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DECEMBER 2019

Path Purchase

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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 E-COMMERCE: OUR ANNUAL ROUNDUP

WOMEN OF EXCELLENCE:

LEADERS & RISING STARS

SUPPLY CHAIN REPORT:

AGE OF OMNICHANNEL

SOLUTIONS GUIDE: E-COMMERCE

Consumer Goods Companies 2019

Our annual report on the world’s largest public product manufacturers POWERED BY

p2pi.org

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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

10

Women of Excellence

The Path to Purchase Institute honored 12 women in November. Here, we showcase the Leadership and Rising Star honorees.

SPECIAL REPORTS

20

Who’s Who in E-Commerce

We recognize more than 175 brand and retail executives who are making notable contributions in the area of e-commerce.

Top 100 Consumer Goods Companies 2019 Our annual report identifies the top 100 publicly traded companies, while shining a spotlight on the 10 companies with the highest yearover-year growth. December 2019

PM

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32

42

Supply Chain Report

Product manufacturers are rebuilding supply chains to meet the needs of omnichannel commerce.

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VO LU M E 32 | ISS U E 1 1

December 2019 NEWS

DEPARTMENTS 6

Editor’s Note: Peter Breen

9

P2PI Member Spotlight: Creata

49

Activation Gallery: Store Events

8

52

P2P Toolkit

55

NEW Horizons

56 Shopping

with Steve: Walmart

58

Solutions Guide: E-Commerce

65 Solution

18

Provider News

66 Personnel

Appointments/ Editorial Index

8 ‘Best of Baby Month’ 18 DOT Best of the Best Walmart gave the month of September that designation, deploying a unifying signage package, heavy digital support and a first-ever car seat trade-in event.

Five past honorees of the Path to Purchase Institute’s Design of the Times awards program were selected as the “Best of the Best” over the contest’s first 25 years.

67

Retailer Intelligence: General Mills

‘Tailgate Nation’

56

SPECIAL REPORTS

39 Future Forecast: Maximizing the Value of Store Data

New tools can take the guesswork out of inventory allocation and demand planning – when the industry is ready. 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 ensembleiq@wrightsmedia.com or (877) 652-5295. POSTMASTER: send address changes to Path to Purchase IQ, PO Box 3200, Northbrook IL 60065-3200.

December 2019

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Editor’s Note

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

A Remedy for In-Store Success PETER BREEN, EDITOR-IN-CHIEF

When the Path to Purchase Institute’s editors began working with our partners at MarketingLab/SellCheck to identify the best in-store marketing program in the 25-year history of our Design of the Times Awards competition (see page 18), we definitely expected to select a campaign that had held up well over the years. We didn’t realize we’d find one that was still in the field. But that’s exactly what we got with the Dr. Scholl’s Custom Fit Orthotics Kiosk, which was originally honored in 2007 as our Best of the Times winner, a little over a year after Schering-Plough first rolled the display out to 150 Meijer, Famous Footwear and Walgreens stores. Since then, this best-in-class example of shopper engagement has practically become a staple near pharmacy counters in thousands of stores. That’s quite a testament for an oversized display – the original was 250 pounds, with dimensions of 70” x 42” x 36” – promoting a product that isn’t quite a core category for any of the chains in which it resides. The program represented a pretty significant business initiative for the Dr. Scholl’s brand: the launch of an orthotic shoe insert with 14 varieties that would better meet the needs of consumers 35 to 64 years old. By removing their shoes and stepping on the display’s footpad, shoppers would learn which of the 14 available SKUs would best fit their own needs. The kiosk was designed to meet the specific needs of its target audience: Despite its sophisticated diagnostic technology (2,000 pressure sensors simulating real-world conditions to replicate various foot motions), its onscreen commands made it easy for technophobes to use. Design-wise, the side rails helped older shoppers maintain their balance, while the concave “belly hole”

accommodated overweight consumers who often are in most need of orthotics. “We do a lot of consumer research at Schering-Plough,” project lead Glenn Goldberg, then the company’s director of marketing and innovation, told us in 2008. (Merck acquired Schering-Plough in 2009.) “Everything we do is grounded in consumer insights.” Both the design and the functionality have steadily improved with each subsequent kiosk upgrade. Goldberg continued to guide the program as it became a strategic business unit, building out manufacturing, distribution, installation and maintenance plans as the kiosk rolled out to 4,500 stores and into Canada. He now is commercial lead for the Nexium brand at Pfizer. The display’s original manufacturer, Mechtronics Corp., went out of business in 2017. The program was a case study in team collaboration (uniting multiple internal functions and external suppliers), as well as an admirable feat in retailer sell-in (requiring approval from operations and logistics in addition to category managers). It’s also a great example of in-store marketing that does far more than provide secondary placement for incremental product sales. It not only explains the brand proposition, it delivers the brand proposition by helping shoppers identify the exact product they need. What’s more, it gives consumers a legitimate reason to visit a brickand-mortar store: Dr. Scholl’s website has a ZIP code-driven “Kiosk Finder” that helps consumers identify the nearest location. We’re also fairly certain that the Dr. Scholl’s Custom Fit Orthotics Kiosk is the only Design of the Times winner to ever star in TV spots, which it has since rollout. With all of these attributes, this kiosk might contend when we host the DOT’s 50th Anniversary Retrospective – assuming we still have brick-and-mortar stores then.

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Executive Editor Tim Binder, tbinder@ensembleiq.com Managing Editor Charlie Menchaca, cmenchaca@ensembleiq.com Associate Director/Content Patrycja Malinowska, pmalinowska@ensembleiq.com Associate Editor/Content Cyndi Loza, cloza@ensembleiq.com Associate Editor/Content Jacqueline Barba, jbarba@ensembleiq.com Editor Emeritus Bill Schober, bschober@ensembleiq.com Director – Production Ed Ward, eward@ensembleiq.com Creative Director Colette Magliaro, cmagliaro@ensembleiq.com Art Director Michael Escobedo, mescobedo@ensembleiq.com CONTRIBUTING WRITERS Dan Ochwat, Erika Flynn, Ed Finkel, Michael Applebaum, Chris Gelbach, Dawn Klingensmith, Neal Lorenzi, April Miller

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

ENSEMBLEIQ LEADERSHIP TEAM

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

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

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Consumer Engagement

Walmart Institutes ‘Best of Baby Month’ BY PAT RYC J A M A L I N O W S K A

Walmart this year gave the month of September the new designation of “Best of Baby Month,” deploying a unifying signage package, heavy digital support and a first-ever car seat tradein event that garnered overwhelming participation.

CAR SEAT TRADE-IN More than 4,000 Walmart locations participated in the retailer’s inaugural car seat trade-in event, a tie-in to the Juvenile Products Manufacturers Association’s observance of Baby Safety Month. Consumers trading in their used car seat received a $30 store gift card intended for the purchase of another car seat or other baby items. Adding an element of sustainability to the effort was a partnership with TerraCycle, the recycling company that took on the task of diverting each component of traditionally non-recyclable car seats from the landfill. The retailer accepted car seats from Sept. 16-21, ending the event nine days earlier than planned after quickly reaching capacity. “We wanted to use our size and scale to create an event that offered unprecedented access to trade in an outgrown car seat for a gift card,” vice president of Walmart baby Melody Richards said in a media release. TerraCycle chief executive officer Tom Szaky had expected to divert the plastic equivalent of some 35 million water bottles from landfills; that number had reached more than 200 million by the time the event was closed. During that time, the retailer collected more than 1 million car seats – twice as many as Target has tallied since introducing its periodic car seat trade-in program in 2016. Instead of gift

cards, Target offers coupons for 20% off select baby gear in exchange for the car seats.

IN STORES Encouraging shoppers to cash in all the gift cards it doled out, Walmart outfitted pallets in Action Alley merchandising products such as Evenflo and Cosco car seats, Safety 1st walkers, Kimberly-Clark’s Huggies diapers and even an out-of-the-box crib (this one without a pallet) with “Best of Baby Month” headers and balloons. The retailer’s Parents Choice private brand and the exclusive Hello Bello brand it rolled out earlier this year took center billing, commanding a majority of the secondary merchandising space in the baby department. In the aisles, the retailer used the occasion to promote the Baby Registry it overhauled earlier this year by identifying “Registry must-have” items such as new wipes from Hello Bello and Edgewell Personal Care’s Playtex Diaper Genie with shelf talkers depicting a QR code linking to the retailer’s

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top 20 registry items. Endcap side panels also depicting the QR code presented the registry as “better than ever,” touting a complimentary welcome box of essential items from a variety of brands and other registration perks.

ONLINE DEALS Online, Walmart extended hundreds of deals on big-ticket and everyday baby products from brands including Newell Brands’ Graco, Procter & Gamble’s Pampers and Mattel’s Fisher-Price. The offers were corralled in a themed shop that also invited consumers to locations hosting baby events on Sept. 28 or 29. Participants got health and safety tips, and were able to interact with baby gear and nursery items through activities such as a “diaper challenge” and “stroller testing.” Bloggers plugged both the deals and trade-in event. A feature in the retailer’s September circular promoted the trade-in incentive while showcasing car seats from manufacturers including Evenflo and other baby items including Hello Bello diapers and VTech’s video baby monitor. IQ

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What are the latest disruptors most affecting your industry now?

Member Spotlight

Creata

A Q&A with Steven Saura, Creata Managing Director

SAURA: I’ll focus on three … 1. Rethinking retail transformation as the creation of a whole new industry. Success requires new skills, talents and company culture. Organizations cannot take an “arms out, feet dragging” approach to change nor can they adopt new practices that are not genuine to their brand identities. 2. The democratization of the family and the emergence of the parent/ friend relationship. Parents recognize that children are more empowered and confident when they have a say in family decisions. As kid and family experts, we understand this dynamic and use it to help our clients make stronger connections with redefined consumer targets. 3. Evolving from digitization to digitalization. Now that the industry is digitized, leaders are looking at technology to drive transformation.  

What are your predictions for the future of marketing, and how will you help your clients navigate it? Your company’s website–creata. com–says that Creata is “driven by play.” Can you explain what that means? SAURA: Creata leverages the behavioral science of our keystone IP called “Play State” with engagement vehicles to increase brand affinity. Our proprietary research shows that brand connection increases by 4.5% when consumer interaction involves the act of play. We use this to meet people where they play – creating memorable consumer touchpoints by incorporating current play patterns, insightful perspectives and trends with brand essence. Our expertise is harnessing the power of play to connect brands and consumers at an emotional level.

How does your company plan to use your P2PI membership resources (ex. P2PI.org website, events, networking, etc.)? SAURA: The Institute’s website, p2pi.

org, and its Path to Purchase IQ publication are my go-to resources for insights, recent case studies and best practices. The marketplace is in perpetual transformation, and the data must be current and comprehensive to be applicable in forward-thinking strategies. Recent history quickly becomes old news and P2PI helps us stay in the know and on-trend.

Our expertise is harnessing the power of play to connect brands and consumers at an emotional level. December 2019

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SAURA: Predictions are intriguing, especially in an era of radical change, but I pose a more important question – What role will each of us play in creating the future? We have the opportunity to influence the evolution of an industry. Beyond trends such as increased personalization, predictive analytics and the blurred line between marketing and supply chain, I think more companies will adopt consumer-centric business models that integrate marketing into all organization functions. Successful navigation requires innovation, creativity, speed, agility, rethinking competition and truly embracing disruption. IQ

NOT A PATH TO PURCHASE INSTITUTE MEMBER? Join the 400+ companies who rely on the Path to Purchase Institute every day for strategies and best practices on succeeding in today’s chaotic consumer goods environment. For more information, contact Katrina Lopez at klopez@ensembleiq.com.

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Sponsored by:

In partnership with:

2019 WINNERS These 12 women were honored on Nov. 13 in Chicago at the Path to Purchase Expo. We showcase the Leadership and Rising Star honorees in this month’s issue. The Innovation and Collaboration winners will be further celebrated in the January issue of Path to Purchase IQ. Profiles by Erika Flynn

LEADERSHIP

Tammy Teague Chief Information Officer Key Food Stores Co-Operative, Inc.

Sheila Lukaszewski Senior Director, Shopper Engagement Kimberly-Clark

Sarah Cunningham Chief Growth Officer TPN

RISING STAR

Dorothy Daniel Associate Marketing Manager, E-Commerce Nestle Waters North America

Jessica Koop Influencer Marketing Manager VizSense

Christine Piston Digital & E-Commerce Content Lead Bimbo Bakeries USA’s Acelerada

INNOVATION

Christie Ciccolone Director, Shopper Innovation & Experience Nestle Coffee Partners

Yolanda Angulo Director, Shopper Marketing Mondelez International

Susan O’Neal CEO Dabbl

Laura Dickey Senior Shopper Marketing Manager LALA, U.S.

Sheila Bonner VP, Shopper Marketing, Insights & Merchandising Keurig Dr Pepper

Courtney Becker Senior Director Strategic Procurement & Partnerships Insignia Systems Inc.

COLLABORATION

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Women of Excellence: Leadership

Sarah Cunningham Chief Growth Officer, TPN story to tell – about TPN’s own three decades of growth in our revenue and capabilities; all the innovative and creative ways we make the buy happen for our clients; and our truly one-ofa-kind, human-centric culture, “TPN Soul.” I also lead some of our client teams, which allows me opportunities to leverage my experience across many commerce channels and help our clients understand how digital and technology advances are impacting our industry, the marketplace and their brands.

What are your current responsibilities? Cunningham: I’m focused on strategies and initiatives for both internal and external growth. We have a great

Cunningham: The key is developing meaningful relationships with my colleagues and clients. I become trusted counsel to my clients and other agency partners, going beyond the scope of work and day-to-day to analyze how we can deliver the most impact and influence and elevate multiple areas of their business. My job is also to help clients achieve their professional goals and support them in building out a portfolio of work that matters (“career selfie” moments for them), as they are recognized for their positive impacts on their own organization’s business and cultural goals, along with the industry.

What leadership qualities do you employ in your daily work?

What motivates you most in this space?

Cunningham: Empathy, respect, collaboration, curiosity and drive – the core values that are TPN’s guiding force and North Star – what we call TPN Soul. These values are a set of beliefs and practices that define our culture and the way we show up for each other, our clients and the marketplace we serve. Empathy is one of the most important qualities to me. Every day we come with a story, and understanding what drives my

Cunningham: The opportunity to understand a shopper’s journey, and why they do or don’t make decisions to engage, how to influence and change behavior, and curating the shopping experience is exciting to me. Each shopper has a very particular and personal set of needs. Understanding them and matching them quickly and efficiently with relevant solutions is both a science and art, and I find the process fascinating.

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When have you been pushed to be a strong leader? Cunningham: Working on the Cricket business (before and after they were acquired by AT&T) really catapulted me into a leadership position. As part of a cross-agency team, we launched Muve Music, which radically changed the music-sharing industry. We had to create a new language – a way of talking about music and wireless across all the conversation touchpoints. One of most successful brand launches at that time, it served as a huge career milestone for me. I’m also proud of my nearly two decades of work across many PepsiCo brands and helping to launch and build many successful brands in the portfolio. When PepsiCo began labeling products to help consumers make informed choices in response to the rise of childhood obesity, it was an important initiative internally and with their customers’ executive leadership teams. The learnings helped inform and define the need for an evolution to label transparency and education, which has only grown more relevant and important today for brands of all kinds, large and small.

What makes you a strategic and seasoned builder of brands?

Sarah Cunningham has been in the trenches with global brands her entire career, first with Leo Burnett and, for the past nearly 22 years, with TPN. She’s led initiatives that have generated significant sales results, opened new channels for distribution and increased brand awareness. She joined TPN at a time when the agency was building out the team for a new office in Chicago and preparing to launch the shopper marketing practice. She helped cement the foundation for shopper marketing at the agency. Prior to becoming chief growth officer, Cunningham was its senior vice president of client service, leading the Chicago and West Coast offices. She is one of three Women of Excellence honorees in the “Leadership” category.

clients and colleagues, their core context and challenges and what they may be struggling with (both professionally and personally) allows me to better understand their perspective and offer more informed solutions. Curiosity is also critical. I’m a naturally curious person and I believe a curious leader will always be looking for and finding new ways to improve.

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Women of Excellence: Leadership

Sheila Lukaszewski Senior Director, Shopper Engagement, Kimberly-Clark What have you learned about leadership through your various roles? Lukaszewski: When I became a group manager at Spiegel, I realized a new love in my career, and that was around leadership and building effective teams, and then thinking about how you help a team drive business results. My first role at Kraft (leading the consumer insights team for the Food & Family CRM program) leveraged my insights and analytics background, and really broadened my perspective about the use of data. That role took my leadership capabilities to the next level. It was a bigger team, with many more stakeholders, and the team was touching more parts of the business. Leading a team that spanned the Kraft portfolio was a big part of my leadership journey.

What are your current responsibilities? Sheila Lukaszewski discovered her love for understanding consumer and shopper behavior through the insights and analytics lens early on in her career. It was at her first job, working in marketing research for Spiegel catalog. During her tenure at the small catalog and e-commerce company, she took on her first leadership role as group manager, corporate marketing. She then moved to Kraft Foods Group, where she had more than a decade-long tenure working in insights, customer and shopper engagement, and category leadership. It was during this time she realized another passion, that of working in the world of consumer packaged goods. In 2015, Lukaszewski joined Kimberly-Clark and today is the company’s senior director, shopper engagement. She is one of three Women of Excellence honorees in the “Leadership” category.

Lukaszewski: Kimberly-Clark’s shopper engagement team includes shopper marketing, shopper insights and category management. Each of these teams has a headquarters team as well as a field-based team. This has developed me as a leader to be better able to flex my style and coach a bigger team – and to learn how to continue to influence sideways, which I think we all need to do. These teams are all connected and complementary but also have distinct priorities and ways of working, which has helped me flex further to be able to coach across these capabilities. The true value of this group is bringing together our capabilities to understand shopper behavior and what matters to shoppers, but also to activate it and really accelerate shopper engagement by bringing these capabilities to bear to help our retail partners win with their shoppers.

What qualities of leadership do you bring to work every day? Lukaszewski: I embrace the idea of servant

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leadership. As a leader, my role is to help my team be successful while continuing to develop and enhance their individual capabilities. At some point it’s important to stop viewing yourself as an individual contributor and start moving toward leading. I focus on encouraging my team to continue to learn and push themselves past what they think their limits are, and I help to break down barriers for them. What makes a great team – and is the gestalt of bringing together a bunch of great people – is when you can continue to accelerate their individual capabilities.

What in your career pushed you to be a strong leader? Lukaszewski: There were so many things along the way, but in my most recent role, moving to be a leader of leaders and coaching them to help their teams prioritize, delegate and continue to build the capabilities of their teams. It has been a new frontier for me. Now I’m trying to coach others to step away from the details and lead their teams by orchestrating what they need their leader to do, not just do their work. My priorities now are all about the people and building talent but also leading my team in building capabilities that are relevant in a changing world while continuing to build partnerships, which is critical with both our retail partners and within our organization. What we’re really having a lot of fun doing is innovating and learning in these digital spaces.

What excites you most about where shopper marketing is heading? Lukaszewski: Across my team for shopper engagement, everything is changing so radically and evolving so rapidly. We’re very focused on performance marketing now. There are so many touchpoints on the shopper journey; it’s not a straight line anymore but a space with a robust set of touchpoints, including reviews, grocery pickup opportunities, social media, etc. The majority of our shopper marketing activation is digital, which presents so many more opportunities for engagement with the shopper. That’s exciting because it’s a revolution and we’re kind of all learning our way through it together.

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Women of Excellence: Leadership

Tammy Teague Chief Information Officer, Key Food Stores Co-Operative collaboratively determined should be our strategy and transformation going forward. Every system and application in Key Food’s entire infrastructure is being replaced at this point in time, so we’re basically transforming our entire landscape. We’re not only working with the backbone and foundational ERP (enterprise resource planning), but also reshaping our digital strategy, point-of-sale and retail technology down in the stores at the same time. This is quite honestly the biggest scope of transformation I’ve ever seen.

Tammy Teague’s roles throughout her 35-year career have varied, starting at Great Lakes Cheese where she gained experience in customer service, manufacturing, purchasing, financial operations and technology. She then spent 15 years with Nestle USA, where she led the SAP implementation for supply chain before moving into a unique role as director of integration and business transitions and acting as the technology lead for Nestle USA acquisitions and divestiture integrations. A six-year stint at Clarkston Consulting allowed her to further broaden her exposure to strategy development and execution. Her final client while there, Key Food Stores Co-Operative, ultimately brought her in as CIO, the position she holds today. One constant that has led to Teague’s success is having a strong aptitude for the business while understanding what it’s trying to accomplish and providing the right technology solutions for that. She is one of three Women of Excellence honorees in the “Leadership” category.

You’re currently working through a large business transformation, correct? Teague: Yes, I took this CIO position to help Key Food Stores deliver what we

What does that mean for the company going forward? Teague: Key Food Stores Co-Operative is a very successful group of independent grocers with 10 years of year-on-year growth. Our current business transformation enables us to continue that successful trend with the data, processes, services and technology needed by our retailers to service their shoppers.

What are your current responsibilities? Teague: It’s a very exciting time for our employees as well as our members. My colleagues and I come to work and not only think of the possibilities and opportunities, but actually believe they’re not unattainable anymore. It’s bringing such a huge renewed energy to the office every single day. Specifically, I’m responsible for consumer-connected digital strategy, data-driven decision making, providing a retail technology foundation for our member stores, electronic payment services and new member store conversions.

What qualities do you believe constitute a true leader? Teague: Communication, vision, accountability and integrity. I’m in an organization that can move quickly and be very agile. Decisions are quick, whether to move in a direction or not, and

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communication is equally important as anywhere, but a bit less complex than when dealing with massive global conglomerates. I get to talk to people much more often face to face here, and I strongly believe we will achieve great things – and accomplish a whole lot more – if we have shared objectives. The members within our co-op are independent small business owners. I simply love working for them every day because they’re at their stores every day competing with the big retailers.

Please share an example of your work that pushed you to be a strong leader. Teague: The implementation of SAP at Nestle USA. It was a massive project and a massive accomplishment. The reality is you become a leader through obstacles and challenges. It’s all about continuing to learn, and what I learned there – and try to still drive in my organization today – is that the key to successful projects or programs is spending an adequate amount of time before implementation really thinking through everything that could possibly go wrong. If you spend most of your time thinking about the perfect way you want everything to go, you’re not prepared for when real life happens.

What motivates you most in terms of the shopping experience? Teague: That each shopper is unique, and that each of our independent retail stores are also unique, which enables them to service their unique shoppers and community. Discovering ways to embrace differentiation for the shopping experience in each of our stores motivates me every day.

What do you want to provide to your shoppers? Teague: A positive and helpful experience for our shoppers on every interaction with them.

What excites you most about the future of technology? Teague: Simply the possibilities technology can provide to our shoppers to enable the experience they uniquely desire.

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Women of Excellence: Rising Star How have you set a new standard for e-commerce?

Dorothy Daniel Associate Marketing Manager, E-Commerce, Nestle Waters North America and e-commerce readiness to be closely tied to the folks making packaging changes since it’s all very linked in the digital space. Through a restructuring of the marketing department, I became part of the strategic growth channels group. The company had identified three priority channels it wanted to focus on from a marketing perspective and one of those was e-commerce. We’re all focused on e-commerce now and are more keenly aligned to growing it as a channel. It’s a growth engine for the company, so it’s a very exciting place to be.

What does a typical day look like for you?

Dorothy Daniel knows there’s nothing more important than being able to communicate well. With a degree in English and communication and media studies, she began her career at marketing agency Epsilon on a project management track. Nestle Waters was its largest client at the time, and when that relationship was ending, she made the move to the client side and became the associate marketing manager of e-commerce, the position she still holds today. Her advice to others now is to get a strong foundation, and understand how to learn and problem-solve, and the opportunities will be endless. Daniel is one of three Women of Excellence honorees in the “Rising Star” category.

How has your role transformed? Daniel: I initially reported into asset operations because they wanted content

Daniel: I’m responsible for the digital shelf for all brands at Nestle Waters. I work closely with our brand leads to make sure we have the appropriate assets to list our products with our customers on their websites, and with the sales team to ensure we can deploy those assets to the customers’ websites. It’s a cross-functional role because I’m supporting both sides equally. I sit in the middle as an expert to make sure everyone knows how we can best position ourselves to be successful in this space.

What has attributed to your success thus far? Daniel: Having both agency and client side experience has helped me be a better agency partner to my team and also a better advocate to my brands as we’re working with agencies internally. The fact that I’ve been able to become a part of each team but also advocate on both sides has helped me gain the trust I need to be able to flow in and out as teams need specific e-commerce support – while still being able to get things done effectively.

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Daniel: I feel very lucky to have been a part of the company’s e-commerce digital shelf evolution since the beginning. I first got involved in e-commerce because they came to Ryan Partnership [now Epsilon] seeking content to sell a very few products on Amazon. To see where the business is now is exciting. The channel and the team are both growing, and I’ve had a unique perspective watching how we can continue that growth as our capabilities have grown. I can push for us to do so much more now because it’s part of our daily work and a company-wide initiative.

Tell us more about the first mobile optimized hero images. Daniel: We spent a lot of time building the basics at first, which will always be important. But this past year we were able to push the envelope. The mobile optimized hero images were something I’d seen in a case study, and they were drawing higher conversion rates. It’s been great to work with very talented creative agency partners in The Mars Agency who brought the visions to life. We created these assets, brought ourselves to the next level and timed it with the launch of Salsify so the ability to publish them for priority customers was significantly easier. I want to be a consumer-led marketer and this was one tiny step to make consumers’ experiences so much better.

What are you most proud of thus far? Daniel: The launch of software automation with our partnership through the Salsify platform. From the day we got the green light from the organization to move forward with Salsify to the day we launched with our first channel, it was three months and that for Nestle Waters is really fast. It was exciting to have something that had the momentum and speed that the channel has. There’s so much untapped potential with this tool. Our foundation lives in a structured house and in a place where we can get it to customers efficiently, so we’ll keep moving forward from here.

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Women of Excellence: Rising Star with clients really helps us develop a partnership and overcome any challenges in campaign execution.

Jessica Koop

Describe a recent project you worked on that you’re proud of.

Influencer Marketing Manager, VizSense Koop is one of three Women of Excellence honorees in the “Rising Star” category.

What are your current responsibilities? Koop: I manage a team of influencer marketing coordinators, working between our clients (brands or retailers) and the team to plan, execute, expand upon and report on influencer marketing campaigns. It’s important to fully immerse myself in our client’s brand so we can ensure we’re strategically executing campaigns that meet our client’s marketing and sales goals.

What led you to be the rising star leader you are today? Koop: Being in the ever-changing world of retail in my previous role, I had to constantly adjust our strategies to flex with trends, innovation and consumer preferences. Being able to pivot with the industry and truly understand why/ how consumers are being influenced has helped my team and our company. I always want to grow, learn more about the industry, meet a lot of people, and I’ll always speak up. I helped shape the role I’m in now and I want to keep us growing with the industry and with our clients. Intrigued by traditional marketing early on, Jessica Koop earned a degree in business and marketing from Texas Christian University and was armed with the skills needed to go to work for a brand. But it wasn’t until more recent developments in influencer marketing caught her attention – and after a more than two-year stint on the retailer side – that she really jumped in. She started at VizSense in July 2017 as an influencer marketing analyst. But less than a year later, she moved into her current role managing a team. She says it’s exciting to be in a position to pivot as needed in the ever-changing world of marketing.

What are some challenges you’ve faced? Koop: We work with clients across many different industries and each comes with its own unique set of data. It can be challenging to work with new clients who have a set vision or opinion of influencer marketing. Many brands think it is using an online marketplace to hire social media bloggers with high followings, but that’s not how we work. We overcome this stigma by using a data-first approach and incorporating our client every step of the way. We strategically use findings and influencer opportunities to integrate relevant messaging through influential individuals, and the time we spend

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Koop: We recently worked with a health company supporting a product that helps post-partum women recover from childbirth. This smaller-scale campaign drove shoppers to purchase at CVS. Our team was so proud of the work because the mothers and expectant mothers we hired connected with their followers on such a personal level to explain why or how this product helped them. I’m always amazed by the way we work with influencers to spark such personal conversations and reach consumers who may not have opened up to anyone else.

What motivates you most in terms of the shopping experience? Koop: The way consumers and shopping habits are changing, while the value of influencing a purchase is still so important. We want to provide credible sources for product and service recommendations, and give them the information they need to make a purchase decision. We want our clients to feel empowered to partner with influencers and apply our data to leverage influencer platforms to reach an audience they may have not realized before. Retailers are starting to notice our efforts with influencers tied into not only a product or brand but with that retailer as well – and it can be really impactful. It’s something we’ll continue to develop as we see influencer marketing becoming more relevant.

Looking forward, what do you get excited about? Koop: Learning from consumers through influencers and working with representatives who can reach new and interested shoppers empowers brands to spread awareness beyond their direct reach. Shopping through social and making brands/products more attainable than ever before will continue to improve and it’s exciting to see how influencer marketing remains a part of that.

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Women of Excellence: Rising Star

Christine Piston Digital and E-Commerce Content Lead, Bimbo Bakeries USA Tell us about joining the newly forming e-commerce team in 2017. Piston: From the early days of the team, we knew we needed a platform to help centralize, manage and distribute product content. I conducted a series of vendor interviews and developed a comprehensive grading rubric to narrow down our options. We found the right fit with Salsify. I led the implementation phase, which involved connecting various systems together to fuel our product database, and gathering the data that was not stored in any central location or didn’t previously exist. I also configured the syndication or distribution to our retailer partners.

Christine Piston couldn’t have predicted she would be where she is today. With a passion for the visual arts, she attended the Tyler School of Art at Temple University and saw herself becoming heavily ingrained in the arts world in some capacity. Her first job was at an art studio, but through a series of events, six years later she found herself at Bimbo Bakeries in what she thought was a temporary position on the marketing services team. Working closely with marketing teams and vendors to develop in-store displays, she also maintained the company’s internal product image library. She soon went from managing the physical shelf to managing the digital shelf and joining the e-commerce team at Acelerada, a business unit within Bimbo Bakeries that is responsible for driving growth in e-commerce, disruptive product innovation, new distribution and corporate strategy. She is one of three Women of Excellence honorees in the “Rising Star” category.

What are you most proud of in your time there? Piston: The overall implementation of the Salsify platform. It was a lot of work and learning along the way, and I’m still finding ways to expand on its functionality to better position BBU products at our retailer partners, whether that’s using the insights tools to surface opportunities or to support some of our regional customers with content they previously had no access to.

What are your current responsibilities?

What do you want to provide shoppers and consumers?

Piston: Managing product content and syndicating that content to our retailer partners. I’m also the administrator for Salsify and am continually working on product maintenance while also trying to elevate our content via optimizing marketing copy and generating new digital assets (including infographics and enhanced content). There’s a lot of navigating around the types of content retailers will allow, but we’re able to monitor and control what product images and data are displayed on our retailer partners’ sites so we can ensure accuracy, consistency and completeness – while trying to give as much transparency to the shopper as possible.

Piston: A visually inspiring experience so they feel confident adding Bimbo products to their online grocery cart. I want our text and visual assets to connect with shoppers on an emotional level and to inspire them by illustrating meal solutions for every occasion and every part of their day – while making sure we’re transparent with our products to give the consumer a product they can trust.

How have you elevated the company’s e-commerce IQ?

Piston: I created an eContent Playbook that reviews best practices for every aspect of a product detail page, including keywords for search, feature bullets and product images, and points out best-in-class examples from other CPGs. The playbook has become a consistent

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organization resource, presented at lunchand-learns and to Grupo Bimbo’s global e-commerce board. It’s a living document that’s updated frequently as the landscape changes and as we mature in certain areas. I also began hosting e-commerce Open Office Hours, where I make myself available for informal meetings on a biweekly basis. We’ve found we can get results much more quickly by having these face-to-face opportunities.

What excites you most about this space? Piston: The way technology connects brands to consumers, both new and existing, is fascinating but also a cautionary tale. If brands don’t catch up to meet the consumer where they are, someone else will. Brand partnerships that span across categories (which couldn’t be done in brick-and-mortar stores) offering a unique and profitable opportunity for retailers, brands and shoppers is exciting. The account managers on the e-commerce team help bridge the content and are the voice or face of Bimbo to the retailer, and we all work very closely together on that. IQ

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DOT Best of the Best Five past honorees of the Path to Purchase Institute’s Design of the Times awards program were selected as the “Best of the Best” in recognition of its 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 breakthough thinking and innovation, applying the “4 C’s” of effectiveness that MarketingLab devised in 2010. The top five Best of the Best were recognized in November during a presentation at the 2019 Path to Purchase Expo. The next Design of the Times competition is slated for 2020.

Best of the Best Winner Dr. Scholl’s Custom Fit Orthotics Kiosk

Retail Category: Supermarkets Client: Schering-Plough Products Promoted: Dr. Scholl’s Custom Fit Orthotics Inserts Entrant: Mechtronics Corp. First distribution: Meijer, Walgreens, Famous Footwear Initial number of stores: 150 Initial size of run: 150 Original intended duration: 2 years Dimensions (H x W x D): 70 inches x 42 inches x 36 inches Weight: 250 lbs. Won: Best of the Times 2007 Comments: This display was developed to support the launch of a custom orthotic product and determine for the shoppers which product best suits their particular foot condition. THE 4 C’S OF “We designed the kiosk and EFFECTIVE technology to be very inviting,” said Jay Morgan, then senior director of foot IN-STORE & DIGITAL care R&D, during a 2007 interview. “The ACTIVATION silver color helps us communicate our Command attention innovative, high-tech positioning, and (let the shopper know your the blue color ties back to the Dr. Scholl’s presence) branding. The graphics on the screen were designed to make the interactive process as Connect with the shopper intuitive as possible.” (be recognizable) The kiosk is also notable in that it still is Convey information highlighted in TV spots more than a decade (tell a story) after its debut in June 2006.

Close the sale

(eliminate purchase doubt)

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DOT RETROSPECTIVE, BEST OF THE BEST FINALISTS

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.

Wonka Rolling Endcap

Retail Category: Specialty Client: Nestle Confections & Snacks Entrant: RockTenn Merchandising Displays (now known as WestRock) Size of run: 50 Won: Best of the Times 2010 Comment: This display captures the magic, whimsy and unpredictability of Wonka by leveraging brand equities of color and shapes.

The Smart Cycle A/C Powered Endcap

Retail Category: Specialty Client: Fisher-Price Inc. Entrant: Darko Inc. Size of run: 575 Won: Best of the Times 2008 Comment: Children pedaled and played with this arcade-style toy in the store while parents appreciated the clear, informative details accompanying the display. The project took 10 months to develop and produce. The display required Toys ‘R’ Us to remove 4 feet of in-line gondola in order for the Smart Cycle to be positioned properly on an endcap.

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.

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WHO’S WHO I N E - CO M M E R C E

Our report recognizes more than 175 brand and retail executives who are making notable contributions in the area of e-commerce.

GIANT EAGLE

Dan Magrish Senior Director of E-Commerce Marketing and Gift Cards Dan Magrish began his career with Giant Eagle in 2009 and has had the opportunity to work in diverse roles across the organization. While his primary focus has been in marketing, he is fortunate to have had valuable exposure to merchandising and retail operations. When the company broke e-commerce out as a standalone business unit, he transitioned from Giant Eagle’s supermarket marketing team to leading marketing efforts specific to e-commerce. Having a well-rounded understanding of the interdependency of each function has helped to shape the perspective that he brings to his current role.

Q

What are your main job responsibilities?

MAGRISH: I lead both Giant Eagle’s e-commerce marketing as well as the

Photo submitted by Dan Magrish

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ICON KEY Institute member

7-Eleven CHRISTY LIU, Product Manager, E-Commerce Liu brings her wealth of e-commerce experience to the team. She seeks to uncover exciting new markets and spearhead diversified products.

RECENT ACHIEVEMENT MAGRISH: At Giant Eagle, we’re always seeking customer feedback. One theme that often comes up with our Curbside Express customers is the idea that grocery pickup and delivery have been “life changing” for them. So, we leaned into that concept with a local micro-influencer social media campaign called #whyicurbside. Customers shared many great stories of how they use the time they saved by utilizing the service. Advocates were provided promo codes to share with their followers to encourage trial.

gift cards and payments teams. On a day-to-day basis, we are responsible for consumer acquisition, growth and retention across our portfolio of e-commerce platforms, including online grocery ordering for curbside pickup or home delivery, the Scan Pay & Go in-store mobile shopping experience, and our third-party gift card and e-gift card businesses.

Q

How does your organization promote digital innovation? MAGRISH: Giant Eagle has been leading the way in food retail innovation for quite some time. As technology has evolved and become ingrained in the lives of consumers, the company has recognized the unique opportunity we have to evolve with it. When we restructured the organization in 2018, we decided to break e-commerce out from beneath the supermarket umbrella. Around that same time, we acquired substantial digital and performance marketing talent that have been important assets in our ongoing journey to transform and

modernize all our IT capabilities.

Q

What digital devices and services do you use most often? MAGRISH: As our organization and team has evolved, we have a number of team members who work from home or other office locations. We have quickly come to rely on Microsoft Teams as a means of keeping everyone on the same page and connected for remote meetings, chats and sharing/storing files.

Q

What kinds of fulfillment options have Giant Eagle shoppers embraced? MAGRISH: Giant Eagle customers love the convenience of online ordering for curbside pickup. Home delivery is growing very quickly, especially since we made same-day delivery available. In our gift card business, our patented gift card wallet in our mobile app has led to industryleading e-gift card sales.

Q

What challenges or disruptors remain for e-commerce?

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MAGRISH: The constant innovation across the broader e-commerce space is raising consumer expectations at a record pace, necessitating the need to find new and different ways to form personal and emotional connections with our customers and the communities we serve.

Q

How can all brands take better advantage of the opportunities in e-commerce? MAGRISH: Since we’re currently unable to engage most of a customer’s senses through e-commerce, getting the shelf right is an important first step. Customers rely solely on product images and descriptions to make their purchase decisions, so having current product information is key. Brands should confirm their information is current with all the key aggregator services. Then work to devise strategies to better convey relevant details to customers, thereby helping them quickly identify what they are familiar with, or inspiring them to try something new.

REBECCA TROUTMAN, Director of E-Commerce – Digital Troutman, who was recently named one of five Top Women in Convenience: Women of the Year, has held numerous positions in her 15-year tenure at 7-Eleven. Her latest role has been focused around building 7-Eleven’s e-commerce platform and how to bring the 7-Eleven brand to customers who wish to purchase private brands, national brands, emerging brands and unique merchandise via Amazon and the recently launched 7-Eleven.com shop online functionality. RICK VERGARA, Senior Product Manager, ECommerce Vergara manages all aspects of 7-Eleven’s entrance into the grocery e-commerce space including product assortment, merchandising, inventory and logistics. 7-Eleven stores are now live on both Amazon and eBay marketplaces.

Abbott ADRIANNE LAMBERT, Senior Brand Manager, Cross Border E-Commerce

— Charlie Menchaca

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WHO’S WHO IN E- COMMERCE Acelerada (Bimbo Bakeries USA) COREY BALL, National Account Manager, ECommerce Ball is part of BBU’s Acelerada team, managing the e-commerce business within Walmart Stores platforms, including Walmart Online Grocery, Walmart.com, SamsClub.com and Jet.com. He is focused on growing BBU’s share in Walmart Online Grocery. HEATHER CHARTRAND, E-Commerce Account Manager CAROLAN DIFIORE, ECommerce Analyst DiFiore lends her expertise to a team of e-commerce account managers by leveraging data to generate actionable insights for retailer assortment and in-stock optimization, analyzing online campaign performance, and monitoring industry trends and competitive behavior. OMAR HAQUE, Vice President/General Manager and Head of E-Commerce Haque is responsible for leading the development and overall execution of the e-commerce vision of Acelerada, Bimbo Bakeries USA’s disruptive product standalone business unit dedicated to breakthrough product and process innovation and e-commerce. JAMES HASLETT, ECommerce Manager Haslett is a member of Bimbo’s e-commerce team where he leads customer relationships with highgrowth pure play and national omnichannel customers. In addition, he supports organizational capabilities such as front line sales alignment, working to connect the e-commerce business information with its instore omnichannel efforts.

NIKKI LANG-PERKINS, Director of National Customers – E-Commerce KELLY ROSES, Director of Digital and ECommerce Marketing Roses leads strategy and planning for bestin-class e-commerce marketing. She brings innovative leadership and works cross-functionally to increase awareness and deliver an optimal omnichannel shopper experience across the Bimbo brands at key e-tailers.

GUILHERME LEBELSON, Global Vice President of E-Commerce

Avocados from Mexico STEPHANIE BAZAN, Vice President, Trade & Market Development

B

Bacardi USA LORRAN BROWN-COSBY, Vice President, Digital Commerce

Bayer Consumer Health

Ahold Delhaize GREGG DORAZIO, ECommerce Lead, Giant Food Dorazio is responsible for developing Giant’s omnichannel strategy and orchestrating cross-functional execution to grow the online delivery and pickup businesses.

ALANA JOY FELDMAN, Assistant Manager, Digital Merchandising & E-Commerce Feldman leads ecommerce operations, creating processes and implementing technology to enable and scale a worldclass e-commerce organization.

JJ FLEEMAN, President, Peapod Digital Labs Fleeman is president of Peapod Digital Labs, Ahold Delhaize USA’s digital and e-commerce engine. Through innovation, technology and strategy, Fleeman’s team enables retail brands to provide unparalleled omnichannel experiences and oversees online grocer Peapod.

BRANDON HILL, Manager, E-Commerce/ Omnichannel Hill manages the Walmart e-commerce business (Walmart.com, Online Grocery Pickup, Jet.com and SamsClub. com) across the entire Bayer portfolio of brands. He is responsible for developing innovative solutions to simplify the shopping experience and drive omnichannel growth.

Albertsons

LISA KELLER, Platform Activation Manager Keller leads the development of strategies and frameworks, turning these into actionable roadmaps to drive e-commerce growth through evolving retailer platform models. She is also responsible for the strategic management of Bayer’s ecommerce media partnerships.

KARLI ANDREW, Senior E-Commerce Sales Merchant Andrew started her career leading eGrocery fulfillment and quickly developed a passion for customer experience and solving the challenges of delivering fresh food. She brings this passion and resilience in her current role, leading nationwide growth strategies for dry grocery, alcohol and beverage categories. STEPHANIE URTEAGA, Director, ECommerce Product Management

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Anheuser-Busch

CORA SZAPKA, ECommerce Model and Platform Manager Szapka leads e-commerce strategy and innovation. She is responsible for

enabling and executing new business models and platforms, allowing the organization to be proactive to changing consumer preferences.

Beam Suntory SHANNON EAGLE, National Account Manager, E-Commerce With more than four years of digital marketing and e-commerce experience in the adult beverage industry, Eagle is responsible for driving the e-commerce business across the Beam Suntory portfolio of brands through channel-specific programming with strategic and emerging partners.

Beiersdorf SARAH POMPOSELLO, Team Leader, E-Commerce Pomposello drives the e-commerce channel strategic direction and leads an e-commerce dedicated and crossfunctional team. She is responsible for driving online sales, share growth and owning relationships for key pure play customers.

Best Buy ANASTASIA BENZ, Senior Director, E-Commerce Business Operations CORY EHLERS, Director of E-Commerce LISSA GATZ, Vice President, ECommerce Category Management ANGELA MATTOX, Senior Director, E-Commerce Digital Marketing

Blue Buffalo CHRIS GREENE, Vice President, ECommerce

Blue Diamond Growers JONAS PARETZKIN, Director of E-Commerce and Retail Stores Paretzkin leads sales and marketing across all online retail customers (Amazon, Walmart, Instacart and others) while

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WHO’S WHO IN E- COMMERCE helping build capabilities in international markets. He also leads Blue Diamond’s D2C business along with its three brick-and-mortar retail stores.

Clorox

C

ANNE ZYBOWSKI, Team Leader, Omnichannel Retail Zybowski is responsible for developing partnerships and driving test-andlearn pilots with strategic brickand-click customers and leading the development of omnichannel strategy and capabilities.

Campbell Soup NATASHA VITALE, Shopper Marketing Manager Vitale developed the company’s digital shelf strategy and e-commerce thought leadership to drive channel growth and key retailer relationships, which has led to best-in-class omnichannel shopper marketing executions.

Canon USA GARY PAVAN, Senior Director & General Manager, Digital Marketing

Chobani MICHELE MCNAMARA, Vice President, E-Commerce

Church & Dwight MICHAEL MURPHY, E-Commerce Strategy Manager Murphy is responsible for developing and implementing marketing and sales growth strategies across major retailer e-commerce sites. These include visitor traffic drivers including paid and organic search (SEO), social media and influencer marketing, digital advertising including emails, product conversion best practices, and increasing cart size and average order values. FRANK ROSARIO, Retail E-Commerce Manager Rosario is responsible for driving growth strategies for omnichannel ecommerce, delivery platforms and content health for online assortments at Church and Dwight. STEPHANIE WOOD, Digital Strategy Director

KRISTIN WONZEN, Senior Director of Marketing, Brand Engagement

Coca-Cola MELISSA FAHS, Vice President, Restaurant Digital Commerce Fahs is passionate about helping restaurants navigate complexity, grow their business and delight their guests within the context of a dynamically evolving digital and technical landscape. IRENE SHTRULIS, Director, Digital Commerce Marketing Shtrulis leads digital commerce marketing strategy and integration across the portfolio of Coca-Cola brands for Coca-Cola North America. THURMAN WILLIAMS, Vice President of Retail Digital Commerce Williams leads North America e-commerce with ownership and accountability for delivering digital revenue and share growth. He achieves this through collaborative business planning, strategic leadership and performance roadmaps with pure play, brick-andmortar as well as new business models. He also is responsible for developing e-commerce capabilities internally across planning and performance management, sales, franchise leadership and supply chain.

Colgate-Palmolive REKHA RAO, General Manager, North America E-Commerce

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VIVEK RASTOGI, Associate Director – Amazon Rastogi is the team lead for the Amazon business for Colgate U.S. He manages the overall relationship and business across all Amazon platforms, and is focused on driving growth for the category and Colgate, leading change and thought leadership on e-commerce.

Conagra Brands KELLY MILLER, ECommerce & Digital Lead Miller is a leader in ecommerce and digital marketing, creating and executing strategies within the space for some of Canada’s leading CPG brands.

Constellation Brands WAYNE DUAN, Vice President, E-Commerce & Digital Commerce Duan has responsibility across both the beer and wine & spirits divisions for driving the e-commerce growth agenda. His team oversees ecommerce and emerging omnichannel activities in sales, category management, marketing, strategy and business development.

Cost Plus World Market DIANE BURNETT, Senior Director, Digital Marketing

Costco MIKE PARROTT, Senior Vice President, U.S. E-Commerce

Coty US ERIC LONG, Vice President, Digital Product – New Technology

into their e-commerce journey and have nearly quadrupled the business since the end of 2016. The year 2020 will bring new opportunities that will continue to drive value and capability development for the Crayola brand.

CVS Health HEIDI RAYDEN, Senior Director, Omnichannel Digital MARYALYCE SAENZ, Senior Director, Omnichannel Merchandising and Category Management

D

Danone North America ADRIANNE DEL SOL, Vice President, E-Commerce

DAS Cos. ROSS SACHS, E-Commerce and Communications Director – Marketing & Digital Solutions

Dean Foods ASHLEY KARLSTROM, Brand Director, DairyPure and TruMoo NEHA MALLIK, Director of E-Commerce Mallik leads the development and overall execution of the e-commerce vision and roadmap of the organization through strategic initiatives, including development, management and implementation of all activities required to successfully drive revenue and increase market share in e-commerce. She is responsible for leading the company’s strategy, advancing new capabilities and driving retailer partnerships to help improve the online grocery shopping experience.

Crayola JASON EASTMAN, Vice President, E-Commerce Eastman and his team are nearly three years

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WHO’S WHO IN E- COMMERCE Del Monte Foods JEN REINER, Senior Director, Omnichannel Marketing & E-Commerce Reiner launched e-commerce at Del Monte in 2017 and continues to lead overall business strategy, activation and growth plans. In addition to other omnichannel responsibilities including shopper marketing, digital, media, PR, promotions and agency management, she and her team actively work with retail partners to implement omnichannel plans.

Duracell LINDSAY MULLENGER, E-Commerce and B2B

E

E.T. Browne Drug ROB CIAFFAGLIONE, Director of E-Commerce Ciaffaglione is responsible for leading the strategic development and execution of the e-commerce channel for the Palmer’s skincare and haircare brand.

E. & J. Gallo GEORGE BORDEN, Manager, E-Commerce Borden is a Modesto, California, native with five years of experience in the wine & spirits industry. He partners with key customers to improve their e-commerce shopping experience and drive category growth. JENNIFER BURROUGHS, Manager, E-Commerce Burroughs has been in the wine and spirits industry for 13 years. She is currently working on developing key e-commerce capabilities across the entire Gallo portfolio.

KATE GRITSCH, Manager, E-Commerce Sales See profile on page 27 KAREN MIZELL, Director, E-Commerce Mizell leads Gallo’s e-commerce team, setting the strategy and roadmap to drive wine & spirits category growth and establish Gallo as a leading category partner for customers. KELLY TAYLOR, Manager, E-Commerce Taylor has more than six years of experience in the wine & spirits industry. She partners with key customers in order to share best practices, improve e-commerce capabilities and grow online sales of the category. GREG YAUNEY, Manager, E-Commerce Yauney leads the development of digital category management capabilities and analytics. He applies his 28 years of experience with Gallo to deliver insights for category growth.

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MATTHEW KARSCHNIK, E-Commerce – Global Capability Lead TYLER KEEHR, ECommerce Planner Keehr executes marketing strategies across Shipt and FreshDirect retailer platforms. He supports business analysis by summarizing data, trends and marketing performance, and performs quality assurance on campaigns and monitors competitive activity to identify gaps and opportunities. BRIAN WESTINER, E-Commerce Sales Strategy & Capabilities Lead Westiner leads strategy, planning and business development for North American retail e-commerce at the company. He is responsible for the development and execution of capabilities around digital shelf optimization, category management and merchandising.

FARA POPE, Key Account Omnichannel Lead MARK STEVENS, Senior Director, Digital Commerce – U.S. Lead

H

Hasbro NATHAN PENDLETON, Senior Manager, Omnichannel With a background covering analytics, insights, sales and marketing, Pendleton is focused on deepening his understanding of the consumer experience both pre- and posttransaction. This challenges him to create unique consumer experiences across channels that are measurable and scalable.

HEB Grocery GARY HUDMAN, Director of ECommerce Merchandising KEDAR PATEL, Vice President of E-Commerce

Georgia-Pacific

Edgewell Personal Care

JEREMY DOBBIE, Director of Digital Marketplace

STEPHANIE LYNN, Vice President, Global E-Commerce Lynn has spent the past 2.5 years building out a global e-commerce team at the company. Her main focus has been creating a DTC footprint, opening new e-commerce channels, and developing ecommerce and digital capabilities across the organization all in support of driving sales growth.

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Ferrero USA JASON ADAMSKI, North American Consumer Connections Lead ERIN HINES, Digital Content and Strategy Leader, E-Commerce

December 2019

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General Mills

mobile-first, consumer-obsessed, datadriven digital marketing.

SHALIN SHAH, Vice President, ECommerce and Digital

Giant Eagle DAN MAGRISH, Senior Director of ECommerce Marketing and Gift Cards See profile on page 20

GlaxoSmithKline STEVE KINSEY, Director, Digital Commerce AMY LABROO, Head of Digital & Creative Labroo has more than 15 years of experience and expertise leading digital, e-commerce and omnichannel strategy for various industries. She leads digital for GSK’s U.S. CHC, focusing on

Henkel TIM BLACHOWSKI, Director of ECommerce JAMES FERNANDEZ, National Account Manager, E-Commerce Fernandez delivers profitable growth to the retail organization through the online pure play channel and develops best-in-class e-commerce content for national online retailers.

Hershey MEGAN PANTALONE, Manager, Owned Digital Solutions

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Iovate Health Sciences DEREK BLONSKI, Associate Director, E-Commerce Strategy

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WHO’S WHO I N E - CO M M E R C E

PROMOTION IN MOTION

KRISTINA MORELLO Director of E-Commerce Kristina Morello spent 17 years at Colgate-Palmolive progressing through the commercial organization and loving all of the experiences and opportunities it offered. Her last two roles there were in shopper marketing on the club team and in customer development on the Amazon team. It was exciting for her to be on the fast-paced Amazon team, where she said she learned something new every day. Morello decided to leave Colgate-Palmolive and New York City the day of the December 2017 Port Authority bomb scare. It was time to take her CPG knowledge to a smaller, fast-growing company closer to home. She was thrilled to find Promotion in Motion, a manufacturer of high-quality snacks and confections.

Q

What are your job duties?

MORELLO: To build the

foundation for long-term, profitable e-commerce growth. Also, to educate the organization and lead them along on the e-commerce journey. Since e-commerce is such a fluid space, it is critical that all functions – including sales, marketing, supply chain and finance – are moving in sync.

Q

How does your organization promote digital innovation? MORELLO: Having Millennials and Gen Z as part of our target audience requires us to be digitally savvy. Our leadership encourages a test and learn environment focused on trying new ways to reach and engage our shoppers and consumers. We reserve a portion of our annual plan for digital innovation and require our team to stay current on the latest best practices in the ever-changing digital media world. For example, we have

Photo submitted by Kristina Morello

partnered with gaming platform Twitch to integrate content for our recently launched Original Gummi FunMix brand, which targets a Gen Z and young Millennial audience. We also emphasized Welch’s Fruit

RECENT ACHIEVEMENT MORELLO: One of my first priorities was to develop “ePacks” comprised of large quantities of related varieties. These packs can help drive e-commerce consumption without interfering with our strong and growing brick-and-mortar business. Our ability to bring them to market quickly was a testament to the cross-functional collaboration that you can accomplish in an agile environment. The packs were created from the lens of the consumer and incorporated the philosophy to “surprise and delight.” The team worked together to identify the appropriate pack sizes and varieties based on consumer preference. The ePacks were designed to capture shipping efficiencies. Also, the Welch’s Fruit Snacks ePacks included an opening to ensure easy access to the pouches from the pantry shelf. The creative included the brand voice and a review generation request to gather consumer feedback.

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Snacks’ upbeat and positive personality by making our own Pandora mixtape to drive brand awareness and engagement.

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Where do you see e-commerce headed in the next few years? MORELLO: Although brickand-mortar will always have a role and the retail environment will continue to change, directto-consumer is the future of e-commerce. I have been surprised by my own migration and acceptance of DTC native brands. Owning that customer experience allows companies to focus on building the brand equity that will elevate the shopping experience beyond price. — Charlie Menchaca

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WHO’S WHO IN E- COMMERCE

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J.M. Smucker DAN COOKE, Vice President, E-Commerce Cooke is responsible for executing the company’s Connected Commerce strategy and driving the e-commerce growth agenda. His team is tasked with elevating the profile of the digital shelf, designed to engage, motivate and convert online shoppers for the company’s vast portfolio of brands. He is also charged with embedding an enhanced portfolio of digital capabilities, and fostering a deeper level of collaboration with leading retailers. JESSICA FAIR, Director, Omnichannel Customer Marketing Fair’s passion for shopper marketing started 12 years ago and has evolved with enhanced connected commerce capabilities. She is responsible for leading a team of shopper marketers focused on driving omnichannel strategies across all classes of trade.

Jack Link’s AMY HINTZ, ECommerce Marketing Manager Hintz leads e-commerce marketing strategy that accelerates Jack Link’s and Lorissa’s Kitchen’s e-commerce presence. She provides thought leadership in digital and e-commerce to retailers and brands that increases e-commerce IQ to build and amplify internal capabilities. PAUL WATSON, Director of Sales, E-Commerce

Johnson & Johnson ASHLEY KENNEMER, Senior Manager, Omnichannel Shopper Marketing Kennemer leads the Walmart Inc. shopper marketing team while developing and execut-

ing insight-led omnichannel marketing plans that connect with Walmart shoppers and ultimately influence purchase decisions.

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KAO

ERIKA WERA, ECommerce Strategy Manager Wera works crossfunctionally across many different teams with the goal of continued progress for each. She enjoys the challenge that e-commerce presents because it is a dynamic, ever-changing landscape and requires creative problem-solving.

Kellogg KATIA COLSTON, ECommerce Sales Lead Colston has more than 17 years of experience in sales, e-commerce, finance and category management. She currently has full channel P&L responsibility over the e-commerce business for the entire Kellogg’s brand portfolio at all key pure-play and omnichannel retailers in the West region. She has assembled cross-functional teams of experts and led initiatives to build out comprehensive e-commerce plans to drive breakfast and snacking categories at Walmart, Sam’s Club, Meijer, Albertsons, Hy-Vee, HEB and Shipt. TRAVIS COLVIN, Senior Director, Global E-Commerce Customer Development Colvin is responsible for developing and deploying the company’s global e-commerce strategy, including deep-dive analysis on opportunity sizing, setting key objectives (e.g. share growth, margin expansion, etc.), establishing growth platforms and building the necessary capability stack to compete over the long term (e.g. digital shelf, measurement and analytics, etc.).

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WHITNEY COOPER, Director, Omnichannel and Emerging Delivery Cooper is responsible for delivering e-commerce growth across all omnichannel brick-and-click retailers in the U.S. With more than 13 years of omnichannel brand management and FMCG offline/online sales experience, she joined the company to lead shopper marketing at Walmart for frozen foods and digital strategy for snacks and morning foods before moving over to lead its e-commerce business at Walmart in 2017. Prior to Kellogg’s, she spent a decade on the agency side in various leadership roles. ANDREW FREEMAN, Global Director, ECommerce Capability Freeman is a technology evangelist with more than 15 years of experience in e-commerce across sales, marketing and operations. He is responsible for developing global strategies to help drive digital transformation and sales innovation through technology. BYRON GILSTRAP, Global Lead, Retail E-Commerce Platforms Capability JILL ROURKE, Manager, E-Commerce, North America Rourke oversees the company’s marketing strategy and relationships with Amazon, developing innovative solutions to connect consumers to Kellogg’s iconic brands. She leads a specialized and well-defined focus on developing and maintaining unique occasion-based solutions and eRetailer measurement to continually drive adoption and sales growth. She also spent seven years at Amazon, where she was one of the first account executives hired to develop and scale the CPG business, and collaborated with Fortune 500 CPG companies to help build their e-commerce strategy

from retail partnerships, product development, marketing, retailer and shopper analytics.

Keurig Dr Pepper DENISE CRAWFORD, Senior Director, E-Commerce Strategy & Operations PATRICK MINOGUE, Senior Vice President of E-Commerce BRIAN POTTS, Sales Vice President, E-Commerce, Amazon

Kimberly-Clark ADAM DREYER, Senior Brand Manager, Amazon Dreyer leads the Amazon marketing team for Kimberly-Clark, with responsibility for driving sustainable brand growth on Amazon. His team works in partnership with the brand, agencies and Amazon to create best-in-class marketing programs. SARA GILBERT LEONARD, E-Commerce Lead – Adult and Feminine Care DANNY HASS, Brand Manager, ECommerce SANELA ODZIK, Senior Product Manager, Global E-Commerce MARK ZURFLUH, Senior Manager, Retail Media & Digital Innovation

Kind BRIAN DUDZINSKI, Director, E-Commerce With more than seven years of experience, Dudzinski leads the e-commerce sales channel for the company. Through digital storytelling and data-driven decision-making, his efforts have elevated it to a leadership position in the space.   PAMELA THOMPSON, E-Commerce Manager

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WHO’S WHO I N E - CO M M E R C E

E. & J. GALLO WINERY

KATE GRITSCH Manager, E-Commerce Sales Kate Gritsch has been into e-commerce for a long time and does almost all of her shopping online. Professionally, she had the opportunity to join E. & J. Gallo’s growing e-commerce team last year. It’s been a great way to blend her interest in e-commerce with her sales and marketing background.

Q

What initiatives are you pursuing to improve the e-commerce shopping experience? GRITSCH: Wine is a large and often intimidating category to shop for, so our first step was investing in research to better understand consumer behavior and preferences when shopping online. From there, we were able to build the right internal capabilities to work with retailers on suggestions to improve the consumer shopping experience online. With the right digital capabilities in place, online has the potential to be a better shopping experience than in-store. Some examples include: providing multiple ways to shop (varietal, price, winestyle, food pairing, occasion) via navigation and search optimization, category landing pages, brand storytelling and education with robust product content, cross-merchandising, peer ratings and reviews, and personalized recommendations.

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How are you thinking about opportunities for collaboration between retailers and CPG companies? GRITSCH: The E. & J. Gallo Winery is a category adviser to many of our retailers for instore shopping, and we strive to provide that same level of category management advice for online shopping. The foundation for our work is collaboration to better understand our retail customer’s goals and priorities, so we can provide effective sales recommendations to improve the growth of our category. Leveraging shopper insights, we’ve collaborated to improve the online shopping experience & suggest omnichannel shopper solutions.

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What challenges or disruptors remain for e-commerce? GRITSCH: The alcohol beverage category is still very underdeveloped online, which remains a great opportunity for this high margin and high growth category as the business shifts online. One of the largest challenges for alcohol beverages online is awareness. Nearly half of alcohol beverage shoppers aren’t sure if they can legally buy alcohol beverages online where they live. Where online sales are legal, retailers can overcome

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Photo submitted by Kate Gritsch

this challenge by featuring wine prominently on their homepage and in their department navigation. A few broader challenges for e-commerce in the grocery space include availability of online sales data, lack of consistency in product information specs, and the challenging economics of meeting consumer expectations for fast, seamless fulfillment.

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Where do you see e-commerce headed in the next few years? GRITSCH: It’s encouraging to see retailers place more focus and resources against growing the wine category online. Retailers and marketplaces are starting to react to the consumer demand and basket-building

ability of wine. As the landscape and technical capabilities evolve over the next few years, I hope to see wine sales grow as consumers are more aware and able to purchase wine online from their local retailers.

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Why are you personally passionate about e-commerce? GRITSCH: I am passionate about e-commerce because online shopping has become a necessary convenience in my life. In my professional career, I’ve enjoyed collaborating and problem solving to better meet the evolving needs of consumers. I am grateful to work for a company that has invested in this small but rapidly growing part of the business. — Charlie Menchaca

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WHO’S WHO IN E- COMMERCE

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L’Oreal PAT FRANQUELIN, Vice President, E-Commerce ELLEN HAWES, Assistant Vice President, E-Commerce JUSTINE KAZAN, Director, E-Commerce Kazan manages the development and performance of digital shelf tools, playbooks and roadmaps to increase performance and drive sales goals. She has a proven track record in meeting retailer needs and supporting long-term performance across all digital KPI’s. GEOFF MEADE, Assistant Vice President, E-Commerce Strategy and Operations MIKAEL NOLEAU, Director of ECommerce, Amazon ELLEN SUH, Assistant Vice President, E-Commerce

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Mars Petcare AUBREY WILLIAMS, E-Commerce Category Development Manager

Mars Wrigley Confectionery ANDREW CAPRON, Vice President, New Transactions HANNAH MCKEE, Shopper Marketing Manager SONIA SETHI, Global Director, Digital Portfolio Innovation

Masco TANUJA SINGEETHAM, Vice President, Digital Marketing Singeetham leads the digital marketing efforts, which include websites, social media, CRM, promotions, search

and e-commerce initiatives for the Behr Paint Co.

JAMES SEIDL, General Manager, Digital Commerce

Massimo Zanetti

Meijer

RODNEY RICKMAN, Senior Manager, ECommerce Rickman leads the strategy and development of the e-commerce channel. Brands include Chase & Sanborn, Chock full o’Nuts, Hills Bros. Coffee, Hills Bros. Cappuccino, Kauai Coffee, MJB Coffee and Segafredo Coffee.

JUSTIN SESSINK, Director, Digital Shopping & E-Commerce Sessink oversees digital shopping and ecommerce for the retailer. With the rapid pace of growth in the U.S. for online grocery, he is responsible for developing more ways for customers to shop with Meijer. He leads the site merchandising, program development and marketing teams.

Mattel HADI ABRISHAMCHIAN, Director, Digital Customer Marketing Abrishamchian leads a high-performing team delivering brand activation and customer marketing excellence across Amazon, Walmart and Target digital retail channels.

McCormick and Co. BRIAN FREDERICK, Director of Alternative Channels Frederick has more than 17 years of experience driving marketing and sales initiatives. He creates optimized interactions with customers and prospects in the ever-evolving digital environment by leveraging data and user experience. He and his team have been paramount in developing a multichannel digital approach in the company’s integrated digital/e-commerce program. JACKIE LOGAN, E-Commerce Senior Manager Logan leads McCormick’s OmniChannel Center of Excellence, with a mission to continually collaborate with grocery retail partners on cohesive shopper solutions leveraging McCormick’s flavor and digital expertise to improve shoppers’ experiences on retailers’ digital touchpoints.

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Meredith HOLLY OAKES, Customer Marketing Director

MillerCoors SARA WELCH GOUCHER, Director of E-Commerce Goucher currently leads MillerCoors’ U.S. e-commerce business where she and her team are navigating the exciting and challenging world of online beer. Prior to joining the company, she led the marketing team for the Amazon account at Kimberly-Clark. SHELDON KAIL, Director, E-Commerce Solutions Kail leads e-commerce category solutions. He is the architect of the company’s e-commerce category strategy and developed the base set of tools and customer solutions to help retailers grow the size and value of their online beer business. JESSICA OWENS, Chain Sales Manager, E-Commerce

Moet Hennessy USA ISABELA GABALDON, E-Retail Manager, Southeast Region KERRI LACAPRA, E-Retail Manager, Customer & Shopper Marketing – National Accounts LaCapra is at the leading edge of the National Accounts team’s digital commercial strategy, internal literacy and business development. She is ultimately responsible for growing the MHUSA online footprint and visibility, digitally engaging shoppers and growing region sales in this high potential channel. KYLE YEARICK, Vice President, Trade Marketing

Mondelez International ANDREW FELDMAN, Senior E-Commerce Marketing Manager Feldman leads e-commerce search marketing for Mondelez where he oversees paid and organic efforts across all its retail partners. He previously held progressive e-commerce roles at RB and Mars Chocolate. ALISTER GREENWOOD, Head of Global E-Commerce Insights & Analytics Greenwood leads the strategic development of e-commerce analytics to drive business performance, digital insights to develop total business capabilities, and e-commerce shopper research to build a thorough understanding of shopper behavior and the digital path to purchase to enable the company’s brands to win online.

Moen NICK MARPLE, Vice President & General Manager – Digital Commerce, Channel Strategy & Marketing Communications

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WHO’S WHO I N E - CO M M E R C E

SCOTTS MIRACLE-GRO CO.

MATTHEW TAYLOR Director, E-Commerce & Digitally Native Brands When Scotts Miracle-Gro started a new e-commerce business unit almost two years ago, Matthew Taylor took notice. He was immediately interested after hearing department head Patti Ziegler, the chief marketing services and digital officer, share her vision of utilizing the team to create new growth capabilities for the future of the company. The skills he developed from working at online startups earlier in his career along with eight years of traditional brand management at Scotts made moving to the unit a good fit.

emerging digital brands like our Lunarly and Knock Knock subscription businesses. Second, we are tasked with growing our partnerships with e-commerce retailers like Amazon, West Elm and eBay to name a few. Third, we support our core customers – Home Depot, Lowe’s and Walmart – in creating a more seamless omnichannel experience as well as helping them grow their lawn and garden category.

Q

TAYLOR: One of our core focuses is to develop innovation that helps consumers and drives incremental growth for Scotts Miracle-Gro. That includes entering new categories, attracting new consumers or

What are your main job responsibilities?

TAYLOR: My team has three main responsibilities. First we have a digitally native brand team that is responsible for developing and growing

Q

How does your organization promote digital innovation?

RECENT ACHIEVEMENT TAYLOR: One example of our department doing something novel is the launch of our Lunarly brand. Lunarly is a nature-inspired monthly self-care subscription powered by each new moon cycle that has allowed us to serve a completely different consumer base. We developed this new brand in coordination with BuzzFeed and launched it within six months of its concept inception. The business now has more than 70,000 Instagram followers and is beating all of the benchmarks we set out for it one year after launch.

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Photo submitted by Matt Taylor

gaining distribution in new channels.

Q

What digital devices and services do you use most often, and how much of an omnichannel shopper are you?

TAYLOR: I switched over to a Google Pixelbook recently at work and it has been great. Due to the nature of my position, I am rarely ever at my desk. Not having to juggle a tablet, a laptop and a notebook has made being on the go much easier. Also, my family includes three little kids at home and they are now all involved in various sports and activities. Therefore we do most of our shopping online or using in-store pickup due to a lack of time on the weekends. However, I do still enjoy browsing in a store when I have time.

Q

How can all brands take better advantage of the opportunities in e-commerce?

TAYLOR: One of the things that we did when we created our new department was look at the barriers the traditional business model created for us. Then we started to explore all the ways in which we could use e-commerce to remove those barriers for both our company and our category to unlock growth. I think that is a worthwhile exercise for every organization.

Q

Where do you see e-commerce headed in the next few years?

TAYLOR: It feels like many retailers and organizations are playing catch-up right now to get a base e-commerce infrastructure in place. I think that you’ll start to see more retailers and brands focused on creating unique value on their e-commerce platforms so everything does not become so commoditized. Nike is a great example of a brand that does this today, in my opinion. — Charlie Menchaca

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WHO’S WHO IN E- COMMERCE SHEERA HOPKINS, E-Commerce Digital Marketing Hopkins is building digital capabilities and best practices across content, search and other conversion media. She partners with brand and retail customer teams to improve the consumer experience online. KATRINA PLUMMER, Customer Business Lead, Amazon U.S. Plummer is responsible for growing sales of Mondelez brands across all Amazon channels, including Oreo, Ritz, Trident and Sour Patch Kids. Amazon is an important part of Mondelez’s aggressive e-commerce goal: $1 billion in revenues by 2020.

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Nature’s Bounty GABE MATTINGLY, General Manager, ECommerce & Digital With more than 15 years of experience driving ecommerce and digital growth at some of the world’s most recognized brands and retailers, Mattingly heads digital marketing and e-commerce at The Nature’s Bounty Co., a global health and wellness leader.

Nespresso SHANNON STOKES, E-Commerce Manager

Nestle-Purina TONY DIMATTIA, Director, E-Commerce Shopper Marketing NATHAN MARAFIOTI, Vice President, ECommerce Marafioti has spent the past five years working in an e-commerce-focused role and the last 18 months at Nestle-Purina. Knowing how different pieces of a larger organization (such as sales, marketing, media, manufacturing/ supply, shopper marketing, etc.)

work together within a strategic framework has helped him gain alignment as he works to integrate e-commerce into a global manufacturing and marketing organization. JASON VITA, Director of E-Commerce Sales Vita partners and leads the acceleration of e-commerce sales across Purina’s portfolio of brands through a set of national storebased retailers.

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Office Depot JAMIE COLUMBUS, Vice President, E-Commerce

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PepsiCo RUI FRANCISCO, Director, E-Commerce and Digital BAVAN SARVENDRAM, Senior Vice President/General Manager, North America E-Commerce GIBU THOMAS, Senior Vice President, Head of Global E-Commerce Thomas leads global e-commerce for the company as well as commercial digital capabilities. During his tenure, he has built the e-commerce group from scratch with world-class talent from top e-commerce retailers, Silicon Valley/tech companies and from within PepsiCo. Previously, he led the mobile and digital efforts for Walmart globally, crafted the original blueprint for Walmart’s digital transformation, including helping to create WalmartLabs, and growing Walmart’s mobile commerce revenues from zero to $1 billion dollars in roughly three years.

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Prestige Brands

Promotion In Motion

JONATHAN MOY, Senior National Account Manager, E-Commerce Moy has seven years of experience in brand marketing, combined with three years in e-commerce.

KRISTINA MORELLO, Director of E-Commerce See profile on page 25

Procter & Gamble JORDAN DENTON, Head of Shopper Strategy & Insights, P&G Amazon Team Denton uncovers and activates powerful shopper and user experience insights that drive strategy, deliver breakthrough shopping experiences, and optimize initiatives for CPG at the largest ecommerce retailer in the industry. ASHLEY DIAMOND, P&G Walmart Team Associate Director – Omnichannel Business SPENCER KELLY, P&G Target Team Brand Manager – Omnichannel Kelly leads the company’s omnichannel business at Target. He spent the past five years leading P&G’s hair and skin care e-commerce businesses. In 2019, he and his team won the Merkle Digital Bowl for best digital marketing campaign during Super Bowl LIII. BRUCE LUX, Global Digital & ECommerce Marketing Leader KATY MOEGGENBERG, Head of North America Hair eBusiness & Global Marketing Technologists Moeggenberg leads the digital/ecommerce strategies for large brands such as Pantene and Head & Shoulders, in addition to advising on new brand launches. She is responsible for e-commerce sales, website strategy and activation, data and analytics across the digital/e-commerce ecosystem and more. She also leads the Global Marketing Technologist organization of 90-plus technologists embedded in P&G’s brands.

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Raley’s Supermarkets MIKE MOLITOR, Vice President of E-Commerce & Loyalty

RB SAM MARTZ, Global Director, E-Commerce Martz leads cross-category teams to adapt, retool, transform and excel in e-commerce. Focusing on all facets of the organization, he is able to set teams up for long-term, sustainable success with the goal of putting “Health in Your Hands” one click at a time.

Remy Cointreau USA HEATHER BERGSTEIN, Senior Director, E-Commerce Bergstein leads ecommerce strategy and initiatives, focused on driving the e-commerce business across the Remy portfolio of brands, developing channel-specific activation strategies and programs, cultivating retailer relationships and driving innovation through new partnerships, retail channels and e-commerce opportunities.

Reynolds Consumer Products BRANDI PITTS, Vice President, Marketing & E-Commerce Pitts is responsible for the e-commerce vision and growth strategy for the Reynolds Wrap and Hefty brand portfolios. She leads the organization’s online retail strategy, digital marketing, content development and innovation roadmap.

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WHO’S WHO IN E- COMMERCE Robert Bosch Power Tools

SodaStream

SONESH SHAH, Vice President, Marketing and Digital Shah leads the brand marketing and digital organizations at the company. In this role, he drives the transformation of the business into one that is more user-focused and digitally savvy.

OLIVIA ALVAREZ, Senior Director, E-Commerce

Royal Canin ANDRIANA THRO, E-Commerce Director

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Sabra Dipping RYAN SAGHIR, Director of Integrated Marketing Saghir leads the integrated marketing function at the company (a PepsiCo-Strauss joint venture) where he drives omnichannel communications across PR/ influencers, digital and social media as well as experiential to ensure the seamless delivery of the Sabra brand story.

SC Johnson & Son ANDREW FRAILING, Director, Shopper Marketing, North America

Scotts Miracle-Gro MATTHEW TAYLOR, Director, ECommerce & Digitally Native Brands See profile on page 29 ANNE VILLARREAL, Shopper Marketing Manager Villarreal uses an insight-driven approach to a shopper’s path to purchase, in an e-commerce world. Working across multiple retailers, she notes the importance of understanding a retailer’s goals, shopper behavior, and site algorithms before developing e-commerce strategies beyond the basics. She serves on P2PI’s E-Commerce Council.

Spindrift CALVIN LAMMERS, Director of E-Commerce Lammers has spent nine years in ecommerce at Amazon, KIND and bai, helping pave the way for challenger food and beverage brands online. He has since built out and leads e-commerce for Spindrift.

Stonewall Kitchen IAN MARQUIS, E-Commerce Manager Marquis leads the e-commerce team at the company in developing and deploying innovative digital strategy using Salesforce Commerce Cloud, Marketing Cloud and Einstein AI, driving cutting-edge customer experience and data-driven ROI.

Sundial Brands RYAN DAHLSTROM, Senior Director of E-Commerce

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Ubisoft BRENDA PANAGROSSI, Vice President, Platform & Product Management

Unilever BOB BOWMAN, Global E-Commerce Innovation & Strategy Director MICHELLE CRACRAFT, Digital Commerce Lead – Personal Care

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Verizon

Tom’s of Maine MICHAEL LETARTE, Shopper and Customer Marketing Manager

ALLISON HENRY, Strategy & Planning Manager, Optimization & Personalization

Tyson Foods

Vita Coco

KRISTIN KUSNIERZ, Shopper Marketing Manager TIM MADIGAN, Vice President, E-Business Madigan is responsible for driving Tyson Foods’ online sales and share through visionary leadership, operational execution, business strategy development, and collaboration with trading partners and agencies. He is leading Tyson eBusiness through the development of new capabilities and new business models across its retail and foodservice businesses.

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KELLY STOCK, Shopper Marketing Manager Stock oversees shopper marketing for the Kroger customer team. She leverages her expertise spanning 20-plus years in CPG across brand marketing, sales, product development, training, acquisition and her favorite, shopper marketing – understanding shopper behavior throughout the path to purchase and identifying their needs, where they shop and the activity that influences to drive consumption.

JIM MORGAN, Head of E-Commerce Morgan leads ecommerce business and strategy, managing efforts across sales, product, logistics, supply chain, content, visibility and customer experience. He also leads e-commerce for sister brand RUNA, the clean energy drink on Amazon, as well as Ever & Ever, an aluminum-bottled premium enhanced water launching in partnership with Lonely Whale, the non-profit powerhouse that got the world to #stopsucking on plastic straws.

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Wakefern Food STEVE HENIG, Chief Customer Officer

Walgreens SARAH MAHOLM, Senior Manager, Digital Commerce Merchandising Maholm leads e-commerce merchandising, responsible for driving strategic growth across key health & wellness categories and brands. She excels at developing joint business plans with key suppliers and evangelizing omnichannel solutions across the organization. LINDSAY MIKOS, Director, Omnichannel Strategy & Programs

Walmart TOM WARD, Senior Vice President, Digital Operations, Walmart U.S. Ward has responsibility for the retailer’s online grocery pickup and delivery and its e-commerce operations across the 2,400+ live stores. He also leads the teams focused on the online grocery website and supporting applications along with the customer experience and technical roadmaps as well as the company’s automation and autonomous vehicle automation initiatives.

WD 40 AARON BERT, Director of Customer Marketing SHANNON EDWARDS, WD40 Brand Manager

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CROSS-FUNCTIONAL COLLABORATION

GROWING PAINS: THE YEAR IN REVIEW

Benchmarking worldwide success in the consumer goods industry

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By Path to Purchase IQ Staff

It’s probably somewhat ironic that, during a year in which most consumer goods companies were striving to become more “natural and organic” in their corporate practices, few were able to substantially grow revenue without acquiring other businesses. But there has been a decided lack of organic growth among the world’s largest consumer goods manufacturers recently, as dramatically changing consumer tastes have joined with a rapidly expanding (and easily entered) competitive landscape to make it harder for traditional brands to even maintain market share, let alone gain any more. Granted, 73 of the companies on Path to Purchase IQ’s list of the “Top 100 Consumer Goods Companies” for 2019 experienced positive growth in their most recent fiscal year. However, only 15 of them enjoyed doubledigit gains – and to post that level of growth, nearly all needed to undertake significant acquisitions. In truth, a lot of the single-digit gainers on the list were also driven by acquisitions of smaller brands. Such is life these days in the consumer goods world, for which we have been compiling this list of the 100 largest publicly traded companies for the last 17 years (and the first 16 within the pages of Consumer Goods Technology). Last year, we covered activity at the 10 largest companies by revenue – whose success, by the way, also was driven largely through acquisitions. Doing the same this year would have meant covering nine of those companies again (with the only change being Nike replacing Phillip Morris International among the top 10). We therefore decided this year to dive into the 10 companies with the highest year-over-year growth. One unexpected benefit of that decision: Some of these overseas companies might be unknown to a fair number of readers. (Full disclosure: They were for our editors.) And that’s where the need for M&A activity to replace stagnant organic growth is most evident, although another trend seemed to emerge from our coverage as well: Nearly all of these companies are making significant investments in the technology they need to make stronger connections with increasingly elusive and selective consumers – although it likely will take a little longer for those investments to translate into tangible sales growth. (That will be a topic for a future Top 100 review.) We would be remiss, though, if we didn’t make one more point. As proven by Nintendo – which posted the highest growth of any company on the list – you can still drive organic sales growth if you give target consumers exactly what they want: a great product that meets their needs.

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VF Corp. (Growth: 17.3%) With all the changes to the brand portfolio that VF Corp. has made in the last few years, growth at any level would have been impressive. In the first quarter of 2018 alone, the company agreed to acquire athletic and performance-based lifestyle footwear brand Altra and completed the acquisition of performance apparel brand Icebreaker while almost simultaneously selling off the Nautica business to Authentic Brands Group. In the fourth quarter, it reached an agreement to sell the Reef brand to The Rockport Group, and in March 2019 made its biggest (and most newsworthy) move: announcing plans to break into two independent, publicly traded companies by spinning off the jeans business (which includes the Wrangler, Lee and Rock & Republic brands and VF Outlet stores) into the newly named Kontoor Brands. VF Corp. has also been investing in its direct-to-consumer business (opening a new distribution center in Pennsylvania) and other technology transformations through the spring 2018 appointment of Velia Carboni to the new position of chief digital officer. Carboni is tasked with transforming VF Corp.’s digital strategy “in a way that fuels growth and enables our brands to build and foster unrivaled connections with consumers worldwide,” chief executive officer Steve Rendle promised. “Digital at VF will be a powerful business, growth and consumersatisfaction tool,” Carboni added.

Post Holdings (Growth: 19.8%) The legendary cereal company kicked off 2018 by completing its acquisition of Bob Evans Farms, which expanded the portfolio more into shelf-stable side dishes (especially potatoes). Post later integrated the Evans operations with its Michael Foods group to create distinct businesses focused on retail and foodservice; the supply chain, however, remained aligned (under senior vice president Steve Schonhoff), in part to optimize costs by improving manufacturing capabilities. Also notable was a new partnership with private equity firm Thomas H. Lee

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TOP 100 CONSUMER GOODS COMPANIES 2019 CROSS-FUNCTIONAL COLLABORATION RANK

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50

COMPANY

Nestle SA* Procter & Gamble PepsiCo Unilever N.V.* Anheuser-Busch InBev Christian Dior* LVMH Moët Hennessy Louis Vuitton* JBS S.A.* Tyson Foods Nike Inc. Imperial Brands PLC* 3M Co. Coca-Cola Co. L’Oreal* Philip Morris International Danone* British American Tobacco PLC* Kraft Heinz Mondelez International Haier Smart Home Co. Altria Group Heineken Holding N.V.* Adidas AG* WH Group Ltd. Henkel AG* Whirlpool Corp. Japan Tobacco* Fonterra Cooperative Group Asahi Group Holdings* BSH Hausgerate* San Miguel Corp.* Kimberly-Clark Corp. Kirin Holdings* Associated British Foods* General Mills Colgate-Palmolive Co. Kering* Grupo Bimbo* Kao Corp.* Stanley Black & Decker Johnson & Johnson (Consumer) VF Corp. Uni-President Enterprises* Estee Lauder Companies Kellogg Co. Diageo PLC* AB Electrolux* RB* Essity* Compagnie Financiere Richemont SA*

NET REVENUE ($M)

$92,085 $66,832 $64,661 $56,188 $54,619 $51,607 $51,607 $44,587 $40,052 $36,397 $33,641 $32,765 $31,856 $29,687 $29,625 $27,168 $26,993 $26,259 $25,938 $25,755 $25,364 $24,765 $24,153 $22,605 $21,931 $21,037 $20,565 $20,438 $19,677 $19,667 $19,652 $18,486 $17,916 $17,164 $15,740 $15,544 $15,060 $14,765 $13,995 $13,982 $13,853 $13,849 $13,845 $13,683 $13,547 $13,405 $12,821 $12,597 $12,239 $12,100

1-YEAR SALES GROWTH

2.1% 2.7% 1.8% -5.1% -3.2% 7.2% 9.8% 11.3% 4.7% 6.0% 0.9% 3.5% -10.0% 3.5% 3.1% -0.6% 25.2% 0.7% 0.2% 12.2% -0.8% 3.9% 3.3% 1.0% -0.6% -1.0% 3.6% 6.3% 1.7% -3.0% 24.1% 0.8% 3.6% 1.4% 0.8% 0.6% 26.3% 7.8% 1.3% 7.8% 1.8% 17.3% 7.9% 15.7% 5.4% 0.9% 2.8% -0.2% 8.4% 3.1%

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TOP IT EXECUTIVE

Filippo Catalano Javier Polit Jody Davids Jane Moran Felipe Dutra Pietro Beccari Franck Le Moal Rogerio Peres (U.S.) Scott Spradley Skip Potter Phil Cook John Banovetz Barry Simpson Etienne Aubourg Patrick Brunel Erwin Logt Marina Bellini Corrado Azzarita Joher Akolawala Feng Zhao Daniel Cornell Anna Ransley Fumbi Chima Julia Anderson (Smithfield) Joachim Jaeckle Regina Salazar Vassilis Vovos Gerben Otter Akiyoshi Koji Joachim Reichel Ramon S. Ang Maria Henry Noriya Yokota Aslam Osman Don Monk Michael Crowe Pascal Leprovost (Saint Laurent) Ruben Marquez-Villegas Robert Garriott Rhonda Gass Jane Connell Chris Hobson Chih-Hsien Lo Michael Smith Lesley Salmon Manish Gupta J.P. Iversen Seth Cohen Robert Sjostrom Jerome Lambert

TOP MARKETING EXECUTIVE

Patrice Bula Marc Pritchard Jennifer Saenz Aline Santos Pedro Earp Leslie Serrero Ian Rogers Cameron Bruett Noelle O’Mara Dirk-Jan van Hameren Rolf Zingg Paul Acito Francisco Benitez Gretchen Saegh-Fleming Stefano Volpetti Valérie Hernando Presse Kingsley Wheaton Nina Barton Martin Renaud Li Huagang Heather Newman Jonnie Cahill Eric Liedtke Tim Zimmer Pierre Tannoux Brett Dibkey Yves Barbier Elisa Giusti John Romano Christopher Kaeser Menlou Bibonia Alison Lewis Junko Tsuboi Janene Warsap Ivan Pollard John Kooyman Matteo Sessa Vitali Gabino Miguel Gomez Carbajal Andrea DeLeon Allison Nicolaidis Michael Sneed David Crace Chih-Hsien Lo Alexandra Trower Monica McGurk Syl Saller Lars Hygrell Laurent Faracci Svein Ryan Frank Vivier

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TOP 100 CONSUMER GOODS COMPANIES 2019 CROSS-FUNCTIONAL COLLABORATION RANK

51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100

COMPANY

Nipponham Group* Keurig Dr Pepper MolsonCoors Brewing Co. Shiseido Co.* Pernod Ricard* Nintendo Co.* China Mengniu Dairy Co.* PVH Corp. Hormel Foods Coty, Inc. Carlsberg A/S* Saputo Inc.* Campbell Soup Co. Newell Brands Swatch Group SA* BRF - Brasil Foods* GlaxoSmithKline Consumer Healthcare* Beiersdorf AG* Conagra Brands Hershey Co. Dean Foods Co. Constellation Brands Groupe SEB* Thai Beverage Public Co.* J.M. Smucker Co. PT Gudang Garam* Hanesbrands Hermes International* Unicharm Corp.* Bandai Namco Holdings* Post Holdings Ralph Lauren Corp. Clorox Co. Bayer Consumer Health* Tapestry Inc. McCormick & Co. Savencia SA Kewpie Corp.* Avon Products Electronic Arts First Pacific Co. ITC Ltd.* Herbalife Ltd. Sapporo Holdings Ltd.* Arcelik A.S.* Hasbro Inc. Mattel Inc. Husqvarna AB* Church & Dwight Co. Inc. Spectrum Brands Holdings

NET REVENUE ($M)

1-YEAR SALES GROWTH

$11,779 $11,024 $10,770 $10,160 $9,905 $9,797 $9,691 $9,657 $9,546 $9,398 $9,233 $8,766 $8,685 $8,631 $8,535 $8,474 $8,440 $7,972 $7,938 $7,791 $7,755 $7,585 $7,508 $7,496 $7,357 $6,805 $6,804 $6,575 $6,388 $6,295 $6,257 $6,182 $6,124 $6,006 $5,880 $5,409 $5,360 $5,323 $5,248 $5,150 $5,136 $5,048 $4,892 $4,843 $4,665 $4,580 $4,511 $4,244 $4,146 $3,809

5.6% 2.3% -2.1% 8.9% -0.3% 115.8% 14.7% 8.3% 4.1% 22.8% 3.0% 3.4% 10.1% -9.6% 6.1% 3.2% -1.2% 2.5% 1.4% 3.7% -0.5% 3.5% 5.1% 20.9% -0.5% 14.9% 5.1% 7.5% 7.3% 9.4% 19.8% -7.1% 2.5% -7.0% 31.0% 11.9% 0.2% 2.1% -5.7% 6.3% -1.9% -22.0% 10.5% -5.4% 29.1% -12.1% -7.6% 4.3% 9.8% 2.8%

TOP IT EXECUTIVE

Yoshihide Hata John A. Gigerich Darrin Vohs Mitsuru Kameyama Mathieu Lambotte Todd Bruce Jeffrey Lu Minfang Eileen Mahoney Mark Vaupel George Katsouris Mark Dajani Richard Rivard Francisco Fraga Dan Gustafson Calogero Polizzi Adhemar Hirosawa Karenann Terrell Barbara Saunier Mindy Simon Simon Viltz David Bernard Lee Tussing Jean-Michel Andre Pisanu Vichiensanth Bryan Hutson Istata Taswin Siddharta Cindy Miller Axel Dumas Takahisa Takahara Shigeru Yokoyama Joseph Caro Janet Sherlock Jay McNulty Daniel Hartert Michael Braine Diane Levin Ronan Loaëc (Americas) Osamu Chonan Benedetto Conversano Jason Horwath Manuel Pangilinan V.V. Rajasekhar Michael Johnson Masaki Oga C.S. Oguzhan Ozturk Steve Zoltick Sven Gerjets Anders Johansson Kevin Gokey Mark Winger

TOP MARKETING EXECUTIVE

Yoshihide Hata Andrew Springate Michelle St. Jacques Tomoko Yamagishi - Dressler Jonas Tåhlin Nick Chavez Allen Jiang Mike Kelly Steve Venega, Jeff Frank Fiona Hughes Robbie Millar John Fitzpatrick Diego Palmieri Rich Matthews Cristina Savastano Sidney Rogerio Manzaro Amardeep Kahlon Asim Naseer Darren Serrao Mary Beth West Chris Finck Jim Sabia Bernard Dugelay Michael Chye Hin Fah Geoff Tanner Istata Taswin Siddharta Sidney Falken Peter Malachi Tina Lelay Shukuo Ishikawa Roxanne Bernstein Jonathan Bottomley Stacey Grier Eva Yao Josh Heckelman Jill Pratt Mikhail Chapnik Osamu Chonan James Thompson Chris Bruzzo Anastasia Sutadji Shuvadip Banerjee Lisa Reavlin Masaki Oga Zeynep Yalım Uzun Maureen Smith Steve Totzke Per Ericson Britta Bomhard Tim Goff

* Dollar amounts reflect most recent fiscal year, configured by P2PIQ using conversion rates on Sept. 12, 2019 December 2019

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TOP 100 CONSUMER GOODS COMPANIES 2019 Partners that resulted in 8th Avenue Food & Provisions, a separate business for Post’s private-label manufacturing endeavors. As traditional retail channels continue to shift toward e-commerce (especially mobile), Post is working to transform its traditional strategies for supply chain execution, consumer marketing and product development into a new organizational design that will help it “separate the disruptors from the interrupters” and “ideally be disruptors” in the race to commercialize new ideas, according the company’s annual report. In the meantime, it continues to reap benefits from previous acquisitions including MOM Brands and Weetabix.

Thai Beverage Public Co. (Growth: 20.9%) ThaiBev has succeeding by following a strategic roadmap called Vision 2020 that seeks to act on five imperatives: achieve growth by solidifying the company’s position as the largest, most profitable beverage company in Southeast Asia; diversifying revenue streams beyond alcohol and outside of Thailand; streamlining brands into three product groups (spirits, beer and non-alcoholic beverages); extending reach by building on its business processes and supply chain to strengthen existing distribution networks and establish new ones (using third-party distributors when appropriate); and striving for professionalism by developing a diverse and high-performance workforce. The 16-year-old conglomerate (formed through the consolidation of multiple adult-beverage businesses) has taken significant steps toward achieving this vision recently through the acquisitions of Saigon Beer and Grand Royal Group, extending its alcohol beverage interests in Vietnam and Myanmar, respectively. ThaiBev also doubled the scale of its food operations by acquiring the rights to more than 250 units of the KFC restaurant franchise in Thailand. It also has invested in cold chain logistics and distribution capabilities, which it hopes will prepare the company for additional expansion into food.

Coty Inc. (Growth: 22.8%)

manufacturing and logistics, and overall, simplifying our operations,” Pane said. “In parallel, we are investing in our brands and starting to transform our digital capabilities to fuel sustainable growth.” In October, Coty announced a strategic decision to focus on its fragrance, cosmetics and skin care businesses, which has the company exploring “strategic alternatives” for its professional beauty assets. Among consumer-facing tech investments, which are designed to assist the “full turnaround of the new Coty,” are a new skill for Amazon Echo, an augmented reality experience app, and a blended-reality beauty magic mirror powered by physical products. Such efforts have been bolstered by the launch of an internal digital accelerator start-up program. “Partnerships between Coty and emerging companies such as Beamly and Holition … is an indication of how we’d like to bring disruptive new approaches to the market,” said Fred Gerantabee, vice president of digital innovation.

San Miguel Corp. (Growth: 24.1%) Similar to other growth leaders on this list, Philippines-based San Miguel Corp. has been making major investments in growth, expanding manufacturing facilities to address growing product demand while also maximizing supply chain efficiency. The company has plans to build several breweries in strategic regional centers nationwide, as well as a new food plant and feed mills. By investing in greater control of its manufacturing processes, San Miguel hopes to encourage innovation and more sustainable practices for the future. The spirits business had a banner year in 2018, which the company’s annual report attributes to “a strong marketing campaign, improvements to [the] distribution system, better manufacturing efficiencies, and share and volume gains” from key brands. San Miguel also hit some of its sustainability goals in 2018 ahead of schedule as it continues to strategically align future

Although chief executive officer Camillo Pane describes Coty’s substantial growth as “good” and “modest,” the cosmetics company certainly deserves stronger praise for its recent efforts on the technology front. After ending the transitional services agreement it struck after buying 43 beauty brands from Procter & Gamble in 2015, Coty began “building and streamlining back-office processes, upgrading systems, optimizing our

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TOP 100 CONSUMER GOODS COMPANIES 2019 business needs with conscientious social and environmental commitments. After achieving a landmark reduction in water usage, the company launched the next leg of its strategy: addressing solid waste pollution.

British American Tobacco PLC (Growth: 25.2%) UK-based (as you may have guessed) BAT’s growth was set up in the second half of 2017, when the company completed its takeover of rival Reynolds American to create a stronger global tobacco operation with more resources to develop next-generation products (NGP). In the first half of 2018, BAT continued to grow its combustible business while investing in reduced-risk categories like tobacco heating products and vapor and oral alternatives. It also started to drive growth in Reynolds’ NGP portfolio and continued making launch plans to re-energize growth in heating products. The Reynolds merger generated a lot of movement within upper management, too. The company appointed a new CEO (Nicandro Durante) and chief marketing officer (Kingsley Wheaton), and promoted chief information officer Marina Bellini to director of digital and information, charging her with driving company-wide digital transformation to enhance the digital consumer experience. BAT also named Paul Lageweg to director, new categories (reporting to Wheaton to drive growth, innovation, brand building and consumer insights for reduced-risk products). In April 2019, Jack Bowles replaced Durante at the top; controversy over the future of vaping had BAT planning layoffs before the end of the year.

Kering (Growth: 26.3%) “Digital is at the very heart of Kering’s Houses strategies,” is how the luxury “house” purveyor (Gucci, Saint Laurent, Balenciaga, Alexander McQueen, etc.) began a late 2018 press release announcing its digital transformation strategy. The person in charge of that strategy is Gregory Boutte, who at the end of 2017 was named chief client and digital officer to take the lead on e-commerce, CRM, data science and innovation. With e-commerce becoming more and more critical to the business, the company ended an outsourcing venture in late 2018 to instead focus on direct-to-consumer sales from brand websites. Other examples of Kering’s energized digital strategies include

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a suite of apps (in partnership with Apple) designed to improve the in-store shopping experience, a new approach to customer service through various digital tools, pilot projects using data science for personalization, WeChat mini-programs to offer social commerce, and an overall greater emphasis on leveraging the in-house technology and operations team. There’s now also an internal data science team, a Chinabased client and digital team, and a Kering Group Innovation team charged with instilling a culture of innovation while developing disruptive technologies.

Arcelik A.S. (Growth: 29.1%) Based in Turkey, the cosmopolitan Arcelik sells its white goods and household appliances in 145 countries. And the company continues taking steps to expand through other strategic global targets. In India, for example, Arcelik forged a joint venture with Voltas, that company’s largest air conditioning brand (owned by Tata Group). Dubbed “Voltbek,” the partnership has introduced branded products to India’s 1.3 billion consumers. Meanwhile, the company has increased market share in both Europe and the Middle EastNorth Africa regions (its biggest markets). A new operation in United Arab Emirates marked the 32nd country with an Arcelik sales and marketing office. The company prides itself on being a leader in the R&D realm, where it focuses on areas like automation and data, digital transformation, next-generation retailing and voice-command smart television. The Arcelik Retail Academy (for sales training) celebrated its first class of graduates in 2018; the Arcelik R&D Consultancy consists of 12 academicians. The company also launched various educational programs to increase innovation and entrepreneurship, along with a coding training program for the daughters of employees.

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TOP 100 CONSUMER GOODS COMPANIES 2019 Nintendo Co. (Growth: 115.8%)

Tapestry Inc. (Growth: 31.0%) The former Coach, Inc. fell off the Top 100 list in 2018 while acquiring the Kate Spade and Stuart Weitzman businesses, then rebranded the larger company as Tapestry. The two legendary brands boosted overall revenue significantly, although Kate Spade thus far has not been the cash cow among Millennials that it was expecting – although the company later went back to acquire the brand’s operations in Singapore, Malaysia and Australia, as well as Stuart Weitzman’s business in Southern China. In September, board chairman and former Coach executive Jide Zeitlin was named CEO to replace Victor Luis. That move followed soon after the appointments of new CFOs and COOs this summer. Speaking of China, Tapestry just announced a strategic alliance with Alibaba’s Tmall, a major step in the company’s “ChinaNext” digital innovation agenda that will also include physical stores and both DTC and third-party e-commerce sites. Closer to home, environmental and social issues have been a key focus: in 2018, Coach promised to go completely “fur free” by this fall; in 2019, it led a fashion industry-wide “Open to All” initiative to pledge inclusive hiring practices.

How can any company double its yearover-year revenue without making a major acquisition? In the videogame marketplace, you do it by releasing the next wildly popular game platform. For Nintendo, that feat was accomplished in March 2017 with the launch of Nintendo Switch, which launched in March 2017 but sold 15.05 million units during fiscal 2018. Add in the worldwide response to the release of the “Super Mario Odyssey” game, the continued success of Nintendo 3DS hardware and “Pokemon” titles, and a strong digital business, and Nintendo was sitting prettily atop a category that is thriving in general. Nintendo plans to invest further into the growing digital side of the business through the expansion of system infrastructure to support various networking functions of software and services such as Nintendo eShop, the company’s multi-platform digital distribution service. The company also attributes much of its success to R&D activities that have delved into smartdevices, data storage technology, touch panels and sensors, wireless communication, networks and security – all to improve the field of home entertainment, of course. IQ

RULES & GUIDELINES INCLUSION Since the annual revenue of most privately held consumer goods manufacturers is not available, the annual Top 100 list only includes publicly traded companies. Therefore, well-known manufacturers such as Mars Inc., Ferrero Group and Dole Food Co. are absent from the rankings. (Mars, for instance, would be a top 15 company with its roughly $35 billion in annual sales.) It should also be noted that only revenues from the

sale of consumer goods are considered when ranking companies that also have extensive operations in other businesses (such as the pharmacy and medical device operations at Johnson & Johnson).

RANKINGS Because fiscal 2019 has yet to close for many companies, Path to Purchase IQ used fiscal 2018 revenue totals to determine placement on the Top 100 list. All financial information was

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sourced either from Hoover’s Inc. or the company’s own annual report. Revenue for each company is reported in millions of U.S. dollars. If a company’s revenue was reported in a different currency, the amount was calculated using a predetermined neutral exchange rate (Sept. 19, 2019). One-year gains are based on information from one of the aforementioned sources and methods.

MERGERS & ACQUISITIONS In some cases, mergers, acquisitions or spinoffs that took place in the latter half of 2018 or later (Altria’s purchase of a 35% stake in Juul; Constellation Brands’ 38% buy of marijuana marketer Canopy Growth) are not reflected in these sales totals. Deals that occurred in the first half of 2018 or earlier (such as Dr Pepper Snapple Group’s merger with Keurig Green Mountain or Conagra Brands’ purchase of Pinnacle Foods) are reflected in the numbers.

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SPECIAL REPORT

Future Forecast:

Maximizing the Value of Store Data New tools can take the guesswork out of inventory management and demand planning – when the industry is ready In collaboration with:

By Path to Purchase Institute Staff

C

onsumer packaged goods companies still relying on infrequent data updates and time-depleting analytics processes to drive their inventory management and demand planning practices are certainly not alone. But they could be in the very near future. The point-of-sale and inventory data that CPGs obtain from retailer partners has always been important. But it has never been more critical to success than it is today, as the industry bids farewell to the “stack ’em high, watch ’em fly” merchandising mindset of old to address an evolving omnichannel marketplace where “right product, right time, right place” is the new mantra. Historically, the practice of retail forecasting has been a static, largely manual process for sales operations and supply chain management. CPGs created forecasts for predicted orders, in many cases worrying more about the sell-in than the sell-though. They updated these forecasts on a quarterly or, at best, monthly basis, and made all subsequent decisions accordingly. “Ultimately, it’s the end-consumer who matters most,” says Joel Beal, chief executive officer and co-founder of Alloy. “True demand should always be the core driver for wholesale decisions, and it’s not always what you would expect based on sell-in.” Because this process was so time-consuming and slow, most companies only revisited forecasts when it was time to evaluate results at the end of the month or quarter – which, of course, was far too late to allow for any kind of impactful corrections to be made if the original plan wasn’t working. In today’s faster-paced retail environment, where consumers have more options than ever about what products to buy and where (and even how) to buy them, that approach to forecasting and execution is dangerously insufficient. Instead of an isolated, one-time exercise, demand forecasting must now be a process that occurs continually and provides critical, real-time insights for decision-making across the

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organization, like how to balance inventory across partners to avoid out-of-stocks. The necessary tools to do so are already available. The business technology boom of the last decade has delivered effective tools for the collection, storage, dissemination and analysis of high-quality, granular retail data. In particular, machine learning and other forms of artificial intelligence are making it possible to turn demand forecasting into the “exact science” CPGs have always wanted it to be. But just because the data and the tools are readily available doesn’t mean they’re being fully adopted across the industry. The usual obstacles – entrenched legacy systems, inadequate resources, unconvinced or indifferent leadership – are holding back progress in many organizations. And that’s despite pretty consistent dissatisfaction with existing tools among practitioners. In an informal survey conducted this summer by Path to Purchase IQ and Alloy, a group of CPG practitioners almost universally complained about legacy tools that are too slow or too difficult to use (for anyone but professional analysts), or about data that’s either untrustworthy or too dense to turn into actionable insights. The issues are so widespread that only two of the more than two dozen industry professionals polled in the survey expressed satisfaction with the tools and processes they currently use.

No Time for Optimists There are two ways to evaluate that feedback, which points to an industry that has been slow to adopt many of the tools and practices for which practitioners are calling. Optimistic, “glass is half full” types might breathe a sigh of relief, since it suggests that they aren’t too far behind the competition in terms of responding to consumer demand. But the more anxious, “glass is half empty” types might worry that even the small number of technologically advanced rivals in their

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SPECIAL REPORT

Frequency of Retail Data Analysis

Source: Path to Purchase IQ/Alloy

midst are already developing a competitive advantage that will be hard to match if they wait any longer to catch up. And they wouldn’t be wrong. For instance: “Only” 38% of the surveyed CPGs currently have complete visibility into their inventory down to the store level, and only 19% more even get data from the retailer distribution centerlevel. This doesn’t mean, however, that the 22% of companies that are only tracking through their own DCs shouldn’t worry about how far behind they’re falling. Similarly, the fact that less than 15% of surveyed companies are capable of analyzing such data as fill rates, weeks of supply, instock percentage and sell-through on a daily basis doesn’t mean the rest of the industry can comfortably stay inactive much longer: The handful of CPGs already tracking daily sell-through both in brick-and-mortar stores and online channels are getting a much better read on an increasingly volatile marketplace, enabling them to increase efficiency and drive growth (see chart, above). “Greater frequency is better because it drives closer connections, and hence enables better integration across the supply chain that results in better order fill rates, fewer out of stocks and overall

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greater efficiency in inventory management,” Jon Harding, global chief information officer at Conair Corp., recently told Path to Purchase IQ. The problem isn’t just obtaining the data on a timely basis (as discussed later), but also having the systems and processes needed to digest it properly. While just under half of the survey respondents say their company has a centralized resource for “translating” retailer data into their internal nomenclature, a handful of others admit that retailer-specific understanding goes no farther than the account team (at best). Such an inability to accurately align internal and retailer metrics can significantly cloud replenishment and demand planning at the account level – and makes cross-retailer analysis and company-wide best-practice development next to impossible. What’s more, real-time (or even weekly) visibility into sales and inventory data is worthless if the CPG organization isn’t prepared to do anything with the information: Roughly one-third of survey participants still only update their internal forecasts monthly (see chart above). That’s a problem, considering that a 30% error rate when forecasting SKUs 30 days out is the industry-wide average, according to the Institute of Business Forecasting & Planning.

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Frequency of Demand Forecast Updates

Source: Path to Purchase IQ/Alloy

“That’s usually what takes the most time: organizations adjusting to the fact that they have these insights and could do things differently than they have before,” says Alloy’s Joel. “That probably takes 80% of the work.” These results provide another warning for the glass-half-full people out there: A few companies are already conducting updates continuously, rapidly adjusting their plans to meet changing market conditions. Similarly, the majority of companies still manually check for phantom inventory and calculate key metrics like future weeks of supply, in-stock percentage or lost sales on a manual, ad hoc basis – but a few more advanced organizations already get real-time alerts on all four data points. Likewise, most respondents are pinpointing opportunities related to specific locations, SKUs or orders by sifting through prepared reports or directly digging into data themselves; but a few already enjoy the benefit of dynamic dashboards that not only speed up the process but make it far easier to democratize the data across the enterprise.

The Race Is On Nearly all CPGs agree that daily POS data should be considered foundational for maintaining correct inventory levels and gauging promotional success, according to Path to Purchase IQ’s 2019 “Retail & Consumer Goods Analytics Study” (April 2019).

But while more than three-fourths of CPGs (76%) now receive daily POS data from at least two key retailers, according to the study, their ability to analyze and quickly act on the data varies widely across the industry. More than half of the companies surveyed this summer are pulling sell-through data from retailers less than weekly. Yet 15% say they’re getting the data in near real-time, illustrating again that the technology is available for nimble companies with the desire – and the tools – to leverage it. “Today’s fast-moving markets have changed the way we look at demand planning excellence,” said Thomas Fiedler, Procter & Gamble’s director of supply chain planning solutions, while recently discussing changes to the CPG giant’s tech stack. “The use of new tools to automate and streamline processes is at the core of our digital supply chain initiatives.” Adopting new tools wouldn’t just improve forecasting directly by enhancing a company’s analytics capabilities, it also would free up teams currently neck-deep in spreadsheets to spend their time on more productive, more strategic endeavors.  Practitioners say they would love to devote more time to strategic planning around the supply chain, key accounts, new product launches and other marketing activity, new channel development, or more frequent store visits – all of which ultimately would strengthen partner relationships and insights into consumers (see chart below). “Ferrero is constantly looking at innovative ways to meet consumer demand,” said Glenn Lawse, vice president of supply chain at Ferrero USA, which this fall began implementing a supply chain solution from Alloy in an effort to improve store-level out-of-stock and phantom inventory predictions, reduce overstocks and improve retailer relationships through a deeper understanding of demand drivers. Ideally, daily sell-through data at the store/SKU-level should be driving decision-making in many areas of the business, which makes it critical for CPGs to invest the time and effort needed to collect and make use of it. Doing so might require companies to modernize some of their existing practices, but the effort should definitely prove to be worthwhile.  In the current retail climate, it might be the only way to fill up the rest of the glass. IQ

Alternative Activities for Internal Teams

ABOUT ALLOY

Alloy readies consumer brands to capture demand and streamline supply by breaking down data silos across sales, marketing, and supply chain. The company’s platform enables manufacturers to continuously monitor omnichannel demand to evaluate performance and improve forecasting, and connects those insights with end-to-end supply chain visibility to proactively address inventory risks and opportunities. Source: Path to Purchase IQ/Alloy

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SUPPLY CHAIN REPORT 2019

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TO ‘EACH’ HIS OWN Product manufacturers are rebuilding supply chains to meet the needs of omnichannel commerce BY DA N O C H WAT

For decades, consumer goods companies have exacted and excelled at manufacturing and moving mass quantities of products through retail stores for sale to consumers across the country. But as brands continually evolve in an age of omnichannel commerce – meeting consumers in the store, at the curb, in their mobile phone messenger or at their doorstep – organizations are making key adjustments to their supply chains. As Greg Buzek, president of IHL, a retail technology analyst, says, “retail is very, very good at moving cases; it’s not very good at moving eaches.” The latter, of course, refers to e-commerce fulfillment, whether shipping a single order to a store for pickup, to the home or elsewhere. Brands face a new challenge of using the actual store as a fulfillment house, building “dark” stores solely for online fulfillment, or constructing new warehouses that manage both traditional retail cases and single orders. For example, two years ago, Conair Corp. opened an 800,000-square-foot distribution center in Glendale, Arizona, to manage direct-to-consumer orders and online orders through retail partners. The state-of-the-art, omnichannel fulfillment house is adjacent to two traditional fulfillment centers handling “old-fashioned” pallets. Path to Purchase IQ’s sixth annual Supply Chain Report looks at the steps consumer goods companies are taking to build a supply chain process for an omnichannel era, focusing on four key areas: demand planning, fulfillment, manufacturing, and last-mile/direct-to-consumer delivery.

Sponsored by

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SUPPLY CHAIN REPORT 2019

Demand Planning

Technology is making it easier to better predict consumer behavior Traditionally, consumer goods companies have leaned on a product’s sales history to drive decisions around demand planning. It’s more reactionary, examining sales data, shipments, orders and market data. Today, technologies such as artificial intelligence provide manufacturers with better insights into a customer’s overall shopping behavior that not only look backward but forward, providing brands with analytics that can predict a customer’s future behavior. Getting smarter about demand planning by better understanding the omnichannel consumer leads not only to higher sales but greater profits: less inventory failing at the shelf and getting shipped back to the brand. Neil Ackerman, head of advanced technologies, global supply chain, Middle East and Africa, at Johnson & Johnson, says technology and predictive analytics enable “demand-driven planning capabilities that deliver increased efficiencies, lower inventory costs and, more importantly, higher customer satisfaction levels.” Jon Harding, global chief information officer at Conair Corp., agrees that new business intelligence enables the company to have a better response to demand in as timely a manner as possible, and is also driving a digital transformation around supply chain planning. Conair looks at real-time availability of inventory levels along with social media analytics to predict buying trends, and layers in retailer point-of-sale data, market research and sales history to build out smarter demand planning. IBM recently launched a new supply chain suite that uses

Watson AI and blockchain technologies to integrate into a brand’s or retailer’s system. It’s an open platform with hybrid-cloud support that doesn’t necessarily do the demand planning for a brand partner but carries and generates the demand signals. The company estimates the digital supply chain transformation market to be about $50 billion. Sudhir Balebail, director of offering management, IBM Sterling Order Management, says manufacturers and retailers are becoming better at working together these days, being flexible around contracts and how they interact with their customers. “There is a phrase we use: a demand chain makes a supply chain,” Balebail says. “We always kind of looked at the supply chain as being inflexible and always being stoic. Things don’t change. But demand is always fickle, and the customers change their minds the most – where to place the order, when to place the order, and so on.” Brands are better today at making e-commerce and demand generation channels collaborate well with fulfillment channels and warehouses, as well as managing profit sharing across groups, he says. Manufacturers have come a long way from the days of thinking an online order for store pickup is a competing demand, he says. Technology aside, Buzek of IHL feels demand planning hasn’t changed much. Brands have been forecasting based on shopper demographics, creating store clusters and making decisions in advance, for some time. They’re planning where merchandising should go to what stores in what regions, hoping items will be sold through that store, and if not, hopefully through e-commerce via the local community. But as they adjust to omnichannel commerce, brands will shift toward focusing on improving through predictive analytics, not just relying on sales history. But Balebail laughs at the idea that

REI, which was declining shopper orders way too frequently, applied IBM Watson technology to optimize its inventory process and gain that money back.

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SUPPLY CHAIN REPORT 2019

Conair opened a distribution center in Glendale, Arizona, to manage direct-to-consumer orders and online orders through retail partners. It is adjacent to two traditional fulfillment centers handling “old-fashioned” pallets.

consumers are in control of demand today, as opposed to the heyday of brands driving demand for their products. “It’s not really that the customers are in charge,” he says. “I think the vendors have become smart enough to give the illusion to the customers that they’re in charge.” Technology is bringing intelligence to commerce platforms so that, if a consumer is wavering about buying a product online, the systems know how long they’re lingering, what they’ve put in a cart or put back, and can then send off messaging to complete that purchase – such as adding in free shipping to help them make up their minds. A system like IBM’s supply chain suite and other platforms leveraging AI, Internet of Things, location-based positioning and weather monitoring are informing the modern supply chain, and Balebail says the key to making it work is the open collaboration between brands, retailers, suppliers and customers.

Fulfillment

Automation drives efficiency in the warehouse; RFID across the supply chain Whereas technology is aiding brands with forecasting, tools such as machine learning and robotics are helping to transform the warehouse. By the year 2023, more than one-third of operational warehouse workers will be “supplemented, not replaced, by collaborative robots,” according to research from Gartner Inc. Buzek expects to see robotics grow as well. Although naysayers often push back on the idea because they think it will replace jobs, that’s generally not true, he says. “The job [just] goes to a higher level of thinking.” Rather than requiring an employee to repeatedly lift a heavy object or move a pallet out of a bin from one side of the

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warehouse to the other, deploying robots makes a lot of sense, Buzek says. And it’s just one part of the advancements happening around fulfillment today. “There’s massive transformation and optimization going on right now,” he says. RFID (radio frequency identification), for one, is driving more accuracy within the supply chain for the companies already using it. GS1 US partnered with Avery Dennison and its RFID technology to study a small apparel company in Clemson, South Carolina, called Southern Fried Cotton. The company had been experiencing a lot of chargebacks from retailers because of inaccurate orders. But after testing the RFID technology, it enjoyed a near 99% reduction in chargebacks. The company had been working with paper-based records that caused mistakes in order accuracy, too, but after switching to the RFID tags, Southern Fried Cotton now registers a mark of 99.5% accuracy for all orders. GS1 US is a member of GS1 Global, the not-for-profit standards organization that works with retailers to drive industry-wide supply chain standards, such as the standards developed for the use of the bar code (which just celebrated its 45th anniversary, by the way) and RFID tags. Susan Pichoff, senior director of industry engagement, retail apparel and general merchandise, at GS1 US, says RFID tagging enables a brand to immediately identify a specific product and know what’s going on with it. Therefore, she says, it’s ideal for clickand-collect. If an item is on the wrong shelf, it can be found much more easily to expedite click-and-collect or e-commerce fulfillment. The organization ran a study with Auburn University measuring 1 million items from five retailers and eight brands that found that, without RFID to tag and track items, nearly 70% of orders shipped and received from brands to retailers contained some data errors – either in picking, shipping or receiving – that resulted in inventory inaccuracies and chargebacks. Buzek says BOPIS (buy online pick up in-store) is a larger growth area than a traditional e-commerce purchase for delivery from a warehouse. “That is growing at a rate close to 50%, whereas overall pure-play e-commerce is growing about 10%-12%, depending on the market.” The problem, however, is that retailers need clean data and accurate inventory, which is where technologies like RFID and machine learning/automation come into play. Current store-level data is too inaccurate without it, Buzek suggests. For instance, a consumer searching for a product online to buy in-store who’s told that there are five or fewer items at that store might ultimately find none when she arrives, he says. Fulfillment these days is about fine-tuning stock-outs in an omnichannel environment, Ackerman says. “The line between stores and warehouses when it comes to e-commerce is slowly breaking down.” Consider that one e-commerce order could involve five items with deliveries from five different locations that need to be delivered as quickly as possible, Ackerman says. “This requires us to think differently about how we leverage data and ultimately

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manage inventory differently.” For manufacturers, this partly goes back to demand planning and deciding: what inventory needs to be in which location for a retailer’s online orders; where the traditional brick-and-mortar pallets need to be housed; and what to do about direct-toconsumer orders. “The online channels of our retail partners frequently want up-to-the-minute inventory availability for our products so they can accurately report available stock on their e-commerce sites,” says Harding. Conair made a significant investment in its new omnichannel distribution center to tackle some of these inventory challenges. “It has enabled us to support our retail partners with the necessary ‘last mile’ delivery capabilities for their online consumers, as well as enable us to start our own direct-to-consumer e-commerce [business],” Harding says. Rick Bingle, senior vice president of supply chain at retailer REI, spoke about his company’s challenges during an IBM Think event earlier this year. He pointed out that, when moving toward an omnichannel strategy, looking at inventory in stores and distribution centers and how that affects the customer experience, REI learned that the company was declining shopper orders way too frequently. “We calculated that we were saying ‘No’ 800,000 times every year, because we weren’t accessing the inventory in the store,” he said during the presentation. That cost REI an estimated $100 million in sales. In response, the retailer has applied IBM Watson technology to optimize its inventory process and gain that money back. Buzek says he’s seeing major trends around the ways in which brands are fulfilling e-commerce orders, with many moving to dedicated fulfillment centers that are closer to being customer centers, as well as by opening dark stores to handle eaches. One specific job to tackle within the dark store strategy is called “chaos binning,” through which a company can improve pick times by up

to 40%. The idea is that a traditional warehouse is designed to stack cases – the “stack ’em high, watch ’em fly” mentality of old. But when fulfilling eaches, it’s more efficient to have product arranged in very specific bins. For example, a hockey equipment company will have all size 7 helmets in one bin, so when the order comes in, there’s only one bin to choose from. As large brick-and-mortar footprints continue to downsize, IBM’s Balebail sees an opportunity for retailers to reformat those stores into hybrid distribution centers that can sell product in one area but use other space as a mini-warehouse. “Why open a new warehouse? Why don’t I use the stores to do fulfillment,” he asks. And within that warehouse, machine learning, robots for improved picking, drones, autonomous vehicles and other tools will continue to transform the operation. A 2018 Gartner study addressing the future of supply chain operations forecasts that, by 2023, half of large global companies expect to be using AI, advanced analytics and IoT in their supply chain operations. In addition, 20% of warehouse transactions will be processed by augmented reality or conversational voice technology. Buzek believes that adoption of voice-picking technology is already moving ahead, replacing the tried and true scanner gun. Employees are assigned a task over a headset in their native language, then respond in their native language when tasks are completed. Everything else is voice-activated as well, with no scanning of bar codes or tags needed. Conair uses the technology in its DCs. Automation and advanced technologies also bring more data, an issue brands do need to address. “We need analytical people who can interpret and [turn the] data into actionable information,” Harding says. “I believe the role of IT is to be a catalyst in bringing solutions and explaining what is possible to teams in other functions to develop, implement and use these solutions to drive business improvement.”

Nike is working with Foot Locker and its own stores to give online consumers a full view of stock availability over e-commerce, including locations that traditionally aren’t visible online such as outlet stores.

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SUPPLY CHAIN REPORT 2019

The Last Mile

Manufacturers are finding unique ways to deliver product anywhere IBM’s Balebail thinks last-mile delivery is a skill that all brands must sharpen to compete, to become so in tune with consumers that they can deliver directly to their homes, to the next hotel they’ll be staying at, or anywhere else they might want the delivery. One brand to watch is Nike, which is working with Foot Locker and its own stores to give online consumers a full view of stock availability over e-commerce, including locations that traditionally aren’t visible online such as outlet stores. “The power that Nike has put in … really made sure that their product – in any form, wherever it is – is visible and available to the customer,” he says. “I think that’s going to be the template for a lot of consumer companies as they get into this model of distribution.” Harding says the big question Conair’s been answering on its digital transformation journey since 2016 is, “How do we meet these last-mile delivery expectations?” From a direct-to-consumer capability standpoint, the company is focusing on products less likely to be available through traditional retail stores, such as spare parts for countertop kitchen appliances. And it’s leveraging DTC as an initial launch platform for some of its more innovative new products. “Our vision of last-mile delivery is ultimately to provide our products to consumers when and where they want to receive them, in response to online orders placed on either our retail partner sites or our own direct-to-consumer sites,” he says. “We aim to provide the best possible customer experience, wherever initiated, via our drop-ship to consumer capabilities out of our omnichannel fulfillment centers.” Of course, Conair isn’t abandoning its traditional retail customer, just building out an omnichannel strategy that meets the needs of all customers. The new omnichannel distribution center is a prime example. “It was a big investment,” Harding says. “I think it’s a critical success factor on the journey for us to be able to survive in this digital world. If you can’t do the last mile fulfillment, then you have to rely on third-party fulfillment houses. You’re outsourcing a key function, and it’s not wrong, it’s a different strategy.” Last mile delivery is a high priority for Johnson & Johnson, too, given the company’s commitment to providing better health remedies globally. “Last mile delivery is vital in instances where we’re delivering critical, cold-chain medications to developing countries,” says Ackerman. DTC purchases “will definitely continue to increase over the next few years,” he suggests, and could involve drones delivering products where possible, bikes in crowded cities handling deliveries, or the use of autonomous vehicles. “Being built for omnichannel commerce and the last mile are essential for success in today’s market,” Ackerman says, advising

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brands and retailers to consider getting real-time tracking and visibility and making sure consumers are informed from end to end. “The next frontier will be aggregating all the last-mile delivery offers at a single point,” he continues. “This will ensure the best carrier wins for each individual shipment and consumers and customers then gain the best experience possible. New startups focused on this aggregation will have the edge to influence logistics long-term.”

Manufacturing

Customization is having an impact on product runs, too E-commerce is impacting the supply chain all the way back to the manufacturing process, as the efficiencies around mass production of flagship SKUs must now be combined with customized items and smaller runs that reflect changes in consumer buying behavior. Companies these days might find that producing a small run of an innovative flavor and selling it direct online is more efficient than shipping it out to every store. In some cases, brands might even find it more efficient to manufacture purely on demand. But whatever strategy a brand takes with manufacturing, its success will depend on data, information that can be used to truly optimize orders and fulfillment. “It really comes down to understanding our customer needs and enabling on-demand, personalized, accessible products, services and experiences,” Ackerman says. J&J has run numerous pilots to test practices for different business units and specific markets, he says. This includes testing 3-D printing to enable manufacturing smaller quantities. The company just opened a new manufacturing facility in Cork, Ireland, to increase capacity and expand its ability to pursue innovation. GS1 US emphasizes the importance of brands to be as transparent as possible and having all product data visible to consumers. “We always talk about complete and accurate data being the most important thing,” says Pichoff. IBM’s Balebail says brands do a great job of introducing new products into specific geographic locations and they do a great job of pulling products that aren’t selling well in places. Manufacturing in the omnichannel era is about being smart with product assortment, he says. REI is guided by sustainability, so as a principle won’t ship products made in California to a store in Boston because of the carbon footprint that would generate. But the company can input those types of fulfillment decisions into its automated platform, Balebail says. It’s just another way in which getting smarter about the supply chain – from manufacturing and demand planning through lastmile fulfillment – has become the new battlefield for consumer goods companies, Buzek says. IQ

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Activation Gallery

Store Events Many brands work with retailers on in-store (or outside-the-store) events that engage shoppers and typically encourage trial of their products. These events can vary in scale, both in terms of impact on site as well as the number of locations where the activity occurs. Here, Path to Purchase IQ’s editors present some recent activations that caught their attention. Many more store event activations are showcased on the Path to Purchase Institute’s member website, P2PI.org.

In June, Albertsons Cos.’ JewelOsco held a f.a.b (food and beverage) women event at four Chicagoland stores to celebrate female entrepreneurs and women-owned businesses. One location in Westmont, Illinois, hosted two onehour panel discussions with four women each; more than 20 sampling stations all by women-owned or women-led brands including Pirro’s all natural sauce, Treefree Green paper, Sweet Loren’s cookie dough, and the Wine Co.’s Cupcake wine; a raffle and live music. Some stations also doled out manufacturer coupons to help drive purchases.

Mattel’s Barbie and Hot Wheels have been staging major retailtainment events in Walmart’s parking lots. As part of a global campaign celebrating its 50th anniversary, Barbie’s “Be Anything” tour hit more than 30 total markets from March through October 2019 with activations including arts and crafts, a life-size Barbie doll box for photo opportunities, a dress-up area, the latest dolls and playsets available for play, and live appearances by local role models. Hot Wheels’ “Legends Tour” traveling car show has hit Walmart parking lots for the last two summers.

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Activation Gallery

As part of efforts to elevate the launch of its Special Delivery diapers at key retail partner Target, Kimberly-Clark’s Huggies tapped Geometry to stage two experiential events in the retailer’s home market. Leveraging the insight that beautiful photography of children is important to new parents, especially Millennials, the events appealed to the target consumer by providing professional family photography services at no charge via a “mobile portrait studio.”

Albertsons Cos.’ Jewel-Osco leveraged October’s designation as “Italian Heritage Month” to stage interactive “Festa Italiana” (Italian Party) events at four Chicagoland stores. The event starred a professional chef who conducts live cooking demonstrations at a main sampling station. The events also had more than 20 tasting stations that include sampling “authentic” Italian foods and wines (including Salov North America’s Felippo Berio olive oil), giveaways, raffles, live music and exclusive same-day savings.

Johnsonville sent its Big Taste Grill semi-truck on a 10-store Walmart tour across North Texas and Arkansas as part of its patriotic 2019 “Summer of Sausage” campaign. The truck also participated in the annual barbeque battle that Ahold Delhaize’s Giant sponsors in Washington, D.C., and did a mini-tour of five H-E-B stores and the corporate headquarters. The events raised money for various charities.

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Walmart collaborated with the DreamWorks Animation film studio to provide an immersive VR experience tied to the Feb. 22 theatrical release of “How to Train Your Dragon: The Hidden World.” The parking lot tour visited sixteen locations from Feb. 15 to April 9, 2019. Participants suited up in headsets and sat in specialized Positron motion VR chairs to take a five-minute journey through the world of the film with immersive real-world sound, motion and sensory cues.

For back-to-school season, Kellogg teamed with Sam’s Club to host in-store literary events comprising decked out table displays promoting the manufacturer’s annual “Feeding Reading” promotion. A store in Champaign, Illinois, stocked Pop-Tart SKUs next to a large cardboard cutout standee of a children’s book character. A Sam’s Club in McKinney, Texas, welcomed book characters and Kellogg mascots like Tony the Tiger to their event, doling out samples of Kellogg’s Rice Krispies Treats, posing for photos and holding a reading hour.

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Walmart and the World Food Championships brought their #OnTheRoadToDallas food sampling tour to Streamwood, Illinois, on June 27, one of the various stops around the country. Champion chefs Ann Reece Jones and Craig Baker set up shop inside a mobile kitchen in the parking lot outside of a Walmart store. Walmart promoted the event onsite via signage on bollards at the store entrance.

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Technology Innovation

P2P Toolkit

A roundup of technology-driven tools that drive consumer understanding, engagement and conversion on every step of the path to purchase.

After previously limiting them to 10 seconds, Snapchat has extended video times to 190 seconds, giving brands advertising on the platform significantly more time to engage with a viewer. Of course, viewers still have an option to skip an ad. There is another option for a nonskippable, six-second video ad. Another new video feature from the company is the inclusion of a 15-second video view goal within its “goal-based bidding” model. The model enables a brand to optimize a video toward a specific goal such as bidding an ad to get a certain amount of impressions, for example, or in this case to get to a 15-second view of an ad.

The Hershey Co. developed an interactive Halloween event with Facebook Live around its Reese’s peanut butter cups candy. Actor Neil Patrick Harris hosted the unique program, which began in early October with fans going to Facebook to vote on what types of tricks and haunts should be added to a scary house that only a few lucky fans were allowed to enter on Oct. 24. The Facebook Live poll asked things such as: Should the house have clowns or snakes? The votes controlled the scare to be included. In the end, 32 specially selected participants were granted permission to enter the house, and their experience was streamed on Facebook Live. Viewers also had a chance to participate, voting this time on what path a person should take inside the house. Harris hosted the live event and helped promote it through his Facebook and Instagram channels.

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 danochwat@gmail.com.

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GfK and BrandTotal have set their sights on tracking social media campaigns, including targeted campaigns that are invisible to the general public – called “dark marketing.” GfK brings its consumer insights work into BrandTotal’s digital intelligence and measuring tools, powered by AI, to analyze campaigns across the digital and social spheres. As an example, the two looked at Android gamers over a week in August, revealing that nine out of 10 ads served to the segment over Facebook, YouTube and Instagram were dark ads. Nearly 900 unique brands targeted the Android phone gamers over that time. The gist of the partnership is to offer clients an answer to whether or not their social campaigns are reaching the targeted segment of consumers.

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Joining Google’s Project Wing, UPS Flight Forward Inc., a subsidiary of UPS, has earned the U.S. government’s certification to operate a drone airline. The first step for UPS is to focus on drone support for hospitals nationwide, delivering solutions for healthcare needs. The Federal Aviation Administration awarded UPS Flight Forward the official certification in October, and the company immediately used its M2 quadcopter for a delivery to WakeMed’s hospital in Raleigh, North Carolina. The delivery was said to be the first regulated drone delivery. UPS has been working with drone company Matternet for healthcare delivery previously, so it will continue in the medical space now but will look outside the industry in the future, including transporting special commodities and other regulated goods, according to a news release.

Stored Value Solutions (SVS), a gift card provider, has integrated its SVS Mobile Wallets Services into The Coffee Bean & Tea Leaf’s mobile app so shoppers can load their gift cards into the app. The Coffee Bean & Tea Leaf is a roaster and retailer with more than 1,200 locations. The service eliminates carrying physical gift cards around and puts physical and digital gift cards in one place in the phone’s wallet feature. Users can buy gift cards via the app, too, and because the gift card is synced into the app, loyalty points are automatically accrued with purchases made through gift cards. SVS also delivers notifications to mobile users regarding purchases, remaining balances and promotions.

Starting with select stores in Connecticut, Massachusetts, New Hampshire and Rhode Island (with New York and New Jersey on the way), a new app and service called Brilliant Move aims to give brick-and-mortar stores a new option for home deliveries of items bought in-store. Consumers buying in the store use the app to schedule their own delivery from the retailer, giving them more control over when it will be delivered. It eases the delivery operation and logistics a retailer needs to control. Current retailers signed up to work with Brilliant Move include Marshalls, TJ Max, Home Goods, Sierra Trading Post, Bob’s Discount Furniture and HomeSense.

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P2P Toolkit

Leaning on the location-based intelligence of PlaceIQ and purchase data from IRI, olive oil brand Filippo Berio announced results from a targeted, digital ad campaign. The ads were served to Walmart visitors near Walmart stores that carry the product, and the overall lift was four times higher compared to a control group. Response marketing agency Media Horizons and behavioral science firm Colangelo also worked on the campaign, which looked to get Filippo Berio in front of “foodie” consumers looking for a healthy oil to cook with. It delivered educational content and vibrant visuals. PlaceIQ’s location platform processes pertinent data points along a consumer’s shopper journey – such as income ranges, store visits, lifestyle information – from more than 200 million anonymous devices, helping to identify shoppers to target. PlaceIQ also just recently announced a partnership with IRI and its loyalty card and POS data that will help PlaceIQ develop a consumer behavior model using location data that identifies anonymous foot-traffic data.

For its staple Kraft Singles American cheese slices, Kraft Heinz partnered with TPG Rewards by leveraging the solution provider’s mobile tap technology to power an on-pack “Find the Golden Single” digital game at Walmart that awarded consumers a $50 Walmart online gift card. Singles packages carry a smart label that mobile phones equipped with NFC technology scan to unlock the content. If the package is scanned but not yet open, the shopper receives information about the game and a recipe. If the package has been opened, the consumer unlocks a digital scratch-and-win scenario. The campaign launched in September. The NFC-based intelligent packaging also gives brands capabilities to signal if a package has been tampered with.

Attempting to make programmatic advertising more transparent, MediaMath unveiled a new digital media-buying product called Source that uses artificial intelligence to ensure brands are getting authentic impressions from digital ads and purer results of who the person is that engaged with the content. The product is a result of working with the Rubicon Project, an advertising exchange that wants to clean up and make the programmatic supply chain more transparent, as well as its advertising customers and a few news publishers including Business Insider, News Corp. and IBM’s Weather Company. Source by MediaMath works for desktop, mobile and programmatic TV ads.

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NEW Horizons

What Gen Z Means for Our Workplace This generation differs from previous ones, and we can learn a thing or two from them 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 nearly 13,000 in 22 regional groups in the United States and Canada. Learn more at newonline.org.

A whole new generation has arrived and is entering the workforce. Let’s get to know Gen Z: By the numbers, they make up 23.4% of the U.S. population and a third of the world population. It’s undeniable that they’re going to make a huge impact on the world, the economy and the workplace. Anticipating this, the Network of Executive Women, in collaboration with Deloitte, recently released its “Generation Z Report.” Based on data from more than 1,500 Gen Z respondents, the report separates the myths about Gen Zers from the facts and takes a deep dive into how members of this generation will impact our workplaces.

WHAT DO WE KNOW ABOUT GEN Z? Most of us aren’t total strangers to this rising generation. Many of us have – or until recently had – Gen Zers in our homes. In fact, my own children are Gen Zers, and that’s one of the reasons I’ve found this generation so fascinating. The world they know is vastly different from the one that I came up in.

They grew up totally immersed in technology, they watched their parents struggle financially during the most devasting points of the 2008 recession, and as they’ve grown, they’ve been cognizant of the rising cost of living and higher education. What I love about the findings presented in our report is that they give a threedimensional and nuanced look at who Gen Zers are and how they think about the world of work. Here are some of the key findings, in a nutshell: • Gen Zers don’t want to be put into a box. One key difference between Gen Zers and past generations is that while they’re willing to sacrifice some level of personal fulfillment for financial stability, they aren’t interested in a job that puts them into a box. They want to expand their skills and actively seek opportunities to do so.  • Gen Zers are diverse, and they care about diversity. Gen Zers are the most ethnically and racially diverse generation in history, but they’re also diverse in their sexual orientation and gender identity and expression. They prioritize diversity and look at it as more than just a box to be checked and expect diversity in marketing, and business, as well.

Gen Zers want to lend their skills to companies that will offer them flexibility and the chance to act entrepreneurially. December 2019

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• Gen Zers care about education. Gen Zers consider a traditional four-year college education highly important and are quickly becoming the most educated generation (and indebted) generation in history. One of the most interesting findings, to me, is that Gen Zers are the generation most likely to demand a shift in the power dynamic between employees and employers. The report predicts that shrinking talent pools, combined with the need for next generation skills, will put incoming employees into a position to ask for the things they want out of the workplace. Gen Zers don’t want to start their own businesses or work from home like the Millennials who preceded them. What they do want is to lend their skills to companies that will offer them flexibility and the chance to act entrepreneurially in personalized, rather than cookiecutter, roles. These young people are attracted to opportunities that will keep them interested while allowing them to continue developing their skills. Many Gen Zers look to technology as an industry where they can attain these things. Out of the 1,500 surveyed, 51% of respondents ranked tech as a top industry to work in. Interestingly, only 34% of Gen Z females seek tech roles, compared to 73% of Gen Z males. This will certainly have implications for tech companies aiming to bolster diversity among their ranks. Organizations who want to attract young talent are going to need to change their approaches to hiring, developing and retaining their workforce. They’ll also need to focus on creating diverse and inclusive workplaces, and consider their reputation with Gen Zers before they try to attract them. They may even need to create latticed career paths with multiple work formats or introduce internal marketplaces to match projects to needed skill sets. This sounds like drastic change, and if you know me, you also know that I’m not afraid of change. Businesses should be prepared to make changes to create workplaces that attract all kinds of employees and keep them happy, too. IQ

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Shopping with Steve

Walmart Steve Says:

As I travel the country in my RV, I have the privilege of visiting scores of Walmart stores. I think I can safely say that the Walmart retail experience is one of the most underrated in the industry. There is a Walmart about every 50 miles along the interstate system, and these stores dominate the retail scene in mid-size and small towns across the U.S. (Side note: Dollar General dominates the state highway system with a store every 10 or so miles.) Walmart stores are big, beautiful and well-maintained with excellent prices. At a suburban Chicago store on a recent weekend, the crowded parking lot and the traffic inside the store were stunning.

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 sfrenda@ensembleiq.com

The commitment to the perimeter fresh departments has been impressive. Whether Deli, Bakery or Produce, the areas are well-stocked and well-maintained with great signage. In Produce, there is an obvious effort to identify locally sourced items and organic. The Fresh Meat, Frozen and Dairy departments are equally well-stocked and maintained.

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Remember 10 years ago when Walmart embarked on an initiative called “Project Impact” – or as many of us termed it: “Inaction Alley.” The main aisles had no displays. While that effort was wellintentioned, the shopping experience was void of excitement and the opportunity for impulse purchases. We have come full circle today. The “Action Alley” effort is welldeveloped and going strong. One of the lead players as a Walmart partner is Procter & Gamble, shown here with full pallets of his and hers Christmas gift items.

Walmart brand partnerships extend beyond the typical grocery and HBC relationships into the small kitchen appliances section of the store. In addition to SodaStream, there were strong presentations with Keurig and others. The signage indicates that Walmart is a CO2 cartridge exchange location.

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Walmart is bridging the physical and digital experience, improving them for shoppers and Walmart associates as well. In my visits, I’m often not familiar with the store layout. This screenshot of my Walmart app gives me the location of hair curlers – Aisle B26 – in a specific store. I’ve tested this app more than 100 times, and it has failed me only once. The app also lets store associates provide instant directions to shoppers.

The electronics department continues to become more and more stunning. In addition to this Bose display, there were 15 equally impressive branded permanent display fixtures for other electronics, cameras, electronic games, smartwatches, etc. And I did an Amazon price check on the blue Bose SoundLink Bluetooth Speaker. The same at $129.

Walmart is right up there behind Costco with its weekend sampling and demo events. This event promoting the late November release of “Frozen II” was one of the more accomplished I’ve seen at retail. There were gifts for children, brochures, coloring books and opportunities to enter raffles for free movie tickets, as well as products for purchase.

This impressive display with brand partner Mission Foods is a “Mission Taco Truck.” The partners are promoting “Easy Pairings Kids Will Love,” including PB&J; chocolate spread and banana; and strawberry cream cheese and berries. The display offers a strong digital connection to a wide variety of recipes at MissionMenus.com.

No discussion of Walmart would be complete without mentioning its amazing success with delivery and pickup. Many of the stores are providing improved special parking for pickups. The area is close to a door/entrance, and signage includes a phone number to call upon arrival. Orders typically arrive at your car in less than two minutes. Additionally, you can check-in and pick up your order via in-store kiosks.

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Path to Purchase Solutions Guide

E-Commerce The following is a comparison chart of top vendors helping consumer goods companies develop the systems, tools, processes, assets and best practices they need to excel in the e-commerce arena. It also includes in-depth profiles of two key solution providers working in the space.

CO M PA N Y / W E BS I T E

1WorldSync*

www.1worldync.com

Ahalogy*

www.ahalogy.com

Digital River

www.digitalriver.co

Edge by Ascential* ascentialedge.com

EnterWorks*

www.enterworks.com

P R O D U CTS / S E RV I C E S

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

Product Content Management and Syndication Solutions

• PepsiCo • Johnson & Johnson • Unilever

1WorldSync provides solutions for organizations to cultivate, manage, syndicate and validate product information across their trading partner ecosystems.

Ahalogy Muse, Ahalogy Brandables

• General Mills • Johnsonville • Mondelez International

Ahalogy is a leader in trend-driven influencer content and social media marketing. Clients include over 100 major brands. Muse delivers category trend data; Brandables creates premium influencer content.

Payments and Risk; Order Management; Commerce

• Avid • Lenovo • Samsung

Digital River offers global e-commerce expertise with API-based solutions including: merchant and seller of record, risk protection, global expansion services and a single source of truth for tracking and fulfilling orders around the world.

Strategy, execution and performance measurement

• Colgate-Palmolive • Henkel • L’Oreal

More than 600 of the world’s largest brands and retailers trust Edge by Ascential’s data, analytics and consulting solutions to inform their e-commerce-driven retail strategy, optimization and performance measurement.

Enable

• Fender • HP Hood • Mary Kay

Enable provides the single view that enterprises need to acquire, manage and syndicate product information. *Information compiled by Path to Purchase IQ

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P R O D U CTS / S E RV I C E S

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

Corrugated Containers, Folding Cartons, Co-Packing Fullfillment

Not available

GBP is a full-service supply chain provider supporting all types of e-commerce packaging programs. Services include graphic and structural design, multiple print options (direct, indirect, digital, and two-sided), void fillers, late-stage customization and fulfillment.

Marketing Hub, Sales Hub, Service Hub

• DoorDash • Santa Cruz Bicycles • Suzuki

HubSpot provides a growth platform of software, services, and support to transform the way organizations attract, engage, and delight customers by managing the experience from awareness to advocacy.

InfoSphere Master Data Management Server for PIM

Not available

IBM enables a single, up-to-date product repository with userfriendly interfaces and personas, aggregating information from any upstream system and enforcing business processes to ensure data accuracy and synchronize trusted information with downstream systems.

www.informatica.com

MDM Product 360

• Ace Hardware • Land O’Lakes • Unilever

As an end-to-end, modular solution, Product 360 comes with data quality and governance capabilities, intuitive task and role-based user interface, streamlining collaboration on product content to fuel great customer omnichannel experiences.

Kwikee*

eCom Engine

• Kraft Heinz • Johnson & Johnson • Nestle

Kwikee helps products stand out on the digital shelf by combining retail insights, content creation services and syndication capabilities within a single offering.

Label Insight*

Explore for Category Management

• Conagra Brands • PepsiCo • Unilever

Label Insight’s patented technology captures, organizes and transforms information on food, pet and personal care product packaging into enriched high-order attribute data. This enables brands and retailers to uncover hidden growth and personalization opportunities online and in-store.

Lansa*

Data Sync Direct

• Kellogg Co. • Pernod Ricard • Reynolds Consumer Products

A PIM built on GDSN standards for suppliers, distributors and retailers. Key features include a certified 1WorldSync connector, GDSN rules validation engine and event-driven workflow.

Magento*

Magento Commerce

• Albertsons • Coca-Cola • Amatil Rubik’s Brand

Magento Commerce offers a portfolio of cloud-based omnichannel solutions that empower merchants to successfully integrate digital and physical shopping experiences. The new integration of Adobe Stock gives small and medium-sized merchants easy access to 130 million assets.

Menasha E-Commerce Solutions

Not available

Menasha’s material manufacturing, assembly, and sub-assembly customization centers provide e-commerce packaging, merchandising and supply chain solutions. Its retail and category insights teams help customers secure and maintain category leadership positions within their retail and online supply chains.

Mercatus

• Brookshire’s • Weis • WinCo

Mercatus empowers grocers to create exceptional shopping experiences for their customers, bringing together existing systems, best-in-breed marketing technologies and grocery-specific shopper tools across multiple digital channels to deliver engagements that increase share of basket and foster lifelong loyalty.

Brandbank

• AB InBev • Edgewell • Saputo

BrandBank creates, optimizes and distributes digital product content across the FMCG industry, powering enriched omnichannel shopping experiences while minimizing the cost and complexity for the industry.

CO M PA N Y / W E BS I T E

Green Bay Packaging www.gbp.com (See profile on page 60)

Hubspot*

www.hubspot.com

IBM*

www.ibm.com/commerce

Informatica*

www.kwikee.com

www.labelinsight.com

www.lansa.com

www.magento.com

Menasha Packaging Company www.menasha.com (See profile on page 62)

Mercatus*

www.mercatus.com

Nielsen BrandBank* www.brandbank.com

*Information compiled by Path to Purchase IQ

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E - C O M M E R C E

S O L U T I O N S

G U I D E

COMPANY PROFILE End to End Solutions GBP can provide more than just the box for E-commerce. Our experts can offer a scalable supply chain solution to support all sell models from wholesaler, third party retailer, consignment and direct to consumer. We provide a full turn-key solution for E-commerce. • Shopper and industry insights • Optimized packaging inserts, void fillers, and product wrapping • Customization & personalization for late-stage production • Co-Packaging, fulfillment and packaging automation solutions

Innovative Design Solutions Green Bay Packaging creates packaging that has the perfect balance between function and design for any e-commerce project. Our design solutions are creative and inspiring, visually engaging, supply chain resilient and customer friendly for the ultimate UNBOXING experience. As a vertically integrated company, GBP offers a wide variety of flutes and board grades to cater to the packaging requirements of the E-commerce supply chain. Our production solutions include an assortment of single and double wall combinations, multiple print capabilities (direct, indirect, digital and 2-sided printing). Our facilities are BRCGS certified as well as, maintain sustainable supply chain certifications. With over 25 locations throughout the USA, we can support all your packaging needs.

Supply Chain Performance Testing Quality and service are a way of life at Green Bay Packaging. By providing extensive onsite testing resources, it allows our customers the flexibility to adapt their packaging to meet the ever-evolving shipping requirements of e-commerce. Our Testing Certifications include: • ISTA 1A through 6A Series including Sam’s Club and FedEx • Amazon APASS Certification (Amazon Packaging Support and Supplier Network) • ISTA Test and Pre-certification for HAZMAT packaging

At-A-Glance WHO WE ARE Green Bay Packaging (GBP) specializes in graphic packaging, shipping containers, folding cartons and displays. GBP provides turnkey solutions that include high-end internal graphics for e-commerce packaging, fulfillment, co-packing and logistics. Decentralized management structure results in unparalleled speed to market.

EXPERTISE

Green Bay Packaging’s expertise lies in helping clients enhance brand recognition through innovative solutions and unmatched production capabilities. Specialized equipment allows us to manufacture unique solutions for E-commerce that combine a shipping container with eye-popping graphics upon your customer’s box opening.

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PRODUCTS & SERVICES

• High-end Graphic Printing including Digital, Multi Color Direct Print, 2-sided Direct Print, Pre-Print and Litho Label Laminating • E-Commerce packaging with ISTA Certifications, Amazon APASS Certification • Temporary, Semi-Permanent & Permanent POP Displays, Signage and Retail Ready Packaging • Traditional Shipping Containers & Folding Cartons • Graphic & Structural Design • Fulfillment, Contract Packaging & Full-Service Logistics Management

INDUSTRIES SERVED

• Food • Wine & Spirits • Home Improvement • Automotive • Pet

• • • • •

Office Supply Lawn & Garden Personal Care Electronics Entertainment

KEY EXECUTIVES • Bryan Hollenbach, Executive Vice President • Rick Luftman, Vice President, National Sales & Marketing • Chris Cummings, National Sales Manager

CONTACT

Catharine Rathbone E-Commerce Solutions Manager crathbone@gbp.com 630-849-8192

GBP.COM

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E-COMMERCE SOLUTIONS

unboxing

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E - C O M M E R C E

S O L U T I O N S

G U I D E

COMPANY PROFILE

Over 1,400 Of The World’s Top Brands Trust Menasha With Their Customized Packaging & Supply Chain Solutions With 125 designers across North America, investments in state of the art digital printing, on-demand packaging solutions, and a responsive supply chain that enables speed and efficiency through all selling models, Menasha is, without question, the industry leader in customized packaging, merchandising, and supply chain management.

Better Design, Better Product Protection... Better Brand Experience Better Print Technology, Better Consumer Engagement... Better Brand Experience Better Supply Chain Solution, Better Response Times... Better Brand Experience

At-A-Glance WHO WE ARE

Menasha’s retail & category teams leverage data and analytics to help our customers’ brands secure and maintain category leadership positions within the retail & online supply chains where their brands are sold. We leverage our U.S. and Canada network of material and service facilities to deliver customized packaging, merchandising, and supply chain solutions at the lowest total landed cost, with executions that engage shoppers and help your brands win!

PRODUCTS & SERVICES

• Menasha’s North American footprint of material manufacturing, assembly, and sub-assembly customization centers provides: • Customized e-commerce packaging and supply chain solutions • Customized in-store packaging, merchandising, fulfillment & supply chain solutions • Customized materials handling solutions • Retail & category data analytics

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EXPERTISE

KEY EXECUTIVES

Menasha combines three critical elements into one integrated solution that delivers customized packaging and supply chain solutions, enabling brands to win across multiple platforms, online and in-store.

• Jason Rottier: Director of E-Commerce • Peter Furtado: Account Manager, Amazon • Paul Murphy: VP Retail Strategy & Sales

• Brand Building Packaging: Customized packaging solutions that drive customer engagement and brand loyalty • Purposeful Packaging: Packaging designed for cost and supply chain optimization, speed to market and product integrity • Adaptable Supply Chain: A responsive supply chain that enables all selling models: Wholesaler, 3P, D2C, or Consignment

CONTACT

John Van Driest Director of Marketing & Communications john.vandriest@menasha.com 920-751-1447

INDUSTRIES SERVED

• • • •

Food Personal Care Household Products Self-Care/Healthcare

• Beauty & Cosmetics • Digitally Native & Emerging • Pet Care

MENASHA.COM

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CLICK. LEARN. WIN. . .

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Use the link below to access the 2019 E-Commerce Intelligence Guide... An interactive tool highlighting the capabilities and key focus areas of the nation’s top Retailers in the online space. Leverage information from the Retailers to develop strategies that will help your brands win!

consumergoods.com/menasha-ecommerce-intelligence-2019

To learn how Menasha can help you SIMPLIFY. RETAIL. email solutions@menasha.com

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P R O D U CTS / S E RV I C E S

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

OneSpace Product Merchandising Platform

Did not provide

OneSpace positions CPG brands front and center on the digital shelf with a suite of tools and on-demand services for centralizing, optimizing and publishing product content that wins top position on multiple online retailers.

Relationship Commerce Cloud; Ordergroove Essentials

• Mars • The Honest Company • Unilever

Ordergroove helps innovative brands enable “Relationship Commerce,” shifting consumer engagement from one-and-done transactions to ongoing, highly profitable relationships with successful subscription, predictive reorder and membership experiences.

Profitero

• Adidas • Beiersdorf • Jack Link’s

Profitero’s proprietary technology monitors product content, search ranking, ratings, reviews, inventory, pricing and promotion changes daily across 8,000-plus retailer sites and apps. The data then automatically feeds into scorecards and benchmark reports to reveal key issues and opportunities.

Salesforce Commerce Cloud

• Boggi Milano • Coca-Cola • Puma

Salesforce Commerce Cloud is a highly scalable, cloud-based software-as-a-service e-commerce solution. It offers best-in-class features and functionality developed and refined over many years to provide a highly optimized e-commerce experience.

Product Experience Management Platform

• Bosch • Coca-Cola • GSK

Salsify combines product content management, a broad commerce ecosystem and actionable insights into one platform. This closed-loop functionality enables brands to continually deliver compelling shopping experiences across digital touchpoints.

www.sap.com

SAP Customer Experience

• Maui Jim • New Era • Office Depot

SAP Commerce Cloud provides fully integrated solutions with context-driven services, enabling users to interpret their customers’ “micro-moments” of interest and deliver extraordinary personalized customer experiences while gaining clear customer insights, intents, affinities and other unique information.

Shopify*

Shopify

• AB InBev • Mondelez International • Red Bull

Shopify operates a proprietary e-commerce platform for online stores and retail point-of-sale systems encompassing a suite of services including payments, marketing, shipping and customer engagement tools to simplify the process of running an online store.

Click2Cart

Not available

SmartCommerce’s Click2Cart technology removes the friction that has limited the potential for digital impulse purchases for CPG brands. Ads, social media, websites and videos, etc., that once built only awareness are now direct e-commerce response points driving millions of dollars of products into retailer carts.

Product Master Data Management

• Fujitsu • Sony • Thule

The multi-domain MDM is a flexible, scalable solution that eliminates silos and connects people, processes and systems, turning data into actionable information for faster, smarter decisions.

eCommerce Product Content Solutions

• General Mills • PepsiCo • Procter & Gamble

Syndigo provides the tools and capabilities for brands and retailers to optimize their digital product experience across the e-commerce ecosystem. This includes solutions for building, organizing, enhancing, syndicating and optimizing the e-commerce experience.

WhyteSpyder

• Bayer • Reckitt-Benckiser • Walmart

WhyteSpyder combines technology and automation with human expertise to empower clients to develop, manage and monitor all SKUs across the retailer spectrum, helping them increase efficiency and page discoverability to stay ahead of competitors.

CO M PA N Y / W E BS I T E

OneSpace

www.onespace.com

Ordergroove

www.ordergroove.com

Profitero*

www.profitero.com

Salesforce*

www.salesforce.com

Salsify*

www.salsify.com

SAP

www.shopify.com

SmartCommerce

www.smartcommerce.co

Stibo Systems*

www.stibosystems.com

Syndigo

www.syndigo.com

WhyteSpyder*

www.whytespyder.com

*Information compiled by Path to Purchase IQ

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Solution Provider News Crescent Sock Co. Teams with Concept Designs Concept Designs developed dispensing displays for two of the Crescent Sock Co.’s leading brands – World’s Softest Sock and Hiwassee Trading Co. A stained wood frame encloses a wire grid that accommodates both product pegs and optional product baskets. To communicate a warm, rustic feel, the pegs and baskets are powdercoated with a finish that complements the gray wood stain. The display can be merchandised on both sides of the floorstand tower. The brand logos are laser etched into both sides of the stained wood headers.

Accenture Acquires Innovation Firm Happen Accenture has acquired Happen, a privately owned innovation firm that uses proprietary methods, frameworks and digital tools to help clients generate new ideas, products and services that drive business growth. Terms of the acquisition were not disclosed. Happen is headquartered in London, with additional offices in Amsterdam and New Jersey, and has a team that possesses a wide range of innovation skills, including strategy, design, ideation, insight and research. Happen’s employees will join the innovation practice within Accenture’s Products Industry X.O business, which helps clients use advanced digital technologies to reinvent

their products, services and business models to achieve higher efficiency and growth in operations across the enterprise — including design and engineering, manufacturing, supply chain management, logistics and customer support.

P&G Completes Visible Assets’ SmartParts Trials Procter & Gamble carried out trials for Visible Assets’ SmartParts, a machine-to-machine factory automation product. SmartParts contains automated tool detection and ID product for high-speed packaging machines. During the P&G trials, SmartParts consistently identified change-parts (tools) after changeover on packaging machines with 100% read accuracy. SmartParts is RuBee technology and has no RF. Since it uses magnetic signals, it is not blocked by steel, liquids or humans and has no multipath reflections.

StayinFront Builds on Vitaco Partnership StayinFront has expanded its partnership with Vitaco to benefit the health company’s New Zealand grocery team. Vitaco Australia and New Zealand both currently deploy the StayinFront TouchCG Advanced CRM solution for optimal retail execution with its user-friendly dashboards and awardwinning field-force solutions. This most recent partnership with the Vitaco New Zealand Grocery Team also includes

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TouchCG Advanced for its field team, in addition to EdgeCG for its back office. The field team will use modules to view and send documents; easily access store information and history; create reports on store and product data; plan their calls and visits; and capture live photos. The back office will make use of EdgeCG’s ability to provide the field team with access to customerrelated documents; load and streamline responsibilities for the field; plus manage and view photos from the field with capabilities to report on data from StayinFront and external systems.

Tealium Partners with Wunderman Thompson Tealium, a real-time customer data orchestration company, is partnering with WPP company Wunderman Thompson to integrate Tealium’s AudienceStream CDP as the profile streaming engine for Wunderman’s Customer Cloud. The customer cloud brings brands and people together for relevant and timely conversations, acting as the hub and clearinghouse for customer data. This platform integrates a brand’s adtech, martech and other data ecosystems to create, manage, enhance, enrich, update, syndicate and activate a comprehensive profile of their customers. IQ

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

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Personnel Appointments BRAND MARKETERS Beyond Meat, El Segundo, California Stuart Kronauge, former president, sparkling brands at Coca-Cola Co., was named Beyond Meat chief marketing officer. Nike veteran Marc Patrick was named senior vice president of marketing. RETAILERS Ahold Delhaize, Zaandam, the Netherlands Adidas and Arla Foods veteran Natalie Knight was named Ahold Delhaize executive vice president of finance. She will succeed Jeff Carr, who plans to leave the company in April 2020.

PAULA GINNETT

NATALIE KNIGHT

former Walmart U.S. vice president, regional general manager, was named Kroger midAtlantic division president. She succeeds Jerry Clontz, who retired after more than 48 years of service with the Kroger family of companies.

Fresh Thyme Farmers Market, Downers Grove, Illinois Former Meijer regional vice president Gerald Melville was named Fresh Thyme president, succeeding Chris Sherrell.

Walgreens, Deerfield, Illinois Patrick McLean, former TD Bank chief marketing officer, assumed the same role at Walgreens. McLean is responsible for the vision, strategic direction and performance of all Walgreens marketing activities. This includes marketing collaboration; design and execution of the Walgreens brand; development of the customer value proposition; customer targeting; marketplace brand positioning; and execution of marketing plans. Alyssa Raine had served as acting CMO since May. Prior to Raine’s term, Adam Holyk had served as chief marketing officer at Walgreens since April 2017.

Kroger, Cincinnati Paula Ginnett, Kroger vice president and

Walmart, Bentonville, Arkansas Former Sam’s Club president and CEO John

Casey’s General Stores, Ankeny, Iowa Tom Brennan, former chief operating officer for CKE Restaurants Holdings, was named Casey’s chief merchandising officer. He will lead the development and implementation of the company’s overall merchandising and prepared foods strategy. Brennan will report to CEO Darren Rebelez.

PATRICK MCLEAN

TYLER MURRAY

Furner was appointed the same position at Walmart U.S. He will report directly to Walmart president and CEO Doug McMillon. Furner succeeds Greg Foran, who is leaving the company to become CEO of Air New Zealand Limited. Foran will remain with Walmart through Jan. 31, 2020, to ensure a smooth transition. SOLUTION PROVIDERS Catalina, St. Petersburg, Florida Former Valassis president Wayne Powers was named Catalina president and CEO. He succeeds Jerry Sokol Jr., who currently serves as a strategic adviser to support the leadership transition. Geometry, New York North American President Tyler Murray succeeded Scott McCallum as North American CEO. McCallum has assumed the role of chairman, North America, focusing on overall strategy and longterm vision.

Editorial Index AB InBev.........................................19 Accenture .....................................65 Ahold Delhaize.....................50, 67 Albertsons Cos......................49, 50 Alloy................................................39 Arcelik A.S......................................37 Avery Dennison...........................46 Bimbo Bakeries USA..................17 Bose.................................................57 Boxed..............................................67 BrandTotal.....................................52 Brilliant Move...............................53 British American Tobacco PLC...............................37 Coffee Bean & Tea Leaf, The....53 Colangelo......................................54 Conair Corp............................40, 43 Concept Designs .......................65 Cosco................................................ 8 Coty Inc..........................................36

Creata................................................ 9 Crescent Sock Co........................65 Darko..............................................19 Design Phase................................19 DreamWorks Animation..........51 E. & J. Gallo Winery.....................27 Evenflow.......................................... 8 Ferrero USA ..................................41 Filippo Berio.................................54 Fisher-Price...................................19 Foot Locker...................................48 GfK...................................................52 General Mills................................ 67 Giant Eagle ...................................20 GS1 US............................................46 H-E-B...............................................50 HelloWorld....................................67 Hershey Co., The.........................52 IBM...................................................44 IHL................................................... 43

IRI......................................................54 Johnson & Johnson ..................44 Johnsonvilile Sausage..............50 Kellogg...........................................51 Kering............................................ 37 Keurig Dr Pepper........................56 Key Food Stores Co-Operative..............................14 Kimberly-Clark ................ 8, 12, 50 Kraft Heinz....................................54 LG Electronics..............................19 MarketingLab/SellCheck.... 4, 18 Mattel ........................................ 8, 49 Matternet......................................53 Mechtronics Corp.......................18 Media Horizons...........................54 MediaMath...................................54 Meijer..............................................67 Mission Foods .............................57 Nestle..............................................19

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Nestle Waters North America.15 Newell Brands ............................... 8 Nike.................................................48 Nintendo Co.................................38 PepsiCo..........................................56 PlaceIQ...........................................54 Post Holdings...............................33 Procter & Gamble.... 8, 41, 56, 65 Promotion In Motion.................25 Rapid Displays.............................19 REI .................................................. 47 Safety 1st........................................... 8 Salov North America.................50 Sam’s Club.....................................51 San Miguel Corp.........................36 Schering-Plough.........................18 Scotts Miracle-Gro.....................29 ShopRite....................................... 67 Snapchat....................................... 52 Southern Fried Cotton..............46

StayinFront...................................65 Stored Value Solutions.............53 Tapestry Inc..................................38 Target .............................................50 Tealium...........................................65 TerraCycle ....................................... 8 Thai Beverage Public Co...........36 TPG Rewards................................54 TPN..................................................11 UPS Flight Forward Inc.............53 VF Corp...........................................33 VTech ............................................... 8 Visible Assets ...............................65 Vitaco..............................................65 VizSense.........................................16 Walmart..........8, 49, 50, 51, 54, 56, 67 WestRock.......................................19 World Food Championships.....51 Wunderman Thompson...........65

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Retail Intel

Retailers Join ‘Tailgate Nation’ General Mills’ national program lends itself to account-specific overlays at Meijer, ShopRite, Walmart and beyond BY PAT H T O P U R C H A S E I N S T I T U T E S TA F F

Several retailers got account-specific overlays to General Mills’ national “Tailgate Nation” football season campaign activating the manufacturer’s partnership with ESPN College Football. Meijer and ShopRite are each hosting exclusive instant-win games tied to a national game, all running Aug. 27 through Dec. 6. Those chains’ shoppers enter by visiting dedicated promotional pages on WeAreTailgateNation.com and following instructions to scan brand logos on participating General Mills product packages or the “ESPN College Football Tailgate Nation” icon depicted on displays and signs in stores. Separate prize pools for the national and retailer-specific games all include coolers, StubHub gift cards, store gift cards and portable grills. All game participants are also automatically entered into a sweepstakes awarding a $10,000 grand prize. Southfield, Michigan-based HelloWorld administers the sweepstakes. The list of 23 eligible brands includes Totino’s, Reese’s Puffs, Gardetto’s, Pillsbury, Old El Paso, Betty Crocker, Cheerios and Lucky Charms. Betty Crocker offers a promotional page on its website that includes a downloadable recipe guide and a showcase for #tailgatenation Instagram posts.

At Meijer stores, endcap headers and coolers outfitted with account-specific signage tout the Meijer game and sweeps, encouraging shoppers to visit the storespecific promotional site. On Meijer.com, a promotional page spotlights the game and sweeps as well as various recipes that employ SKUs from General Mills brands

Endcap headers and coolers outfitted with account-specific signage tout the Meijer game and sweeps, encouraging shoppers to visit General Mills’ store-specific promotional site.

December 2019

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Old El Paso, Betty Crocker and Pillsbury. A feature within the retailer’s Sept. 29 circular also supports. At Walmart, General Mills activated the retailer’s seasonal Game Time platform to dangle $10 off at Fanatics. com with one in-store purchase of three eligible Old El Paso, Betty Crocker, Pillsbury, Chex, Gardetto’s or Bugles items from Aug. 31 to Oct. 31. In stores, an endcap on Walmart’s seasonal baking gondola stocking Betty Crocker SKUs was outfitted with “Tailgate Nation” shelf strips and side panels touting the incentive and depicting a variety of football-themed baked goods while directing shoppers to a Fanatics.com promotional page for game-day recipes. E-tailer Boxed also got in on the action with a sweepstakes running Sept. 2-22 that awarded one “music & cooler chairs set” and one “ottoman cooler seat.” Consumers entered with purchase of two qualifying products or by sharing their favorite tailgate recipe on a promotional Facebook update from Boxed. A Boxed. com promotional page supported, listing eligible SKUs and tailgating recipes. General Mills’ national program additionally includes 15-second TV spots running on ESPN as well as tailgating events staged at various college campuses throughout football season. The events kicked off on Sept. 7 at the University of Texas with an appearance by Adam Richman of Travel Channel’s “Man vs Food” and a spotlight on various dishes and recipes that call for the manufacturer’s SKUs. National P-O-P materials also support, including Chex Mix floorstands spotted at Hannaford. IQ

| 67 | consumergoods.com 11/14/19 1:25 PM


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P2PIQ - Dec 2019  

P2PIQ - Dec 2019