio. His strategic approach, creative brilliance and contagious passion infuse Bravo’s shopper marketing expertise.
ChaseDesign JOE LAMPERTIUS, President Lampertius leads the entire shopper-based design firm focused on product and packaging design, category/aisle reinvention and innovation, and B2B collaboration centers. JEFF PIRRO, Managing Partner Pirro leads the Cincinnati office for the shopper-based design firm focused on product and packagin
design, category/aisle reinvention and innovation, and B2B collaboration centers.
Colangelo CHRISTINE CHURCHILL, Account Director, Shopper Marketing Churchill has more than 15 years of experience developing integrated marketing campaigns specializing in shopper activation and brand-building strategies. Her extensive knowledge of the retail landscape and competitive environment brings creative thought leadership to devise solutions that drive conversion and results. DAVID FIORE, Chief Creative Officer Fiore has more than 20 years of experience leading creative teams and brands to exciting successes in all media. As a brand behaviorist, his shopper creative product focuses on connecting brands with people through the moods and moments of occasions, and helping clients, shoppers and retailers all achieve their goals. AMY HOAK, Senior Vice President Account Management, Shopper Marketing Hoak has more than 20 years of integrated marketing experience developing strategies and programs that drive results. She has a keen knowledge of shopper marketing and understands the need to see all activation through a brand-building lens. She’s known for partnering with clients to ensure business objectives are translated to marketing KPIs that are measurable and have long-term impact on brands.
Collaborative Marketing Group KIM BARKER, Vice President, Shopper Marketing Barker brings a wealth of experience lead-
ing the planning and activation of consumer promotion, e-commerce and shopper marketing programs for multiple CPG clients. GARY FRIEDLANDER, Executive Vice President Friedlander, with more than 25 years of experience, leads the company’s shopper marketing practice, manages several key clients and drives the agency’s new business initiatives. GARRETT PLEPEL, CEO With more than 30 years of brand management, partnership and shopper marketing experience, Plepel is responsible for the overall strategic direction and financial management of Collaborative Marketing Group, as well as leadership of key agency CPG accounts.
Creata SARAH LARSEN, Managing Director Larsen leads global strategy. She brings her 25 years of experience to the table to counsel C-suite clients on strategy, branding and reputation management via insight-driven campaigns and initiatives that deliver a strong ROI and exceed benchmarks. SUE ROSENHAIN, President Rosenhain believes in the power of play to create lasting connections between people and brands. With more than 25 years of experience, she now leads a global team delivering award-winning work to some of the world’s most iconic brands. STEVEN SAURA, Managing Director Saura helps CPG leaders and retailers thrive in a radically changing marketplace. Through strategy, creativity and the power of play, he builds brand affinity and delivers ROI.
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DonerCX MIKE DILLON, Senior Vice President, Shopper Engagement Dillon has more than 20 years of experience working for and with world-class clients and retailers developing winning shopper engagement plans. HEATHER DONNER, Management Supervisor, Shopper Marketing Donner has more than 14 years’ experience working with CPG companies on both national and retail promotions. She currently oversees planning and execution. JEANINE FASANO, Account Director, Shopper Marketing Fasano has 18 years of experience working across CPG and adult beverage brands. She leads the planning and strategy across multiple clients for the agency.
Edge Marketing STEVE DELOREZ, Group Creative Director With more than 21 years of experience, DeLorez has led creative work for some of the world’s most popular brands and is focused on bringing their strategies to life in unexpected, fulfilling ways for consumers at every point on the shopper journey. ELIZABETH FOGERTY, Chief Strategy Officer With 26 years of integrated marketing experience, Fogerty’s history of performance-driven results speaks volumes. Responsible for developing fact-based, insightdriven strategies, her team inspires great creative that motivates consumers to take action.
years ago, no one could have predicted what the purchase journey
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WHO’S WHO IN SHOPPER MARKETING AGENCIES MARCELLA OGLESBY, Vice President, Group Creative Director Oglesby has more than 17 years of experience in the design industry, ranging from fashion design to interior design to graphic design. She and her team develop strategically sound, breakthrough creative for shopper marketing campaigns and consumer engagements. MICHELE SHIROMA, Vice President, Client Services Shiroma has been with the agency for 16 years, working between brand and customer-facing roles. She has led the field in developing strategic shopper marketing plans grounded in insights across CPG companies, including Unilever and Smithfield. ALLISON WELKER, Executive Vice President, General Manager Welker brings 19 years of traditional agency experience with a heavy shopper marketing influence. She has helped companies like Unilever and Newell Rubbermaid build their shopper discipline.
FCB/RED TEDDY BROWN, Executive Vice President, Executive Creative Officer Brown, a visionary and experienced retail and through-the-line leader, oversees all creative teams and solutions. FERNANDO ESPEJEL, Executive Vice President, Chief Technology Officer Espejel drives thought leadership and the mobile, social, creative and development teams on the management of all digital and commerce platforms. He translates client goals into functional requirements for the design and development
departments, serving as a bridge to technology/UX and creative. Prior to FCB/RED, Espejel was on the awardwinning mobile team at Walgreens. HOWARD KLEIN, Senior Vice President, Group Management Director See profile on page 37 PRADEEP KUMAR, Senior Vice President, Global Data Officer Kumar leads a team of more than 40 experts that delve into advanced analytics, data-driven marketing strategy, consumer behavior analytics, digital/social media, retail performance, loyalty management, ROI and econometric modeling, shopper choice analytics and advanced data technology. His transnational experience spans Clorox, Bank of America, Ericsson, P&G and others. TINA MANIKAS, President A renowned leader in integrated marketing and shopper marketing, Manikas is an award-winning pioneer in the industry, having grown FCB/RED into a leading global agency across CPG, tech and retail clients. She added leading environmental design firm Chute Gerdeman to the agency’s arsenal.
Geometry Global MICHELLE BAUMANN, Senior Vice President, Head of Business Analytics Baumann is responsible for leading North America performance measurement across data integration, campaign reporting and shopper impact analysis. Prior to joining Geometry, she spent eight years at Kantar Retail, where she was responsible for sales and account management.
CURT MUNK, Chief Strategy Officer Munk has spent his entire career helping brands be more successful in their interactions with consumers and shoppers. He has been a passionate student of shopper behavior for more than 20 years and ardently believes in embracing today’s golden era of commerce with innovations that are changing the definition of good retail. Most recently, he has been concepting and building the future of consumer electronics commerce with Xfinity and Samsung and helping to lead the industry toward a broader definition of retail via technology, conversion media and merchandising. TYLER MURRAY, CEO, North America Murray has a proven track record of building and leading global omnichannel organizations with a focus on analytics, strategy and operational design. Most recently, he served at TracyLocke as the managing director of the Chicago office, leading multiple blue-chip clients and serving as the agency’s chief strategy officer. He also preiously led the global digital practice for Saatchi & Saatchi X.
Grey Worldwide RAY ELFERS, Group Creative Director Elfers is raising the creative bar for commerce and omnichannel to solve clients’ biggest challenges regardless of discipline, platform or creative deliverable. CHRISTINE MCCAMBRIDGE, Executive Director, Grey Commerce McCambridge has spent her career across client and agency roles in e-commerce and shopper marketing. She now leads the commerce division of Grey, bringing commerce thinking upstream, identifying global integration solutions and activating omnichannel strategies across clients.
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Hangar12 GREG KEATING, Director of Sales & Operations Keating brings Fortune 500 experience including project management, data analytics and selling expertise to help the agency utilize new shopper marketing media, grow brands, and demonstrate ROI on every marketing activation. KEVIN KEATING, President Keating is passionate about ideas that better himself, his agency and his clients’ experiences. He believes understanding how consumers behave as shoppers (in different channels and retailers), and leveraging this intelligence is how he creates success for brands. CHRIS NELSON, Vice President Nelson has spent his career honing design and problem-solving skills to deliver outstanding results to clients while building dynamic creative teams. His award-winning work has pushed creative boundaries, disrupted norms, and produced outstanding programs time and again for HANGAR12 clients.
Harvey SUE BAILE, Executive Vice President, Operations Director Baile oversees and directs all agency integration of Coty client services, traffic and production. She is responsible for all upstream strategic shopper collaborations as well as end-to-end delivery with agency partners, suppliers and customer teams. KATHY HARVEY, President and Owner Harvey launched her agency in 1986 with the
WHO’S WHO IN SHOPPER MARKETING AGENCIES vision of bringing retail brands to life. For the past 30 years, she and her team have helped reinvent the way brands focus their marketing efforts, making Harvey one of the industry’s fastestgrowing agencies. JOHN MAKOWSKI, Executive Vice President Makowski directs and oversees all creative and digital for the agency. Most recently, his work has won both the Nielsen Design Impact Award (design excellence plus audited sales growth) and the Communication Arts Package Design Award of Excellence.
HMT Associates PAUL BALLEW, Strategic Planning Director As a skilled strategist and researcher, Ballew heads the strategic planning discipline for the agency across multiple retail channels, categories and brands. By applying behavioral science to shopper and brand engagements, his team consistently produces measurable results for clients. SHARON BROWN, Concept Director Brown brings more than 20 years of passion, energy and big ideas to the agency. She leads the charge inspiring and ideating across all brands, while bringing her extensive experience in digital, consumer promotions and shopper marketing to the team. JOE CONTI, Business Development Director Conti brings a depth of experience to developing omnichannel solutions for a range of retail, adult beverage and consumer goods clients. He plays a key role in creating new business opportunities for HMT in the consumer engagement, experiential and shopper marketing arenas.
LAURA MOSER, Director of Business Leadership and Client Development Leveraging her industry leadership and depth of retail and category experience, Moser leads the charge in designing agency/client integrated marketing teams, training and development, and creating new approaches for retail commerce-driving solutions. LISA NORAT, Senior Vice President, Business Leadership A marketer for 25-plus years, Norat’s shopper knowledge base and fresh, onstrategy thinking delivers results for brands, shoppers and retailers. She excels at driving shopper-focused brand engagement and innovative programs for retailers of all sizes.
IN Connected Marketing VALERIE BERNSTEIN, Executive Vice President, Business Development See profile on page 26 HENLEY COULTER, Senior Vice President, Client Services With 22 years of experience in brand building and shopper marketing, Coulter leads the IN Connected Marketing Dallas office, providing connected commerce solutions for clients such as Keurig Dr Pepper and LALA. DINO DE LEON, Executive Vice President, Executive Creative Director De Leon has spent more than 22 years disrupting the norm and designing creatively strategic solutions for world-class brands. Clients can count on him to question, challenge and evolve every step toward a purchase.
JENN GIOFFRE, Senior Vice President, Client Services Gioffre has more than 25 years of experience delivering strong business results for clients and motivating enthusiastic agency teams. She joined the agency in 2019 to lead the IN Connected Marketing Stamford, Connecticut, office. HOLLY QUINN, Executive Vice President, Chief Operating Officer & Agency Excellence Quinn is a senior marketing leader with more than 22 years of experience in shopper marketing and retail strategy and extensive experience in client relationship development, infrastructure building and operational excellence. BRYANT ROSS, Senior Vice President, Client Services Ross has nearly two decades of experience developing impactful, awardwinning commerce solutions for top Fortune 500 manufacturers. He has pioneered custom, client-centric agency models and leads the IN Connected Marketing Chicago team.
The Integer Group ELLEN COOK, President, Integer Dallas and The Collective Agency, Los Angeles Cook leads Integer’s Dallas agency as well as Integer\The Collective Agency – creators of new retail, at scale. The Los Angeles-based agency reimagines shopping through strategically crafted, customer-centric entertainment experiences utilizing authentic content and emerging technologies. DANI COPLEN, Executive Vice President, Executive Creative Director Inspiring award-winning work on billion-dollar brands and retailers, Coplen leads a team of cre-
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atives to deliver strategic and holistic ideas through advertising, integrated branding, promotions and shopper marketing for some of the world’s largest and most iconic companies. She and her team have received numerous awards and accolades for creativity and effectiveness. CRAIG ELSTON, Global Chief Strategy Officer Elston spearheads the global development of strategic thinking in commerce at the Integer network. He also provides leadership to Integer’s connections strategy group, turning moments of receptivity into moments of conversion, and the analytics capability that powers client growth opportunities.
Interactions KACIE HOLBROOK, Director of Client Services and Business Development Beginning in the private-label sector and systemizing in-store sampling management for the wildly successful, nationwide Whole Foods Market program, Holbrook’s exuberant personality combined with a thoughtful approach to strategy and innovation creates a customized, results-driven solution for her clients. MICHELLE TRESER, Director of Client Services and Business Development Treser has launched and developed multiple in-store sampling platforms across national and regional retailer accounts. She is instrumental in the business’ success with contributions spanning from sales, marketing, operations and analytics.
WHO’S WHO IN SHOPPER MARKETING AGENCIES
RICH BUTWINICK Founder and President
Rich Butwinick says he built MarketingLab backwards when he founded the agency 20 years ago. “I started by listening to the marketers to understand what they needed from an agency,” Butwinick says. “But I learned that we also needed to provide them with things that they didn’t ask for. One client said, ‘Get me what I want, but tell me what I need.’ I thought that was really good direction, and I built a model and a team to support that.” Today, MarketingLab supports clients using account teams that generally work on more than one account. This adds diversity to their day and allows for cross-pollination. “If you get too siloed, you’re locking in knowledge sets,” Butwinick says. These teams are supported by specialists in strategy, e-commerce, digital strategy and consumer research. Butwinick says the CPG clients MarketingLab works with
usually need help in three areas; learning how consumers today shop for their product category, getting e-commerce right and executing programs at key retailers. “There always seems to be one retailer that they think they have the right to win at but just can’t crack the code,” Butwinick says. “That’s where we come in.” Butwinick recommends that all companies establish performance KPIs for their shopper agency early on. “You should expect that the agency is delivering on all the things that are meaningful to you,” he says. “You should do it on a quarterly basis or more – once a year doesn’t seem to be enough.” He says MarketingLab’s biggest challenge is trying to be an industry thought leader as a mid-size agency. “We need to make the right bets on what to be expert in. That’s why we built DSX, our e-commerce assessment tool, and SellCheck,” Butwinick says.
Photo by Nancy Kuehn
DSX (Digital Shopper Experience) helps clients make sense of the cluttered digital shopper marketing universe. And SellCheck is a separate LLC that now works with more than 1,000 different brands. “It’s a proven methodology to test your shopper-facing communications, be it in-store or online,” Butwinick says. “That means we can predict your creative effectiveness performance – and it works.” Moving forward, MarketingLab expects to apply its data-based approach increasingly to its
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growing roster of healthcare and financial clients. “It’s taking the principles of how you think about marketing from a behavioral science and behavioral marketing standpoint and applying it into different verticals,” Butwinick says. In his current position, Butwinick is most motivated by making a difference for brands, communities, clients and his own teammates. He also strives to create a culture that encourages and values growth both for clients and the MarketingLab team. —Chris Gelbach
WHO’S WHO IN SHOPPER MARKETING AGENCIES JOSHUA WILLARD, Director of Client Services Willard manages business development and marketing initiatives for the agency’s experiential marketing clients. His contributions range from developing and delivering pitches to collaborating with creatives on innovating new programs to keep clients top of mind.
Jun Group COREY WEINER, CEO Weiner co-founded Jun Group, an industry-leading mobile video advertising company, while he was in high school, and has led it successfully for 16 years. Jun Group joined the Advantage Solutions portfolio in 2018.
The Marketing Arm TAYLOR CLARY, Senior Account Director, Shopper Engagement With more than a decade of brand and shopper marketing experience, Clary leads her team in delivering insights-driven, breakthrough shopper marketing programs that appeal to retailers, amplify brands and inspire shopper action. ROCKY LONGWORTH, Vice President, Consumer Engagement Strategy With 30 years of industry experience, Longworth is a successful strategic leader with a keen eye for illuminating human behaviors and motives that engage people with businesses and brands, convey meaning and deliver results. This
strategic insight works with global marketers and retailers, including Procter & Gamble, Frito-Lay, Sam’s Club, Kellogg, Kraft-Heinz, MillerCoors, Kroger, Walmart and Target. KASEY SATTERLEY, Account Director, Shopper Engagement A seasoned shopper marketing and consumer promotions ninja, Satterley has proven success converting shoppers into buyers through the development and execution of award-winning strategic programs for an array of CPG clients, rooted in a deep understanding of retailer priorities and consumer insights.
MarketingLab RICH BUTWINICK, Founder and President See profile on page 32
KATE MENDEL, Managing Director With a proven ability to help MarketingLab clients generate growth, Mendel has earned a new role as the agency’s managing director. She now provides leadership across the agency thanks to a wealth of experience directing marketing efforts for telecommunications, financial services, food and healthcare clients. CHRIS HAAS, Creative Director Haas has more than 20 years of retail and brand advertising experience across nearly every category, including home improvement, tech, CPG, food, beverage and consumer services. With contagious energy and a push for innovation, he leads MarketingLab’s creative team to develop and execute creative strategy across the agency’s unique client portfolio.
It’s not easy to build retail intimacy. But decades of working with retailers across the board enable hmt to put your brand in a winning position.
call us at 216.369.0109 connect with us at email@example.com find us at hmtassociates.com
the shopper-focused brand engagement agency ©2020 HMT Associates, Inc.
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WHO’S WHO IN SHOPPER MARKETING AGENCIES CATHERINE RICHTER, Account Director Richter has led strategic planning and activations for food, healthcare and financial services. She has more than a decade of agency and brand experience and thrives on building client relationships, creating and implementing strategic plans and leading effective teams. KATIE SELESKI, Account Director Seleski, who has been on both the client and agency sides for the past 20 years, has experience in shopper, brand and digital marketing across categories that include CPG, OTC, DIY and e-commerce. She’s a thought leader in the development and implementation of integrated marketing strategies and programs designed to engage the shopper and drive conversion.
Marketing Werks LISA FASANA, Senior Vice President, Managing Director Fasana oversees the agency’s clients with a focus on implementing strategic, innovative and measurable solutions that drive results throughout the consumer journey. She has more than 20 years of experience in shopper marketing, retail activation and brand launches. DAN MILLER, Senior Vice President, Managing Director Miller has more than 25 years of retail activation, shopper marketing and consumer experience. He has partnered with the world’s largest brands and retailers to create innovative engagement experiences and exciting marketing activations. ROB REENTS, Vice President, Managing Director, PromoWorks With more than 30 years of shopper, promo, digi-
tal, direct and social media marketing experience, Reents partners with clients to create fully integrated shopper engagement programming.
The Mars Agency ALEX AHMAD, Senior Vice President, Data Engineering Ahmad, with more than 15 years of experience in e-commerce and marketing technology solutions, helps guide the data and technology engine with heavy emphasis on the architecture and engineering of the agency’s Marilyn predictive commerce intelligence platform. AMY ANDREWS, Senior Vice President, E-Commerce Andrews, the agency’s e-commerce lead, brings 15 years of experience in marketing strategy and e-commerce. She has led consumer-centric e-commerce campaigns and content development for global brands, including Ubisoft, Campbell and Nestle, across digital platforms and channels. ETHAN GOODMAN, Senior Vice President, Commerce Media Goodman, an awardwinning digital and shopper marketer, leads the agency’s growing commerce media practice, which helps clients activate strategic, omnichannel shopper programs across the increasingly complex retail media landscape. DARREN KEEN, CEO, International See profile on page 22 THERESA LYONS, Senior Vice President, Strategy Lyons leads the strategic planning team, ensuring that insights are the foundation for all of the agency’s work. She has spent more than 20 years in marketing to shoppers, working with both manufacturers and retailers.
ROB RIVENBURGH, CEO, North America See profile on page 22 JEFF STOCKER, Global Chief Creative Officer Stocker leads the agency’s creative discipline, offering quiet but confident direction to perfect the work. In addition to his impressive body of work over the last 40 years, he continues to help an entire generation of shopper marketing creatives hone their craft.
Match Marketing Group BRIAN COHEN, CEO Cohen brings 20 years of experience to the agency in brand strategy, digital transformation, shopper marketing, innovation, e-commerce and growth. He recently joined from Catapult Marketing and The Epsilon Agency, where he held a variety of leadership roles over eight years. He is a recognized industry thought leader, highlighted by his numerous public speaking engagements and contributions to industry-leading publications such as The Wall Street Journal, Ad Age and Forbes. He is one of only 11 Distinguished Faculty Members at the Path to Purchase Institute. BRIAN KITTELSON, Senior Vice President, Shopper Marketing and Commercialization Kittelson has more than 20 years’ experience in brand marketing and shopper leadership. Based out of Match’s Chicago office, he is working with teams across North America to build on and diversify the agency’s shopper marketing and e-commerce service offering. MATTHEW RADER, Vice President, Brand Commercialization and Shopper Services With extensive experience in end-to-end ideation to commercialization, Rader creates
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full-funnel customized shopper and customer plans. He has led and worked on brands such as Schick, Thomas’, Nestle, Scotties, Santa Margherita, Skintimate and Edge.
Minnow (formerly Curb Crowser) DEAN FORBES, CEO Forbes’ 25 years of experience fuels his passion for retail and translates to business and creative solutions that deliver results. SHANDRA ZURN, Vice President Zurn partners with clients to bring creative strategies to life at retail, resulting in both sell-in and sell-through.
Mirum Shopper JOE LAGATTUTA, Executive Vice President, Creative Lagattuta infuses a wealth of commerce activation experience into the agency’s creative vision, developing memorable solutions that drive actions and achieve business objectives for its clients. He and his team understand the inter-connectedness of consumer/brand/commerce ecosystems, and use that to develop insight-driven campaign ideas and omnichannel activations. ANDREA MCGOVERN GALO, Vice President, Strategy Galo leads the strategy team to ensure that shopper insights are at the foundation of all of the agency’s work, and core to the development of the proper customer experience. DAVID PAINTER, Senior Vice President, Managing Director Painter leads Mirum’s offices across Chicago, Los Angeles and Bentonville. He has extensive experience in partnering
with clients to achieve their business objectives by creating solutions that drive customers to convert.
MOjO Marketing ALEX ALLEMAN, Director, Client Services Alleman brings extensive CPG experience to MOjO, having served in various management roles at one of the largest food and beverage manufacturers in the world. He oversees the agency’s growing client relationships and ensures the team is driving impactful shopper marketing strategies. GENEVIEVE RICH, Account Director Rich, a sought-after industry leader, spearheads all 360-degree shopper marketing programming and strategy. Utilizing her creative thinking and psychology background to sincerely understand customer behavior, she brings new, exciting ways to engage consumers that drive results. NICOLE TRUDO, President Trudo strives for growth and innovation in everything she touches. With 20-plus years of experience, she has successfully molded MOjO Marketing into an industry trailblazer and currently leads the creative and strategic side of the business.
Momentum Worldwide SHAUN BROWN, Senior Vice President, North America Shopper Marketing Discipline Brown leads Momentum’s shopper practice with 20-plus years of experience working with some of the largest global CPGs. His focus is on innovation and omnicommerce capability across the P2P.
JENNIFER OLLIGES, Senior Vice President, Business Leadership Olliges is a shopper expert with nearly 20 years of experience. She is Momentum’s expert at understanding all of the market’s top CPG retailers, and she leverages that experience to lead national and customer-specific shopper activation for clients like Chobani, Energizer and Spectrum Brands. GLEN PEDEN, Vice President, Group Creative Director Peden leads the agency’s shopper creative thinking and has led CPG for marketers like Coca-Cola, Mondelez, Unilever, Del Monte, J.M. Smucker, Cadbury Adams, Hasbro and Bayer.
ADRIAN VELAZQUEZ, Vice President, Group Strategy Director Velazquez is the lead shopper strategist for Momentum’s FMCG clients for shopper marketing strategy and commercial capability-building across retail and the P2P. He is known for instilling his passion for business analytics into all aspects of shopper.
Mosaic Shopper DIANA ALLWEIN, Group Management Director, E-Commerce Allwein is a seasoned client service professional with 20-plus years of experience leading successful campaigns for major CPG companies inclusive of digital and e-commerce. She’s a thought leader in the development and implementation of integrated marketing strategies and programs designed to engage the shopper.
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WHO’S WHO IN SHOPPER MARKETING AGENCIES JUSTINE GREENWALD, Senior Vice President, Executive Creative Director Greenwald leads the creative team in the development of insight-driven omnichannel ideas. With 20 years of integrated marketing experience, and expertise in shopper, experiential marketing and advertising, she has created awardwinning work for iconic brands across multiple categories. BILL RODI, Vice President, Mosaic Shopper Operations Rodi leads Mosaic’s U.S. shopper business, with an emphasis on growth strategy, business development and operations. He brings to the role deep, relevant experience garnered across similar client and agencyside leadership positions at Kraft Foods, Landor Associates, MSI, Schawk/Anthem and GfK Consumer Brand Consulting.
Partners + Napier JULIE DEROLLER, Senior Vice President, Managing Director of Vine Creative Studios DeRoller leads the agency’s Vine Creative Studios, developing customized retail solutions including POS and 3D rendering. Clients include Bausch + Lomb and Constellation Brands’ more than 100 alcohol brands such as Robert Mondavi Winery, Ravage and Casa Noble. CJ GAFFNEY, Vice President, Group Strategy Director Gaffney heads up the agency’s strategic planning group, activating across brand, business and consumer strategy. He is responsible for unearthing insights that spark, inspire and elevate creative ideas. His work has helped define and grow both established and fast-rising con-
sumer brands such as Instant Pot, Rip Van, Friendship Dairies, Pyrex and Corelle. GREG SMITH, Director of Retail Marketing Smith specializes in CPG, e-commerce and path-to-purchase marketing. He creates connection plans that drive results and deliver ROI. He has led Effie-winning campaigns and retailer collaborations for clients including Nestle, Heinz, Clorox and Saputo Dairy Foods.
Phoenix Creative ABBEY ASH, Partner, Director of Shopper Marketing With more than 13 years of experience, Ash oversees the shopper marketing team. She’s a hands-on leader and growth driver for brands and retailers. DAVID DOLAK, Partner, Chief Creative Officer With more than 10 years creating results for clients including Mondelez International and Anheuser-Busch Inbev, Dolak leads a multi-disciplinary team at the agency crafting retail, CPG and shopper marketing programs from strategy to design to execution. ABBY O’DONNELL, Senior Account Director From handling the dayto-day shopper business for the Mondelez International account, to now leading the team, O’Donnell develops strategic marketing solutions that enhance brands and drive shopper behavior in the retail space.
Propac Agency CHASE DAIGLE, Director of New Business Daigle leads Propac’s growth strategy and business development. He applies his skills in promotions,
shopper marketing, digital, entertainment, sales incentives and experiential marketing for clients including Mountain Dew, Interstate Batteries, Lipton, AMP Energy and Frito-Lay. ARTHUR KAPLAN, General Manager, Client Services Kaplan has more than 25 years of diverse agency experience working with industry leaders such as PepsiCo, AT&T, Puma, Dodge and Pizza Hut. He oversees Propac’s client service discipline with a focus on both shopper and brand experiences for the agency’s full roster of clients. GLENN GELLER, Director of Planning and Insights Geller leads Propac’s strategic link between the client’s business, consumer insights and creative executions. He is a powerful storyteller who illuminates possibilities for brands and backs them with solid marketing strategies.
PureRED BUTLER BURDINE, Managing Director, Client Partner Burdine leads client services for all PureRED retail clients across the U.S. As leader of PureRED’s Charlotte office, he also oversees top clients like Lowe’s Home Improvement and Manhattan Supply Company. GEORGE RUSSELL, CEO Russell started his career at Young & Rubicam on the J&J and Kraft General Foods accounts; Gillette, where he directed marketing for the blades and razors business; and Warner Lambert, where he led the turnaround of Schick and Wilkinson Sword. He has also served as Chief Operating Officer of Duane Reade Drugstores.
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Red Fuse Communications CAITLIN BISKUP, Associate Account Director, Shopper Marketing; North America Biskup is responsible for shopper marketing on the Colgate-Palmolive North America business across three categories: oral care, personal care, and home care. RODGER DIPASCA, Global Managing Director, Shopper Marketing DiPasca leads all worldwide shopper marketing at WPP’s Red Fuse, a team that creates integrated marketing communications and experiences for Colgate-Palmolive Co. ALLYSUN LUNDY, Group Account Director, Shopper Marketing; North America Lundy leads Red Fuse’s shopper marketing efforts for Colgate-Palmolive North America.
RSM (Retail Sports Marketing) JIM DOYLE, President and CEO As founder and chairman, Doyle’s passion for retail drives RSM in creating some of the best salesdriving programs in the industry. For the past 25 years, his company has continued to be a leader and visionary in the field. RSM created the largest retail promotion in grocery history and is recognized as a leading shopper marketing retail specialist.
WHO’S WHO IN SHOPPER MARKETING AGENCIES
SVP and Group Management Director Howard Klein’s career in shopper marketing began more than two decades ago when a college friend offered him a job at a small agency. “He had a position available and needed somebody he could trust to do the job,” says Klein, who had previously worked in sports television production. “I didn’t find the agency business. The agency business found me.” They both found it a good fit. Today, Klein manages all the Anheuser-Busch and Coca-Cola business at FCB/RED in his role as senior vice president and group management director. As the shopper marketing business has changed over the years, so has the agency. It now takes on more project work for interesting companies in addition to serving its longtime marquee clients. FCB/RED also evolved in 2017 by acquiring the Columbus, Ohio-based environmental design firm Chute Gerdeman. “The Chute integration really opened up everybody’s eyes to another side of shopper marketing: how to engage with consumers through environmental design … and really how the physical space motivates and helps drive sales,” Klein says. “For me, the best thing it does is solidify that brickand-mortar still matters.” He has seen this attention to
design theory pay off in better consumer-focused work and in helping clients see things in a different way. “They really are masters of architecture and 3D design and they’ve brought gaming principles to 3D design that are really on the cutting edge,” Klein says. He believes that clients should
value agencies that have good people, that are as invested in their business as they are themselves, and that produce work that excels from the creative, strategic and analytic perspectives. The biggest challenge he sees is a shift from an environment in which long-term client relationships were the default to a world in which change for change’s sake is OK. “Our challenge is to constantly be attractive to people,” Klein says. “At the end of the day, you’ve got to convince somebody to come here and give you an opportunity to solve their problem.” Day to day, he is inspired by
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helping clients solve problems and by seeing his team’s work out in public. “Whether we see it on a small shelf talker, a billboard or a TV ad, seeing the results of everybody’s hard work out there for millions of people to consume is pretty motivating,” Klein says. In his client work for Coca-Cola and Anheuser-Busch, Klein also remains engaged by seeing how the two companies are reacting successfully to big shifts in the beverage landscape. “They’re not resting,” he says. “They are evolving and innovating every single day. And to be part of that innovation and evolution mentality is extremely motivating.” —Chris Gelbach
Photo submitted by Howard Klein
WHO’S WHO IN SHOPPER MARKETING AGENCIES CHRISTINA HARTMAN, Senior Vice President With 14 years of experience in the industry and more than 75 retail and CPG clients, Hartman is passionate about bringing a creative approach to best-in-class programs while providing a turnkey solution that inspires and sells. Her goal is to execute with excellence and exceed expectations every day. NATHAN SPANG, Chief Marketing Officer Spang has more than 20 years of marketing and strategic partnership development experience. He leads the agency in creating salesdriving programs for key clients in retail, CPG and with key sports and entertainment properties.
NICOLE TURNER, Senior Vice President, Client Service Whether brick-and -mortar, e-commerce or one-off events, Turner helps brands capture, captivate and convert shoppers through meaningful and memorable engagement at every stage of their journey. ETHAN WHITEHILL, Chief Marketing Officer From shopper psychology and experiential design to brand strategy and activation, Whitehill has yet to cross a realm of retail territory that is unfamiliar, ensuring brands’ experiences and expressions are relevant, relational and provide return.
Saatchi & Saatchi X ERIN CAMPBELL, Senior Vice President, Strategy
JESSICA HENDRIX, President & CEO
MICK SUH, Executive Vice President, Managing Director, Commerce and Business Development
Sandbox GEORGE BIRD, Director of In-Store Experience From analog to digitally human experiences, Bird is able to concept and deploy beautiful, relevant and engaging programs from pop-ups to storewithin-a-store formats. He ensures the experience always drives return for the brand while being relevant to the shopper.
EMILY BRATTON, Digital Director Bratton oversees SFW’s team of digital marketing strategists, developers and e-commerce managers who are responsible for the company’s digital activation projects. She previously worked in marketing at retailer Sierra Trading Post and has experience in development, UX design and digital strategy. DAVE GEREN, Executive Vice President, Marketing Strategy With more than 20 years of experience, Geren currently leads SFW’s marketing strategy teams. As a former Lowe’s vice president of marketing, he brings expertise in strategy, large and small retail marketing, branding, CRM, manufacturing, and multichannel communications from both the client and agency sides. GED KING, CEO King is proud to lead the company his father founded, connecting research and customer insights with fresh and innovative brand strategies and tactics to
drive sales at retail. He brings more than 20 years of retail, marketing, advertising, and branding expertise to SFW’s clients, with prior experience at retailers such as Kroger and Swing & Slide.
Shoptology CHARLIE ANDERSON, CEO Anderson is a shopper marketing and customer experience industry thought leader and pioneer, partnering with retail, CPG and tech clients to drive innovation and growth. JULIE QUICK, Senior Vice President, Head of Insights & Strategy Quick is a renowned industry leader who is passionate about what motivates shoppers and inspiring retail disruption. JENNIFER TINKER, Vice President, Account Leader Tinker is a strategic leader of innovative work driving results across omnichannel platforms for clients including Walmart, PepsiCo and Shell.
The Sunflower Group/Eventus DEE HALL, Executive General Manager, Agency With more than 30 years of experience in advertising and experiential marketing, Hall’s background includes agency ownership and executive leadership across multiple disciplines and industries. She leads consumer experiential marketing services across Kansas City, Miami and New York.
Theory House JIM CUSSON, President Cusson leads a retail marketing agency that supports some of the
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world’s leading retailers and brands, including Pepsi, Google, Lowe’s and Starbucks to concept and design remarkable brand experiences at retail. JARED MEISEL, Managing Partner, Shopper Marketing Meisel helps clients create digital and physical experiences that connect with shoppers in relevant, profitable ways.
TPN SARAH CUNNINGHAM, Chief Growth Officer Cunningham is a sought-after expert in shopper, retail commerce and brand engagement experience, creating strategic solutions to make the buy happen for clients in the CPG, consumer electronics, telecommunications, apparel, digital and credit services industries. She is best described as a strategic and seasoned brand builder of business accounts. Her curiosity to find an innovative, unique and better approach results in winning work and authentic connections, and has defined her as a go-to source of insight and inspiration within the commerce space and elsewhere. ALLY GILL, Senior Vice President, Account Service Gill is a beloved shopper and retail marketing powerhouse. Her background in promotion activation has made her an asset in the eyes of both the agency and her clients. Gill understands nuance in the shopper journey; she successfully communicates her vision and executes on-strategy campaigns that have earned her high accolades. CHRISTA KLAUSNER, Vice President, Digital Marketing & Commerce Klausner is responsible for overseeing operations, organizational structure and strategy related to retail tech, digital marketing, social media and
WHO’S WHO IN SHOPPER MARKETING AGENCIES digital commerce at TPN. She is heavily focused on building out and developing the operational process around the team’s core offerings, along with integrating into clients’ already established processes, teams and departments. CHRISTY O’PELLA, Senior Managing Director, Client Service & Development O’Pella oversees TPN’s Dallas and Bentonville offices as well as several of the agency’s largest global accounts. She has a proven success record in driving award-winning shopper marketing initiatives, as well as retailer and consumer activations for some of the world’s most iconic brands. CHERYL POLICASTRO, Managing Director, Head of Strategy & Insights Policastro leads with expertise in analytics and insights, brand management and shopper marketing. She is the champion of insight-driven strategies and weaving a thoughtful approach into each and every client, project and initiative within the agency. Peers and clients alike trust her vision, approach and ability to see a problem as an opportunity for growth.
TracyLocke TANYA GREENE, Client Service Director Greene has more than 20 years of CPG and shopper marketing experience, as well as a rich history of launching new brands and growing mature brands across all channels and retailers. With a unique balance of agency and client-side experience, she is constantly re-imagining client deliverables and pushing brands to experiment outside of the traditional shopper tactics. She has helped create integrated programs for clients such as Diageo, Pepsi, L’Oreal and Pfizer.
MICHAEL LOVEGROVE, President and Chief Creative Officer Lovegrove blends integrated marketing experience and exceptionally high design standards with a deep understanding of the ever-evolving retail landscape. As the architect of TracyLocke’s Buy Design methodology, he has been a driving force in connecting creativity and commerce to design interconnected brand experiences that motivate people to buy and act. CAROL PERNIKAR, Chief Strategy Officer Pernikar leads the strategic discipline for TracyLocke, Haygarth and Tribal. For 25 years she has built shopper practices spanning the globe and crafted award-winning strategies for clients such as SC Johnson, Kellogg’s, Pepsi, Diageo and HP. With deep integrated experience across agencies and functions, she inspires the agency and clients to change the way people and brands connect through experiences that drive transformational growth.
TwinOaks BRIANNE BRANNAN, Senior Vice President, Client Leadership Brannan has more than 15 years’ agency experience and currently leads the client leadership team across all TwinOaks offices. She’s an Effie award winner with a passion for delivering breakthrough work and fostering indispensable client relationships. STEVE DEVORE, President DeVore has been on the agency side for almost 20 years, with most of that time in shopper leading brands for global companies such as Procter & Gamble, Coca-Cola, PepsiCo, AB InBev and EA Sports.
JASON STEWART, Executive Creative Director With 17 years in shopper marketing, Stewart is an award-winning executive creative director passionate about smart ideas and growing creative talent. He currently leads creative teams in Bentonville, Dallas and New York.
Upshot SUZANNA BIERWIRTH, Executive Vice President, Executive Creative Director Bierwirth is a customer-first, through-the-line thinker. She is an empowering leader overseeing Upshot’s creative, motivating teams to develop shopper solutions that build brand excitement and inspire consumer action. JEFF DANIEL, Vice President, Media & Analytics Daniel is a maven at the forefront of shopper marketing media. He’s an expert at crafting media programs and go-to-market strategies that engage shoppers while building brand awareness and driving sales. LISA HURST, Executive Vice President, Marketing & Strategy Hurst is a passionate leader who’s worked in shopper marketing from the start with pioneers like P&G. She’s actively involved in growing Upshot’s shopper capabilities, bringing expertise and thought leadership to shopper insights, strategies and experiences. UDAYAN KOLANDRA, Senior Vice President, Strategy Director Kolandra is a shopper and brand strategist. This unique combination allows Upshot to deliver a seamless blend
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of brand and retail activations. His work has been recognized by various industry effectiveness and creative awards. BRIAN PRIEST, Senior Vice President, Creative Strategy Priest is a creative visionary who captivates and persuades shoppers by integrating brand building, shopper marketing and design. He creates orchestrated communications and intuitive experiences that deliver on the demands of today’s omnipresent shopper.
Visual Latina GUADALUPE CANO, Owner Cano is a partner and driving force behind the agency. With 19 years of experience she is a veteran in shopper marketing, leading the operational side of the business while growing the agency’s roster worldwide. LAURA KORCHINSKI, Vice President, Account Services Korchinski leads the development and execution of shopper strategies and omnichannel campaigns, primarily for Coca-Cola. With a decade of experience within the agency, she manages the U.S. office and is responsible for growing the business across brands, channels and multicultural initiatives. FELIPE VALLEBELLA, Vice President, Executive Creative Director Vallebella directs and oversees all creative services and vision for the agency globally. With 16 years of experience and a fierce passion for shopper marketing, he leads his team to produce strategic concepts and innovative ideas. IQ
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
It’s been a busy few months at Pinterest. In mid-December, the social network rolled out a new tool called “Pinterest Trends” (Trends.Pinterest.com), albeit one that’s still in beta and, as of press time, limited in function to “Coming Soon.” Designed to give brands insight into planning behaviors on the platform, it will offer a view of the top U.S. search terms within the past 12 months as well as when they peak. The idea is that brands will be better equipped to allocate budgets to campaigns during various planning stages, validate their assumptions about emerging trends, refine search queries, and decide which key words they should include or avoid while planning media campaigns.
A social shopping app for buying presents for the kids of relatives and friends? Sounds tricky. Launched nationwide two weeks before Christmas, Shopafor is said to be a first-of-its-kind social networking “gifting space” created just for parents. It is said to utilize data and insights via artificial intelligence to understand the desires of a gift recipient, thus increasing the likelihood that the gift giver picks something they’ll like. There are quite a few privacy caveats and data bits being collected, but the service’s creators say they will not knowingly or specifically collect information from or about children under the age of 13. When a user (such as a parent or family friend) signs up to the site or installs the app, they’re asked for name, street address, email address, telephone number, sex, kids’ names and birthdays, and which holidays you celebrate. They can also sign up via social networks like Facebook. Like I said: Tricky.
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 firstname.lastname@example.org.
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The Food Explorer Club launched in late October through the Apple App Store. Built around gamification, the app is designed to coax picky eaters into eating a wider variety of foods and making healthier choices. Kids earn badges and points for specific types of food eaten along with surprise badges. They can trade points in for rewards (established by the parents and customized to each family), such as a trip to the park or getting to sit in dad’s chair at dinner. The app is available in the U.S., Canada, Great Britain and Australia. It’s free, says co-creator David Gibson, “until we get around 5,000 or so users, and we will make some decisions on how to have it make money.”
This probably belongs in the “Where were you 10 years ago?” file, but Miami-based MyPark Solutions is rolling out an app that holds down parking spots at certain stores at a mall. The system, which is in place in Florida (Miami, Orlando, Jacksonville and Ellenton), Georgia (Atlanta and Buford), Minneapolis/St. Paul and Paramus, New Jersey, features a physical barrier that’s installed at key parking spots. A driver can reserve a spot on the way over and the barrier will automatically lower upon arrival. On hyper-crowded days (e.g., Black Friday), a “Park Now” feature allows users to immediately find and reserve the nearest available space. An interesting idea that might be a vacationsaver at certain hub airports.
In February, Pinterest introduced “Try on,” powered by Lens, which enables Pinners to use the Pinterest camera to virtually “try on” lipstick before they buy from companies such as Estee Lauder, Sephora, Neutrogena, Lancome and Urban Decay from L’Oreal. Pinterest takes pains to note that it is “focused on inclusivity and equality” and has integrated Try on with its skin tone range feature to make matching lip shades more accurate. And here’s a pushback against Instagram un-reality: Try On doesn’t smooth the image taker’s skin or otherwise alter their image because “Pinterest believes in celebrating you (authentically). ... On Pinterest, you can be yourself and not your selfie.”
Over the holidays, Laurel, Mississippi-based Sanderson Farms, the thirdlargest poultry producer in the U.S., announced that it was the first chicken producer to introduce voice-activated recipes. Some might question the utility of “yet another” voice-enabled kitchen tool, given the array of recipe apps and videos already vying for our attention. But I think Sanderson Farms might be on to something as a brand specialist, especially in regions like the South where chicken is almost an-every-other-day staple. By offering 170 recipes sorted by dish type, cuisine, cooking technique and cut of chicken, and being accessible on both the Google Home and Amazon Alexa platforms, this is one tool that just may make conquering its particular learning curve worthwhile.
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SPOTLIGHT: AI/Machine Learning In January, a series of bills to regulate artificial intelligence were introduced in the state of Washington that could set precedents nationwide. According to reports, both Microsoft’s president Brad Smith and Amazon’s Jeff Bezos have been pushing for laws and safeguards especially in the areas of facialrecognition software, biometric screening and digital profiling. The state will be considering a standalone facial-recognition bill alongside a data-privacy bill (similar to California’s data-privacy law and European Union rules) that would also cover facial recognition. A third bill, covering artificial intelligence-enabled profiling, would prevent machines from making decisions that could have real-life consequences for state residents. The bill defines “artificial intelligence-enabled profiling” as the “automated or semiautomated process by which the external or internal characteristics of an individual are analyzed to determine, infer or categorize an individual’s state of mind, character, propensities, protected class status, political affiliation, religious beliefs or religious affiliation, immigration status or employability.” The “state of mind” clause would prevent retailers from monitoring shoppers via security cameras and employing software that reads facial expressions and infers an attitude or propensity (e.g., to steal) in order to preemptively eject them as potential shoplifters. The bill would also extend to other areas of biometric data, such as fingerprints and iris scans, granting individuals legal ownership of their data and “an exclusive property right in the person’s biometric identifiers.” And just in time: An Amazon patent published in December details a “non-contact biometric identification system” featuring “a hand scanner that generates images of a user’s palm. ... Polarization at a second time show deeper characteristics such as veins.” This creepily thorough scan of your palm is then connected to a credit card or other payment method. The Wall Street Journal says that while this hand-waving tech (checkout time equals 0.3 seconds) is a no-brainer for Amazon Go, the company is already talking to financial institutions about much wider deployment.
New York-based Entrepreneurs Roundtable Accelerator recently revealed its latest class of startups. Leading the way was CoolR, a Chantilly, Virginia-based software company that boasts of a machinelearning platform for retailers and brands who want to track inventory and shelf performance. The company uses wireless cameras and sensors to feed the machine-learning platform and detect planogram non-compliance, foreign products and pricing inconsistencies. The company says its analytics come with a distinctive difference as they are “descriptive, predictive and prescriptive.”
TPG Rewards is collaborating with scientists at the Imperial College of London to develop a digital food-freshness sensor. The sensor, which eventually might be affixed to packaged perishable foods in supermarkets, is designed to inform shoppers of a product’s true expiration date and help reduce food waste. Packaged perishables encounter various conditions (heat, cold, delays) in their supply chain journeys that may affect their freshness. However, the expiration dates on such products are pre-printed and assume less-than-optimal conditions – erring on the side of safety and public health – but that extra caution can also result in good food being thrown away. Eventually, a TPG Rewards shopper may be able to use her NFC-enabled phone on the package’s Freshness Sensor to get a digital readout of the product’s actual freshness, determined by measuring gases found within each sealed package, and thus discover that, contrary to the conservative, preprinted estimated expiration date, the item is still fresh enough to eat. “It is likely that large-scale commercial adoption is at least three years out,” said John Galinos, president & CEO of TPG Rewards, in an email. “That said, we anticipate that manufacturers would want to put the sensors through extensive testing before rolling it out. Both the sensors and our NFC-based platform are available for test programs with as little as two- or three-months’ lead time.” Eventually, when fully deployed, a shopper using the Freshness Sensor might also receive intelligent marketing experiences, algorithmically curated based on the product’s remaining life. For example, if the product is getting close to its actual expiration date, she might get a higher-valued coupon and/ or a recipe that matches the weather or time of day where the consumer is located.
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One last thing: Where do AI and emotional intelligence “meet cute”? To hear Amazon tell it, inside its fulfillment centers, warehouses, logistics facilities and customer service centers. A Valentine’s Day promotional video, posted at (I kid you not) Amazon.com/FindingLove, charts the romance between one of its new Xanthus package sorters and a Scout delivery robot, which the company has recently begun referring to as “adora-bots.” After machines learn all about love over a spaghetti dinner, a night at the movies and a walk in the park, we’re treated to a montage of live Amazon employees who’ve also found their significant others while working at the company. One obvious reason for romancing the public this way is to counter the negative media and social media chatter about warehouse working conditions. It’s also clear that Amazon wants to acclimate the public to seeing these Scout devices because, over the winter, they made their way out of test conditions up in the Seattle area and onto the mean streets of Irvine, California. The Scout was consciously “designed for boring” so as not to alarm the public (it looks like a beer cooler on top of a Little Tikes wagon) and while it is now making actual deliveries, it’s still accompanied by a human chaperone. In January, Amazon was issued a patent for a next generation delivery bot: A storage compartment vehicle (dubbed an “SCV”) that could make multiple deliveries along a street and pick up items for return as well. There are also model variations with floats for marine use and propellers for aerial deliveries. The world of near-instant delivery is creeping closer: Morgan Stanley analysts estimate that 40% of units fulfilled by Amazon in the U.S. “went through” oneday delivery in the fourth quarter, adding that Amazon shipped 16 times more e-commerce packages than Walmart in 2019.
Your Confidence Confidence in Chaos We give the consumer goods industry We give dence the consumer industry the confi to makegoods smarter business the confi dence to make smarter decisions, faster, to unlock growthbusiness in decisions, faster, toretail unlock growth in today’s disruptive environment. today’s disruptive retail environment.
JOIN JOIN US! US!
p2pi.org/membership p2pi.org/membership BE PR E PAR E D • BE CO N N ECTE D • BE CO N FI D E NT BE PR E PAR E D • BE CO N N ECTE D • BE CO N FI D E NT April 2020
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Chicago’s Starbucks Reserve Roastery BY J AC Q U E L I N E B A R B A
Shelf signs and cards help tell a story or describe a flavor, give product info, and tout the vendor/artist and often the products’ exclusivity to the roastery. Many items are made specifically for this Starbucks location.
While carrying an industrial appearance throughout the store, each floor serves up a different experience. The main floor includes a Reserve coffee bar, the second floor has a bakery and cafe, the third an experiential coffee bar, the fourth a cocktail bar and the fifth a small roof terrace, closed during the cold months. Some pillars serve as navigational tools and offer information to help guide customers. While certainly a tourist attraction, Chicago’s Starbucks Reserve Roastery is not your mother’s Starbucks. Located on the Magnificent Mile, the roastery opened in November 2019 as the coffee giant’s sixth Reserve format, joining locations in Seattle, Shanghai, Milan, New York and Tokyo – although the Chicago location takes the cake for being the largest. Spanning five floors and 35,000 square feet of an old Crate & Barrel store, the roastery serves as an “immersive coffee experience,” as Starbucks calls it, that showcases the craft of the product. Since it has dimmed lights, contemporary furniture, an industrial aesthetic and a neutral/warm color scheme, one would expect a relaxing and cozy feel. But it’s a tourist attraction with nearly 200 employees including roasters, baristas, bakers and mixologists, so like the typical Starbucks in the morning, it draws in swarms of people every day. And although it’s a little cozy, it is far too busy to be relaxing.
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Not just inspired by local greatness, the roastery also serves up international flavors, including on the fourth floor where the Italian-inspired Arriviamo cocktail bar operates and offers a selection of traditional and unique cocktails, all developed by local mixologists, as well as beer, wine and barrel-aged coffee beverages.
Lining nearly the entire perimeter on multiple floors, horizontal shelves stock bags of Starbucks’ Reserve coffee near messages and signs on the walls that depict information on things like the brand’s sustainable sourcing practices and the Reserve roastery footprint itself.
The fourth floor’s merchandising follows the barrel-aged theme with dedicated gondola displays stocking packages of coffee aged in barrels and classic-looking merch like Whisky glasses and even apparel hanging on racks.
On the second floor, customers can feed their Italian hunger at Princi, the boutique bakery and cafe founded by Italian baker Rocco Princi. It is the exclusive food purveyor at Starbucks Reserve locations, offering fresh baked breads, sandwiches, cornetti (Italian croissants), focaccia, pizza, salads, and cakes and tarts. Interestingly, customers can get Princi on the main level too, through a conveyor that transports fresh baked goods from the second to first floor, a feature unique to Chicago’s location. Customers can watch the wheels turn on both levels through clear cases. Regardless of the floor you’re on, everything is on display. The food, booze, coffee, artwork and merchandise are all presented artistically. Gondola displays are common and offer a clean space for vendors, primarily local – like Chicago pastry chef Uzma Sharif from Pakistaninspired Chocolat Uzma confection shop in Chicago’s Pilsen neighborhood. Her handcrafted chocolates are showcased in a clear, enclosed case on a dedicated gondola on the first floor.
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Path to Purchase Institute members can see more Starbucks Reserve Roastery images by visiting the image vault at P2PI.org.
Path to Purchase Solutions Guide
Shopper Analytics Solution Providers
The following is a comparison chart of 15 leading companies providing solutions for the collection, analysis and distribution of critical data related to effective shopper engagment. For more information about these and other solution providers, visit pathtopurchaseiq.com. CO M PA N Y / W E BS I T E
P R O D U CT / S E RV I C E
K E Y C L I E N TS
U N I Q U E F E AT U R E S / B E N E F I TS
Using a proprietary suite of tools and technology, 84.51 delivers data science and predictive analytics to transform customer data into actionable knowledge, developing personalized marketing strategies for customers of Kroger and more than 1,400 consumer packaged goods companies.
• Clorox • Johnson & Johnson • Red Bull
Aki Technologies’ mission is to advance moment marketing, in partnership with brands and agencies, to deliver better consumer experiences and revolutionary business results. Through moment marketing, Aki delivers advertising that aligns with consumer preferences and ad receptivity in the moment.
Revenue Management & Trade Optimization
• Butterball • Land O’ Lakes • Ventura Foods
An integrated solution that works for brands of all sizes, helping them manage trade workflows, analyze promotional performance and optimize plans based on their business constraints. Blacksmith brings best-of-breed functionality, services and staff to enhance value for customers.
Did not provide
HUB360 provides weekly insights on buyers, performance and competition to help identify growth opportunities for media execution. It identifies audiences by tracking ingredient preferences, shopping habits and brand aﬃnities, measures creative performance to optimize messaging in-flight, and reduces media waste.
Catalina Marketing www.catalina.com
* Information compiled by Path to Purchase IQ
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P R O D U CT / S E RV I C E
K E Y C L I E N TS
U N I Q U E F E AT U R E S / B E N E F I TS
• Coop • Norge Metro • Spartan Nash
Powered by best-in-class science and granular data from nearly one billion shoppers, Shop provides on-demand answers to critical business questions, ensuring that clients always have the insight needed to offer the products, prices and media their customers want.
FCB/RED’s Strategic Analytics team delivers marketing measurement, predictive modeling and accountability partnerships to help clients uncover uncommon insights from common data and collate uncommon data relevant to its clients’ businesses. The team has a deep understanding of retailers and experience identifying actionable consumer and shopper insights.
Shopper Foresight & Shopper Planner
• Kimberly-Clark • Nestle • Tyson Foods
A leader in shopper marketing ROI measurement, decision support and software solutions, Foresight ROI turns insight into foresight by helping partners measure ROI for budget accountability, learn what works to improve performance, and plan easier with software built for shopper marketers.
Ibotta Insights leverages omnichannel purchase data from more than 12 million shoppers to map unarticulated consumer behavior. This process identifies the true nature of a market with significant implications for innovation and shelving strategy.
IRI Liquid Data
• Campbell Soup Co. • Conagra Brands • PepsiCo
IRI Liquid Data integrates one of the world’s largest sets of otherwise disconnected purchase, media, social, causal and loyalty data to help CPG, retail, over-the-counter health care and media companies grow their businesses.
CPG Product Attribute Metadata Solution
• Conagra Brands • Topco • Unilever
Label Insight helps CPG brands and retailers drive online and in-store growth through improved product transparency and discoverability with a comprehensive solution for understanding products based on attributes such as Paleo, gluten-free, non-GMO and all natural using patented data science and machine learning.
Marilyn’s predictive commerce intelligence boasts nine interconnected technologies designed to increase stakeholder confidence at every critical decision point across marketing. Powered by IBM Watson, the tool securely packages and delivers the intelligence marketers need to make better decisions, deliver greater experiences and expect stronger results.
Nielsen Retail Pricing Analytics
• Casey’s General Stores • Smart & Final Stores • Weis Markets
Nielsen Retail Pricing Analytics integrates and enhances end-toend pricing and promotion for CPG retailers, helping clients track competitive pricing, improve price and promotion strategies, monitor in-market changes and continuously quantify the impact.
• PepsiCo • Procter & Gamble • Unilever
The Quotient Analytics portal optimizes campaigns with in-flight performance measurement. The portal leverages POS transaction data and advanced analytical methodologies to build actionable insights on demand.
Omnichannel Marketing Planning & Reporting
• General Mills • Mars Inc. • Wrigley
Cloud-based collaborative planning software for CPG marketers. Shopperations streamlines complex budgeting processes, standardizes omnichannel tactical planning, enables transparency across the matrix, automates managerial and financial reporting, creates beautiful marketing calendars with just a few clicks, and simplifies post-promotional analytics.
• Dannon • Kraft • Mars
AI-powered personal decision coach that continually learns and processes billions of customer transactions to quickly uncover insights and recommend intelligent actions for revenue growth.
CO M PA N Y / W E BS I T E
*The Mars Agency meetmarilyn.ai
(Conversational INsights and Decision Engine)
*Information compiled by Path to Purchase IQ
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Fight Internalized Bias BY S A R A H A LT E R
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.
International Women’s Day (IWD), celebrated annually on March 8, is an opportunity for the global community to celebrate how far we’ve come for the rights of women – and to recognize how far we have to go. On IWD, we step back and take stock. Are we doing all we can to change the world for women? IWD’s 2020 theme was #EachforEqual, and that represents a powerful message. Each of us can choose to fight for gender equality, but we must start with ourselves.
IT’S TIME TO ACT Many of us expect change to come from the top, as if bettering workplaces for women can only happen at the highest levels of leadership. We expect our CEO to announce that paid leave policies are being expanded. We expect that pay equity will be achieved as if by magic, or that executives will demand an equal presence of men and women at the highest levels of leadership without any work from us. Top-down solutions may come, but they rarely come without hard work. And women can’t afford to wait for those at the top to get with the program. Acting on the things we can change creates the ripples that bring the flood. We can sometimes feel as if we lack the power to make changes ourselves, but
that simply isn’t true. Individual bravery and boldness of action are what push us toward a world where #EachforEqual isn’t a rallying cry, but a fact that is taken for granted.
DOING YOUR BIT Think about how you can bring change within your role at your organization. Do you work in HR? Push for equitable hiring practices that strip the potential for employee bias out of the hiring process. Is your role in purchasing? Patronize woman-owned businesses to level the playing field for female entrepreneurs. Members of leadership may be able to enact more sweeping policies, but that doesn’t mean the rest of the team can’t make change. Change can start with something as small and radical as talking openly about pay equity and workplace bias. Men who speak openly about how they balance work and family are taking action – work-life balance should be, but often isn’t, seen as a gender-neutral issue. Calling attention to someone who ignores or downplays their female coworkers in meetings is powerful – and anyone can do it. Don’t let yourself imagine that change only trickles down from the top. Change starts with you.
HOW YOU CAN TAKE ACTION This year, in honor of IWD, the Network of Executive Women is launching our own campaign for action. Maybe you’ll support that woman-owned business or join a diversity ERG (employee resource group). NEW has laid out 15 ways you can support women and #EachforEqual, all based on our proprietary learning programs. Take a look at our action list at NEWOnline.org/IWD and spread the word on social media when you take a positive step for gender equity in your workplace. Honor International Women’s Day by taking action in your day-to-day life to champion #EachforEqual. IQ
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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 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 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
Solution Provider News
Pandemic Prompts Cappasity to Offer Retailers Free Services Due to the spread of the novel coronavirus, Cappasity will provide large retailers with free access to its immersive technologies for efficient online sales. The offer includes the full spectrum of services: from creating an interactive 3-D product presentation to integrating it into online stores, as well as a threemonth access to the Cappasity platform and a 3-D analytics tool that tracks customer behavior. “We understand how important it is for retailers not to lose their customers,” Cappasity CEO Kosta Popov said in a news release. “We are offering them an efficient way to sell online – blurring the line between in-store and online shopping with the help of immersive technologies.” Retailers will be able to showcase their products in 3-D and AR both on the store website and in mobile applications. With the help of the Cappasity solution, it will be possible to examine any product in detail and get a user experience that is a near-perfect copy of a real shopping trip.
Numerator Shopping Behavior Index Covers COVID-19 Impact Numerator, a data and tech company serving the market research space, will publish a weekly shopper behavior index tracker to provide needed visibility into consumer buying behavior shifts driven by COVID-19 (coronavirus). The Numerator Shopping Behavior Index highlights shifts in U.S. consumer buying behavior versus a year ago across 14 retail channels on a week-byweek basis. The index indicates significant spikes in consumer shopping across 12 of 14
retail channels as early as week 8, ending Feb. 23, predominantly driven by increases in total households shopping in each channel (with total trips and average spend per trip generally flat). The 14 channels cover the full omnichannel consumer buying experience, from beauty to pet and specialty stores.
(CBD) products, plant-based foods and premium pet food. The St. Petersburgbased company examined the categories to help its CPG and retail customers invest marketing budgets wisely and better target those shoppers most likely to buy their brands. Catalina Marketing captures up to three years of purchase history, including two billion Unique Product Codes (UPCs) scanned daily. “Our insights help CPG brands and retailers identify and understand what trendforward shoppers are discovering instore, while our audiences and targeting solutions enable them to introduce these valuable buyers to products we know they will love based on their purchase behavior,” said Marta Cyhan, Catalina’s chief marketing officer.
Aki Technologies Launches CPG-Focused Division Marketing tech provider Aki Technologies has developed its first division dedicated solely to consumer packaged goods, led by Risa Crandall. Crandall, former vice president of sales at Eyeview, leads Aki’s new team as its vice president of strategy and sales. Crandall has also held leadership positions at Meredith Corporation and Quotient Technology. Cristina Costa and Alexa Williams, both formerly with Eyeview, have also joined the team. The group will put a special emphasis on using moments to message consumers and working with brands to measure sales lift. IQ Catalina IDs Shopper Insights for CBD and Plant-Based Categories Catalina Marketing has taken a deep dive into its Buyer Intelligence database to identify hot shopping trends related to three categories poised for explosive growth over the next decade – cannabidiol
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Send your solution provider news – new products, projects, programs and technologies – to Charlie Menchaca at email@example.com.
Personnel Appointments BRAND MARKETERS Campbell Soup, Camden, New Jersey Valerie Oswalt was named executive vice president and president of Campbell Soup Company’s snacks division. Oswalt is tasked with leading the division that includes such brands as Goldfish, Milano, Pepperidge Farm, Snyder’s of Hanover, Lance, Kettle Brand, Cape Cod, Snack Factory Pretzel Crisps and Late July, among others. Reporting to Mark Clouse, Campbell’s president and CEO, Oswalt also became a member of the Campbell Leadership Team and a corporate officer. She brings more than two decades of experience in the snack food industry, including senior positions at Kraft Foods and Mondelez International. She was most recently CEO of Century Snacks, a privately held trail mix and nut products company, where she led the turnaround of the business with a portfolio of more than 400 branded, private label and commercial products. Her career began as an accountant at Deloitte. SOLUTION PROVIDERS Flipp, Toronto Rick Neuman was named the
company’s first-ever chief technology and product officer, reporting directly to CEO Wehuns Tan. Neuman is responsible for working closely with merchants to help them reach shoppers in new and innovative ways, while advancing the Flipp app to help more customers find value in their weekly shopping. He has more than 15 years of retail, e-commerce and technology expertise across North America, and previously held the role of CTO, Walmart Canada, before moving to Walmart International, where he most recently held the title of vice president, technology strategy. Tripleclix, Westlake Village, California Tom Edwards was named chief marketing officer, reporting to Tripleclix CEO and founder Christopher Erb. In this role, Edwards leads marketing and new business, provides strategic consulting, and supports brand
programs with Erb and the Tripleclix team. He is an award-winning marketer with 20 years of industry experience. Edwards joins Tripleclix from Epsilon, where he served as a strategy, data and technology lead as the chief digital and innovation officer. SFW, Greensboro, North Carolina Sarah Strassell was promoted to senior art director. Maryclaire Gilbert and Hannah Westervelt were each promoted to the role of marketing strategy manager. Strassell and Gilbert are part of the agency’s team whose accounts include Channellock Inc., a worldwide leader in the manufacture of high-quality pliers and assorted hand tools. Westervelt is based in the company’s Raleigh offices, and her account responsibilities include Coastal Shower Doors and Fruit of the Loom. IQ
Editorial Index 7-Eleven ................................................................ 51 Ahold Delhaize ......................................................9 Aki Technologies ................................................ 49 Aldi.............................................................................9 Amazon.com ....................................................... 43 Blue Chip Marketing Worldwide .....................8 Cappasity.............................................................. 49 Catalina ................................................................. 49 Clorox Co., The .................................................... 16 Coca Cola Co., The ................................................9 Danone North America ................................... 10 Del Monte Foods ............................................... 12 Driscoll’s ................................................................ 11 Entrepreneurs Roundtable Accelerator..... 42 Equator Design......................................................8 Facebook ............................................................. 10 FCB/RED ................................................................ 37 Food Explorer Club ........................................... 41
Georgia-Pacific ...................................................C2 Giant Eagle ..............................................................9 Hour Media Group ............................................ 10 H-E-B .........................................................................9 HelloWorld ..............................................................8 Hy-Vee ......................................................................9 IN Connected Marketing ................................ 26 Ingles Market .........................................................9 Koia ......................................................................... 51 Kraft-Heinz Co. .......................................................8 Kroger ................................................................9, 10 Lidl .............................................................................9 MarketingLab...............................................32, C3 Mars Agency, The .............................................. 22 Meijer ........................................................................9 MyPark Solutions ............................................... 41 Numerator............................................................ 49 Path to Purchase Institute ..............................C4
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Pinterest ......................................................... 40, 41 Publix ........................................................................9 Sanderson Farms ............................................... 41 Shopafor ............................................................... 40 Shopperations Research & Technology .....C2 ShopRite ..................................................................9 Starbucks .............................................................. 44 Target .................................................................9,10 TPG Rewards ....................................................... 42 Trader Joe’s .............................................................9 Walgreens.............................................................C5 Walmart.................................................................C3 Wegmans.................................................................9 Whole Foods ..................................................9, 51 Wieden+Kennedy ................................................8 Winky Lux ............................................................. 10
Whole Foods Launches Plant-Based Beverage Line from Koia BY PAT RYC J A M A L I N O W S K A
As it has done with all new product rollouts, plant-based beverage manufacturer Koia is giving steady partner Whole Foods Market an exclusive launch window for its latest ready-todrink innovation. The functional coffee lineup initially spans three flavors – vanilla latte, mocha latte and salted caramel – and boasts ingredients such as MCT oil and coconut milk that the company says deliver healthy fats and aid with cognitive enhancement, sharpened focus and sustained energy. Competing in the coffee set alongside brands such as Bulletproof, the SKUs hit Whole Foods endcap beverage coolers in January with an accompanying violator touting the products as new and exclusive while promising “a jolt of protein with 0g of added sugar.” “We’re excited to unveil a premiumquality coffee product that’s wholly plantbased, convenient and fresh, and that will expand the Koia brand into a new cooler – the refrigerated coffee section – within retailer locations,” Koia co-founder and chief executive officer, Chris Hunter, told William Reeds’ BeverageDaily. Koia, a Southern California company, entered the market in 2016 with national distribution for its core protein shakes at Whole Foods, helping the brand gain credibility among health-focused consumers in the highly competitive chilled beverage section. The following year, Koia began to steadily widen distribution to additional retailers. Most notably, the company announced entrance into 400 Walmart stores in October 2018 and 530
Target locations in February 2019. Koia was simultaneously expanding beyond its core product offering to launch a line of beverages that fit into the ketogenic diet trend. That lineup also first rolled out to Whole Foods before quickly expanding distribution to more than 3,000 U.S. stores when the grocer’s sixmonth exclusivity period ended, Hunter told BevNet.com. In total throughout 2019, Koia doubled its core product’s retail footprint to more than 8,000 stores, including the natural and specialty, conventional grocery, mass, convenience and food service channels. The brand is additionally available via AmazonFresh.
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Hunter told BevNet that Koia recently completed a test run in select 7-Eleven stores and will soon expand to additional locations across the U.S. The brand was part of a “Sips + Snacks That Love You Back” program the convenience store chain tested in Los Angeles. “We support emerging brands who are innovating unique flavors or healthy alternatives. We know they are important to today’s customers so we have launched a test of 100 of those emerging brands in our L.A. test market, and customers are loving it,” 7-Eleven president and CEO Joe DePinto said in a LinkedIn post last summer. Koia also participated in 7-Eleven’s Brands with Heart Summit in last October. “Three years ago when we launched, I’d never have thought I’d be saying that we’re going to be selling in 7-Eleven,” Hunter told BevNet. “It validates that the c-store consumer is now looking for better-for-you options like Koia.” While Koia’s latest coffee lineup also fits within the keto diet’s restrictions, the current keto consumer is already educated and will calculate net carbs on their own, allowing Koia to tailor the new line’s marketing to the average coffee consumer seeking “an elevated option,” Hunter told BevNet. He attributes much of the company’s growth to aggressive field marketing and increased sampling efforts, which the company is now planning to expand beyond its hometown market. To that end, Koia recently hired its first chief marketing officer, Chris Pruneda, who was previously CMO of Cece’s Veggie Co. and has held marketing positions at Brownie Brittle, Pirate Brands and CocaCola Co.’s Vitaminwater. New data from the Plant Based Food Association and The Good Food Institute shows U.S. retail sales of plant-based foods increased 11.4% last year to $5 billion, while the total U.S. retail food market only grew dollar sales by 2.2% and was flat in unit sales. “Plant-based foods remain a growth engine, up 29% over the last two years,” said PBFA senior director of retail partnerships Julie Emmet. “Growth is fueled by innovation in categories across the stores, and retailers are responding by expanding shelf space to satisfy the rapidly expanding consumer base seeking more plant-based foods.” IQ
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THE JUNE 2020 ISSUE CLOSES ON MAY 1 s e i c n ng Age i t e k r a M r e Shopp s l o 2020 o r T e t b n e m e m t e p g e a S ng Consumer E June 2020 An oﬃcial publication of
Path Purchase TO
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
COVID-19 AT RETAIL Brands, retailers and shoppers confront a chaotic present and an uncertain future
COVID-19 AT RETAIL
SHOPPER MARKETING SHUTDOWN The historic coronavirus crisis has the CPG industry reprioritizing the present and bracing for a ‘new normal’ BY P E T E R B R E E N
A promotional shelf sign is pretty pointless when there are no products on the shelf. That was one of the obvious lessons learned in March, when the COVID-19 pandemic rapidly shifted from a mild annoyance to a full-scale health and economic crisis here in the U.S., putting retailers and consumer packaged goods manufacturers on the front lines of defense. With the societal impact of the COVID-19 outbreak spreading faster than the virus itself, consumer packaged goods manufacturers were scrambling to keep up with escalating product demand not only for items directly related to combating the COVID-19 threat but for items in most other packaged goods categories. In more than a few cases, the increased demand was beginning to stretch supply capabilities. “We are making all of the product that we can make,” Georgia-Pacific spokesperson Kelly Ferguson said, in reference to the national run on toilet paper that quickly went from laughable to no joking matter. “We’re working directly with our retailers to get product onto the store shelves just as quickly as we can.”
Retailers in the CPG space were confronted with a dramatic escalation of shopping trips that approached near chaos at times, with throngs of shoppers stocking up for the possibility of quarantine by emptying store shelves in response to the increasingly dire developments surrounding the pandemic. (Meanwhile, retailers in most other consumer goods categories began closing their brickand-mortar locations.) And they quickly sprang into action, altering standard operations as needed to meet changing shopper behavior. By most reports, they’ve done an exemplary job not only providing solutions but in helping calm the worries of consumers. (See “Walgreens Lives Up to Its Tagline,” page C5.)
WHO NEEDS PROMOTIONS? The intensifying challenges have largely made planned shopper marketing activity a distraction, and in more than a few cases an obstacle to eﬃcient store operations. A number of retailers have responded by telling CPG partners to halt all nearterm promotional plans; at least one brand marketer has already scrapped all programming it had scheduled for the second quarter. The reasons are simple: When you’re hiring additional employees to help restock shelves
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at night (as many supermarkets have), you don’t have time to place shelf labels or set up displays. And when you’re running out of inventory daily, price promotions aren’t as critical as they usually are. (That thinking might be a bit off-base, however, according to a shopper study conducted by the Institute last month. See page C4.) “Retailers don’t have the logistical wherewithal right now” to manage promotional execution, said Olga Yurovski, CEO of Shopperations Research & Technology. “And they also don’t really need price promotions at the moment. The whole equation of incremental vs. base has gone right out the window.” “We’re trying to manage the programming that was already in-store while working with our retail partners on the best path to take going forward,” said one shopper marketing veteran, who stayed off the record given current sensitivities. “Everything is being evaluated given the crisis.” Brand marketers are also dealing with the shutdown of the sports properties and entertainment events that drive some of their promotional activity and media schedules; the National Collegiate Athletic Association’s March Madness basketball tournament was the first major casualty. And they also need to reconsider advertising
themes and messages that now may seem insensitive or even offensive given the current climate; Hershey pulled an ad campaign depicting a celebrity blogger handing out hugs and candy bars to pedestrians. Some retailers are already looking beyond the second quarter. Walmart, for one, has told CPGs that it needs to approve all brand messaging for summer programs. According to several shopper marketing executives, the retailer has decided that even overtly celebratory language around the Fourth of July holiday could be insensitive depending on what happens over the next few months. “We need to make sure that we’re respectful of what’s going on right now and how people are struggling,” agreed the CPG vet. Compounding all of these challenges is the fact that CPGs are simultaneously dealing with the pandemic’s impact on their own ways of doing business. Travel bans and work-from-home mandates have forced companies to set up new communication systems and workflows even as they’re responding to the demands of the marketplace. “What’s top of mind right now across our entire organization is ensuring that we properly service our customers while also keeping our employees safe,” said the vet.
WHAT’S A CPG TO DO? Therefore, the to-do list for brand marketers is exceptionally daunting, especially since the pandemic’s impact continued to intensify throughout last month: on March 19, California became the first in a stream of states to issue a statewide “shelter in place” order. “Right now, it’s a short-term scramble just to figure things out,” says Yurovski. “The trick later will be what to do with your time and your marketing dollars.” Shopper agency MarketingLab analyzed a variety of research sources last month to help the Institute identify
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COVID-19 AT RETAIL
Research: Despite Pandemic, Shoppers Still Look for Deals, Brands Retailers and brands should think twice before abandoning all promotional activity in the midst of the COVID-19 pandemic, because many shoppers are still looking for deals as they stock up for an uncertain future, according to a survey conducted in March by the Path to Purchase Institute. In contrast to the near-chaotic grocerybuying frenzy that was playing out across the U.S. last month, the survey identified a more thoughtful, deliberate shopper still relying on preferred brands and retailers and still hoping to find good prices before changing their typical behavior to buy the products they need when necessary. Fielded March 13-15, the survey was conducted among 1,001 primary household grocery shoppers in the U.S., almost half of whom (44%) say they are stocking up on cleaning supplies, medications, personal care items and food to keep themselves healthy and prepared for whatever may come next. As expected, the survey found that online grocery shopping is growing, presumably as consumers seek alternative ways to buy the products they need and/or avoid crowded stores. More interestingly, despite what appeared to be the blind stockpiling of both emergency-health and grocery staples taking place, many shoppers say they’re staying loyal to their favorite stores and looking for their preferred brands. But perhaps the most surprising takeaway from the study is that a fair number of shoppers are still “shopping,” planning their trips and considering their purchases to a greater extent than all those bare aisles would imply. In fact, the impact of the pandemic has led even more consumers to undertake the following activities with greater frequency:
Make a shopping list (31%). Since this behavior was more evident among suburban/ rural residents and older respondents, it could be driven by a desire to avoid being forced to make another trip to the store for items that they might otherwise forget. Look for coupons (24%). Millennials and Gen X-ers are leading the charge. Only 12% of respondents say they’re looking for deals less often than they did before. Review store circulars (23%), which could aid in the aforementioned list-making and deal-seeking, as well as provide a way to … Compare prices across stores (22%), with the need for bulk buys and concerns over potential gouging likely driving the change. Read product reviews online (18%), which again seems to contradict the (wholly understandable) perception that shoppers are simply “panic buying.” This shift in behavior could reflect the need to purchase unfamiliar products (like face masks perhaps), find the most effective solutions (for staying germ-free) or try out new brands due to outof-stock situations. Just as significantly, a much smaller percentage of respondents (13% or fewer) have ceased any of these activities (see chart).
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And while product availability likely has become far more critical to ultimate purchase decisions than almost ever before, 83% of shoppers say they’re looking for low prices and deals, including 27% who say they’re doing that more often now. Conversely, only 10% say they’re less concerned about price. This greater price sensitivity could be related to the increased level of stock-up trips taking place, or to heightened (and justifiable) concerns about price gouging. One other behavioral trend that could have a significant impact on shopper engagement is meal planning: 28% of respondents say they’re now planning meals, and buying products accordingly, more than they did before the crisis began. That means 79% of shoppers (including those who already did) are heading to the store with specific ingredients in mind. (It’s probably worth noting that these results came before major cities such as New York and Chicago began to prohibit in-restaurant dining.) For a deeper analysis of the survey’s findings, visit PathtoPurchaseIQ.com.
COVID-19 AT RETAIL
WALGREENS LIVES UP TO ITS TAGLINE Steps taken by the “Trusted Since 1901” drugstore chain illustrate the ways in which many retailers have responded to the crisis. • Placed purchase limits on certain products to improve inventory flow and keep them available for more shoppers. • Offered free delivery for all online orders, with no minimum purchase required. Also waived delivery fees for all eligible prescriptions. • Dedicated temporary space outside select stores for COVID-19 testing. • Changed store hours to 9 a.m. until 9 p.m. (local times) to allow more time for restocking and cleaning. Made order pickup of select products available via pharmacy drive-thru windows. • Created a dedicated COVID-19 landing page on Walgreens.com: “We’re in this together - Helping you and your family through COVID-19.” • Sent emails to registered consumers communicating its COVID-19related efforts. • Posted supporting videos from pharmacists about various relevant topics on YouTube. • Otherwise proceeded with standard practices: the March 22 circular invited shoppers to “Hop into Easter Savings!”
driving an increase in both digital commerce and digital media consumption as consumers increasingly stay at home. “Prepare for a dramatic increase in online demand, particularly within pure-play and home delivery,” La Kier says. “This may have a lasting effect post-crisis.”
Mondelez International activated its annual “March Madness” tie-in event in February (above). In March, most related activity was scrapped after the event itself was canceled.
Continue helping retailers respond to changing shopper behavior. Crisis-mode conditions might last longer than anyone wants – or even worsen. The agility to respond quickly will be critical.
several key steps to consider as marketers reassess activity: Keep a close eye on consumer sentiment and adjust communications accordingly. “Brands must be flexible, adapt to the change and attempt to add value,” says Michael La Kier, MarketingLab’s digital strategist. Rethink plans for potentially weak upcoming holidays (Mother’s Day, Memorial Day, Graduation), especially since family gatherings likely won’t be part of the equation anymore. Place a greater focus on digital and social communication. In-store options will be limited anyway, but the pandemic is
Maintain an active presence. While brands don’t want to come across as exploiting the crisis, they can play an important role in helping consumers adjust. “Brands can earn trust by delivering relevant value in a fluid period of heightened anxiety,” says La Kier. “We must show empathy and give comfort using tone-appropriate messages.” Being prepared for whatever lies ahead will be the most important step to take. The (hopefully) shorter-term turmoil caused by the pandemic now seems almost certain to evolve into an economic recession that will have an even longer-term impact on shoppers, retailers and brands. The readiness will be all. IQ
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