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
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A BOLD PATH
FORWARD Customer behavior is not what it used to be, and that calls for a new direction, a different path, an un-blazed trail. With a restructured event design, new tools to maximize sales, and powerful insights into customer behavior, the revamped Path to Purchase Expo provides an eye-opening experience and gives you untapped retail strategies to immediately drive growth. Itâ€™s time to move forwardâ€”are you bold enough for the journey?
REGISTER NOW! WWW.PATH2PURCHASEEXPO.COM
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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 WHO’S WHO IN INSIGHTS & ANALYTICS: OUR ANNUAL ROUNDUP
SALES & MARKETING REPORT: ENGAGEMENT-DRIVING TOOLS AND TECHNOLOGY
BACK TO SCHOOL
INSIGHTS & ANALYTICS
P&G’s Tide is among the many brands exploring ways to reduce packaging waste
9/18/19 9:29 AM
“Umm actually, you CAN deliver personalized, frictionless marketing experiences at scale.” When it comes to digital CPG promotions, media, audience, and analytics solutions, everyone loves a know-it-all. At Quotient, we know what CPG and retail marketers require to get results. With us, you can reach more than 100 million verified CPG product buyers through our exclusive retailer relationships and our digital marketing cloud platforms. Drive sales. Measure results. That’s the Result of Knowing. Start knowing it all with us at Quotient.com
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AU D I E N C E C LO U D
A N A LY T IC S C LO UD
© 2019 Quotient Technology Inc. Quotient and the Quotient logo are registered trademarks of Quotient Technology Inc. Source: Quotient internal reporting (Q3 2018)
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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
Sales & Marketing Report 2019
Brands often find the best way to make “personal” connections is through technology. We examine the tools of engagement.
TerraCycle’s Loop leads the charge as brands, retailers and consumers all express a desire to reduce packaging waste.
Who’s Who in Insights & Analytics Our annual report spotlights more than 175 executives who are leading the insights and analytics functions at their companies.
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VO LU M E 32 | ISS U E 9
October 2019 NEWS
Editor’s Note: Peter Breen
P2PI Member Spotlight: BuzzBallz
Activation Gallery: Back to School
Shopping with Steve: Walgreens and Brands
Solutions Guide: Insights & Analytics
8 Digestive Health
A deep collaboration between GlaxoSmithKline and Walgreens results in a transformation that lifts the category.
9 Engaging ‘Outdoors’ Consumers
Mountain Hardware launched a mobile app that leverages augmented reality to help shoppers view the brand’s new line of technical gear.
11 P2PX Keynote
Walgreens CMO Alyssa Raine explains how the retailer is meeting consumers’ basic human wants and needs through technology.
12 Technology Thought
A new Research Advisory Board will help the Path to Purchase Institute develop POVs on key tech topics.
Provider News Appointments/ Editorial Index Retailer Intelligence: Johnsonville on Holiday
16 DOT 25-Year
Retrospective, Part 2
Leading up to November’s Path to Purchase Expo, we celebrate the “Best of the Best” from the first 25 years of the Institute’s Design of the Times awards program.
Path to Purchase IQ (USPS 4568, ISSN 2688-4984 ) is published 11 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 2019 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
A Dash of Inspiration
Executive Editor Tim Binder, firstname.lastname@example.org Managing Editor Charlie Menchaca, email@example.com Associate Director/Content Patrycja Malinowska, firstname.lastname@example.org Associate Editor/Content Cyndi Loza, email@example.com
PETER BREEN, EDITOR-IN-CHIEF
Who ever said that a great business innovation has to be sustainable, or that a revolutionary idea can’t be a little bit goofy? This summer, Amazon shut down its 4-year-old Dash program, sending the quirky automatic product replenishment service “to the bookshelf of kitschy retail innovations,” as Forbes contributor Chris Walton quipped. The Dash concept was, decidedly, a little preposterous from the very beginning, a fact that Amazon seemed to acknowledge by unveiling the program in 2015 on March 31 – on the eve of April Fool’s Day. Many industry pundits immediately dismissed the idea as nonsense, but probably felt a little foolish themselves later, after a few hundred brands from leading consumer goods companies signed on over the next two years. But did Amazon really think that, one day, the walls and appliances in most households would be plastered with branded Dash Buttons that consumers would press to restock their pantry one specific product at a time? Not a chance – especially considering that Amazon Alexa was already available to let those same consumers order anything and everything they needed (and, occasionally, even things they merely talked about) with just a few simple voice commands. Instead, Amazon’s objective (however much it may have been articulated within the company) was to continue guiding shopping behavior toward instant fulfillment, to eliminate the many steps and potential obstacles that historically have separated need identification from product purchase. With Dash, the two processes become one fluid action, and your next shipment of Tide was on the way as the last flakes of the box in your hand fluttered into the washer. Heck, if you’ve been shopping at an appliance store recently, your washer now might be doing the ordering for you.
So the legacy of Dash can’t be judged by the program itself, but by the revolutionary behavioral change it addressed, and the way it helped guide consumers, brands and retailers into a new era of shopping. I’ve been having similar thoughts lately about Loop, the wonderfully ambitious effort launched this year by TerraCycle in conjunction with industry-leading CPGs and retailers to leap far beyond the admirable packaging reuse and recycling initiatives currently being undertaken and eliminate packaging waste entirely. Our cover story on page 34 outlines the business model in detail, but the basic premise is that CPGs create containers for their products sturdy enough for consumers to use and send back for refills up to 100 times. Unlike Amazon’s experimentation with Dash, TerraCycle is sincerely determined to drive as much waste as possible out of the consumer goods supply chain. (I dare any conscientious industry executive to listen to TerraCycle founder Tom Szaky speak and not want to get involved.) And the company is fully committed to building Loop into a reality around the globe. I most certainly want Loop – or at least the concept behind Loop – to succeed. Unfortunately, the idea of getting all consumers to commit to such a dramatic change in behavior seems a bit too much to ask – as is the possibility of getting all CPGs and retailers around the world to transform their operating models to such disruptive levels. But Loop doesn’t have to succeed as a business to successfully achieve its objective. If TerraCycle’s efforts inspire CPGs to continue finding ways to eliminate packaging waste – at a faster pace, and to greater levels – then its mission will be accomplished quite well indeed. That would be a truly revolutionary accomplishment, even if it sounds a little goofy.
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Digestive Health Reset at Walgreens Deep collaboration with GlaxoSmithKline results in transformation that has lifted the chain’s whole category BY DA N O C H WAT
Shoppers inside Walgreens stores look for high-profile, recognizable brands to find the aisle they need, according to a GlaxoSmithKline path to purchase study. The brand is the wayfinder. In the digestive health aisle, that brand is Tums, and while this insight seems simple enough, it sparked a complete overhaul of the aisle in all of Walgreens’ 9,000-plus stores. The aisle transformation took 18 months from pitch to in-store completion, according to GSK’s Steve Zurek and Walgreens’ Rob McCabe, who have known each other for 10 years. Sitting down to discuss the program in GSK’s Deerfield location, they told Path to Purchase IQ that the success of the project can be attributed to meaningful collaboration. “We’ve collaborated on a plethora of different projects, but this aisle reinvention is probably the most monumental,” says McCabe, category manager, antacids and laxatives, for Walgreens. “We literally wiped the planogram clean, and most of our planograms are 24 feet long. We literally had to take every item off the shelf and reorder the aisle, so it took a lot of courage, as Steve likes to say, calculated risk, and labor both from intellectual capital as well as store labor to pull this off.” When Zurek and GSK first proposed the aisle change to him, McCabe was skeptical. “What vendor wouldn’t want to lead the aisle with their brand? But after seeing all of the hard work, when you saw the data and consumer insight, it made perfect sense.”
Previously, the digestive health aisle led off with the prebiotic and probiotic section, but the study found that most shoppers relate antacids to digestive health and don’t know probiotics by brand as they do Tums, the brand with the highest penetration in the category. “We had to change the aisle so that the shopper could recognize it quickly,” Zurek says. “What we know about shoppers is that they use major, high-penetration brands as locators for sections in the store.” GSK’s shopper insights team collaborated with research shop Ipsos to conduct “The Digestive Health Shopper Path to Purchase Study,” which found that just by altering the flow of the aisle – with no new promotion schedule changes, no new digital marketing tactics – Walgreens would see a big bump in sales. And, the early results have been in line
with expectations. Looking at year-overyear numbers, overall category sales went from flat to a positive single-digit gain, with some sub-segments delivering low double-digit growth. Other shopper metrics have shown positive increases, including more trips per customer down the aisle and dollars per shopper. Both Walgreens and GSK measure through IRI, and the program is leveraging Walgreens’ Balance Rewards loyalty data. Zurek and McCabe’s work on this project began in April 2018 when GSK presented findings from the study, which looked at several different retailers and how shoppers shopped those stores. It leaned on shopper interviews, shopalongs, and eye-tracking and heatmapping of planograms. Walgreens then agreed to launch a test in roughly 35 stores, geographically dispersed to hit different demographics and regions. The tests ran for three months, got measured, and the new planogram rolled out that summer. Despite leading the aisle off with a GSK brand in Tums, McCabe says it was a “very brand-agnostic approach” that focused on lifting the entire category and was always grounded in consumer insight. He says his role changed a bit with the project in that, as a retailer, he’s used to buying product. Here, he became a salesman and needed to sell the idea internally, but the proof was in the data. “I would love to say that every one of the vendors that calls on me is rich with customer data, but the reality is, it’s the vast minority,” McCabe says, acknowledging that smaller brands may not have the resources or budget to hire a consulting firm for insights work. “GSK has the data, uses it properly, and that makes for good decisions for both of us.” To execute the transformation, the partners needed the help of several departments on both sides working together. Next up: GSK and Walgreens are working on enhancing the digital content on Walgreens.com. McCabe is working with GSK’s shopper marketing agency to create succinct, educational digital pieces to support some longer form content that’s harder to find on the site. And. of course, they’re already working on the next planogram. IQ
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Mountain Hardwear Augmented Reality App Eases Shopping BY DA N O C H WAT
When selling outdoor equipment like a tent or sleeping bag, brick-and-mortar stores tend to lack the floor space required to showcase a range of built tents and unspooled sleeping bags. Yet, these are meaningful products that consumers want to experience before buying. To rectify this, Richmond, Virginiabased Mountain Hardware, a subsidiary of Columbia Sportswear, launched its first mobile app in June, leveraging augmented reality to help shoppers view the brand’s new line of technical gear at scale and virtually climb inside. This month, the app will expand in a partnership with Gore-Tex to offer an AR look at snow sports outerwear (jackets, pants and gloves). “The idea behind this is utility first and really helping our customers make a more informed decision,” says Jeff Brandon, associate director of brand development at Mountain Hardware. “We chose to launch the app specifically with equipment first, as this is one of the items that’s less available when it comes to brick-and-mortar retail, as well as it’s really difficult to merchandise and preview in a retail environment, and that goes for our own branded stores as well.” Mountain Hardwear’s design-forward equipment and apparel is available through 350 retail partners, including brick-and-mortar stores like REI, Moosejaw, Summit Hut and Paragon Sports. The company also has flagship stores in both Portland and Seattle. The launch of the app coincided with a rollout of newly redesigned equipment from the brand.
Consumers who download the Apple iPhone app open the AR feature with one click, granting access to the phone’s camera, and then select from the different equipment options they’d like to appear in the room. The user can swap between colors, sizes and styles of tents, sleeping bags and backpacks. There’s also an option to change the look of the office or room the user is in with one of four natural, environmental backgrounds such as a snowy mountain landscape. Transparent House, San Francisco, developed the app. Photorealistic AR images within the app are highly detailed, giving consumers a real feel for the equipment – right down to the texture of the fabric, Brandon says. In addition, users can explore the size and contours of the equipment. He says a user can start with a tent and then put
two sleeping bags inside. “What’s cool is you can actually get inside the tent and get an idea for the interior volume.” To promote the app, Mountain Hardwear is leaning on paid ads, primarily over social, and launched a sweepstakes with The Mountain Guides, a company that represents guides who help lead people on climbing trips. App users can enter for a two-day climbing trip to Red Rock or Moab with The Mountain Guides, and that includes free Mountain Hardwear product and a $2,000 gift card to help pay for travel.
Mountain Hardwear has partnered with the company for more than a decade and considers The Mountain Guides to be part of its AAI (Athletes, Ambassadors and Influencers) program, Brandon says. Brandon hopes store associates use the app to show shoppers products in greater detail, and then pull the actual product to provide more detail. He stresses the app isn’t meant to take away from the physical shopping environment but to enhance it. Mountain Hardwear first brought in Transparent House to look at developing 3-D assets that could be viewed by consumers on product pages online but a bigger focus on AR grew out of those meetings. Brandon says the company will continue to develop its AR capabilities going forward. IQ
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P2PI’s articles and data on retailers, shopping trends, predictions, technology and research are beneficial to BuzzBallz.
What are your predictions for the future of marketing, and how will your company navigate that future?
BuzzBallz crafts ready-to-drink cocktails available in a large variety of flavors. The innovative, portable and non-breakable PET cans make BuzzBallz an ideal solution for cocktails at a BBQ, tailgate or any outdoor celebration. BuzzBallz takes the work out of making real crafted cocktails. The product eliminates the need to buy ingredients and follow mixology steps to make drinks – simply chill or pour over ice. Tracy Frisbie, BuzzBallz vice president of marketing, answered a few questions about the business.
Tell us about a recent campaign for your products. FRISBIE: BuzzBallz initiated its first organized social media influencer campaign with Smiley this past summer. The BuzzBallz social media influencers in the past have been truly organic. The objective of creating an organized influencer campaign is to boost the quantity of e-commerce ratings and reviews. Our current fan base is
FRISBIE: Marketing will continue to become more directable to target shoppers and
passionate about BuzzBallz and sharing their experiences, but these shoppers have not been active in posting ratings and reviews. Working with Smiley’s influencer community allows us to reach out to household shoppers (of legal drinking age and who purchase wine and spirits) and ask them to purchase BuzzBallz at a local retailer and then post their honest reviews on platforms like Google, Facebook or the retailer’s webpage. It is fun and insightful to see the social media posts and reactions of these shoppers trying BuzzBallz and sharing with their friends. Through Smiley, we have the usage rights to repost the usergenerated content. Our sales team leveraged the influencer campaign with our distributor network to increase summer display activity.
the need for personalization will continue. Shoppers want to form a real relationship with the brands that they choose, and they are annoyed with being bombarded by brands that have no relevance to them. Brands will have to create value and a relationship with shoppers, and let shoppers choose them or bring them into each shopper’s circle. At BuzzBallz, we plan to continue genuine dialogue with our consumers through various channels as well as reward and thank them for purchasing our products through a mobile loyalty program. While BuzzBallz has loyal consumers, we in turn want to show our loyalty to them. IQ
How does your company plan to use its P2PI membership resources?
Join the 400+ companies who rely on the Path to Purchase Institute every day for strategies and best practices on succeeding in today’s chaotic consumer goods environment. For more information, contact Katrina Lopez at firstname.lastname@example.org.
FRISBIE: As a small consumer goods company, we have a tight budget and limited resources. We plan to use our P2PI membership for education and networking.
NOT A PATH TO PURCHASE INSTITUTE MEMBER?
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Path to Purchase Expo
Technology and the Human Touch Walgreens CMO previews her November keynote address at P2PX in Chicago BY DA N O C H WAT
In this digital age, a world where consumers are conjoined to their mobile phones, find inspiration over social media, play with VR and interact with AI, what remains most important in marketing is a personal experience and a touch of humanity. “Data and technology are the enablers and help amplify everything we do, but it’s still in service of meeting consumers’ basic human wants and needs,” says Alyssa Raine, acting CMO of Walgreens. “At the end of the day, it’s about people – their stories, their experiences and their lives. We hope to have the privilege of being
a part of their lives, to enrich their lives through good health and happiness.” Raine will address these ideas about technology and the consumer during her Nov. 13 keynote presentation at the Path to Purchase Expo in Chicago. She specifically will discuss how Walgreens uses digital to enhance the shopper experience and the company’s broader goal to be everything a shopper needs in health and beauty. Elaborating more on this long-term vision, Raine says Walgreens is aiming for personalization at scale. “This means combining all of our rich customer data sets into a single, unified view of the customer – powered by technology – that allows us to deliver consistent, personalized customer experiences across all touchpoints and channels.”
For Walgreens, health and beauty are the most personal categories for its shoppers and their families, so the marketing must be personal and relevant, she says. Walgreens’ purpose is to champion the health and wellbeing of every community in America; it’s the guiding principle of the organization, she adds. “We’re transforming WBA (Walgreens Boots Alliance) into a customer-obsessed, fully digitalized organization that delivers extraordinary retail and healthcare experiences for patients and customers and lowers the cost of care while improving outcomes for patients,” she says. “We can do this by combining our extraordinary physical footprint – our team members and our pharmacists – with our digital channels and data to provide consumers rich experiences in and outside of our store.” Raine points to Walgreens’ recently expanded Find Care Now digital platform as a program she’s excited about. Launched last year, Find Care Now is a mobile and online marketplace for consumers to visit and connect with health care services offered at Walgreens as well as providers in their area. Walgreens is working with 17 providers on the effort. Another digital wellness program is the Balance Rewards for healthy choices loyalty initiative, which gives consumers points to be used with their Balance Rewards card and to save on purchases when they meet health goals, such as how many steps taken in a day, or for self-monitoring glucose levels and blood pressure. In a study conducted in 2014 that looked at more than 100,000 participants in the program, Walgreens found that nearly half tracked activities, all lost at least 3 pounds, and more than 16% lost 10 pounds or more over a 180-day span. Raine assumed the role of Walgreens’
Keynote Speaker: Alyssa Raine, acting CMO
Walgreens: Combining Technology and the Human Touch to Improve the Customer Experience When: 8:30 a.m., Nov. 13 Where: Hyatt Regency Chicago, 151 East Wacker Drive More info: Path2PurchaseExpo.com interim chief marketing officer in May, replacing Adam Holyk. She’s learning quickly the importance of marrying the creativity and storytelling that Walgreens does with data and new technology. She says forums such as the Path to Purchase Expo provide a rich opportunity to come together as a community of practitioners to learn, connect and share. “I’m excited to share with this group what we’ve learned at Walgreens – across our more than 9,000 stores – and to hear from others on similar journeys.” The Path to Purchase Expo takes place Nov. 13-14 at the Hyatt Regency Chicago. A second keynote address on Nov. 14 will come from Rainn Wilson, co-founder of the content studio SoulPancake and comedic actor who’s most known for his role on the TV show “The Office.” He will be joined by SoulPancake general manager Shabnam Mogharabi. IQ
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Research Advisory Board to Guide Technology POV Assembled thought leaders will aid Institute’s public outreach BY P E T E R B R E E N
The Path to Purchase Institute this summer officially sanctioned the launch of a Research Advisory Board. The RAB consists of 16 accomplished, recognized leaders from the consumer goods industry’s ecosystem of technology providers, analysts, consultants, research firms and associations. The group’s mission is to help the Institute develop an official point of view on key trends, emerging technologies and other market drivers that will have a significant impact on the consumer goods industry. Working with the Institute’s executive management and editorial teams, the board will create position papers that will: • Formally define the trend/technology to provide a consistent understanding across the industry. • Examine the current impact/ application as well as potential future scenarios. • Provide guidelines and recommendations on how consumer goods practitioners and companies should respond. The board’s work will first be evaluated and accepted by members of Path to Purchase IQ’s Executive Council, with Institute leadership having final approval. RAB members will also act as officially sanctioned “ambassadors” to communicate the approved POV to the industry through various outside media and events. The goal in this regard is to build the Institute’s reputation as a pre-eminent source for expert opinion on the technology and business drivers impacting the consumer goods industry.
Leading the initiative as board chairperson is Werner Graf, whose 30-plus years of experience in the consumer goods industry began at Procter & Gamble in manufacturing and supply chain positions, and also includes tenures at Ernst & Young, IBM and, most recently, Mindtree. The rest of the board’s roster reads like a “who’s who” of industry thought leaders and innovators. They are:
The mission is to help the Institute develop an official point of view on key trends, emerging technologies and other market drivers that will significantly impact the industry. October 2019
• Doug Baker, vice president of food retail industry relations for the nonprofit industry association Food Marketing Institute. • Kori Belzer, chief operating officer of merchandising company SPAR Group. • Rich Butwinick, president and founder of shopper marketing agency MarketingLab. • Larry Danna, a partner at global technology research and advisory firm ISG. • Jim Flannery, chief executive officer of newly launched consultancy SummitVentures LLC. • Harris Fogel, vice president of consumer products at SAP. • Joe Frampus, a partner at management consultancy Avasant. • Greg Jones, director of business strategy & solutions for Microsoft’s worldwide retail and consumer goods industries. • Naren Karamchandani, a partner with IBM’s consumer products consulting practice. • Larry Layden, vice president at smart manufacturing technology provider Savigent. • Robert Levin, a partner in the Boston office of consultancy McKinsey & Co. • Sunil Rao, the global head for consumer goods go-to-market at Salesforce. • Umesh Tejwani, general manager of CPG for the U.S. East & Midwest region at Wipro. • Joe Urbany, Ph.D., professor of marketing in the Mendoza College of Business at the University of Notre Dame. • Rick West, co-founder and chief executive officer of retail crowdsourcing solutions company Field Agent. The board has already begun work on its first three topic areas: • Artificial intelligence/machine learning • Direct-to-consumer commerce • Corporate/product transparency The group will hold its first official meeting this month as part of the Consumer Goods Sales & Marketing Summit in Boston. IQ
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Georgia-Pacific Corrugated Displays
A presentation for celebration.
Silver Winner in the Digital Interactive category for the OMA Shop! Awards PARA‘KITO by Georgia-Pacific
Georgia-Pacific Corrugated is rewriting what a display and packaging partner looks like. We want to show you the future of shopper marketing and point-of-purchase displays through innovative methods such as augmented reality, beacon technology and high-speed digital printing. GP Corrugated – putting the shopper at the center of everything we do.
©2019 GP Corrugated LLC. All Rights Reserved.
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A BOLD PATH
FORWARD Customer behavior is not what it used to be, and that calls for a new direction, a different path, an un-blazed trail. Join us for powerful customer insights, groundbreaking growth strategies and a one-of-a-kind leadership experience. New P2PX campus experience â€” everything in one place, including education, meals and solution providers World-class content with different education models from general sessions to tech pods to learning labs Increased networking opportunities and curated campus tours
NOVEMBER 13 â€“ 14, 2019 | HYATT REGENCY CHICAGO View full agenda and register at Path2PurchaseExpo.com
9/18/19 9:40 AM
FEATURING INSPIRING KEYNOTES:
RAINN WILSON Co-founder of Soul Pancake and star of “The Office”
ALYSSA RAINE Acting Chief Marketing Officer, Walgreens
BRENDAN WITCHER VP, Digital Business Strategy, Forrester Research
Plus cutting-edge sessions from executives at:
and many more ... Sponsored by
9/18/19 9:40 AM
DOT 25-Year Retrospective For the past 25 years, the Path to Purchase Institute has recognized the very best in marketing and merchandising at retail through its Design of the Times awards program. In recognition of this milestone anniversary, the Institute this year is conducting a special three-part retrospective to celebrate the “Best of the Best” from the program’s first 25 years. In conjunction with executives from MarketingLab/SellCheck, we evaluated the top winners through the years to identify the in-store campaigns that represented truly breakthrough thinking and innovation, applying the “4 C’s” of effectiveness that MarketingLab devised in 2010. The groups also looked beyond the top winners to recognize other noteworthy campaigns. Please enjoy the second part of our presentation of the industry’s finest work of the last 25 years. We’ll recognize more programs in the November issue, and then unveil the “Best of the Best” in November at the Path to Purchase Expo.
LG Best Buy TV Experience Wall
Retail Category: Consumer Electronics Activation Tactic: In-Line/Gondola Client: LG Electronics Entrant: Design Phase Size of run: 409 Won: Best of the Times 2016 Comment: The objective of the LG TV wall was to elevate the brand’s image, increase sales and gain market share in the home theater category at Best Buy.
THE 4 C’S OF EFFECTIVE IN-STORE & DIGITAL ACTIVATION Command attention (let the shopper know your presence)
Connect with the shopper (be recognizable)
Convey information (tell a story)
Thomasville Cabinets Sell Center
Retail Category: Home Centers/Hardware Client: MasterBrand Cabinets Entrant: Frank Mayer & Associates Size of run: 500 Won: Best of the Times 2004 Comment: Screenprinted drawer-front identification labels on the display make it easy for consumers to identify each included style. Direction lighting in the header accents individual doors on the unit, and the overall planogram can be altered.
Close the sale (eliminate purchase doubt)
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DOT RETROSPECTIVE, PART 2
Stella Artois Holiday Door
Retail Category: Supermarket/Grocery Activation Tactic: Freestanding, Aisle, Shipper or Pallet – Temporary Client: AB InBev Entrant: Rapid Displays Size of run: 2,504 Won: Best of the Times 2018 Comment: The challenge was to tap into Stella Artois’ heritage as a Christmas brew and translate that into an eye-catching, nostalgic display that would activate shoppers to bring home the brand for the holidays.
Molson Prestige Neon
Retail Category: Liquor Client: The Integer Group Entrant: Everbrite LLC Size of run: More than 2,000 Won: Best of the Times 2003 Comment: Red neon reflects off of holographic foil, resulting in a halo effect in which the red Molson leaf “pops” from the sign.
Disney Kmart Endcap
Client: Buena Vista Home Entertainment Entrant: Design Phase Inc. Size of run: 2,795 Won: Best of the Times 2002 Comments: Vacuum-formed styrene movie reels and injection-molded 3-D lettering helped to create a bold presence for Kmart’s movie department.
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DOT RETROSPECTIVE, PART 2
Game of Thrones Endcap
Retail Category: Mass Merchant Activation Tactic: Endcap Client: HBO Entrant: Innomark Communications Size of run: 2,645 Won: Gold 2018 Comment: The objective was to create an impactful and dimensional endcap display that would motivate shoppers to purchase the seventh season of “Game of Thrones” on DVD and Blu-ray.
Walmart WOW Rogue One
Retail Category: Mass Merchant Activation Tactic: Aisle/Shipper/Pallet - Temporary Client: Buena Vista Home Entertainment Entrant: WestRock Size of run: 800 Won: Best of the Times 2017 Comment: The goal here was to engage consumers to pose with Star Wars characters for photographs and to purchase a copy of “Rogue One: A Star Wars Story.”
Kodak Picture Maker
Category: Consumer Electronics/Photo – Multiple Materials Client: Eastman Kodak Co. Entrant: AG Industries Won: Best of the Times 1998 Comment: This display features a more uniform look than previous iterations, with a smaller footprint and shorter height to make it more attractive and efficient for retailers.
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DOT RETROSPECTIVE, PART 2
Michelob Golden Draft Floor Display
Category: Multiple Materials: Floorstand Client: Anheuser-Busch Inc. Entrant: Henschel-Steinau Inc. Won: Best of the Times 1994 Comment: The large replica of the brand’s flagship bottle has a pinwheelsupport design that allows for easy restocking and consumer access.
Nintendo 3 System Interactive Demonstration Tower
Category: Interactive, Video or LCD: Floorstand/Kiosk Client: Nintendo of America Inc. Entrant: Frank Mayer & Associates Inc. Won: Best of the Times 1993 Comment: Consumer attention is drawn by the colorful TV graphics and illuminated header graphics featuring product transparencies.
Baldwin Showroom Program
Category: Wood - Hardware/Paints/Batteries/Tools Client: Baldwin Hardware Producer: RTC Industries Inc. Production Run: 250 Won: Best of the Times 1997 Comment: The “store-within-a-store” display highlights products in an upscale fashion yet could be adapted to different architectural showroom environments.
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WHOâ€™S WHO I N I N S I G HT S & A N A LY TI C S
Despite a vast array of methodologies and a wide variety of job titles, this elite group of more than 175 marketers shares the common goal of understanding what motivates shoppers so their CPG brands and retailers can deliver better solutions more efficiently.
STOP & SHOP STEPHEN BETTENCOURT Director of Consumer Insights and Business Analytics A college course helped set Stephen Bettencourt on a path to his current career. In his undergraduate program, a marketing research class really resonated with him. Then when Bettencourt graduated, he targeted companies with entry-level research positions and eventually got hired by Hill Holliday Advertising in Boston. He started at the bottom and worked his way up across several companies, including Hill Holliday, Arnold Worldwide, Bank of America, The Hershey Co. and now Stop & Shop supermarkets.
Describe your current role.
BETTENCOURT: My team helps guide the company by being the voice of the consumer in our decision-making as well as with measuring the impact and
Photo submitted by Stephen Bettencourt
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ICON KEY Institute member
Ahold Delhaize STEPHEN BETTENCOURT, Director, Consumer Insights and Business Analytics, Stop & Shop See profile at left JASON THOMAS, Manager of Shopper Insights, Food Lion Strategy Team Co-founding the shopper insights practice at Food Lion in 2008, Thomas now utilizes shopper data to measure and influence strategic initiatives for the banner, combining behavioral analysis and customer sentiment to paint holistic pictures.
BETTENCOURT: Stop & Shop has remodeled stores in Connecticut and on Long Island. Based on shopper feedback and consumer trends, Stop & Shop has created a bright, modern, open and easy-to-shop environment that offers the freshest perishables and expanded prepared foods, such as stir fry stations, taco bars and fresh smoked meats. Shoppers are overwhelmingly positive about the changes and visit these stores more often.
the success of the initiatives we implement. Our goal is to provide timely feedback and recommendations to our senior leaders, so the company can stay attuned to shoppers’ needs as it continues to develop and refine its strategy, positioning and offerings.
We are often brought in early in the process to help provide the background and be a guiding force in the development of new initiatives, when enhancing existing offerings, or when measuring the impact of current programs.
How do insights, analytics and data fit into your organization?
BETTENCOURT: Our company has built a culture around our shoppers, and making informed decisions based on shoppers’ perceptions, attitudes, behaviors and needs. We have a seat at the table for important meetings that affect marketing, merchandising, operations, strategy and our overall brand.
What emerging technology and techniques does your team leverage at Stop & Shop?
BETTENCOURT: To help us stay closely aligned with shoppers’ emotions and behaviors, we use methods that help us achieve a deeper level of understanding, such as eye tracking with galvanic skin testing, facial coding and heat mapping. These are in addition to more
traditional qualitative and quantitative methods.
What’s the most rewarding aspect of your job?
BETTENCOURT: I really enjoy being able to use our shoppers’ feedback to influence decisionmaking at Stop & Shop. It feels great when you see an offering changed, a communication enhanced or a feature evolved to meet shoppers’ needs, go into final production and become available to the public. Then, ultimately you close the loop with getting feedback on how they like the changes and what else we could do to meet their needs. It is a continuous cycle of listening and evolving.
PAULINE BERRY, Senior Director, Consumer & Shopper Insights Berry leverages deep understanding of the customer and how shopping decisions are made to help the organization make insight-informed decisions. Specific areas of focus include insights for advertising, marketing mix, loyalty programs, health & wellness, and competitive landscape analysis. MICHAEL BUTTON, Manager, Consumer Insights DEB FIFLES, Vice President, Consumer & Shopper Insights Fifles leads the consumer and shopper insight team that is responsible for primary research across the enterprise. Her team champions the voice of the customer, providing insight and guidance to grow shopper loyalty and improve ROI.
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WHO’S WHO IN INSIGHTS & ANALY TICS JAYCE TREIBLE, Senior Manager, Consumer & Shopper Insights Treible represents the voice of the consumer and leads insights for digital product, e-commerce and own brands within Albertsons Cos. His work has contributed to launching digital products and re-brands – all with consumers in mind.
suncare and footcare brands. He customized plans for each retailer to meet their different consumer and shopper needs. Of note, Coppertone has three of the top 5 new items in the Suncare category in 2019.
ANNE FRITSCHE, Senior Director, Consumer and Marketplace Insights
American Greetings Corp. TODD FRASER, Director, Business Intelligence
Bayer HealthCare FRANK FAY, Senior Manager, Category & Shopper Solutions – Nutritionals/Digestive Health With more than 32 years in sales/ category leadership, Fay leads insights and solutions across nutritionals and digestive health. He works collaboratively with brand, innovation, design and other crossfunctional teams to build vision in an ever-changing retail environment. RICH KLOENNE, Senior Manager, Shopper Insights Kloenne leads the shopper insights team in uncovering deep insights and partnering with the shopper marketing and category solutions teams to develop transformative action at retail. He is responsible for providing guidance across the entire OTC portfolio as well as an understanding of the total healthcare environment. ROBERT SKEHAN, Senior Manager, Category & Shopper Solutions, Personal Care Skehan led and implemented category growth driver strategies for the company’s
LAURIE KRAUSE, Vice President, Market and Consumer Insights Krause is responsible for business and market intelligence, marketing and consumer research, customer experience insights and advanced analytics, enabling fact-based organizational decision-making and strategy development. Prior to joining Best Buy, she was with Ally Financial (formerly GMAC), where she helped transform a 90-year-old captive auto finance firm into a customer-centric online banking brand.
LORI OLES, Shopper Insights Group Manager Oles leads the shopper insight function for on- and off-premise. Her team is focused on the development and delivery of insights to drive category and brand growth.
Butterball NATALIE KINNEY, Director of Insights Kinney is an experienced marketing professional with a strong background in brand management, profit and loss management, market research, cross-functional team leadership, full product lifecycle management, and innovation.
BIC MELISSA ZWEIG, Shopper Insights Manager
ERICA BEILENSON, Director, Shopper & Portfolio Insights
KRYSTIE CUMMINS, Shopper Insights Lead
MICHELE PENAKE, Category and Shopper Insights Manager
Bimbo Bakeries CARL WERMERS, Director, Business Insights Wermers’ career ranges from being the project leader for the introduction of Thomas’ Bagels and Entenmann’s Little Bites to developing insights impacting category management, shopper marketing, brand and portfolio strategies, and new product development.
JULIE SHEPRO, Senior Director, Analytics and Category Management
JACKIE HILLBACK, Vice President, Consumer Insights
TAMARA ZAWODNY, Manager, Consumer Insights
MARIA MACUARE, Vice President, Data & Analytics NICOLA MCGUCKIEN, Director of Sales, Customer Planning
Candle-lite ELISE OSENBAUGH, Category and Consumer Insights Manager
Clorox KAREN CHEN, Associate Director, E-Commerce and Omnichannel Shopper & Retail Insights
BRIAN HOFFSTEDDER, Director, Shopper Science & Insights Hoffstedder leads all of the company’s shopper science and insights capability work, aimed at creating better overall category purchase experiences for shoppers and bringing those experiences to life with retail partners. CAROLINE KLOMPMAKER, Director of Global Insights, NutraNext Division AMY STEVENS, Associate Director, Shopper & Retail Insights, Walmart & Sam’s Club Stevens is responsible for defining, developing and building shopper and consumer insights and solutions for the company’s Walmart and Sam’s Club sales, marketing and category management teams to utilize in driving sales and category growth. TARA VAISHNAV, Vice President, Digital Technology Innovation & Advanced Analytics
Coca-Cola SALLY BUCKLEY, Director of Shopper Insights & Analytics Buckley’s career has spanned a market research agency, retail and CPG. She is currently responsible for leading the shopper insights team in identifying shopper and market dynamics and oversees industry-leading research & analytic capabilities for Coca-Cola North America. WHITNEY FORTIN, Director of Customer Insights & Analytics Fortin leads a team responsible for educating others on marketplace trends, retail competitive benchmarking, sales business intelligence and understanding shopper behavior in beverages.
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WHO’S WHO I N I N S I G H T S & A N A LY T I C S
JUSTIN HONAMAN VP, Strategic Sourcing & Procurement: Analytics, Data, Digital Transformation Justin Honaman’s background is largely centered on the consumer goods and retail industries and focused on developing and commercializing data, analytics, and technology capabilities and solutions. With Georgia-Pacific’s Strategic Sourcing and Procurement (SS&P), he has a very clear vision to make data, analytics and technology capabilities a competitive advantage not only for G-P but, more broadly, within the portfolio of parent Koch Industries.
Describe your current role.
HONAMAN: As a team, we focus on master data management, sourcing and procurement technology capabilities, BI/ reporting, advanced analytics and data science, and intelligent automation. We also have a transformation team focused on project execution and change leadership across the organization.
What are the challenges facing CPG companies related to data and analytics? HONAMAN: Talent. I believe every new hire in our organization should have a baseline level of ability to use/ manipulate data, derive insights and perform light analytics. That is becoming easier with the proliferation of business
analytics and other related university degree programs. An effective analytics team consists of multiple skill sets, business knowledge and project leaders. Building the right balanced team is critical to being able to prioritize and deliver insights. Focus and prioritization. What are the priorities or prioritized use cases and how are you setting them? What economic and critical thinking has gone into the prioritization and review process? How will the efforts yield benefit over time and be tracked? What governance is in place to manage and avoid sideways energy or shiny object syndrome? Data management. In our world, this includes data aggregation, harmonization, enrichment – not an easy matter when it comes to operating in a multi-enterprise resource planning environment. The good news is that methods to manage and access large amounts of data are improving dramatically (e.g., Amazon Web Services).
What emerging technology and techniques do you see?
HONAMAN: A large percentage of growth in the industry is driven by smaller, innovative companies. These companies are using their agile business model to address consumer preference quickly and without legacy store/shelf models. Digital transformation
Photo submitted by Justin Honaman
in consumer goods is the watchword for the industry. From subscription models to emerging product/service models, CPG companies are increasingly focused on serving consumers directly and owning the entire consumer journey and experience. Consumers expect engagement across channels and, therefore, relationship engagement is powered by data.
and new strategic partnership relationships. From a business technology perspective, CPGs are adopting a multispeed operating model by which the core elements are maintained or supported while new capabilities are explored and invested in as the future operating state.
HONAMAN: Our staff and our culture. Our team brings strong business and solution knowledge, and it’s good at exploring new platforms and capabilities while balancing the need to deliver on core projects and daily business requirements. Our team is highly creative, which many would not expect from a data-analyticstech team. This helps us to ideate on challenging business problems. We combine this with a transformation team that knows how to deliver. The result is a strong culture with many opportunities to learn and grow. And yes, we have a lot of fun, too.
What are CPG companies doing to address the challenges?
HONAMAN: First, information technology being focused on meeting defined business objectives, measuring business outcomes, and positioning IT as a strategic asset to the business. Second, CPG companies are exploring new technologies such as AI, IoT, blockchain and others that pave the way for the business to unlock growth. Third, CPG companies are moving to an operating model that leverages agile and lean methods, value-based processes,
What’s the most rewarding aspect of your job?
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WHO’S WHO IN INSIGHTS & ANALY TICS VICTORIA MORICH, Senior Manager, Customer Insights & Analytics Morich is tasked with deeply understanding shoppers in the drug and value channels, determining how macro forces shape these shoppers’ behavior, and identifying growth pathways for Coca-Cola and its retail partners given these trends and opportunities. ROLLIE THAYER, Senior Manager, Shopper & Retail Insights Thayer stewards and adapts brand and marketing plans into marketplace realities using powerful foundational insights platforms and custom research. From strategy to execution, he supports the channel strategy team in bringing plans to life. TONY WASHINGTON, Senior Manager, Customer Insights & Analytics As the customer insights lead for western store teams, Washington’s role includes leveraging shopper insights to help drive sustainable value for customers. Completing an acculturation-based Hispanic shopper study has been one of his most gratifying recent accomplishments.
Colgate-Palmolive MIKE DILLON, Senior Manager, Shopper Insights, CVS Dillon creates and synthesizes insights to implement shopper strategies, personalization programs and retail activation at CVS. His background includes consumer research, category management and sales. Key accomplishments include leading the shopper research for the Gillette “Guy Aisle,” and significantly increasing Colgate Oral Care personalization net sales lift with strategic targeting programs.
KALINDI MEHTA, Director, Insights & Analytics, North America Mehta is responsible for the insights and analytics teams for North America. She has worked in leadership roles in the past in Asia Pacific and globally, and has deep understanding of the largest markets in the world, including China, India and the U.S. She has helped the organization develop a people-centric focus, design-thinking approach, behavioral science capabilities, and foresight/ trend mindset over the years. JOANNE MURPHY, Shopper and Retail Category Director DOUG PAXSON, Senior Manager, Shopper Insights
Conagra Brands BRIAN ARCHEY, Senior Director, Data Science & Analytics TIM MILLER, Senior Director, Shopper Insights
Conair DEBORAH IORIO, Director, Consumer Insights & Category Management Iorio leads the consumer insights and category management team supporting Conair’s Personal Care division. The team creates in-depth analytical presentations highlighting industry and consumer trends, drilling down to item-level category drivers to deliver critical and creative analysis of the underlying drivers of business performance.
Constellation Brands KATIE SURVANCE, Director, Shopper Insights & Analytics Survance leads the company’s shopper insights and analytics team across beer, wine and spirits, covering on-premise and retail. Her team champions industry-leading research to explain shopper behavior and motivations to provide actionable recommendations internally and externally.
Coty ROSANNE OLKEN, Director of Shopper Insights and Category Management
CVS Health BOB DARIN, Chief Analytics Officer CARRIE FLYNN, Senior Director of Customer Analytics CARON MERRILL, Director, Customer Insights Merrill is responsible for primary qualitative and quantitative ad hoc research, competitive intelligence and longitudinal studies for many of the company’s retail business units. She leads the company’s CX program, all ad hoc research for the retail side of the business, ongoing tracking studies and the CVS Advisor Panel (CVS’s proprietary online panel of consumers). She also launched the company’s employee panel to solicit opinions and insights from the front lines of the retail stores. SANGEET UTTAM, Vice President, Retail Personalization Analytics
Danone North America JASON POTTER, Senior Director, Category Strategy & Insights and Shopper Marketing
Duracell LOU FERNOUS, Category Insights Manager
Edgewell Personal Care COREY BARRETTE, Vice President, Consumer and Product Insights
JENNIFER HENRY, Senior Category Development Manager, Walmart MATT HILLER, Senior Category Development Manager DAVE HYLAND, Global Consumer Insights BRETT KROEZE, Senior Category Development Manager, Drug Channel LINDA LIEBERMAN, Director, Category Strategy and Development Lieberman leads a team of dynamic category development professionals who focus on wet shave, feminine care and sun/skin care. The team partners to drive win-win-win solutions for shoppers, retailers and the company by bringing actionable solutions that can be executed in-market. WENDY LO, Senior Category Development Manager – Category Strategy Lo leads category and shopper-focused business analysis and strategy development, applying and integrating insights to deepen understanding of the shopper and category through various analytical and insights tools in addition to custom research. KARYN MCGHEE, Director, Amazon ANDREA REISINGER, Senior Category Development Manager, Walmart TARA SUNDERLAND, Senior Global Consumer Insights Manager – Women’s Hair Removal DAVE WILCOX, Senior Category Development Manager, Target
ADAM DINIHANIAN, Senior Category Development Manager, Grocery Channel JENNIFER GRANT, Senior Category Development Manager, Kroger
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WHO’S WHO I N I N S I G H T S & A N A LY T I C S
AMELIA STROBEL Global Consumer & Market Insights Amelia Strobel joined Mars five years ago to lead its global Specialty Pet Nutrition Consumer and Market Insights (CMI) organization based in the U.S. Since that time, she has led the Mars global Innovation Center of Expertise for CMI, and currently manages global insights and strategy for its largest dog brands. Strobel gained experience at other manufacturers such as Kellogg, where she was a manager of consumer understanding. She then held insights-related roles at FritoLay before leading consumer insights first for Brinker International, then Wachovia/ Wells Fargo and Kraft. She led consumer insights for the North American region for Mondelez International before heading to Mars.
Describe your current role.
STROBEL: I am responsible for driving consumer insights and market strategy for our global portfolio of key dog brands. This includes primarily portfolio strategy, global communication and global innovation.
How do insights, analytics and data fit into your organization? STROBEL: Insights, analytics and data are integral to my success and the effectiveness of the role I play in driving our business growth. I can’t imagine doing my job without these, and it is the art of connecting these that is both fun and rewarding.
What emerging technology and techniques does your team leverage at Mars?
Photo submitted by Amelia Strobel
STROBEL: We have been working with both internal and external partners in building our data lakes and capabilities so that we can quickly harness insights and make use of the massive data we can access.
Are there any recent trends impacting your team’s work? STROBEL: In our immediate consumption communication world, consumer and customer expectations for speed, agility and customization are exponentially growing. Gone are the days of linear research and standard offerings. We are adapting to this new world by embracing new approaches, tools and ways of working.
What’s the biggest challenge facing CPG companies related to data and analytics? STROBEL: There is so much data with few resources and time to absorb it all. Therefore, AI and other advanced analytic solutions are imperative. It is not only having the solutions but also packaging or visualizing them in a way that is easy for leaders at all levels of the organization to understand and to activate quickly.
What’s the most rewarding aspect of your job? STROBEL: Seeing the work we do translate into strategies and executions that drive business growth.
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WHO’S WHO IN INSIGHTS & ANALY TICS
Ferrero USA PHIL DECONTO, Vice President, Category Management & Shopper Insights See profile on page 28
General Mills SARA ASHMAN, Global Consumer Insights Senior Manager
JUSTIN HONAMAN, Vice President, Strategic Sourcing & Procurement: Analytics, Data, Digital Transformation See profile on page 23 JOHN PFALZGRAF, Director, Consumer and Shopper Market Insights Pfalzgraf leads the development and activation of consumer insights for Georgia-Pacific to help guide the company’s innovation and go-to-market strategies and programs.
GlaxoSmithKline AMANDA BOWLES, Senior Manager, Shopper Insights – Platforms and E-Commerce Bowles leads multicategory platform insights and activation development, translating trends and insights into strong shopper propositions that improve brand and category performance. She has led the development of platforms in the upper respiratory, immune health and sleep categories, as well as approaches that focus on underserved shopper segments and the evolving retail landscape. Her work drives brand and category growth and elevates the company’s partnership with retail customers. LITTHYA BURGIN, Shopper Insights Manager, Digestive Health Burgin has more than
20 years of CPG and pharmaceutical experience in various marketing/sales/analytics roles in companies like Unilever, RB, PepsiCo and Merck. She has a category growth mindset and a fascination for being the voice of the consumer/shopper. She joined GSK in 2018 and has been paving the way for category growth in digestive health and more recently cold & flu, driving understanding of shopper behavior and ensuring that insights translate into activation. CARLY DOMINIK, Shopper Insights Manager, Pain Relief Dominik brings 10 years of consumer research experience across multiple industries to the shopper insights team at GSK. She joined in March 2019 and is leading insights for the pain category. Dominik is excited for the opportunity to develop her first category leadership platform, which will identify key strategies to drive growth in the category and enhance shopper engagement. KIMBERLY HUNTER, Shopper Insights Manager, Oral Health With more than 10 years in the CPG industry, Hunter has been able to leverage her experience working in category development, customer strategy and sales to bring a unique lens to her current role. She has been primarily supporting the oral health category, leading custom research projects and development of the denture category leadership platform. More recently, she has expanded focus to include all things e-commerce and digital. STEVE LORD, Shopper Insights Manager, Smoker’s Health and Skin Health Lord has more than 20 years of CPG industry experience, with background in shopper insights, customer strategy, category development and sales. He
joined the company in 2015 and has conducted several research studies on the smoker’s “quit journey” and e-commerce behaviors, as well published category leadership platforms on smoking cessation, allergy and wellness that are transforming retailer activation. DEB MONAHAN, Director, Shopper Insights & Capabilities See profile on page 30 DAVIN NAKAHARA, Senior Manager, Insights & Capabilities Nakahara leverages experience in both shopper and brand insights, on both the client and vendor side, to find research solutions to weave into well-rounded retail stories. Currently, he’s leading evaluations of AI/data science-driven analytics and virtual store shopping to augment current group capabilities. MIKE PISHVANOV, Shopper Insights Manager, Vitamins & Supplements, Pain, Digestive Health and Upper Respiratory Pishvanov has more than 20 years of CPG industry experience, and 15plus years working in pharmaceuticals /OTC. He has a background in shopper insights, market research, category development and customer strategy, and joined the company in 2019 following the joint venture with Pfizer. He has conducted research studies across his businesses, leading to retail activation in the areas of category leadership platforms, aisle reinvention, e-commerce and digital optimization, health & wellness platforms, and shelf & assortment optimization.
Godiva JUDITH RUBIN, Global Head of Consumer Insights & Analytics
Hallmark Cards DAVE MIHANOVIC, Vice President, Insights & Analytics
Henkel DEEP BHANDARI, Vice President, Consumer Insights & Strategy Bhandari is a highimpact leader with expertise in advanced analytics, consumer and shopper insights to drive business performance. He is highly effective at setting insights vision, strategy and functional plans and delivering flawlessly. MACK HOOPES, Senior Manager, Category Development Hoopes is dedicated to the Albertsons account for laundry, fabric conditioners, air care, pest and bathroom cleaners. He also leads a best-in-class process in laundry for Henkel with the Albertsons and Shopper 360 teams.
Hershey RENEE BALLIET, Senior Manager, Shopper Insights Balliet has been with the company in insights roles for nine years across multiple brands, innovation and retailers. She currently leads shopper insights across the entire convenience channel, helping retailers develop shopper strategies to drive growth. DAVID NOLEN, Vice President of U.S. Category Management and Shopper Insights Nolen is responsible for leading Hershey’s category management and shopper insights teams across the U.S. and partnering with retailers to drive total store and category growth. Prior to his current role, he was the senior director of category management, shopper marketing and customer planning for Hershey’s large-format teams.
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WHO’S WHO IN INSIGHTS & ANALY TICS GINA PETERSON, Senior Manager, Retail Experience Peterson is responsible for leading a team that creates partnerships with retailers to drive strategic growth recommendations, optimizing the path from insight to activation. Her experience also includes category management, shopper insights and retail sales management.
LINDA DEVROY, Shopper Insights and Business Intelligence Manager Devroy is the voice of the Target shopper. She identifies shopper-centered opportunities to grow J&J’s categories and brands. Her key accomplishment is seeing its sales and shopper marketing teams leverage insights as they develop programs.
ALAN TOBIN, Senior Manager, Category Strategy & Insights – Walmart & Club
JENNIFER FERRAZZA, Senior Manager, Omni Strategy
SUZANNE HOCK, Senior Manager, Shopper Insights & Category Management
Iovate Health Sciences
JOY JENTES, Senior Team Leader, Shopper Insights Jentes leads the company’s shopper insights team, supporting key retail accounts. With a focus on insights to execution, she has built an 18-year career at Kimberly-Clark, spanning shopper/consumer insights, advanced analytics, category management and sales strategy.
JOSEPH BAGBY, Vice President, Customer Insights & Strategy
RAJEEV KAPUR, Vice President, Commercial Transformation SHEILA LUKASZEWSKI, Senior Director, Shopper Engagement
DEBORAH WEARN, Senior Manager, Skin Health HCP Sales Strategy
MICHELLE MACK, Family Care Lead, Shopper Insights
PATRICIA BELCZYNSKI, Marketing Optimization Senior Manager
JOE BOURLAND, Director, Strategic Insights & Analytics
REGINA MAYZUM, Senior Shopper Insights Manager Mayzum provides thought leadership through compelling behavioral shopper research, covering areas including loyalty, trends and omnichannel habits and practices, and enabling the company and grocery retailers to drive meaningful strategic change while delivering ongoing sales growth.
JASON PROWSE, Associate Director, Insights & Planning
VALLI ELLIS, Director, Insights JANE MCCLELLAN, Senior Manager, Consumer Insights ANGELA WHITMAN, Director, MDO Analytics
John B. Sanfilippo & Son ARUN RAJAN, Senior Global Director of Consumer and Customer Insights
Johnson & Johnson TROY AULT, U.S. Leader, Shopper Insights & Category Management Ault leads strategic direction for shopper insights and category management across the internal business units and customer teams. He is passionate about evolving data into insights and making insights actionable with retailers. He is also curating category solutions that drive a fluid omnichannel shopping experience.
DAN BALTUS, Customer Insights Manager
Kellogg CRAIG GEIGER, Customer Insights & Analytics – Walmart Geiger leads Walmart insights and analytics across Kellogg’s categories, utilizing multiple sources to understand the consumer/shopper along the evolving “brick & order” shopping path to purchase to drive business results through joint business and innovation plans.
Keurig Dr Pepper SHEILA BONNER, Vice President, Shopper Marketing, Insights and Merchandising SIBEL RAIF, Director, Consumer Insights
AMY PACIFICO, Lead, Consumer Insights & Analytics, North America Baby & Childcare LAURA PLAUKOVICH, Senior Manager, Shopper Insights, Walmart & Sam’s Club Plaukovich is a passionate researcher with more than 15 years of experience in both CPG and financial services. She focuses on understanding shopper behavior utilizing innovative methodologies to better dissect the subconscious decisions shoppers make.
LG Electronics DOUG LORETUCCI, Senior Director, Consumer Insights
ELLEN GOODEN, Senior Manager, Category & Shopper Insights AICI LI, Lead, Center of Expertise for Shopper Insights UJJWAL SEHGAL, Computational Science & Advance Analytics Leader AMELIA STROBEL, Global Strategic Insights & Innovation Leader See profile on page 25
Mars Wrigley Confectionery KATE HOPKINS, Shopper Insights Manager, Costco & Value Channel NIC UMANA, Global Digital Human Insights Lead Umana is proud of the fact that her team is creating digital moments that make the world smile. She is delivering digital innovation across portfolio and experience and exploring the role that emerging technologies will play in our future value creation. Her proudest accomplishment over the last year was getting the global business focused on winning the digital moments that matter.
NICOLE THAYER, Senior Shopper Insights Manager
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WHO’S WHO I N I N S I G H T S & A N A LY T I C S
PHIL DECONTO VP, Category Management & Shopper Insights
Phil DeConto has been in the CPG food industry his entire career, even working at his local Stop & Shop as a kid. After college he began his career with Cape Cod Ice, developing distribution routes and managing deliveries and customer service. He then joined Frito-Lay, pursuing sales roles of increasing responsibility, before leaving for ConAgra Foods’ field category leadership team. He relocated to Naperville, Illinois, to develop the category strategy team for the ConAgra private brands business. DeConto remained through the transition of selling the company’s private label operations to Treehouse Foods in 2016, then was offered the opportunity to build out category management for Ferrero USA.
Please describe your current role.
DECONTO: My title is vice president, category management and shopper insights, but I think of myself as lead storyteller. My team uses data and insights to help the organization explain why Ferrero’s brands have been successful in confections and
spreads, and how the retailer can use our brands to help grow their category.
How do insights, analytics and data fit into your organization? DECONTO: Ferrero USA is a growth driver within our respective categories, and insights, analytics and data play a crucial role in our success. We collect information on our consumers and on our brand and category performance to inform strategy, which we then use to drive a true joint business planning relationship with our retail partners.
Are there any recent trends impacting your team’s work? DECONTO: Shoppers are seeking premiumized products throughout the store. The definition of “premiumized” can take on multiple meanings, such as improved ingredients, better functionality or increased convenience. The point is that shoppers look for products to deliver more for them, and they’re willing to pay more for that premium experience. In
RECENT ACHIEVEMENT DECONTO: We partnered with Nielsen to develop a Total Confections Assortment Tool. This resource is useful internally and externally as a lens to category performance. It has also been an important tool to demonstrate our competency as a growth validator in our categories.
Photo submitted by Phil DeConto
addition, the front end is a CPG ecosystem, and it is experiencing environmental change (online order pickup, spread of self- and frictionless checkout, expansion of categories stocked in shrinking merchandising space). CPG manufacturers will help retailers navigate this change, ensuring this highly profitable ecosystem continues to thrive.
What’s the biggest challenge facing retailers related to data and analytics? DECONTO: With expanding access to data, one challenge that retailers face is analysis paralysis and delays to implementation. The rate of change, as dictated by the shopper, doesn’t allow for a measured pace of implementation. Retailers need to be able to make swift
evaluations of data resources and decide “where the puck is going” to place their bets accordingly.
What’s the most rewarding aspect of your job? DECONTO: One of the great things about working at Ferrero is the way people’s eyes light up when you mention our brands, and my job is to help tell that story to our retailer partners. The great thing about category management is that, fundamentally, we’re paid to solve puzzles. Every day we’re presented with a series of puzzles that we need to solve to support both Ferrero and our retail partners. If you work the levers at your disposal then the solution is out there. The truest reward comes from seeing your solution implemented in-store, and the sales data backing up expectations.
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WHO’S WHO IN INSIGHTS & ANALY TICS CAROL VAN DEN HENDE, Senior Manager, Strategic Initiatives Van Den Hende is an MBA with more than 20 years of marketing, strategy and insights expertise. Most recently, she built on her foundation of consumer and shopper insights to help drive Mars’ digital, data and analytics transformation. MICHELLE WEINRICH, Associate CMI Director, Shopper Insights Weinrich leads a team of senior researchers focused on uncovering key insights that will drive confectionery category growth in a dynamic and channel-blurring retail environment.
Massimo Zanetti SUSAN LAMBERT, Director of Shopper Marketing and Customer Insights Lambert leads the shopper marketing and customer insights team, inclusive of syndicated data and custom research responsibilities for MZB’s Coffee portfolio. Brands include Chock Full o’Nuts, Hills Bros. Coffee, Hills Bros. Cappuccino and Kauai Coffee. DENA SOULAKIS, Shopper Insights Manager Soulakis collaborates with the sales team and retailer partners to deliver effective shopper marketing plans via in-store, print ad and digital programs, driving brand recognition across the MZB brand portfolio and growing sales, household penetration and purchase frequency.
Mattel MEREDITH JANG, Senior Director, Global Shopper & Insights Jang translates research, data, and analytics into actionable insights to fuel strategies, mitigate risks and execute business opportunities for Mattel’s portfolio of brands.
McCormick & Co. LISA CARPENTER, Director, Category and Shopper Insights
Meijer JEFF NAULT, Director, Merchandising and Marketing Analytics Center of Excellence
JESSICA LEVISON, Shopper Insights, North America E-Commerce
NANCY KUNZ-MERRY, Vice President, Innovation & Retail Analytics
ADAM MICHAELS, Senior Director, Insights & Analytics
Mission Foods STEVE KLINGELE, Director of Consumer Insights & Innovation
Moet Hennessy USA STUART BARKER, Director of Category Leadership & Shopper Insights, Business Intelligence
Mondelez International CRISTINA CHIESA, U.S. Insights & Analytics Director, Cookies and Crackers Portfolio LINDA COLEMAN, Associate Director, Category Management & Shopper Insights NA With more than 20 years in CPG, Coleman is responsible for leading the HQ category and shopper insights team to drive objective insights in snacking as well as focus on the key Mondelez categories of biscuit and confectionary. LORI HERMAN, Senior Manager, White Space Insights Herman leads the exploration and identification of inorganic and organic white space opportunities for Mondelez U.S., with the consumer at the forefront of decision making. She develops specific strategies to accelerate growth while aligning with the company’s Snacking Made Right mission. NIKKI LEIFER, Shopper Insights Lead Leifer leads shopperfocused strategy
development to deliver Mondelez International and customer business objectives via integration of qualitative and quantitative insights. She ensures the shopper/consumer is at the center of all biscuit and confectionery strategic initiatives.
TODD STRAND, Associate Director, Consumer Insights, North America Biscuits LINDA TURNER, Manager, North America Media Analytics
Nature’s Bounty ABE ADLER, Director of E-Commerce & Digital Analytics Adler’s team focuses on who its customers are and what makes them tick, using analytics to build and nurture customer relationships. By utilizing customer segmentation and targeting, the team has flipped the emphasis from a product-first approach to a customer-first approach. Making data and analytics usable allows them to incorporate their findings across the enterprise. CHUCK MEYERHANOVER, Director, Shopper & Category Insights A veteran insights professional, Meyer-Hanover is focused on bringing the voice of the shopper across customers and class of trade to the sales and marketing organization. After years of work in OTC healthcare, he says it is very rewarding to be on the wellness side of the business making it easier for shoppers to select
the correct vitamins, minerals and herbal supplements and sports nutrition items. ROBERT SCHWARTZ, Senior Director, Portfolio Management Schwartz leads innovation portfolio management for the company. As an analytics professional, he provides insight and analytic-driven recommendations and guidance to business leaders throughout the organization, driving new product development and effective decision-making.
Newell Brands LAUREN GRAY, North America Senior Shopper Insights Manager, Coleman & Yankee Candle
PepsiCo KOJIS BROWN, Director, Advanced Analytics & ROI Engine Brown leads the audience activation team and oversees the building and deployment of audiences through most valuable shoppers within the company’s broader consumer DNA workstream, which is designed to offer a holistic understanding of its consumers for insights through to activation. He collaborates across PepsiCo to deliver more efficient and effective audiences for both brand and shopper media. MICAH MACK, Senior Manager, Consumer Insights Mack is responsible for providing consumer-led insights to help fuel the goto-market strategy for the multipack business across the company’s retail partners, as well as for the development of consumer-driven innovation.
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WHO’S WHO I N I N S I G H T S & A N A LY T I C S
GSK CONSUMER HEALTHCARE
DEB MONAHAN Director, Shopper Insights & Capabilities
Deb Monahan officially joined GSK Consumer Healthcare in 2015 as part of the Novartis-GSK Joint Venture and has led the U.S. shopper insights capability at the company since then. She was excited for the opportunity, as she had studied consumer and shopper behavior in the U.S. and across global markets for nearly 15 years, focused on uncovering the universal truths of shopping life.
Describe your current role.
MONAHAN: We are focused on cultivating thoughtprovoking insights that result in clear recommendations and strategies to drive growth in the categories in which we compete. We do this through developing and implementing category leadership platforms that are comprehensive, insightled programs to help retailers engage shoppers, grow their business and differentiate in the market. We also study what drives purchase decisions and how shopper expectations have shifted due to the vast choices in the market, emergence of new segments such as naturals
and CBD, as well as the growth in e-commerce and the role of mobile in the path to purchase.
How do shopper insights fit into your organization? MONAHAN: At GSK, we are obsessed with understanding consumers and shoppers, as well as serving our customers. Simply put, we cannot do this without establishing and building a strong discipline in uncovering and injecting insights into everything we do. Over time, my team has led the way in driving this capability across the organization. It has significantly impacted not only our go-tomarket strategies but also how GSK is viewed by our retailer partners in the U.S.
What emerging technology and techniques do you leverage to develop insights at GSK? MONAHAN: We are fortunate to have a state-of-the-art Shopper Science Lab in our Warren, New Jersey, headquarters, where we are exploring and testing new technologies with shoppers. We also leverage these tools
Photo submitted by Deb Monahan
to gain insights into shopping behavior. Our eye-tracking and skin biometric tools help us to read the impact of shelf merchandising and signage, assess product findability and packaging components, and explore reactions to online webpage content and in-store circulars. We are also exploring shopper behavior as it relates to voice searches and AI tools that provide education on symptoms and products to serve our shoppers’ needs and expectations.
Are any recent trends significantly impacting your team’s work in insights? MONAHAN: The overarching trend toward health and wellness is impacting how we are looking at both product and commercial innovation. We must evolve our traditional OTC communications from simplistic ‘problemsolution’ messages to more meaningful activations that resonate with consumers and shoppers in a more empathetic and aspirational way. We need to
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WHO’S WHO IN INSIGHTS & ANALYTICS tie our solutions to higher-order wellness benefits because that’s the way she is thinking about them for herself and her family.
What’s the most rewarding aspect of your work? MONAHAN: My team has done an incredible amount of work over the past four years to cement shopper insights and discipline into the organization. The thing that I am most proud of is seeing how senior management at many of our customers have reacted to our work and adopted our recommendations – and how our leadership platforms have transformed their business. I am also proud of how deeply our research and insights have been embedded into our sales plans and marketing strategies.
What’s the biggest challenge facing shopper insights?
MONAHAN: I would say the biggest challenge today is the shopper’s path to purchase has not been linear in years, and it will continue to change in the coming years. No longer do we just understand shopping behavior in-store, but we need to examine and stay ahead of the ever-changing landscape of shopping life. The other more pragmatic but very real challenge we face in insights is to monetize the commercial value of what we do. Our insights work clearly enables 4P activation excellence in-market, and I have recently commissioned a crossfunctional task force to develop a consistent approach to how we measure the value our insights and leadership platforms deliver. I believe many organizations struggle with this as well, and if we can crack the code here it will help further cement the value of shopper insights and the research my team delivers going forward.
RECENT ACHIEVEMENT MONAHAN: The depth of insights through our category platform work and the co-creation we are doing as a result in designing differentiated programs to meet shopper needs really stands out to me. For instance, in the smoker’s health category, we identified that the first-time quitter has very different needs than an experienced, repeat buyer. This was a foundational learning, and we were able to partner with retailers to design merchandising solutions to help both shopper types. We also uncovered that quitting smoking is a very emotional process. Thus, supportive and inspirational messaging and education is paramount to helping shoppers on their journey to becoming smoke-free. In the oral health category, we identified distinct shopper types that led to improved merchandising for the specialty paste segment. For the shoppers who suffer from specific conditions, such as enamel erosion or sensitivity, education and improved findability are very important to connecting them to the right solutions. This results in more satisfied shoppers and increased oral care baskets for our retailers. We have also completed robust shopper research in the digestive health and allergy relief categories as well, and the resulting category leadership platforms are starting to gain traction in the market.
SHANTANU MULAY, Senior Director, Shopper Insights STEPHANIE PEGLER, Manager, North America Media – Retailer Strategy STEFANIE ROSENBERG, Associate Manager, Global Consumer Data Strategy EVAN SHAVER, Vice President of Shopper Analytics & Insights, North America Shaver leads a team creating shopper insights through proprietary research and advanced analytics. PepsiCo and his team have been recognized by retail customers as the #1 supplier in the Kantar PoweRanking for three straight years.
Pernod Ricard USA SCOT HENDERSON, Director, Customer/Shopper Insights & Commercial Projects
Prestige Brands RICH HOLZKOPF, Customer Business Manager – Walgreens BRIAN MENDEL, Senior Director of Customer Development and ECommerce Sales ROCCO RACAMATO, Director, Customer Development and Category Management KYLE REYNOLDS, Category Business Manager
Procter & Gamble LORI AULFINGER, Brand and Media Services Leader Aulfinger’s team provides scaled media, brand asset, consumer listening and knowledge management services to the global corporation. She is particularly excited about its media data and reporting ecosystem, asset integration, and new consumer listening capabilities.
STEPHEN BUCHANAN, Global Leader, Analytics & Insights, P&G Professional Buchanan is a global insights and analytics leader building strong P&G Professional (business to business) brands. He discovers and applies breakthrough professional insights, fueling profitable topline growth and more end users, and leads business opportunity identification for $1 billlion-plus in global business. KIRK WALDA, Senior Manager, Analytics and Insights
YELENA IDELCHIK, Category Management & Shopper Insights Team Lead Idelchik leads the RB hygiene/home category and shopper insights team and focuses on the air care, laundry, surface and dish care categories. Her goal is to generate actionable and impactful shopper and category insights that drive tangible results for RB customers. NATHAN NOERTKER, Shopper Insights Team Leader – Health Noertker is responsible for leading the health insights team to help drive category growth and shopper understanding with the company’s retailer partners.
Reynolds Consumer Products NANCY BEDWELL, Vice President of Sales Strategy and Insights
Rich Products JEANNIE JONES, Shopper Insights Manager Jones leads shopper insights and analytics to bring actionable shopper-focused solutions to Rich’s Farm Rich and SeaPak customers.
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WHO’S WHO IN INSIGHTS & ANALY TICS DARYL MILLER, Director, Shopper Marketing & Insights
Rite Aid ROB GEORGE, Director of Market Research George analyzes both current and potential customers to determine the best locations for the company’s pharmacies. His team also uses customer behavioral data to determine the best use of its space for the customers living around the location.
division. His responsibilities include developing and leading strategic and tactical research to track shopper behavior along the path to purchase, uncovering insights surrounding the smartphone shopping experience to drive Samsung’s marketing strategies at carriers and retailers throughout the U.S.
SC Johnson & Son SARAH DANIELS, Global Shopper Insights Manager – Home Cleaning ELIZABETH LAFORGE, Shopper Insights Manager – Walmart Team
KYLE RHODES, Director, Mobile Shopper Insights Rhodes is responsible for shopper insights for the company’s mobile
LISA PANCHAL, Director, Category & Shopper Leadership – Center of Excellence & Shopper Insights
Schwan’s DIANE HARPER, Vice President, Consumer Insights & Analytics
Scotts Miracle-Gro SARAH BADER, Director of Insights and Analytics TARIQ MAHMOOD, Director of Shared Services, Insights & Acquisitions Integration
Sun Products JENNIFER FOWLER, North America Shopper Insights Lead
Ubisoft LINDA MURPHY, Director, Partner Marketing
VF Corp. KENT BASSETT, Vice President, Global Consumer & Shopper Insights
True Value JOHN MORRIS, Director of Marketing Analytics
Tyson Foods JENNIFER BENTZ, Senior Vice President, Consumer Insights & Shared Services
SCOTT HACKMAN, Director, Business Insights
Walmart DAVID ARRINGTON, Director, Global Customer Insights & Analytics JODY AYERS, Senior Director, Customer Experience Insights & Analytics SHELLEY CHRISTIANSON, Director, Customer Science, Food & Consumables Christianson’s team leads all customer research for food, grocery and consumables in Walmart.
WD40 TODD TATHAM, Director of Insights and Strategy
World Kitchen EMILY VASBINDER, Senior Manager, Shopper Insights
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THE REUSE REVOLUTION TerraCycle’s Loop leads the charge as brands, retailers and consumers all express a desire to reduce packaging waste BY DA N O C H WAT
TerraCycle launched its Loop initiative in the spring, giving consumer packaged goods brands a platform to have their products delivered in reusable containers, as in the old days of the milkman bringing glass bottles to the doorstep. (See page 39.) What followed was a small pilot in the Northeast that quickly garnered a waiting list of 90,000 consumers requesting the service. “If we tried to launch [Loop] five years ago, I don’t know if it would’ve worked,” says Anthony Rossi, the program’s global vice president of business development. “But if there’s one thing we’ve seen so far, it’s that the consumer is now ready.” A recent Nielsen survey found that 75% of consumers globally would “definitely” or “probably” change their consumption habits if doing so would have a positive effect on the environment; nearly half of U.S. consumers said likewise. “And these consumers are putting their dollars where their values are, spending $128.5 billion on sustainable fast-moving consumer products this year,” says Kyle McKinley, vice president of design solutions at Nielsen. “Since 2014, these influential shoppers have grown sustainable product sales by nearly 20%, with a compound growth rate that’s four times larger than conventional products.” Nielsen expects sustainablefriendly shoppers in the U.S to spend upward of $150 billion on sustainable goods by 2021.
GOOD FOR BUSINESS Reducing waste isn’t just good for the world, it’s good for business. With consumers showing signs of wanting to play their role in reducing waste, brands and retailers are motivated to develop more sustainable goods and packaging options. Just this
summer, a coalition of industry companies including Procter & Gamble, PepsiCo and SAP founded the Brands for Good coalition; separately, a host of CPGs, retailers and packaging providers formed the Sustainable Packaging Coalition. (Neither group responded to requests for an interview.) Participants in the Brands for Good coalition are making commitments to embed social purpose into their brand promises and products; to use brand influence to make sustainable living accessible for consumers; and to collaborate with other players to change behavior to create a positive impact on the planet. Each company will launch its own projects with that shared mission in mind. P&G played an integral role in the launch of Loop and is one of more than 100 brands already working with the platform. Three years ago, the CPG giant stood side by side with TerraCycle at the World Economic Forum to discuss its use of ocean plastics in Head & Shoulders bottles, and at that time began discussing the idea of reusable services. It has since also launched Tide Purclean, a plant-based liquid detergent, and has an overall goal to make all product packaging recyclable or reusable by 2030. Other major CPGs such as Coca-Cola, PepsiCo, General Mills, Unilever and Diageo, to name a few, have set similar public goals in an effort to reduce global waste by making packaging more recyclable.
MAKING A COMMITMENT Nestle, another founding Loop partner, has “committed to making 100% of our packaging recyclable or reusable by 2025,” says Elizabell Marquez, director of marketing for the company’s Haagen-Dazs brand. The Nestle
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SUSTAINABLE PACKAGING: THE REUSE REVOLUTION Institute of Packaging Sciences was created last year to advance these efforts, she notes. Clorox Co., also a Loop partner, is expected this month to announce an “ambitious product and packagingrelated sustainability strategy as part of our broader environmental, social and governance strategy,” promises Andrea Rudert, associate director, corporate responsibility. Clorox previously set a goal to improve the sustainability of half of its product portfolio by 2020, with 2011 being the baseline year. “We surpassed that goal two years early,” Rudert says. “In fact, as of the end of our 2019 fiscal year, we made sustainability improvements to 58% of our product portfolio.” The company has recyclable primary packaging for 92% of its lineup. Other manufacturers making sustainable commitments include SC
Johnson, which last spring launched Windex in special packaging at Target, Walmart and other retailers. The bottles are made from 100% recycled ocean plastic and are nontoxic and cruelty-free. Windex is also planning this fall to launch a “Social Plastic” bottle that will include recycled ocean-bound social plastic sourced by Plastic Bank from Haiti, the Philippines and Indonesia. The effort is designed to help the environment but also provide social benefits to people living below the poverty line in those nations, according to a company release. SC Johnson also expanded Windex’s concentrate cleaner offerings into products from such brands as Pledge, Scrubbing Bubbles, Shout and Fantastik. The concentrate refill bottles use 80% less plastic compared to a brand new, larger trigger bottle; consumers mix tap water with the concentrate into a reusable trigger bottle to significantly reduce plastic waste. Elsewhere, Hasbro will phase out the use of plastics in its packaging beginning in 2020, doing away with the polybags, elastic bands, shrink wrap, window sheets and blister packs that have long been part of the toy buying experience. The company eliminated wire ties from packaging in 2010, and has been working with TerraCycle to recycle materials from old toys and games to make innovative social spaces and items like play areas, flowerpots and park benches. Yet another TerraCycle partner, ColgatePalmolive, has been recycling used toothpaste tubes and toothbrushes into playground materials. The company also recently unveiled a recyclable toothpaste tube that will launch in 2020 via the Tom’s of Maine brand but extend to all brands by 2025. The tube uses the “number 2” plastic commonly found in soda bottles.
IN THE LOOP With TerraCycle’s two-decade-long history of working with brands to eliminate waste, it’s no surprise the company was able to partner up with manufacturers such as P&G, Unilever, Bic, Mars and Danone to launch a strategy around reusable packaging. TerraCycle began as a solution to help
brands recycle products that aren’t recycled at traditional facilities, such as cigarette butts, chip bags and various personal care products. That remains the company’s largest operation. Second to that effort is working with brands to integrate recycled content into its packaging, as it did through the aforementioned efforts with P&G’s Head & Shoulders on the ocean plastics and Colgate for playground materials. TerraCycle’s newest business unit is Loop, which Rossi describes as “dusting off the idea of the milkman and bringing it to any product that’s single-use today.” Loop is, in fact, a way to completely eliminate packaging waste. “Recycling is a Band-Aid on a cut, and what we need to do is attack the problem at its core. And the problem is single use and disposability.” Nestle became a founding partner of Loop because the concept presents an “innovative and disruptive approach to changing how products are packaged – and delivered – and how consumers enjoy them,” says Marquez. The short of it: Shoppers buy a brand’s durable, reusable (and exclusive) Loop packaging, which gets delivered through Loop in a special tote bag. When the contents are up for a refill, the user puts the packaging back in the Loop bag for free pickup; Loop then sanitizes the
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SUSTAINABLE PACKAGING: THE REUSE REVOLUTION packaging to be refilled by the brand and shipped back to the user. Kroger and Walgreens in the U.S, as well as Carrefour and Tesco in Europe, are Loop’s current retail partners. They help sell and distribute the Loop platform, with consumers signing up for Loop through the retailers. A key element to the model is the brand’s involvement with the packaging. While Loop helps brands develop containers that can be used hundreds of times, can be sanitized and are strong enough to withstand the frequent shipping, they remain the brand’s asset. Nestle, for example, owns the sleek, steel Haagen-Dazs container it developed for Loop, which Marquez says is a way to show that sustainability can be delivered in upscale, premium wrapping. The stainless steel container is etched with the familiar Haagen-Dazs tapestry, carries double lining for extra cooling and has an easy twist-off top, she explains. “Loop is encouraging participating brands to create durable and reusable packaging designs that are more visually appealing,” says Rudert at Clorox. “The hope is that consumers will keep products on their countertops because
they are ‘show off’ worthy.” Clorox teamed with Loop for its pilot launch, testing a container for Clorox disinfecting wipes and a bottle for Hidden Valley Original Ranch dressing. (Glad food protection products are in the works.) Other Loop packaging examples include a simple, white container for Mars pet food; a Nature’s Path granola jar; and P&G’s range of chic steel or glass bottles for Tide, Crest mouthwash and other products. “A lot of times, innovation in sustainability is perceived to start with these smaller, grassroots brands, and we keep sustainability on the fringes and we target that eco-friendly person,” Loop’s Rossi says. “What’s exciting about Loop is we’re trying to make sustainability irresistible to everyone. We’re working with big national brands and big national retailers, because for us to have the positive environmental impact that we want to have, sustainability can’t be kept to the fringes of society. It needs to be in everyone’s house.”
GOING FORWARD Rossi’s somewhat Utopian vision is to see Loop operating nationwide, in every ZIP code, within five years. In the meantime, he encourages brands to think about incorporating more recycling into the design
process. For example, if a detergent brand has decided to use “number 2” plastic (one of the most recyclable materials) but designs it in black, that’s a color that recycling machines often don’t pick up. The Rochester Institute of Technology has been studying sustainability in packaging since the 1980s, says Dan Johnson, professor and chair of the school’s department of packaging science. Its efforts take a full supply chain view, examining issues such as transportation energy and product damage, not just material use and formats. “Brands need to remember that not all successes in sustainability need to be customer-focused,” Johnson says, adding that consumer behavior around sustainability can be a bit of a wild card. “A good deal of the wins are only detectable by packaging geeks like our faculty, but [those actions] may be the largest contributor to meeting corporate sustainability goals around packaging.” Johnson is inspired by some of the brand activity out there today, but warns that “economic and technical challenges in the recycling process are creating a shortage of both quality recycled raw material and credible outlets for collected recyclables. Thankfully, this gap in technology is beginning to be addressed by advances in areas like chemical recycling and advanced mechanical sortation technology.” Back on the consumer-facing front lines, Nielsen’s McKinley says brands must stay true to who they are when considering their sustainable packaging designs. “As you act on collective sustainability needs in an authentic way for your brand, leverage the tools you already have: everyday analytics, innovation testing, consumer resonance and more.” Clorox’s Rudert adds that brands and retailers should continue to raise greater consumer awareness on the urgent need for more sustainable commerce models. “When consumers are willing to pay for these products, companies will be incentivized to invest in the innovations needed to create sustainable change.” IQ
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SUSTAINABLE PACKAGING: THE REUSE REVOLUTION
The Packaging Waste Imperative
The drive forward on sustainability is sending brands backward on business practices BY W E R N E R G R A F
Every morning in the 1930s and 1940s, Frederick Graf rolled out of bed at 4 a.m. to start his 14-hour, seven-day-a-week routine. He climbed into his flatbed Chevrolet gate-truck and headed into Indiana’s rural darkness to visit the network of farmers he had befriended over the years. He delivered empty 10-gallon milk cans and loaded the cans he had delivered the previous day, now full of fresh milk. At around 6 a.m., he returned to his dairy in Michigan City, where his sons would help empty the heavy milk cans into the pasteurizer to start the heating process. Later, after cleaning the now-empty cans, they staged them in the truck for the next morning’s run to the farms. Next, Fred turned on the bottling machine, which filled individual glass bottles with fresh, pasteurized whole milk, then pressed a cardboard cap into the top and staged the inventory into the dairy’s massive refrigerator. Each afternoon, they would load the trucks with quarts of chilled milk and deliver on a strict schedule to individual homes. Dairies of this era depended on a closed-loop inventory of metal milk cans, glass bottles – and strong backs. Given that widespread adoption of refrigerators didn’t take place until the late 1940s, the business demanded not only directto-consumer intimacy, but a just-in-time logistics network to rotate inventory and ensure minimal spoilage. It was a key service to the community. The neighborhood dairy model was essentially a product of its times, before the advent of large grocery stores, cardboard cases, paper containers and single-use plastics. There were no chemicals, no preservatives and no waste. In essence, the process was totally green, with 100% recycling – and organic to boot! Ironically, the era of disposable packaging eventually wiped out the local glass-bottle dairies. When Borden entered the MichiganIndiana market in the late 1940s, it presented consumers with an improved convenience: the paper carton. By 1968, more than 70% of milk packaged in the U.S. went into paper cartons. One milk carton machine cost more than the entire inventory of metal cans and glass bottles used by a small dairy. While larger companies could easily make the investment, small dairies often couldn’t. So Graf Dairy eventually sold out to another dairy across town that ultimately went out of business. The modern age of grocery packaging has driven tremendous
convenience for the consumer and far more favorable scale economics than the old closed-loop dairy model could have ever achieved. Refrigeration increased shelf life and greatly reduced product spoilage. Plastics, being lighter, have allowed for much more product to be shipped per truckload, greatly reducing fuel consumption throughout the supply chain. Such technology innovations in packaging and the economies of scale they drive are good things, having allowed for convenience, health improvements and a higher standard of living even in the face of growing populations. Yet with all those benefits, there has also been an undeniable cost to the environment, and one to which current generations are keenly attuned. Today’s CPGs, realizing the tectonic shift in
consumer attitudes toward sustainability and particularly plastic waste, are now attacking the issue with vigor. If it’s not obvious, the name that TerraCycle gave its new Loop initiative (see main article) is a reference to the closed-loop inventory system typical of the old dairy business, where package waste was nearly non-existent. As a lifelong observer of consumer product trends, it is absolutely surreal to reflect on my grandfather’s old business when considering today’s marketplace. I guess, just like an old local dairy bottle, what goes around, comes around. IQ Werner Graf is chair of the Path to Purchase Institute’s Research Advisory Board. His full essay on “The Packaging Waste Imperative” can be found on ConsumerGoods.com.
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SALES & MARKETING REPORT 2019
TOOLS OF ENGAGEMENT The best way to make ‘personal’ connections is often through technology BY PAT H T O P U R C H A S E I Q S TA F F
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SALES & MARKETING REPORT 2019
Is it counterintuitive to use technology to create stronger bonds between people? However much you might be inclined to say, “Yes,” the answer for most sales and marketing executives in the consumer goods industry is a very emphatic “No.” While the general consensus in society is that our ever-growing reliance on smartphones and other technologies is breaking down interpersonal understanding and communication, it could be said that the opposite is true for sales and marketing executives – that technology is improving their ability to both understand and communicate with consumers and retailers alike and, therefore, is strengthening the bonds between them. That statement might require some unpacking. And the explanation begins with advanced analytics, which lets consumer goods companies identify the deeper insights about consumer behavior and product demand needed to better inform their retailer partners. (See page 46.) Here is where artificial intelligence (for deeper analysis), cloud architecture (for collaborative planning) and mobile devices (for sales force empowerment), among other tools, have come in quite handy. (See page 55.) Those deeper insights also drive better engagement with consumers themselves, of course, by helping brands figure out
how to better influence every step of the path to purchase, starting with developing more relevant products and continuing through each aspect of the increasingly personalized marketing and sales conversion process – right down to customized products, in a growing number of cases. (See page 52.) The list of helpful martech tools in this area is practically endless, but includes various forms of data collection (social listening software), engagement enhancers (chatbots, augmented reality) and delivery platforms (retailer media networks). Bridging the sales and marketing functions are a growing number of tools that product manufacturers are adopting to meet the demands of both retailers and consumers by building out the systems necessary to manage an omnichannel supply chain of singleproduct orders and direct-home deliveries. On top of all this, you now can also add the steps
companies are taking to significantly reduce packaging waste – inspired, naturally, by changing consumer demand. (See page 34.)
KEEPING IT REAL Despite all the readiness to adopt new technology, there is still plenty of need for human interaction: 45% of consumers say they want live support online when interacting with brands, but just 22% say they’d prefer voice assistants to actual people, according to the most recent “State of the Connected Consumer Study” from Salesforce. “We are fortunate to live in an age of advancing technology, but we run a risk of oversaturating our market with off-theshelf tools that gather faceless data and create ineffective content,” said Hamid Ghanadan, founder of digital marketing agency Linus and a member of the Forbes Agency Council. “Marketing has a remarkable power to inspire audiences. Instead of an influx of new tech to adopt, I predict we’ll embrace a deeper understanding of human behavior that will foster more meaningful relationships.” A similar sentiment was made last June at the Path to Purchase Institute’s League of Leaders meeting by Sarah Cunningham, senior vice president of client service & development at marketing agency TPN, who joked that “the data beast is eating CMOs and replacing them with CDOs and CTOs.” Marketers with numerous sources of data at their fingertips must remember that data is only part of the equation, and that an understanding of “humanity” –
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which can only be supplied by humans – is needed to “reveal the soul behind the numbers,” she said.
PEOPLE ARE PEOPLE The same holds true when the audience is retailers, not consumers, whether the target is a central-office buyer or the local store manager. In the field, technology is improving in-store performance in two ways: giving the sales team better information to bring into the store, and also arming them with the tools they need to better measure, understand and report on the conditions they find once they get there. But that technology isn’t replacing human interaction – in fact, it’s freeing up time for more of it. Rather than spending all their time collecting data, the field reps now have more time to explain the data to retailers, help them better understand the conditions impacting sales, and working with them to find solutions. So while a couple of tickets to see the local NBA team might still help sweeten the pot in terms of display positioning, a well-informed field rep with up-to-date information on how to immediately improve sales by altering placement is more what’s needed these days. As for those people shopping the aisles (literally or virtually), 56% of consumers now expect to find whatever they need from a company in three clicks or less, and 71% of them expect real-time responses to their questions. With statistics like that, it’s no wonder that nearly one-third (29%) of marketing budgets are now devoted to technology, according to the latest Gartner CMO Spend Survey. And communication between brands and consumers continues to get smarter, more personal and even more intimate. CVS Health has been sending reminder emails to ExtraCare loyalty-program members when they might be running low on previously purchased items. But a new Attain by Aetna program launched this summer will deliver personalized healthy-living recommendations and activity-driven incentives and rewards to an ExtraCare
member’s Apple Watch. (Note: The merger of CVS Health with insurance giant Aetna closed in September.) Elsewhere, LG smart-appliance owners can subscribe to the “Proactive Customer Care” program (through the consumer electronics manufacturer’s ThinQ mobile app) to be automatically alerted about potential problems with the product and receive guidance on how to keep it functioning at optimal levels. (Could freezer burn be a thing of the past?) When it comes to consumer-facing tools, even blockchain, that still-misunderstood data collection procedure, has become promotional fodder: This summer, MillerCoors’ Miller Lite staged a “Great Taste Trivia” game awarding 10,000 prizes across social media channels, apps and browsers through geo-targeted media that found consumers inside 230,000 bars and restaurants. The game employed a blockchain solution to securely track the consumer activity. While Miller Lite’s use of buzz-worthy blockchain technology might have been as much gimmick as need-driven deployment, “techxploitation” might not be such a bad thing: According to the Salesforce study, 75% of consumers expect companies to use new technologies to create better experiences.
DINNER IS STILL A THING But the need to retain that human touch is fairly obvious when you consider that, with all the drastic changes taking place as far as consumer expectations and shopping behavior go, basic consumer needs haven’t really changed much at all – just the ways in which consumers solve for those needs.
This past summer, Chicago-based Kraft Heinz launched Meal Hero, an AI-enabled mobile app that helps users plan meals and compile shopping lists based on their individual food preferences. The app was created by Evolv Group, an operation established in fall 2018 after Kraft Heinz acquired a small food tech specialist, Wellio, that already was developing the product; Evolv Group is an offshoot of Evolv Ventures, the $100 million fund Kraft established “to move beyond brands to have a committed first look at our industry’s most promising and disruptive techenabled companies,” according to a media release. Meal Hero uses a proprietary AI-powered food intelligence platform to create “tailor-made” recommendations for recipes and the products needed to make them based on the user’s preferences for taste and diet, along with local retail availability. Kraft is no stranger to using meal solutions as a hook for engagement: The “iFood Assistant” it rolled out in 2008 was one of the first branded mobile apps to hit the market. It offered recipes and related cooking tips, and helped build shopping lists, much like Meal Hero. Of course, both digital programs seek to drive brand preference by solving the same consumer need for easy meal ideas that General Mills targeted when it first launched “The Betty Crocker Cookbook” in 1950. Betty Crocker has an app now, too. IQ
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Data & Analytics
Everyone’s an Analyst Analytics is impacting the bottom line for brands and agencies alike BY M I C H A E L A P P L E B A U M
July, PepsiCo chairman and chief executive officer Ramon Laguarta attributed the company’s solid 4.5% organic growth rate to its investments in data and analytics (which also got “credit” for driving a substantial hike in the marketing and advertising budget for the quarter, by the way). “We’ve invested in advanced data and analytics to enhance our consumer and shopper insights and sharpen the precision of our execution,” Laguarta stated. “We’ve invested in increased go-tomarket capacity and capability, including routes, other front-line selling resources, and e-commerce.” To industry observers, such moves make a lot of sense – and not just for PepsiCo. “Data and analytics are the best opportunity for CPG companies to differentiate themselves during a period of massive digital disruption,” says Vittorio Cretella, principal at VCAdvisory and former chief information officer at Mars Incorporated. “That is the foundation for CPGs to become more agile, and then figure out how to do that at scale.”
NEW ENGAGEMENT TOOLS The increased emphasis on data and analytics has given rise to powerful new
To understand just how important data and analytics are becoming to today’s consumer goods companies, one has to look no further than Nike. Not long ago, Nike was buying up smaller athletic footwear and apparel makers while aggressively expanding its retail footprint. Today, the company’s growth strategy is tethered to data and technology providers like Celect, Zodiak and Invertex – all of which were acquired by Nike over the past 18 months in order to bolster the company’s internal digital expertise and create a deeper understanding of consumer behavior through the use of data analytics. Nike is hardly alone in coveting
“We’ve invested in advanced data and analytics to enhance our consumer and shopper insights and sharpen the precision of our execution.” Ramon Laguarta, PepsiCo analytics expertise. Today’s marketers spend an average of 5%-7% of their overall budgets on data analytics, and that number is expected to jump to 11.3% in the next three years, according to The CMO Survey. In the consumer packaged goods space, companies are shoring up their analytics capabilities in order to adapt more quickly to shifts in purchase behavior and ever-changing consumer demand. And increasingly, they have something to show for it on the bottom line. During its second quarter earnings call in
marketing tools like retailer ad platforms. In the last two years, major chains including Walmart, Target and Kroger have strengthened their digital media networks (which typically comprise the retailer’s own banners and participating external websites) to compete more forcefully with Amazon for the attention of shoppers. These platforms are driving new levels of shopper understanding and fostering increased data sharing and participation between brands and retailers, says Laura
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Moser, director of business leadership at HMT Associates. “We are starting to see a range of regional retailers become more sophisticated in how they partner with brands on program development and additional targeted social, local and mobile tactics.” Manufacturers are now devoting larger portions of their marketing budgets to platforms like Walmart Exchange, a programmatic infrastructure that uses the retailer’s in-store purchase data to target ads for participating manufacturers. As Moser notes, “Advertisers are using Walmart’s online and in-store data to help refine specific audience groups and to really get to key shopper target segments. Across the board [at major retailers], there is now an ability to more tightly define a range of social, local and mobile activations in reaching the right shoppers.”
At a time when merchandising and promotion strategies are becoming increasingly data-driven, new tools can help update traditional category management practices to account for more frequent changes in pricing and promotions, according to Rahul Tyagi, a data analytics expert who previously held executive roles at Colgate-Palmolive and Publix. “We have to look at assortments today on a more granular level,” says Tyagi. “Merchandise planning used to be done manually at the corporate level with a very limited number of plans generated. Now we have to deliver assortments and planograms at a cluster level. We’re going from 8-10 planograms per retailer-category up to as many as 500 for a large retailer. This has driven a need for automation and there are tools in the market that provide rulesbased co-optimization of assortment and space, thereby delivering customer-centric
merchandise plans without additional manual overhead.”
THE CHANGING AGENCY MODEL Meanwhile, the marketing agency model continues to evolve, mainly because the industry has acknowledged the need for greater in-house data and analytics capabilities. As analytics expertise has become more critical to marketing success (and as more marketing functions have become automated), agencies have been moving into the space by launching analytics practices, some of which feature proprietary systems and software. Momentum Worldwide, for example, partnered with IBM Watson Advertising to develop an artificial intelligence platform that the agency has been using to conduct more rigorous audience segmentation/targeting and personalization techniques.
Nike’s growth strategy is tethered to data and technology providers like Celect, Zodiak and Invertex – all of which were acquired by Nike over the past 18 months.
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“Everyone is feeling pressure to deliver on personalization, and that requires big data and machine learning,” says Shaun Brown, senior vice president-shopper marketing growth and innovation at Momentum in Atlanta. “With the ability to plug data into our dynamic creative platforms, and by using programmatic tools, we can target far more shoppers with personalized messages in the right context. That means we can increase the size of the prize and drive more revenue growth for our clients.” Agencies are also branching out into analytics in response to a more competitive environment: Leading global consultancies including Accenture and Deloitte continue to expand their portfolios of creative services. “I do think it’s changed how we think of who we are and what we deliver as an agency,” says Tinesha Craig, SVP-strategic analytics at FCB/RED in Chicago. “Most of our clients work with Adobe and other large
“Across the board [at major retailers], there is now an ability to more tightly define a range of social, local and mobile activations in reaching the right shoppers.” Laura Moser, HMT Associates
“Big Data gives you who to target, when to send messaging and what to say in your message. Behavioral design teaches you how to say it. Together they are much stronger.” Will Leach, Trigger Point Design consultancies. The challenge for them is how to make sense of all that information as an integrated and cohesive story.” Pradeep Kumar, executive vice presidentdirector of analytics at FCB/RED, says, “Most of our client engagement is not about selling the tools, but how to use technology in such a way that it provides insights that we can funnel into our creative platforms and generate consumer feedback, so that we can learn something from every execution.” As they take on a bigger role in analytics, agencies are now able to provide more strategic input early in the process of campaign development. Some even point to a readiness to collaborate on the creative brief. “The brief is not just a piece of paper anymore. It’s an ongoing experimentation process,” says Kumar. “Data experts are being brought in with account planners and creative teams to have influence on that process.” Craig, however, cautions against taking on too much experimentation. “The question your clients will have is: How much of my budget will you allocate to what is tried and true, versus how can much can you use as a sandbox for playing and creative experimentation? We need to make sure we’re not taking on too much risk and fail to drive the revenues that our clients need.”
WHAT THE FUTURE HOLDS So what’s next for analytics and marketing? While many focus on artificial intelligence and “internet of things” applications, analytics expert Tyagi points to the growing field of neuropsychology. “The next evolution of digital marketing will come when we merge data analytics with behavioral science,” he says. In Tyagi’s view, the pendulum has swung too far from the old mass marketing model to precision targeting. And he believes that behavioral science will eventually be used “like a consumer panel” to weed
out ineffective messaging and better define segments and audience targets. “This will allow marketers to strike a more appropriate balance between just throwing everything at a wall and getting too granular with digital advertising, which can turn off consumers,” he says. Will Leach, a behavioral science expert and founder of Dallas-based Trigger Point Design, says that behavioral science has yet to merge with big data in most marketing departments. “I think marketers and market researchers have set up an unnecessary dichotomy between investing in data science or investing in behavioral economics,” he says. “The majority of this investment was placed into the hands of management consulting companies with big promises around big data. Unfortunately, there have been very mixed results. There is an underlying belief in many companies that this data investment has not had a very good ROI. Some keep reinvesting. Others have moved on.” Still, the two disciplines have the potential to take digital marketing to the next level. With its focus on the non-rational elements of decisionmaking, behavioral science concepts like “framing” and “priming” could be used to create more resonant messages that trigger a brand’s desired response. “Big data gives you who to target, when to send messaging and what to say in your message,” says Leach. “Behavioral design teaches you how to say it. Together they are much stronger than their parts.” To be sure, today’s marketers are seeking any competitive edge they can get. And if there’s a scientific approach that, when combined with big data, lets a brand’s strategy become stronger than the sum of its parts … well, at least some marketers are bound to take the leap. IQ
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Meeting Consumers Where They Already Are More than ever, brands must continually keep up with technology to stay close to consumers BY DAW N K L I N G E N S M I T H
The consumer goods industry, as a whole, is not known for early adoption. Consumers, on the other hand, use technology like a magic wand to get what they want – some of that appearing almost instantly (driving directions, price comparisons) or within minutes (pizza delivery), and others expected as constants in the “Now Economy.” Consumer goods manufacturers that aren’t heavily investing in technology to engage consumers are likely being left behind. Tim Warner, who leads PepsiCo’s consumer and market research in Europe and parts of Africa, told The Financial Times that a “burning platform feeling” has prodded established brands to action, as tech-savvy new competitors snatch up market share. At an investment conference last year, Jorge Paulo Lemann of 3G Capital, which owns
Kraft Heinz, likened himself to a “terrified dinosaur.” But here’s something even a Tyrannosaurus Rex can grasp: Competition has increased meteorically, and adopting new technology to better engage consumers is a critical adaptation for survival.
LET’S GET DIGITAL Consumer goods brands historically have been hesitant to invest heavily in emerging, untested technologies. But nowadays, investments in consumer engagement tools don’t inexorably lead to unknown territory. High returns can be gained leveraging tried-and-true technologies in new and innovative ways to connect with consumers. And consumers are readily available for deeper engagement because they’re everywhere. Think of all the digital onramps to the path to purchase at which brands can meet and make meaningful connections with consumers: mobile devices, social networks, voice assistants, wearables. The digital space offers no shortage of ways to reach consumers with personalized communications, offers and even products. Shoppers are there already, initiating the relationships. In a 2018 study from Salesforce and Publicis.Sapient, 87% of shoppers said they begin product searches on digital channels, up from 71% in 2017. Whether or not brands are capitalizing, there’s a lot of dance cards out there with room for them. Online consumers also are social, Snapchatting pics for input on which lipstick shade looks best or group-texting party buddies for a beer brand consensus. Here again, there’s room on consumer dance cards, and some brands are already out there, engaged in a pas de deux with target consumers. Brown-Forman Corp., for instance, launched a chatbot to help consumers discover which whiskey brand in the company’s portfolio they might prefer; the average length of engagement with the tool was nearly 13 minutes – an eternity in the digital realm.
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CLICK, SCAN, SWIPE As surely as shoppers are starting journeys online, they’re equipped at every stage with their smartphones. With the U.S. penetration rate projected to reach 98% this year, according to research database Statista, phones are now accompanying literally all shoppers to the store. And with concerns over the potential downsides of that fact (remember the largely unfounded fears about showrooming?), brands now see it as a golden ticket to reach consumers at the most opportune time for conversion. One of the most effective ways to engage consumers through their smartphones is to further enable their use of the devices. By scanning codes on product packaging or displays, shoppers can get branded information such as recommended uses, recipes, safety and sustainability data, complementary products to buy, and other relevant information. Procter & Gamble’s Pampers Easy Ups training underwear now come in licensed superhero designs, and in-store displays for a time featured a downloadable potty training chart as well as a quiz parents took at-shelf to identify which superhero was most like their child. With one click, parents shared the results via Facebook or Twitter, and of course were then prompted to “complete the transformation” by buying the corresponding Easy Ups. Mobile technology also has simplified and streamlined market research. Inspired by the dating app Tinder, Unilever’s Idea Swipe tool puts a new product idea in front of consumers (ice cream with cereal bits, anyone?) on their smartphones and prompts them to swipe right if they like it or left if they don’t.
SHARED EXPERIENCES A more immersive engagement technology that’s increasingly deployed due to declining development costs is augmented reality. 7-Eleven, for one, has been partnering with brands to launch a variety of AR experiences through its mobile app.
With Keurig Dr Pepper, for example, the convenience store staged an AR experience enabling football fans to use their phone cameras to place goal posts within their environment and try their hand at field goals. With PepsiCo’s Cheetos, 7-Eleven gave users the opportunity to “take a selfie with Chester,” the brand’s cheetah mascot; Chester’s glasses, ears and mouth were superimposed onto a real-time image of a user’s face. Young consumers are constantly Instagramming and Snapchatting photos, and brands that manage to get in the picture – be it a Chester selfie or a branded filter – become part of that person’s story. While AR has become fairly common, true virtual reality experiences are fewer and farther between. Walmart, however, in collaboration with DreamWorks Animation, designed an immersive VR environment tied to the release of “How to Train Your Dragon: The Hidden World.” The experiential event was staged last winter in Walmart parking lots, which were stocked with all the necessary components.
A NEW DIRECTION Deeper digital relationships with consumers are enabling brands to brave a frontier that once may have seemed fruitless or off-limits. While it might originally have seemed that a company peddling T-shirts was a better fit for direct-to-consumer commerce than a company selling tea, brands of all types are moving into the space. Courting consumers directly with the promise of convenience, lower prices
or personalized products, brands create opportunities to build stronger relationships and deeper brand loyalty. DTC models are a hit with younger generations in particular. The majority (58%) of Millennials and Gen Z-ers are already buying at least one product directly from a brand on a regular basis, compared to 49% of Gen Xers and 34% of Baby Boomers, according research from Salesforce. Collectively, 47% of consumers
across those three demographics say they identify more with brands than the retailers where they shop, and 44% expect to buy more products straight from brands in the future. Now grasping the proven potential of DTC, brands have responded either by acquiring “digital native” startups or launching their own businesses. Enough examples are available in the men’s grooming category alone: Unilever’s 2016 purchase of Dollar Shave Club, P&G’s 2018 rollout of a subscription service for Gillette, Edgewell’s acquisition of Harry’s Inc. last February.
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On top of greater margins, direct access to consumers gives brands the opportunity – and the power – to collect consumer data and not rely entirely on third parties or retailer partners. Along with information from social media interactions and digital touchpoints, this data can be analyzed to glean insights, identify needs and behavior, and anticipate trends.
ON THE HORIZON Consumer engagement is no longer restricted to stores or screens, either,
thanks to the Internet of Things, which embeds connectivity into everyday objects so they can send and receive data. The oft-cited example relevant to brands is the refrigerator that tells consumers when they’re almost out of milk. In the near future, the “IoP” – Internet of packaging – will facilitate product reorders, among other brand-consumer communication. Blockchain is another emerging technology. Already being used for ingredient sourcing, product tracking and other supply chain issues, applications for consumer engagement are starting to
surface. When Miller Lite launched a digital trivia game promoted to geo-targeted users, it used blockchain technology to authenticate entrants and immediately reward winners with $5 via PayPal. Set to deliver a true omnichannel experience, application programming interfaces (APIs) allow for the seamless sharing of data so a shopper can buy a product online, consult customer service about it via social media, and then return or exchange the purchase in-store – a hasslefree experience thanks to the exchange of information across channels.
THE HUMAN TOUCH While technology is now an imperative when connecting with consumers, the “touchy feely” elements of engagement remain important, too. Experiential events are one to combine technology and the human touch. Huggies staged a traveling portrait studio, for example, and offered free professional family photography. Highresolution photo files were sent to participants via email, enabling Huggies
to capture that data and gain another touchpoint for the future. On site, participants who shared their photos on social media earned free diapers. (Also on site were the necessary tools for a task that technology has yet to take over: a diaper changing area was supplied with Huggies baby wipes and sample packs of diapers.) To be successful, consumer engagement must be interpersonal even when driven by technology. And from the Stone Age to the Information Age, the one timeless way to connect has been through storytelling. Coca-Cola recently built a story around an archival photo of an airman holding up a bottle of Coke, trophystyle, after becoming the first black pilot to shoot down an enemy plane. The brand and frequent collaborator Mondelez International used that hook to create a Black History Month program in the military retail channel called “Tell Us Your Service Story.” By explaining the pilot’s story to a receptive audience, “We were going to inspire others to tell us their stories,” Mike Pelletier, Coca-Cola senior manager of shopper marketing, noted at the Path to Purchase Summit last May. Kraft Heinz’s lemonade brand, Country Time, launched a social campaign called “Legal-Ade” that paid fines for kids whose lemonade stands were shut down by local law enforcement agencies for lack of a permit. Parents qualified for the reward by uploading images of the citations along with a story explaining what motivated their kids to set up a stand in the first place. Considering that 54% of respondents in the aforementioned Salesforce study think companies need to fundamentally transform how they engage consumers, all brands should be prepared to start a new chapter. Technology will help them turn the page and connect with consumers in new and better ways. IQ
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In Search of the Perfect Store AI-driven tools help CPGs get a clearer picture of retail realities BY DAW N K L I N G E N S M I T H
Creating the “perfect store” environment for their products via flawless retail execution has long been the ambition of consumer packaged goods manufacturers. Now, thanks to emerging technologies, the perfect store is much less a Holy Grail and more a legitimate goal within reach. Facilitating all phases of retail execution, from planning and forecasting to tracking and reporting, these technologies can help turn things around for the 65% of CPG companies that say poor in-store execution and compliance cost them between 1% and 5% in annual sales, according to a survey by tech solution provider Trax Retail. A significant number of these tools incorporate artificial intelligence and its subfields, including computer vision (CV) and machine learning. AI-driven retail execution solutions deliver “perfect store” potential by optimizing each store location for product assortment, placement, pricing, promotions and service frequency, according to Jim Holland, PepsiCo’s director of sales capability, sales transformation. At a recent industry event, Holland discussed how PepsiCo’s use of a CVequipped mobile app has enabled the direct-store-delivery giant’s field associates to use smartphone cameras to photograph products in-store. The technology automatically identifies every item in the picture frame by SKU number, automating the timeconsuming and often error-prone manual methods of data collection for
auditing and compliance reports.
GETTING A CLEARER PICTURE Whether embedded in a mobile app or included as part of smart-shelf technology that is becoming increasingly available, CV essentially places expert “eyes” in stores to help measure retailer compliance and proper execution from the sales reps. The technology also measures share of shelf and out-of-stocks, sometimes with sophisticated sensors that can generate replenishment alerts for immediate fixes and help identify supply-and-demand patterns for longer-term improvements.
Thanks to emerging technologies, the perfect store is much less a Holy Grail and more a legitimate goal. Once the CV and machine learning tools “see” and analyze the content within digital images, deep learning – another subset of AI – takes things a step further by making inferences and predictions, thereby converting shelf images into insights on brand- and category-level performance. Together, these technologies can best humans at identifying and classifying products even if the packaging has recently changed, the units are misaligned on the shelf or the store’s ambient conditions aren’t conducive to crisp photography. Since several departments are involved
in a CPG’s perfect store strategy, proper implementation depends on a crossfunctional vision with easy-to-execute instructions for all stakeholders – namely, the merchandising, shopper marketing, sales operations and field sales teams. So ideal retail execution solutions consolidate the field data in a central location accessible to all. Data centralization is necessary not only for big data analytics (yet another AI application), but also for instant accessibility to the entire team to foster better, and faster, collaboration. “Centralizing retail-execution data onto a single platform allows for process improvements by providing on-the-go access and instant availability to multiple relevant data points,” says Mat Brogie, chief executive officer of Repsly, which provides AI-driven solutions for retail execution teams. “Using this technology, cross-functional teams can detect problems right away and implement solutions in time to reduce losses and maximize returns.”
SOMETHING TO TALK ABOUT Other technologies on the horizon include voice recognition tools that will facilitate question-prompted setup supports. Managers can create custom question prompts to guide assemblers through the setup process of merchandising programs and product displays – a capability that is becoming more important as those programs increasingly incorporate a variety of shopper-facing technologies. Elsewhere, new smart shelf technology can improve productivity and expedite stocking by using LED lighting to colorcode different sections of the planogram during the process. According to the aforementioned Trax Retail survey, 79% of CPGs either have in place or will adopt a “real-time, eyes-instore solution” in the next three years. That level of clarity at the store level should not only drive benefits for CPGs and their retail partners, but ultimately could help drive a more compelling instore experience that will reap rewards for shoppers as well. IQ
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A roundup of technology-driven tools that drive consumer understanding, engagement and conversion on every step of the path to purchase.
Formerly known as Emogi, the company that creates stickers, GIF animations and digital content for texts and messaging has changed its name to Holler, New York. The company’s first big partnership is with a dating app called Badoo from MagicLab to provide emotional visual content to messages between users. The company recently just worked with Mars Inc.’s Snickers brand to generate 42 million views and reach 61,000 brand advocates over the platform, according to a press release. The Snickers images included stickers and GIFs added to messages and the brand expects to continue to work with Holler on more campaigns.
The latest version of Snap’s sunglasses – Spectacles 3 – are being released sometime this fall, according to a news release, but they can be pre-ordered at Spectacles.com for a price of $380. The glasses have two high-definition cameras that give users the ability to capture 3-D images and videos the way the eye is seeing them, and the images automatically export and sync to a user’s mobile phone in a nifty circle frame or as a traditional square or horizontal photo. A user simply taps a button on the top of the glasses to snap the image or begin a 3-D, 60-second video. (Previous versions allowed videos up to 10 seconds.) Augmented reality layers and other creative tricks such as new lighting and landscapes can be added to the image. Brands have used the glasses in promotions before. For example L’Oreal streamed behind-the-scenes content from the Golden Globes to share over Snapchat.
Dan Ochwat, a P2PI contributor for nearly two decades, has been on the lookout for digital path to purchase tools since 2011. Send comments and P2P Toolkit inquiries to email@example.com.
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Giant Eagle recently deployed a mobile cashierless shopping experience in one of its stores using a platform powered by Grabango, Berkeley, California. Shoppers with the Grabango app can enter a store and – similar to other cashierless technologies – simply grab products from shelves. A running total of items are automatically tracked via the mobile app. Computer-vision sensors and machine learning technology work to track the shopping, while the system does not use facial recognition and the data is anonymous. When shopping is done, consumers can pay through the mobile phone, but the technology does work to enable a shopper to pay with any tender accepted by the store, including SNAP benefits or cash, if preferred.
Foot Locker opened two stores in New York that offer digitally exclusive experiences via the Nike mobile app. NikePlus members using the app can now reserve products to try on inside these two stores, while also receiving deals and contest promotions only available to them. The stores also have a vending machine stocking free, limited-edition items that only NikePlus members can unlock. And they’re going to give NikePlus members using the app early access to highly sought-after sneaker releases. The stores are located in the Washington Heights and Staten Island neighborhoods and are considered “Power” stores that house a second-floor “activation zone” for community engagements and events.
Aiding the online sale of frozen and refrigerated foods, Bold Retail Inc., Bentonville, Arkansas, unveiled a new solution called GlacierBox, which delivers perishable products to a consumer’s home in up to two days at the proper temperature in an ecofriendly cooler box. Working with Perishable Shipping Solutions LLC and its fulfillment network, the GlacierBox service can be distributed across the country, reaching 93% of the U.S. population via two-day ground shipping, according to PSS. More than just delivery, though, Bold Retail provides a turnkey solution for refrigerated brands looking to sell on Amazon Prime or on their own direct-toconsumer site by offering sales forecasting, content and customer service. The service can also manage social and online advertising over Google, Facebook and Instagram. The company is working with a frozen foods brand to deliver via Amazon Prime, but at press time couldn’t name the company.
Profitero has launched a new platform to help brands optimize and maximize sales on Amazon. Called AMZ Maximizer, the e-commerce platform leans on its algorithms to provide brands with analysis on how products are doing on Amazon from daily shopper views of product pages and conversion rates of products, as well as offering a glance at how products are performing in search ranking, out-of-stocks, reviews, pricing and more. The platform also helps brands see how competitors are doing. The AMZ Maximizer suite leverages data sourced directly from Amazon and gives brands a look into “glance views” and “conversion data,” which Amazon doesn’t offer, according to a representative for Profitero.
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Leveraging augmented reality technology from Seek, Lehi, Utah, Overstock.com Inc. recently added web-based AR functionality to its mobile app and mobile web shopping experiences. The app enables shoppers to see items in 3-D renderings in their rooms at home or current location without needing to download an additional app. The AR functionality isn’t available for all products on the vast site but is available for thousands of products, namely in the furniture, home goods and decor categories. Using the Overstock app, I shopped for bookshelves, and on an item page there’s a button to “view in My Room” that triggers access to the phone’s camera and puts a life-size rendering of the item in the room. It’s all done right there on the product page.
In partnership with YouTuber Roxette Arisa and her makeup channel, MAC Cosmetics became the first brand to use YouTube’s “Beauty Try-On” feature for the YouTube mobile app. The tool is Google and YouTube’s foray into the field of AR-powered, virtual makeup solutions. It gives app users watching the video a chance to virtually test out new shades of lipstick from MAC. While watching Roxette’s tutorial to learn about the products, viewers in the app can click a blue “Try it on” button to access the camera and the lipstick shades magically appear smack dab on the lips. The user can cypher through various shades and click a blue “shop” button to purchase any or all. I personally liked the bold red “As if I Care” shade when playing with the easy-to-use feature.
In late summer, Pinterest unveiled some new shopping features on its platform, including “personalized shopping hubs” located at the top of a user’s home feed. The selected items are generated based on brands and product lines the user likes. The personalized items are tagged as “picked for you.” Another new feature on the site and app brings shoppers into a brand’s or retailer’s broader catalogue. A shopping section placed below a Pin showcases additional product from a brand or retailer as well as a button to bring them directly into the company’s full selection of items. Per a Pinterest news release on the features, a Neustar report finds brands using Pinterest shopping ads see a return on ad spend two times higher than over social media.
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Back to School School buses, lockers and Box Tops … staples of back-to-school marketing and merchandising. Path to Purchase IQ’s editors present some of those activations and others in a sampling of the seasonal activity that caught our eyes. Many more back-to-school activations are showcased on the Path to Purchase Institute’s member website, P2PI.org.
Kraft Heinz’s flagship Kraft Macaroni & Cheese brand teamed with Hallmark Cards’ Crayola to turn its packaging into a do-it-yourself coloring activity. This floorstand spotted at Publix promotes the collaboration and new packaging while inviting shoppers to “Color Me!”
Newell Brands’ Sharpie, Expo and Paper Mate enjoyed secondary merchandising space at Target via endcap displays.
Snyder’s-Lance eschewed the typical school bus pallet displays to instead craft a pallet train at Walmart resembling a giant backpack overflowing with Snyder’s and Lance snack packs. Messaging on the display included “Packed with Love” and a “Stock Up for Back to School” call to action.
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Vi-Jon’s Germ-X stood out in Walmart’s Action Alley with a fresh, white-and-blue pallet display stocking its “advanced” hand sanitizer. The display was uniquely configured to include shelves for large- and bulk-sized containers of the product as well as four corner dump bins filled with smaller “on-the-go” containers.
Kellogg Co. secured table displays at Sam’s Club promoting the manufacturer’s annual back-to-school “Feeding Reading” cause platform while also stocking Pop-Tarts SKUs and doling out fliers depicting the program. Supporting digital activity included an accountspecific microsite, SamsClub.com display and carousel ads, a dedicated SamsClub.com e-commerce shop, and email ads.
3M’s Post-it deployed a pallet display resembling school lockers at BJ’s Wholesale Club to promote the brand’s “Think Loud” campaign. The display encourages shoppers to “turn up the volume” with the Post-It “Think Loud Playlists” on Spotify. Specially marked packs of Post-it notes highlight an offer featuring custom playlists and audio clips with Spotify.
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T H E
A R T
M E R C H A N D I S I N G
COMPETIT IV NO
3M’s Post-it encouraged Target shoppers to “Think Loud This School Year” via power wings stocking the brand’s sticky notes. The display also plugged the brand’s mobile application, which lets users instantly capture, digitize and share Post-it notes.
O R STAT
TrionOnline.com | 800.444.4665 © 2019 Trion Industries, Inc.
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General Mills commanded the entryway merchandising space at Walmart with a vast pallet train merchandising cereal brands delivering double credits for the manufacturer’s longstanding Box Tops for Education cause platform. The pallet train was edged by floorstands and outfitted with headers and front panels promising “no more clipping” while encouraging shoppers to instead upload qualifying receipts via the program’s mobile application to earn credits.
L’Oreal gave Walmart an account-specific pallet display for the back-to-school season. The four-sided “Beauty School” display stocked brands including L’Oreal Paris and Maybelline, the former touting limited-edition Lash Paradise SKUs packaged with collectible pins.
A SunRype Products floorstand at Publix touted a back-to-school sweepstakes awarding three winners a MacBook Air computer. The display directed shoppers to Facebook. com/SunRypeUSA for more information, though shoppers entered the sweeps on a dedicated entry site. Participants could earn 10 extra entries by uploading an image of themselves or their family with their favorite SunRype snack.
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GOOGLE BUSINESS REVIEWS
AMERICA’S #1 RATED RETAIL DISPLAY HARDWARE PROVIDER
with far more 5-star Google ratings than any other competing supplier
Newell Brands’ Elmer’s positioned itself as the “official sponsor of the 1st day of school” via dump bins seen at ShopRite. The bins also stocked SKUs from sister-brand Krazy Glue.
I SWITCHED TO KINTER
because they have the best reputat
Better service, bigger inventory and lower prices make Kinter the easy choice for all your retail display hardware needs. Complex orders, last minute orders and product customization are no problem. Whatever your retail display hardware challenge, call 800.323.2389 and we’ll solve it. Hallmark Cards’ Crayola crossed categories to earn secondary merchandising space in Walmart’s personal care department with a colorful school busthemed endcap display stocking items ranging from “juicy lip gloss” to “bathtub crayons,” “bubbly bath dust” and “bathtub body wash pens.” Crayola also maintained a presence in Walmart’s seasonal back-to-school department with a custom yellow endcap display merchandising craft supplies and directing shoppers to the craft aisle for additional product.
switch. save. solved. 800.323.2389 | kinter.com Kinter is a family business obsessed with making retail display hardware easier for our customers. P2PIQ_2/3 PAGE.indd 1
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A Rising Tide Lifts All Boats In a culture that supports equality, everyone rises 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.
As many of us follow the progress the U.S. women’s national soccer team is making for equal pay, I’m reminded of research findings released last year by Accenture, “When She Rises, We All Rise.” Based on survey data from more than 22,000 working men and women across 34 countries, the findings define the characteristics in corporate culture that drive equality. Policies and programs that advance women are key to females advancing, to equal pay, to the kind of gender diversity that equals good business. But the Accenture report found that, beyond those, a culture that supports equality means everyone rises. In those cultures, women are four times more likely, and men are two times more likely, to rise to senior management positions. What I love about this study is the science. This is not about broad generalizations; there is a formula that works. Out of more than 200 personal and workplace factors studied, like behaviors and collective employee opinions, Accenture pinpointed 40 that are statistically shown to influence advancement, including 14 that are the most likely to make positive change happen. And here’s the link to what the U.S. women’s soccer team is fighting for: when companies make these factors the most common ones in their culture, it
impacts women’s pay. Women’s salary and wages could increase by 51%, or up to an additional U.S. $30,000 per woman each year. Globally, that boosts women’s earnings by U.S. $2.9 trillion. Using these findings, businesses have a concrete way to begin to adjust pay gaps in a way sports have yet to do. I read profiles recently on the 30 highest paid tennis players of all time. Number one was male tennis player Novak Djokovic, who clocked in at $131 million. Female player Serena Williams was the fourth highest paid player, with $88.7 million in winnings. That’s quite a gap, considering Williams has won 23 Grand Slam titles (72 overall titles), compared to Djokovic’s 15 Grand Slam and 74 overall titles. Businesses can begin to make progress now by creating a culture of equality. The Accenture report findings group the 40 advancement/ equality factors into three categories, and here I’ll quote from the report: • Bold Leadership. A diverse leadership team that sets, shares and measures equality targets openly. • Comprehensive Action. Policies and practices that are family-friendly, support both genders and are bias-free in attracting and retaining people. • An Empowering Environment. One that trusts employees, respects individuals and offers freedom to be creative and to train and work flexibly. These are areas so familiar to the Network of Executive Women (NEW). We see concrete actions in these areas of the business lead to concrete results with our member companies – companies like PepsiCo. In its Frito-Lay business, PepsiCo has paired future women
The Path to Purchase Institute partners with the Network of Executive Women (NEW) to present the annual Women of Excellence Awards at the Path to Purchase Expo, which takes place Nov. 12-14 in Chicago. For more information, visit Path2PurchaseExpo.com.
leaders with sponsors at the VP level or above, in 18-month sprints. In 2018, the program – in its third round – was showing great results. Women in it were being promoted at a 70% higher rate than female employees overall. Check out NEW’s “The Female Leadership Crisis” report for more detail. The important thing to note is that in addition to this program and others to champion women, PepsiCo is making cultural changes to support an environment in which all can rise. Both are required to exact real change. I mentioned at the beginning there are 14 cultural drivers most likely to enable positive change. You’ll see that some of them are specific to women (pay-gap goals, a women’s network) but others are targeted at men, like males being encouraged to take parental leave. And some apply to both genders, from remote working opportunities to broader diversity targets. As you can see, the report is aptly titled. When she rises, we really all do rise. As you look at your own company, how many of these factors play a prominent role in shaping your culture? Maybe that’s a conversation to start. Here’s to our talented, brave women soccer players as they make not only history, but hopefully also great strides toward gender equality. Equal-pay and tennis champion Billie Jean King put it best in a recent Los Angeles Times article: “People have a very different outlook now when it comes to equal pay,” she said. “In the old days, it was a much different road. No one thought we should get paid equally. They didn’t care. That’s changed. It’s the right thing to do for everyone. Would you pay your little girl less allowance than your little boy? No. Let’s just do the right thing. It’s an issue everywhere, not just in sports. We have single mothers trying to support their families on less pay than men. It’s not right. We need everyone to step up and do the right thing.” IQ
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Shopping with Steve
Walgreens and Brands Steve Says:
I want to emphasize the importance of retailers (in this case, Walgreens) partnering with brands to enhance the shopping experience. I visited a half-dozen Walgreens stores in the Chicago market and was able to observe some very effective merchandising. It has never been more important for brands and retailers to work together to educate and inspire shoppers to build bigger shopping baskets.
Steve Frenda, executive advisor for EnsembleIQ and the Path to Purchase Institute, has been a passionate retail watcher for more than four decades. Having worked as a retailer, for a brand manufacturer and in the infotech world, he is an authority on the entire path to purchase and its changing face. Contact Steve at firstname.lastname@example.org
Coca-Cola Co. works closely with Walgreens to secure impressive endcap displays in every store. Additionally, in most of the stores I observed floor displays that feature Coca-Cola brands and promote a summer BOGO offer valid every Wednesday-Friday from 4 to 7 p.m.
Several stores had attractive displays promoting Unilever’s Dove brand and promising softer, smoother and cleaner skin. Featured products include body wash, body polish, mousse and moisturizing products. The intent is to educate and inspire shoppers.
Typical of chain drug locations, beauty endcap displays and shelf units are prolific and impressive. Identified as “New Beauty,” L’Oreal showcases its products in lip color, eyelash volumizer and eyebrow definer under the theme of “Plump & Shine.”
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Founded in 2011, the Honest Co. has made incredible impact in the area of personal care and household products by emphasizing ethical consumerism. There were impressive displays in each of the stores I visited. Honest has surpassed $250 million in sales. This baby products display emphasizes the theme of “Trusted, Gentle and Clean.
Nature’s Bounty has long been passionate in its retail merchandising efforts, and it shows in the displays presenting their products at most of the Walgreens stores I visited. Once again, we see powerful messaging around the products and the benefits for energy, sleep, heart health, women’s health, immune system and digestion. The BOGO feature helps ensure consumer continuity. In each of the stores, the takeaway was impressive.
Unilever’s deodorant products are featured in an outstanding display with the theme “Do Deo Better.” The display attempts to educate shoppers on the benefits of “Gentle Protection,” “Tailored Protection,” “Motion Activated” and “Fresh Scents.” Brands featured include Dove, Degree, Axe, and Love Beauty and Planet.
Emerging brands continue to make a major impact on the retail scene. Procter & Gamble’s Native “better for you” brand is positioned as “New at Walgreens.” Native was acquired by P&G in 2017, and the expertise of a major manufacturer plus the promise of the new brand can be a powerful combination.
Procter & Gamble’s excellence shows through on established brands such as Puffs, which had displays in all of the Walgreens stores I visited. P&G has demonstrated a strong capability to create powerful messaging in retail to drive bigger baskets.
Procter & Gamble can flex its muscle across the entire store. In this case, Gillette provides a strong Balance Rewards promotion offering a $10 reward. An extension of the razor portfolio, Gillette Skinguard is designed to stop irritation for sensitive skin.
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Path to Purchase Solutions Guide
Insights & Analytics The following is a comparison chart of 26 leading companies providing solutions for the collection, analysis and distribution of critical business data in marketing, sales, supply chain and other critical business functions. For more information about these and other solution providers, visit ConsumerGoods.com.
CO M PA N Y / W E BS I T E
P L AT F O R M
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
• Coty • Unilever
AnswerRocket is an AI-powered analyst that automates analysis to answer questions on demand and proactively generate stories assessing brand health, market share, trends, and other information.
• Kellogg • Land O’Lakes • Welch’s
T-Pro Optimum harmonizes key data elements by using artificial intelligence to provide a holistic promotional examination application (PEA) and optimization planning solution.
(Inmar Influencer Marketing) www.collectivebias.com/plan
• Anne Klein • Bigelow Tea • Quaker State
PrescriptiveIQ is an analytics suite that combines first-party shopper data with data science applications to inform the campaign process. The platform determines content themes, timing, influencer selection, audience targeting and more.
Customer Data Science Platform
• Coca-Cola Co. • L’Oreal • Procter & Gamble
Through integrated consulting, technology and media solutions, the platform delivers data-driven category management, price and promotions, and consumer engagement strategies across the customer lifecycle to improve customer lifetime value.
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P L AT F O R M
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
Channel Shaping Suite, Demand Signal Management, Retail Shelf Management
• Coca-Cola Co. • Kellogg • Newell Brands
The platform aggregates and harmonizes data sources for timely, accurate demand insights. The data and configurable analytics are leveraged to improve product category decisions, promotion impact and on-shelf availability.
Multi-Domain Experience Management (MxM)
Did not provide
EnterWorks’ Multi-Domain Experience Management platform enables a foundation for MDM/PIM/DAM to intersect multiple domains for personalized experiences across supply and demand chains, creating compelling experiences across channels.
Exceedra Integrated Planning
• ACH Foods • Bayer • Weetabix
The end-to-end solution delivers capabilities for clients to simplify sales, financial and demand planning processes and achieve greater performance, empowering functional teams to maximize revenue and margin opportunities while avoiding risks.
XP3 BI Cloud
• Jack Link’s • Kellogg • Schwan’s Foods
The solution is designed to streamline the process of taking insights presentations and selling stories and commercializing them across the organization in a seamless, business user-friendly manner in PowerPoint and Excel dashboards.
ShopperMX is mixed-reality software used by brands and retailers to visualize, test and deploy retail concepts in virtual reality to better understand what resonates with shoppers.
IRI Liquid Data
• Campbell Soup Co. • Conagra Brands • PepsiCo
IRI culminates purchase, media, social, causal and loyalty data, integrating it all into an on-demand, cloud-based technology platform.
Did not provide
Ivy Insights provides data visualization capabilities and dashboarding, visually displaying information to analyze and monitor the health of the business. The solution harnesses AI and delivers insights as a service in the cloud.
• Kao Corp. • Newell Brands • Reckitt Benckiser
SOLYS is a suite of analytics and insights for managing key business functions such as increasing sales, reducing out-ofstocks, improving category share and making collaborative, timely decisions.
CO M PA N Y / W E BS I T E
MSA (Management Science
Market & Consumer Insights
Did not provide
Market & Consumer Insights is a suite of solutions designed to increase distribution, reduce voids and out-of-stocks, improve trade program ROI and ensure users have the right products in the right store with optimized planograms, store opportunity alerts, compliance tracking and new item distribution targets.
• Coca-Cola Co. • Johnson & Johnson • Walmart
Nielsen Connect is an open, cloud-based platform that provides access to a range of data and analytics applications which help identify and address emerging trends, performance gaps and growth opportunities.
Oracle Retail Insights
Oracle Retail Insights is a suite of science-enabled, actionable analytic solutions that empowers users to anticipate informed actions and inspires engagement across the retail/CG enterprise.
*Information compiled by Path to Purchase IQ
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CO M PA N Y / W E BS I T E
P L AT F O R M
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
• Danone • Johnson & Johnson • Unilever
Planalytics isolates, measures and manages the influence of weather on business. Weatherization analytics identify weather drivers, interpret weather sensitivity, and quantify how demand will be affected.
Profitero Digital Shelf 360
• Adidas • General Mills • L’Oreal
Profitero is an e-commerce solution that integrates Amazon sales, share data and digital shelf analytics in one platform, helping to pinpoint the root factors causing share gains and losses.
Quotient Technology Inc.
• 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.
Did not provide
XEM brings together internal and external data to create a demand-sensing AI simulation of a business and its markets. Its goal is to help users uncover new opportunities, make better decisions, take faster actions and deliver breakthrough results within months.
• Bimbo Bakeries USA • Pabst Brewing Co. • Unilever
The performance management solution helps companies throughout the CPG supply chain gain better understanding of promotional spending, product assortment effectiveness, supply chain gaps, market execution and other key information.
SAP Analytics Cloud
• Bumble Bee Foods • Capgemini SE • Delivery Hero SE
SAP Analytics Cloud delivers analytics capabilities, including business intelligence, planning and predictive analytics, in a single solution to provide actionable insights in real time.
Retail Omnichannel Analytics
• 1-800-Flowers.com • Honda • Nestle
The software is engineered to generate insights from data in any computing environment. It uses analytical insights to drive business actions and supports every phase of the analytics lifecycle – from data, to discovery, to deployment.
• American Greetings • Conair Corp. • Dyson
The solution offers data management and reporting for CPG suppliers and manufacturers.
• Anheuser-Busch InBev • Coca-Cola Co. • Johnson & Johnson
A comparative analytics platform that structures consumer conversations into market verticals allowing CPGs to measure performance against market benchmarks and get ahead of industry trends.
CINDE (Conventional INsights and Decisions Engine)
• Danone • Kraft Foods • Mars Incorporated
The AI-powered personal decision coach continually learns and processes customer transactions to uncover insights and recommend intelligent actions for revenue growth.
Did not provide
The platform generates insights through advanced analytics for decision making. Its modular, app-driven model enables flexibility and scalability to meet evolving business requirements, including advanced visualizations, models and variables, accelerators and algorithms, and vertical-focused apps.
r4 Technologies https://r4.ai
Wipro Limited www.wipro.com
Data Discovery Platform
*Information compiled by Path to Purchase IQ
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Caetlyn Roberts Giant Food
Great companies need great women
ntry and mid-level women are leaving our industry at nearly twice the rate of men — senior-level women are leaving at nearly four times the rate of men.* NEW provides solutions that retain and develop great women leaders. Our learning programs, career development, conferences and local events help tens of thousands of women advance each year. Our insights, best practices and advocacy help transform organizations and create a better industry workplace for all. Join our movement today at newonline.org. * Download our report
The Female Leadership Crisis Why women are leaving (and what we can do about it) newonline.org/crisis
Advancing all women. It’s just good business.
9/18/19 9:45 AM
Solution Provider News
Nestle Develops Compliant Recipes with Enhanced Solution Nestle is among the first companies planning to use an enhanced solution that will help efficiently meet customer requirements and rapidly develop new products and services. The solution is the result of Accenture and SAP partnering to build advanced capabilities for the SAP Recipe Development application, which helps process-industry companies like consumer goods, chemicals and life sciences. Built on SAP S/4HANA for increased agility and its ability to scale, the SAP Recipe Development application helps companies optimize supply chains for streamlined product development and reduce wasted resources.
StayinFront Expands Partnership with Kellogg Kellogg expanded its partnership with StayinFront by deploying the solution provider’s TouchCG Advanced mobile, cloud-based solution to its field teams in Australia and New Zealand. For analytics and reporting, the Kellogg’s Australia and New Zealand team will leverage StayinFront Insight, a business intelligence data warehouse and web-based reporting portal. Kellogg systems administrators will utilize the StayinFront Admin Portal to manage in-field teams and track field activities all within a single system, while its field teams take advantage of the innovative modules of StayinFront’s TouchCG Advanced CRM solution for retail execution with its configurable and userfriendly dashboards.
community members worldwide. The acquisition brings together Influenster’s engaged community of everyday consumers with Bazaarvoice’s software and network of more than 6,000 global brand and retailer websites. Through the combined solutions of Bazaarvoice and Influenster, brands will have a single partner to help them build relationships with new and existing customers, create a comprehensive product reviews and UGC strategy, and power word-of-mouth marketing at scale. Henkel Teams with ALPLA to Upgrade Bowling Green Plant Henkel plans to continue significantly investing in building infrastructure and equipment to enhance laundry product production at its Bowling Green, Kentucky, facility. The company will partner with ALPLA, its packaging supplier, to invest toward a new bottle production area on the Henkel Bowling Green campus. Together, the investments total more than $130 million to increase efficiency, create capacity for growth and drive energy savings at the plant. Henkel is the largest operation in the South-Central Kentucky Industrial Park, and the Henkel Bowling Green plant is the largest laundry plant in the company. At more than 2 million square feet, it is roughly the size of 40 football fields. The new packaging operation managed by ALPLA will begin operations in mid-2020.
Bazaarvoice Acquires Influenster Bazaarvoice, the Austin, Texasbased provider of product reviews and user-generated content solutions, acquired New Yorkbased Influenster, a product discovery and reviews platform with nearly six million
Symphony RetailAI, InContext Team to Advance Retail Landscape Symphony RetailAI, a provider of AIenabled revenue growth management solutions and customer-centric insights for retailers and CPGs, is teaming up with InContext Solutions, a provider of 3D simulation software and virtual shopping insights for retail. The partnership supports Symphony RetailAI’s agile merchandising initiative and allows retailers to identify, design and test category and store layouts in an AIenabled virtual environment. It also has proven to significantly reduce the time and expenses traditionally associated with these processes, while increasing the accuracy and customer value. IQ
Send your solution provider news – new products, projects, programs and technologies – to Charlie Menchaca at email@example.com.
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Personnel Appointments BRAND MARKETERS Coty, New York Coty Chief Global Supply Officer Luc Volatier retired as part of changes in the company’s supply chain to support its larger turnaround plan. Procurement is currently being led by Gianluca Colombo, chief procurement officer, and supply operations is led by Jean-Claude Thomas, senior vice president, luxury supply. Colombo and Thomas report directly to Coty CEO Pierre Laubies. Unilever, Englewood Cliffs, New Jersey Unilever promoted senior vice president Terry Thomas to executive vice president of customer development. He succeeds Gina Boswell, who retired after eight years at the company. Thomas joined Unilever in 2013, leading the east grocery accounts as well as the dollar/value, emerging and military channels. In 2018, Thomas took over leadership for the Unilever U.S. grocery business as well as the natural and direct store delivery channels, accounting for nearly half of the U.S. business. RETAILERS Albertsons Cos., Boise, Idaho Own Brands President Geoff White was
promoted to executive vice president and chief merchandising officer. Under White’s leadership, Own Brands penetration grew from 23% in fiscal year 2017 to 25.3% in Albertsons Cos.’ most recently reported quarter. Family Dollar, Charlotte, North Carolina Amy Dragland-Johnson was named Family Dollar senior vice president of marketing. She previously held roles at Triad Retail Media, Walmart Media Group and also SC Johnson, where she was director of shopper marketing. Dragland-Johnson was inducted into the Path to Purchase Institute Hall of Fame in 2015. Walgreens, Deerfield, Illinois Walgreens Boots Alliance named Francesco Tinto its new global chief information officer and senior vice president. Tinto oversees the global strategy for WBA’s IT operations across all of the company’s divisions, as well
as the implementation of its technology and digital innovation. His role includes data analytics, business intelligence, development, support, infrastructure, security and technical services. Tinto is based at the corporate headquarters and he reports to Ornella Barra and Alex Gourlay, co-chief operating officers, WBA. SOLUTION PROVIDERS Shopkick, Redwood City, California Dave Fisch, former AerNow chief revenue and marketing officer, was named Shopkick general manager. Fisch will leverage his extensive experience building successful businesses and creating value to move Shopkick to the next level. Before AerNow, he served as vice president of strategy at Criteo. He also held leadership and management roles at Yahoo, Miller Brewing Co. and Gallo Sales Co.
Editorial Index 3M ..........................................................................61 AB InBev.........................................................17, 19 Accenture.............................................................72 Ahold Delhaize...................................................20 AG Industries.......................................................18 Akai.........................................................................74 Albertsons Cos....................................................74 ALPLA....................................................................72 Amazon.com......................................................... 6 Baldwin Hardware.............................................19 Bazaarvoice..........................................................72 Best Buy................................................................16 Bimbo Bakeries.......................................................................74 Bold Retail Inc..........................................................................57 Buena Vista Home Entertainment....................17, 18 BuzzBallz...............................................................10 Catalina.................................................................74 Clorox Co., The....................................................36 Coca Cola Co., The......................................55, 66 Colgate-Palmolive.............................................36 Design Phase................................................16, 17 Eastman Kodak Co............................................18 Everbrite LLC.......................................................17 FCB/RED................................................................50 Ferrero USA..........................................................28
Foot Locker..........................................................57 Frank Mayer and Associates Inc............16, 19 General Mills........................................................62 Georgia-Pacific...................................................23 Giant Eagle...........................................................57 GlaxoSmithKline........................................... 8, 30 Grabango.............................................................57 Hallmark Cards............................................59, 63 Hasbro...................................................................36 HBO........................................................................18 Henkel...................................................................72 Henschel-Steinau Inc.......................................19 HMT Associates..................................................48 Holler.....................................................................56 Honest Co.............................................................67 IBM..........................................................................48 InContext Solutions..........................................72 Influenster............................................................72 Innomark Communications...........................18 Integer Group, The............................................17 Ivie..........................................................................74 Johnsonville Sausage.......................................74 Kellogg ..........................................................60, 72 Kimberly-Clark.............................................87, 98 Kmart.....................................................................17
Kraft Heinz....................................................44, 59 Kroger.............................................................36, 74 LG Electronics.....................................................16 L’Oreal.............................................................62, 66 MAC Cosmetics..................................................58 MagicLab..............................................................56 Mars.................................................................25, 56 MasterBrand Cabinets.....................................16 MillerCoors...........................................................74 Momentum Worldwide...................................48 Mountain Hardware........................................... 9 Nature’s Bounty..................................................67 Nestle..............................................................34, 72 Network of Executive Women......................64 Newell Brands..............................................59, 63 Nike.................................................................46, 57 Nintendo of America........................................19 Overstock.com...................................................58 PepsiCo.................................................................46 Perishable Shipping Solutions LLC.............57 Pinterest................................................................58 Procter & Gamble.......................................34, 67 Profitero................................................................57 Publix..............................................................59, 62 Quotient...............................................................74
Rapid Displays....................................................17 RTC Industries.....................................................19 Sam’s Club............................................................60 SAP..........................................................................72 SC Johnson..........................................................36 Seek........................................................................58 ShopRite...............................................................63 Snap.......................................................................56 Snyder’s-Lance....................................................59 StayinFront..........................................................72 SunRype Products.............................................62 SymphonyRetailAI............................................ 72 Target..............................................................59, 61 TerraCycle........................................................ 6, 34 Transparent House.............................................. 9 Trigger Point Design.........................................50 Unilever.................................................................66 VCAdvisory..........................................................46 Vi-Jon.....................................................................60 Walgreens................................................ 8, 11, 66 Walmart....................................59, 60, 62, 63, 74 WestRock..............................................................18 YouTube................................................................58
| 73 | consumergoods.com 9/18/19 9:45 AM
‘Summer of Sausage’ Hits Retail Johnsonville brings patriotic campaign to grocers and mass merchants BY PAT RYC J A M A L I N O W S K A
Johnsonville rang in the 2019 grilling season with a patriotic “Summer of Sausage” marketing campaign comprising digital/social, TV, radio, experiential, packaging and P-O-P components with a plethora of accountspecific activations and some crosscategory partnerships. “We got a lot of traction, probably even more than we’ve ever gotten for Bratsgiving,” says Johnsonville shopper marketing manager Stephanie Plehn. A crux of the effort was a “shirts for sausage” incentive dangling a free T-shirt depicting the program’s “You Can’t Spell Sausage Without U.S.A.” message, but the key to success was that each retailer received a custom activation tailored both to its receptivity of particular tactics and its unique shopper base. A top partner, Albertsons accepted a program spanning all banners (excluding United) and offering the T-shirt with $20 purchases of Johnsonville dinner sausage that were tracked via the grocer’s Just for U loyalty program. Johnsonville received weekly data readouts with a list of shoppers and their email, dollar purchase amount and number of shirts earned. In total, some 12,000 Albertsons shoppers qualified for the incentive. “In some cases, we got as many as nine shirts [for one shopper] – that’s $180 of sausage,” says integrated marketing manager Mark Bennet. Mobile banner ads, a branded landing page within chain websites and influencer support (via Quotient) plugged the incentive. Albertsons even took on the task of producing a supporting
standee placed across all of its 2,000-plus stores. The resulting sign was about five feet tall and resembled a grill. “The reason we liked this lane, outside of just the design of the sign obviously, was these get shipped direct to store,” says Bennet. “If corporate is in agreement with us on it and they work with [P-O-P partner] Ivie on it, it’ll get shipped to each individual store, which is a lot more of a comfort to us than some of the third parties or even within our broker network. It’s never a guarantee we’re going to get stuff up so this is a much better way to do it.” Kroger accepted a company-wide program, offering the free T-shirt with purchase of five units of dinner sausage. Catalina integration made redemption easy, with qualifying purchases triggering a code printed on receipts that participants submitted to promotional website SausageSwag.com. A prominent ad running in the grocer’s June/July issue of My Magazine supported. Johnsonville also participated in Kroger’s summer integrated program and ran digital advertising on Kroger.com in partnership with Bimbo Bakeries. Without the availability of Catalina integration or a loyalty program to facilitate easy redemption, Walmart was not one of the retailers offering the T-shirts. Instead, Johnsonville focused on driving online grocery sales, seeking to create a “one stop shop” grilling destination in partnership with Bimbo and MillerCoors’ Miller Lite.
Integrating across three different product categories required getting Walmart’s beer buyer, bun buyer and meat buyer into the same meeting – not an easy feat. A stroke of luck had the bun and meat buyers chatting while waiting at the same microwave, and that’s when a meeting finally materialized. “All three buyers knew bits and pieces of what we were trying to do, but no one had seen every bell and whistle presented by each of the parties,” says Johnsonville shopper & customer marketing manager Fiona Redhair. “Thank God for the microwave.” The team tapped San Francisco-based Aki to run pre-shop “backyard BBQ made easy” digital advertising with direct-to-cart integration, allowing shoppers to seamlessly drop products from all three partners into their Walmart shopping cart. “This is something we’re testing and excited about because Walmart is definitely pushing and encouraging [online grocery pickup marketing],” says Redhair. Knowing that retailtainment is also important to the mass merchant, Johnsonville additionally sent its Big Taste Grill semi-truck on a 10-store Walmart tour across North Texas and Arkansas, with the money raised from food sales going to local charities. In stores, a Shopkick incentive spurred interaction with all the partner products. Miller Lite and Bimbo also created P-O-P kits that were sent out to all Walmart locations, though the suggested cross-merchandising display only materialized in some stores. “You think you’re going to get some enterprise-wide display, but the longer I work at Walmart the more I realize there’s no such thing as a force-out; it truly is discretionary if point-of-sale is going to be used,” Redhair says. Meijer, Publix, Ahold Delhaize’s Giant division and Food Lion banner, H-E-B, Target, Cub Foods, Wisconsin regional grocer Sendicks and c-stores including Circle K also participated. Get the full story on P2PI.org. IQ
| 74 | consumergoods.com 9/18/19 3:53 PM
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