Shopper Marketing - Feb 2019

Vol. 32, No. 2 • February 2019

P2PI Announces 2019 Hall of Fame Class ChiCago — Three industry leaders have been selected for induction into the Path to Purchase Institute Hall of Fame in 2019.

They are: n April Carlisle, Vice President, Shopper Marketing, The Coca-Cola Co. n Jody Kalmbach, Vice P re sident, Digital Experience, The Kroger Co. n Peter McGui nness, Chief Marketing & Commercial Officer, Chobani The 26th annual induction ceremony will be held in conjunction with the Shopper Marketing Effie Celebration on Thursday, May 16, in Fort Lauderdale, Florida. Both events are part of the Path to Purchase Summit. For more information, visit Path2PurchaseSummit.com.

Shopper Marketing will profile the honorees in its April, May and SM June issues.

B R A N D L O YA LT Y

PAGE 10

WHO’S WHO PAGE 12

in Merchandising

Registration for P2PSummit Opens ChiCago — The 2019 Path to Purchase Summit is an invitation-only event for retailer and consumer goods professionals. It takes place May 15-17 in Fort Lauderdale, Florida. To request an invitation, email p2psummit@ensembleiq.com.

For more information, visit Path2PurchaseSummit.com. SM

INSIDE

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NEW Horizons

COLLABORATION PAGE 52

P2PI honored 12 Women of Excellence in October at the Path to Purchase Expo.

Here we profile the Collaboration honorees.

Shopping With Steve

Page 58

1/8/19

2:26

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Companies should treat gender bias and harassment as a business priority, says Network of Executive Women president and CEO Sarah Alter.

PAGE 55

Driving real-world performance with mobile location advertising.

Learn more: visit www.groundtruth.com

@groundtruthco

EDITOR-IN-CHIEF Peter Breen (773) 992-4431, pbreen@ensembleiq.com EDITOR EMERITUS Bill Schober bschober@ensembleiq.com EXECUTIVE EDITOR Tim Binder (773) 992-4437, tbinder@ensembleiq.com MANAGING EDITOR Charlie Menchaca (773) 992-4432, cmenchaca@ensembleiq.com DIRECTOR – PRODUCTION Ed Ward (773) 992-4418, eward@ensembleiq.com ART DIRECTOR/PRODUCTION MANAGER Sonja Lundquist (773) 992-4419, slundquist@ensembleiq.com

CONTENTS 4 Editorial: Peter Breen 6 Solution Provider News 6 Perfect Pairings

Brown-Forman leverages sampling in grocery store meat departments to promote recipes featuring its Gentleman Jack whiskey.

CONTRIBUTING EDITORS Patrycja Malinowska, Cyndi Loza, Jacqueline Barba

CONTRIBUTING WRITERS

8 Bratsgiving Thrives

Johnsonville Sausage is able to expand its Bratsgiving program at retail due to its ability to tailor unique activations.

Dan Ochwat, Erika Flynn, Michael Applebaum, Ed Finkel, Chris Gelbach, Dawn Klingensmith, Neal Lorenzi, April Miller, Samantha Nelson

SALES Albert Guffanti, Vice President, Publisher (973) 607-1301, aguffanti@ensembleiq.com

9 Teavana at Target

How does a brand spotlight a line of new premium teas at a retailer that doesn’t heavily promote the brew in stores? Nestle’s Teavana finds a way.

Rich Zelvin, Associate Publisher (773) 992-4425, rzelvin@ensembleiq.com

19 Editorial and Executive Offices 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731 Phone: (773) 992-4450 Fax: (773) 992-4455

PATH TO PURCHASE INSTITUTE / MEMBER DEVELOPMENT & SERVICES President Terese Herbig, (773) 992-4438 Senior Director – Member Development Patrick Hare, (773) 992-4465 Director – Member and New Business Development Todd Turner, (571) 395-7846 VP – Member Services Jennifer Zannelli, (773) 992-4444 Manager, New Member Development Katrina Lopez, (813) 713-4301 Executive Advisor, EnsembleIQ + P2PI Steve Frenda, (773) 992-4461

P2PI.ORG Editor-in-Chief, P2PI.org, Shopper Marketing and Consumer Goods Technology (CGT) Peter Breen, (973) 607-1300 Associate Director – Content Patrycja Malinowska, (773) 992-4435 Associate Editor – Content Cyndi Loza, (773) 992-4439 Associate Editor – Content Jacqueline Barba, (224) 632-8214

EVENTS & EDUCATION Director – Events Peggy Milbrandt, (773) 992-4412 Meeting & Events Associate Kelly Doering, (773) 992-4408

Guide to P-O-P Design & Manufacturing Firms An advertising supplement.

55 NEW Horizons

Companies can avoid putting themselves in jeopardy – legally and competitively – by treating the elimination of gender bias and harassment as a business priority, says Network of Executive Women president and CEO Sarah Alter in a guest column.

“Perfect Pairings,” Page 6

SPECIAL REPORTS

10 Feature: Brand Loyalty

In our edited virtual roundtable discussion, five industry experts weigh in on how to think about brand loyalty, what to focus on and how to build it.

12 Who’s Who in Merchandising

More than 100 consumer product manufacturer and retail executives are showcased in our 2019 list of noteworthy merchandising professionals. Included are expanded profiles of individuals from Campbell U.S. Sales, Mars Wrigley Confectionery, Nestle Starbucks Coffee and Ahold Delhaize.

52 Women of Excellence:

56 So-Lo-Mo Central

A roundup of social, local and mobile marketing activity at retail from: • Procter & Gamble’s Secret • Newell Brands’ Krazy Glue • Office Depot • Reveal Mobile • GOAT • Spent • Sony Pictures, 8th Wall, Amazon, Trigger • Foot Locker and Firstborn • Budweiser and Drizly

Director – Education & Faculty Administration Ronit Lawlor, (773) 992-4415

At P2PI’s Women of Excellence reception in October, 12 women were honored, including three in the Collaboration category: • Jessica Ellickson, Coca-Cola • Angela Moore, Albertsons • Debbie Zefting, Barilla

58 Shopping With Steve

EnsembleIQ’s Steve Frenda, a passionate retail watcher for more than four decades, gives us a look at Costco in Kenosha, Wisconsin.

60 Activation Gallery:

MARKETING Manager – Marketing & Events Stacey Bobby, (773) 992-4423

Holiday 2018

Manager – Marketing & Events Courtney Hofbauer, (224) 632-8215 Art Director Stephanie Beling, (773) 992-4442

64 Personnel Appointments 66 Institute Strategist

AUDIENCE ENGAGEMENT Director of Audience Engagement Gail Reboletti Audience Engagement Manager Shelly Patton

Danone North America and Meijer deploy a ‘Delicious Plant-Based Goodness’ campaign that includes a Grand Rapids, Michigan, market “takeover.”

PROJECT MANAGEMENT/PRODUCTION/ART Vice President, Production Derek Estey Creative Director Colette Magliaro Custom Content Director Darren Ursino

‘Collaboration’ Honorees

Bratsgiving at Retail, Page 8

ENSEMBLEIQ CORPORATE OFFICERS Executive Chairman Alan Glass Chief Executive Officer David Shanker Chief Financial Officer Dan McCarthy President, Path to Purchase Institute Terese Herbig Chief Digital Officer Joel Hughes Chief Innovation Officer Tanner Van Dusen Executive Vice President, Events & Conferences Ed Several

Shopper Marketing (ISSN 1040-8169) is published monthly by EnsembleIQ, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731. Periodicals Postage Paid at Chicago, IL, and at additional mailing offices.

POSTMASTER: Send address changes to Shopper Marketing, PO Box 3200 Northbrook IL 60065-3200. Entire contents copyright © 2019 by the Path to Purchase Institute. Canada Post International Publications Mail Product (Canadian Distribution) Sales Agreement No. 40025274.

Return undeliverable Canadian addresses to:

Station A, P.O. Box 54, Windsor, ON N9A 6J5 or Email: cpcreturns@wdsmail.com CHANGE OF ADDRESS and other circulation correspondence should be mailed to: Shopper Marketing, PO Box 3200 Northbrook IL 60065-3200, or email ensembleiq@e-circ.net for customer service. (Include your address label with all correspondence.)

WHERE TO WRITE: Please direct all letters to the editor and other business/advertising correspondence to: Shopper Marketing, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731.

REPRINTS, PERMISSIONS AND LICENSING: Contact Wright’s Media at ensembleiq@ wrightsmedia.com or (877) 652-5295.

NOTICE: The Path to Purchase Institute occasionally uses the logos of various companies in its marketing materials. These include promotional brochures for events such as the Path to Purchase Expo, the Path to Purchase Summit, the Design of the Times Awards and others. The use of these logos does not imply sponsorship or endorsement by the companies identified by those logos, unless specifically noted as such.

4

SHOPPER MARKETING FEBRUARY 2019

EDITORIAL

You Can’t Sugarcoat the Future

I

t’s pretty clear that a dramatic transformation is underway when the industry’s largest company sells off its namesake brand.

That’s exactly what happened to the consumer goods industry in 2018, when Nestle S.A. kicked off the year by selling off its flagship U.S. confectionery business to privately held Ferrero Group.

Granted, considering that Nestle has roughly $89 billion in total revenue worldwide, divesting $900 million worth of U.S. candy sales (for $2.8 billion) isn’t that big a deal financially, especially since the business had declined steadily in recent years.

Yet the sale was still among the more noteworthy of the many consumer goods mergers and acquisitions that occurred over the course of the year because of the way it reflected a leading company’s response to changing consumer demand; a brand that for decades had been synonymous with confectionery was abandoning the category in its largest market.

Shortly after the deal was announced, Nestle continued revamping its portfolio to address the growing need for healthier eating options by acquiring a majority stake in Terrafertil, an Ecuador-based manufacturer of natural, organic, plant-based foods and healthy snacks under the Nature’s Heart brand. Terrafertil had itself entered the U.S. market in 2017 by acquiring Torrance, California-based healthy snack maker Essential Living Foods.

Such radical business transformation and strategic portfolio building has become critical in the consumer goods industry, where less than 3% of net industry growth over the last three years has been driven by traditional, large companies like Nestle, according to IDC Manufacturing Insights.

Nearly three-quarters of the global enterprises represented on sister publication Consumer Goods Technology’s annual “Top 100 Consumer Goods Companies” rankings posted revenue growth in 2018. However, a significant

Nestle doesn’t make this anymore.

portion of that growth came not through organic sales increases but from M&A activity. (To view the full list, visit ConsumerGoods.com.)

What’s more, the total dollar figure represented by the group was $1.73 trillion, which actually is $150 million less than the complete tally back in 2003, the first year CGT compiled the list. While the top players might not have changed very much over the last 16 years, their CAGRs haven’t either, apparently.

Many of these traditional companies are buying up the emerging brands that, in so many cases, have stolen market share by being first, faster and more flexible in the e-commerce arena; the latest example was the acquisition of ankle-biting ethnic beauty company Walker & Co. by Procter & Gamble (No. 3 on CGT’s list).

A vital aspect of these deals (which often lead to relatively minor market share gains) is the acquisition of e-commerce expertise and experience, the tangible tools and technologies that are required or the intangible understanding of the marketplace and its consumer behavior (or both).

But large companies also continue to acquire each other to stanch their shrinking market shares, and/or to expand their category focus to better address the evolving needs of today’s consumers. Those efforts continued up until the very end of 2018, when GlaxoSmithKline and Pfizer un-

GREEN BAY PACKAGING JOHNSON & JOHNSON IN-STORE INNOVATION Heather Campain, U.S. GROUP Shopper Marketing Chris Cummings, Leader National Sales Manager Stephanie Hayes, Rick Luftman, VP, Director, Consumer National Sales & Promotion Marketing JOHNSONVILLE ENERGIZER HOLDINGS GROUNDTRUTH SAUSAGE Cass Harris, Brand Mark Fleisch, VP, CPG Dan Baltus, Customer Manager, NA & Shopper Sarah Ohle, VP, Insights Manager Activation Marketing Insights Joe Bourland, Director, Strategic Insights & EPSILON CATAPULT HALLMARK CARDS Analytics Brian Cohen, Patrick Gahagan, VP, Chief Operating Officer Stephanie Plehn, Category Management Heidi Froseth, EVP, Tina McGuire, Marketing Shopper Marketing Omnicommerce & Visual Merchandising Manager

The League of Leaders is an exclusive organization of industry thought-leaders dedicated to advancing the understanding of all marketing efforts that culminate at retail.

1010DATA Frank Riva, VP, Demand Generation & Growth Marketing

CONSTELLATION BRANDS Dale Stratton, VP, BROWN-FORMAN CORP. Commercial Insights Mary Beth O’Mara, COTY US ABBOTT Channel Portfolio LABORATORIES Nigel Stokes, Manager Global Sales Steven Higgins, Julie Lynn York, Group Senior Director, Manager, Portfolio & CVS HEALTH Sales Development & Partnership Marketing Matthew Dacey, VP, Shopper Marketing Loyatly & CATALINA Mandy Jones, Personalization Marta Cyhan, CMO Senior Shopper Grant Violanti, Senior Geoff Sherman, VP Marketing Manager Director, Loyalty & CHURCH & DWIGHT Personalization AKI TECHNOLOGIES Dan Bracken, VP, Matt Knust, VP, Sales DAS COS. Consumer Engagement Scott Swanson, CEO Derek Lehman, Director, THE CLOROX CO. Channel & Shopper ALBERTSONS COS. Lauren Ehreth, Shopper Marketing Karl Meinhardt, VP, Social & Digital Marketing Marketing Manager Charles White, VP, Natalie Halpern, Team Brands & Marketing Karen Sales, VP, Leader/ Associate Director, Digital Partnerships & DEL MONTE FOODS Shopper Marketing & Shopper Marketing Jennifer Reiner, Director, Omnichannel Omnichannel Marketing Ryan Voorhees, Sharon McKnight, VP & E-Commerce VP, Integration THE COCA-COLA CO. BARILLA AMERICA DURACELL Tammy Brumfield, AVP, Joe Cerone, NA, Charlie DiGregorio, Shopper Marketing, Packaging Engineer Merchandising West Kimberly Humann, Peter Gorzkowski, April Carlisle, VP, Manager, Shopper Director, Shopper Shopper Marketing, Marketing Marketing National Retail Sales Debbie Zefting, E&J GALLO WINERY Doug Middlebrooks, Director, Shopper Beth Orozco, Strategy & Engagement AVP, Shopper Senior Director, Marketing, National Shopper Marketing BAYER HEALTHCARE Convenience Retail Carol Cresong, Director, EDGE MARKETING COLGATE-PALMOLIVE CO. Sales Strategy Liz Fogerty, Chief Jairo Garcia, Shopper Strategy Officer BEIERSDORF Marketing Director, Rodney Waights, VP, Allison Welker, EVP & GM Walmart Shopper & Customer Joanne Murphy, Director, EDGEWELL PERSONAL Marketing Shopper Marketing CARE Minna Raffin, Director, BIGELOW TEA CO. CONAGRA BRANDS Marketing Strategic Christopher Costello, Bob Waibel, Planning VP, Sales & Marketing Senior Director, Jonathan Rhyan, Senior Frank Coughlin, Shopper Marketing Shopper Marketing Director, Retail Sales Manager, Suncare n

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veiled a plan to combine their consumer health businesses to create a $12.7 billion operation in which GSK will be majority owner with a 68% stake. (The new venture will be a top 50 company on the list.)

P&G took a slightly different tack in early 2019 by kicking off a licensing agreement with Clorox Co. to market toothpaste under the all-natural Burt’s Bees brand – which, by the way, has previously failed to make headway selling toothpaste on its own. P&G and Clorox are no strangers to collaboration, of course, having formed their first joint venture back in 2002 to market Glad trash bags.

Cooperation, collaboration and alignment are becoming an increasingly critical aspect of business performance lately. And we haven’t even mentioned what’s taking place on the retailer side of the industry, where Kroger’s merchandising tests with Walgreens might very well permanently change the concept of private label – just one example of the disruption taking place on a regular basis.

This trend hasn’t been lost on us here at EnsembleIQ, where we’ve been closely tracking – as well as endorsing – the need for companies to better align themselves both internally and externally to meet new consumer-driven business demands.

We’ll soon practice what we’ve been preaching by uniting some of our internal assets to better help companies achieve this critical alignment. Our goal will be to develop a true business intelligence tool that will help executives throughout the consumer goods organization gain the understanding they need to effectively respond to increasingly complex marketplace demands.

More details will be announced soon. (See our ad on page 7.) In the meantime, try to hold onto your namesake SM business.

MARKETINGLAB/ SELLCHECK Rich Butwinick, President Mark Lenss, VP, Managing Director

Peter Breen is editor-in-chief of the Path to Purchase Institute, Shopper Marketing and Consumer Goods Technology (CGT). He can be reached at 973-607-1300 or pbreen@ensembleiq.com.

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MARS PETCARE Todd Stone, National Accounts Manager

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MARS WRIGLEY CONFECTIONERY Lena Lewis, Director, Shopper Marketing & Consumer Promotions

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Holly Oakes, Customer Marketing Director/ Brand Director, News & Sports Eric Szegda, VP, Retail Marketing

MEYERS Glenn Brown, VP, Creative Director Mike Lane, CEO

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Katie Schiavone, Senior Director, Shopper Marketing, NAN Brands, Gatorade & Propel

PERNOD RICARD USA Ravinder Atwal, Director, Customer Marketing Megan Taves, Director, Customer Solutions, Chains

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TEMPT IN-STORE PRODUCTIONS POWERED BY QUAD GRAPHICS Michael Draver, SVP, Sales

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THE MARS AGENCY Jason Hittleman, PFIZER Jennifer Holahan, Senior Chief of Staff Robert Rivenburgh, Director, Shopper & CEO, NA Category Insights to Activation TPN Sarah Cunningham, PHILIPS CONSUMER Senior Managing LIFESTYLE Director, Client Service Keri Dreyer, & Development Shopper Marketing Christy O’Pella, Senior PROCTER & GAMBLE Managing Director, Matt Barresi, Director, Dallas Brand Operations & Shopper Marketing TRACYLOCKE Hugh Boyle, CEO Jody Johnson, Shopper Marketing Michael Kelly, Leader, North America Communications Director QUOTIENT Chad Summe, TYSON FOODS SVP & General Manager, Alicia Mosley, Director, US Sales Shopper Marketing Jason Young, Christopher Witte, VP, Chief Marketing Officer Total Store Leadership SAPUTO CHEESE USA UNILEVER Nicole Austin, Manager, Kevin Flagg, Social & Digital Media Senior Director, Shopper Marketing Ray Langton, Senior Product Manager VALASSIS DIGITAL Brad Panarese, Jason Kaplan, Executive Marketing Manager Director, Shopper Marketing and CPG SC JOHNSON & SON Andrew Frailing, Director, Suzanne Skop, VP, CPG Solutions Shopper Marketing

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MOET HENNESSY USA Kyle Yearick, VP, Trade Marketing

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MOMENTUM MASSIMO ZANETTI WORLDWIDE BEVERAGE USA Shaun Brown, SVP, Brian Kubicki, VP, Growth & Innovation Marketing Director FCB/RED KELLOGG CO. MONDELEZ Tina Manikas, President THE HERSHEY CO. Aaron Elleman, Susan Lambert, Director, INTERNATIONAL Senior Director, Shopper Marketing & Curt Munk, Executive Jeff Harsh, VP, Stephen McGowan, RVP, Shopper Marketing Customer Insights Planning Director Customer Engagement Shopper & Consumer Deb Hannah, VP, Dena Soulakis, Shopper Activation David Nolen, Senior FOOD LION Shopper Marketing, Marketing Manager Director, Category Neil Norman, Director, Michael Tilley, Biscuit Scale Promotions Strategy Insights Customer Loyalty & MATERNE GOGO SQUEEZ Lead, Shopper Marketing Shopper Marketing KEURIG DR. PEPPER Joe Kasinskas, & Strategic Partnerships INMAR INC. Brenda Armstead, VP, Senior Director, Wes Horvath, VP, FRESHDIRECT THE NATURE’S BOUNTY Customer Marketing Manufacturer Solutions Consumer Insights Sonia Dalvi, CO. Sheila Bonner, VP, Senior Director, MATTEL Charles Meyer Hanover, Dave Momsen, SVP, Shopper Marketing, Shopper Marketing Meredith Jang, Senior Director, Consumer Business Development Insights & Merchandising Director, Advanced Insights GENERAL MILLS INTEL CORP. Amber King, Senior Analytics, Shopper Jay Picconatto, NESTLE USA Renee Novello, Director, Shopper Marketing Insights & Marketing Marketing Director, Alex Placzek, Director, Shopper Marketing & Manager Shopper Marketing MEIJER Shopper COE Global Retail Marketing KIMBERLY-CLARK Diane Boeskool, GEORGIA-PACIFIC NESTLE-PURINA IOVATE HEALTH Aaron Gretebeck, Customer Marketing Laura Knebusch, VP/GM, SCIENCES Anthony Dimattia, Senior Manager, Manager Napkin Category INTERNATIONAL Director, Shopper & Shopper Marketing COE Lanny Curtis, Director, Ecomm John Pfalzgraf, Director, Brian Cavanaugh, CMO Customer Marketing LALA U.S. Consumer Knowledge Jason Prowse, Christina Lawrence, VP, Vanessa Carlson Michael Ross, VP, Category & Consumer Shopper Marketing GEORGIA-PACIFIC Bueno, VP, Marketing & Marketing Insights Manager Jason Vita, Director, CORRUGATED Shopper Marketing MENASHA PACKAGING Shopper Marketing Brian Hutchinson, THE J.M. SMUCKER CO. Shaun Nichols, CO. Director, Shopper Matt Allen, PEPSICO President, LALA US Jeff Krepline, VP, Sales Marketing Senior Manager, William Langford, Strategy & Business LG ELECTRONICS Shopper Marketing Senior Director, Sales GLAXOSMITHKLINE STARBUCKS COFFEE CO. WESTERN UNION Development Stewart Henderson, Jessica Fair, Director, Tonya Johnson, Mary Beth Barrett, Holly Hayes, Shopper Chad Stubb, Portfolio Senior Manager, John Van Driest, Omnichannel Customer Marketing Director Director, Shopper Marketing Manager Retail Marketing Shopper Marketing Director, Marketing & Marketing Marketing Kelly Marsh, Director, Esperanza Teasdale, WESTROCK Communications Rachel Olson, Shopper & Seasonal JACK LINK’S Senior Director, Jill Andersen, Director, GREAT NORTHERN Senior Manager, MEREDITH Scale Marketing (TLA) • Jeff Kjome, Director, INSTORE Shopper Marketing Marketing Shopper Marketing Christine Austin, Shopper Marketing & Pat Graf, VP, Display SUNDIAL BRANDS PEPSICO (QUAKER) Dave VanderWaal, VP, Customer Marketing Retail Activation Sales Development Christine Keihm, SVP, Jackie Clifton, Director, Marketing, LG USA & Director Mike Schliesmann, SVP, Marketing PepsiCo Shopper Canada Business Unit Manager Marketing, Walmart Inc. Customer Team n

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PROGRAMS

SOLUTION PROVIDER NEWS Price Chopper Picks ItemMaster

Chicago-based ItemMaster was selected by Price Chopper and Market 32, a progressive supermarket chain with more than 130 stores in the Northeast, to serve as its enhanced content provider. The ItemMaster solution known as wellnessMaster will give the chain’s shoppers the ability to further customize their experience with transparent, correct and consistent product attributes including those related to health and wellness lifestyle factors. In an effort to increase its focus on personalized service, transparency and shopping by diet, Price Chopper/Market 32 will rely on ItemMaster to provide a complete omnicommerce solution for product information, regardless of whether the shopper is looking at a circular, shopping online or accessing information on their mobile device. The partnership is vital to accomplishing the brand’s established goals of providing consumers with accurate product data and images across all shopping channels, including national brands, fresh products and its own brand, Pics by Price Chopper.

RangeMe Services Help Emerging Brands: RangeMe, San Francisco, has launched an opportunity for CPG suppliers to get their products ready for retail quicker and more efficiently. The offering, called RangeMe Services, helps suppliers ensure their products are shelf-ready and optimized for buyer discovery. RangeMe Services lets suppliers discover, evaluate and connect with service providers, which will enable them to be retail-ready. Suppliers now have a direct path to the services they need, including insurance, design, packaging, photography and labeling. Each of these service categories are critical components of becoming RangeMe Verified, which ensures suppliers and their products have met the standards and criteria that make them ready to do business.

Edge Retail Insight Platform Launches: Edge by Ascential, Boston, rolled out its Edge Retail Insight platform for brands and retailers. The product consolidates data, analytics and content from Edge’s legacy brands Planet Retail and RNG into a single and practical location. It has increased usability, a newly designed search engine and enhanced filtering features. The platform is comprised of four main areas to develop the building blocks of any go-tomarket strategy – data and insights, research, news and events.

Salsify Direct Connects with Instacart: Bostonbased Salsify is providing brands with more control over how their products are represented on Instacart. With its Direct Connection to Instacart product, Salsify enables brands to enrich the existing product content on Instacart submitted by retailers to meet brand standards, as well as drive SEO and conversion. Using the connection, brands and retailers can automatically exchange product information in real time. Brands also are notified of changes in product content requirements by retailers.

Send your solution provider news – new projects and programs with brands and retailers – to Charlie Menchaca at cmenchaca@p2pi.org.

SHOPPER MARKETING FEBRUARY 2019

‘Perfect Pairings’ at Retail Brown-Forman’s Gentleman Jack gets the spotlight in meat department

By Chris Gelbach

LouisviLLe, Ky. — Brown-Forman Corp. partnered with selected grocery stores last summer to conduct its first outof-aisle liquor-tasting events.

The “Perfect Pairs” campaign gave shoppers the opportunity to taste cocktail recipes such as an Old-Fashioned or a whiskey sour featuring Gentleman Jack whiskey in the meat department. Shoppers also received food recipes for beef tenderloin and maple-grilled chicken paired to each cocktail that also featured the whiskey brand as an ingredient.

The campaign evolved from a few different insights. One was the differentiation between Gentleman Jack consumers, who are 75% male, and the average grocery shopper, who skews female, says Erica Mayer, Brown-Forman customer marketing manager. “So we had to figure out, if we are speaking to the shopper, how are we going to talk to that female if she’s not necessarily the one drinking Gentleman Jack?” Mayer says.

When Brown-Forman’s insights team pulled and analyzed grocery shopping-basket data, it found that deli and meat often appeared in the top 20 items along with Gentleman Jack. The team also knew that 31% of grocery

The success of the campaign was determined using metrics that included sales growth, ability to sell the program into multiple retailers and feedback from the field sales team on the program, Mayer says.

“Our field sales team is really our feet on the street and the execution arm of Brown-Forman,” Mayer says. “They help pick and choose what programs they like, and we’ve had great feedback from the field on this program specifically.”

The goal to attract the shopper out of aisle was achieved during the initial test run with a 25% lift in-store over the weekly baseline sales, making it the highest recorded takeaway for Gentleman Jack in 2018 at grocery, according to Blue Chip.

Pleased with the results of the initial test campaign, Brown-Forman planned to run an expanded version of the Perfect Pairs program throughout January in multiple grocery chains using the same cocktails and food recipes.

The company might also run a third incarnation of the program later in 2019.

“It’s a very insights-driven campaign,” Parker says. “And when you have the right insights, the performance kind of SM shows for itself.”

In the recipe below, Brown-Forman’s Gentleman Jack whiskey is used as a marinade for boneless flank steaks from Kroger brand Private Selection. At left, an in-store sampling program was executed

by Blue Chip Marketing Worldwide.

shoppers have household incomes of more than $100,000, and that Gentleman Jack was most typically consumed at small gatherings of five to 10 adults or as an everyday occasion (i.e., an after-work drink).

The insights led to the Perfect Pairs campaign targeting those everyday occasions to give shoppers with disposable income an opportunity to create an upscale at-home dinner experience. “This is the everyday occasion – let’s step up your dinner a little bit,” Mayer says. “Not only can you include it in your recipes, but also it makes for a great cocktail pairing with your meat or with your stepped-up dinner tonight instead of that glass of wine you might reach for.”

Brown-Forman’s customer marketing partner, Blue Chip Marketing Worldwide, Northbrook, Illinois, created the featured recipes and the campaign’s look and feel, in addition to assisting with the program’s execution.

Conducting a liquor-sampling program in the meat department was a first for Blue Chip, says Erich Parker, the agency’s director of business leadership. “We’ve done sampling programs in the past, but it’s normally at the retailer’s discretion where that appears,” Parker says. “Being able to put this into the meat department is definitely a unique situation, at least from anything we’ve done [before].”

As part of the test-and-learn campaign, demo carts were set up next to the meat department, along with an easel recipe display highlighting the food recipes and drink pairings.

Mini-recipe booklets were also handed out at the carts, while another individual floated throughout the store handing out coupons for either a $3 instant rebate or a $5 mail-in rebate.

Additional displays with a case card featuring the visual of the meat or chicken were placed in each store’s liquor section.

Mayer declined to name the participating retailers, but says a total of 88 events were held over a three-day span in August at select grocery stores across the country. Each separate event distributed an average of 65 tasting samples and noted 70 unique customer interactions.

BRAND: Gentleman Jack KEY INSIGHTS: Gentleman Jack consumers are 75% male but the average grocery shopper skews female. Deli and meat often appeared in the top 20 items along with Gentleman Jack, according to shopping-basket data. Thirty-one percent of grocery shoppers have household incomes of more than $100,000. Gentleman Jack was most typically consumed at small gatherings or as an everyday occasion.

ACTIVATION: The “Perfect Pairs” campaign allowed shoppers to taste cocktail recipes in the meat department.

Shoppers also received food recipes paired to cocktails.

IT’S COMING

The launch that will empower the entire consumer goods industry.

Learn more at p2pi.org/Rise

8

PROGRAMS

SHOPPER MARKETING FEBRUARY 2019

Bratsgiving’s Flexibility Enables Expansion at Retail

By Samantha Nelson

Johnsonville Sausage may have made up the “Bratsgiving” holiday, but thanks in part to the manufacturer’s willingness to tailor unique activations, the August grilling program has become a regular calendar event for a growing list of major retailers.

“We’re solving a problem for the retailer,” says Johnsonville shopper marketing manager Stephanie Plehn, “[as August is] when we see brat sales dip.”

Johnsonville works with a lineup of retailers to design activations that suit their individual goals and resources. In 2018, Kroger participated for the first time, with Johnsonville pairing its sausages with Bimbo Bakeries USA’s Arnold buns via bunker displays accompanied by co-branded shippers.

The program activated Kroger’s “What’s for Dinner?” meal solutions platform, presenting shoppers with a package of Arnold buns free with purchase of two packages of Johnsonville fresh d i n ner s au s age s from Aug. 29 to Sept. 4. The deal was presented through chain circulars and websites. The retailer also delivered a $1 Johnsonville coupon to the 350,000 shoppers in its MyMagazine sharing network.

“Partnering among CPG companies can be difficult given the resources it requires and the complexity of retail execution,” says Jacque James, Bimbo account executive – Kroger team. “By taking the road less traveled, we were able to collaborate, leverage the differences in our distribution methods and provide Kroger shoppers with an inspiring, in-store shopping experience.”

The program was so successful that Johnsonville and Kroger are in talks to do future “What’s for Dinner?” collaborations for occasions including St. Patrick’s Day and summer 2019.

For the past two years, Johnsonville has partnered with Ahold Delhaize’s Stop & Shop, Giant Food and Giant/Martin’s divisions for a cause-focused version of the campaign. Each division’s meat manager chose a local food bank to receive 25 cents for every brand purchase made from Aug. 10-16 (up to $6,000 per division).

“One of the things we really liked about this was a lot of the donation programs tend to be center store items,” says Johnsonville shopper marketing manager Fiona Redhair. “Meat is rarely involved and rarely included.”

The effort was promoted through instore bunker signs, chain circular features and geo-targeted Facebook updates. While the effort was identical both years, Johnsonville actually had to resell the program in 2018 because of the retailer’s decentralization efforts. But the fact that the program was localized with different charities for each banner helped it fit into Ahold Delhaize’s community focus.

Johnsonville brought a similar program to Kroger’s Harris Teeter, which operates on a separate promotional calendar from the rest of the grocer’s banners. Brand purchases from Aug. 1-14 triggered a 25-cent donation

Johnsonville’s Bratsgiving program thrives at retail, including at Meijer (left) and Kroger (below).

to the Second Harvest Food Bank of Metrolina (up to $13,000). The effort was promoted through circular features and social media updates from the brand, chain and nonprofit.

Meijer remains one of the biggest Bratsgiving partners. Johnsonville received three weeks of bunker signage in stores supported by mPerks coupons, emails and digital banner ads that directed consumers to a landing page counting down to the Aug. 16 Bratsgiving holiday.

A sweepstakes running from July 29 to Aug. 11 awarded one weeklong trip for four to a Wisconsin cabin. One runner-up received a gas grill and 12 others won free brats for a year in the form of 12 coupons for 16-ounce packages of Johnsonville Brats. Consumers entered via Facebook by sharing how they top their brats.

Lansing, Michigan-based Harvest Creative Services developed a trio of promotional videos with an actor depicting the character “Carl the Great Bratsgiver,” which were shared on social media to promote entry and reveal the winner.

“For the third year, the Meijer and Johnsonville partnership delivered an exceptional Bratsgiving event for our shoppers, leveraging the familiar face of Carl the Bratsgiver in our digital activation to inspire them to show us how they top the brat and celebrate,” says Meijer senior marketing specialist Crystal Stowe. “It’s a very fun and collaborative project that we are all proud of.”

Supervalu’s Cub Foods also made a social media sweeps the center of its Bratsgiving activity. Consumers entered from Aug. 9-29 by taking a picture with a 6-foot-tall Carl the Great Bratsgiver standee at a Cub Foods store and posting it in the comments section of a designated update on the chain’s Facebook page. Five winners

received a cornhole set, six won a $50 store gift card and two won 12 coupons for free packages of brats. Sponsored social media activity and an ad in the chain’s Aug. 9 coupon book supported the program.

Friendly competition fuels the Bratsgiving program at Albertsons Cos. In 2017, Johnsonville designed a gaudy “Bratsgiving Championship Belt” that it promised to award to the meat manager who drove the most Johnsonville bratwurst sales during the promotion.

“The annual belt has become a trophy each of our division teams aspire to win and proudly wear (or at least display) the rest of the year,” says John Beretta, Albertsons group vice president, meat & seafood.

“Throughout the challenge, we send images of great merchandising displays along with weekly updates on the unit and sales results. With more than 20 different Albertsons Cos. banners across the U.S., the competition is fierce. So we win, Johnsonville wins and our customers win.”

Some of the divisional activations included appearances at Albertsons-sponsored events. Johnsonville grilled sausages in the picnic area at Seattle Seafair and brought professional cornhole players to teach people the game, offering a free brat to anyone who could score a point on one of the players. Johnsonville also made appearances at Albertsons stores in Northern California to sell brats and donate the proceeds to wildfire relief efforts.

Those programs combined with retailer-

wide efforts. All stores displayed Bratsgiving sign toppers and Johnsonville utilized Albertsons Performance Media to deliver a coupon for $1.50 off the purchase of two brat packages one week and $2 off the same purchase the following week. The result was that brand sales spiked 10% year over year.

Ahold Delhaize’s Food Lion operates a clean store, but Johnsonville was still able to get signage in stores near its SKUs that directed shoppers to a deal for the brand available through the chain’s mobile application. Food Lion has its own creative shop and wasn’t interested in using Carl the Great Bratsgiver, but it did develop a “Best of the Wurst” digital program that ran on FoodLion.com from Aug. 8-21. The program used Food Lion-developed recipes for sausage and related dishes.

“We say Bratsgiving is a holiday that is totally subjective to how you want to celebrate it,” says Johnsonville integrated marketing manager Marc Bennett. “This holiday is a bit of a Rorschach [test]. We work with our customers to make sure they’re successful with what they do. That’s why you see the variety. It’s this kind of evergreen thing, and we love to see how people take it and run with it.”

Johnsonville expects the program will continue to spread to more retailers, and that existing partnerships will expand based on past successes.

“Every year it gets easier,” Plehn says. “They know what it is. They see it in the marketSM place and don’t want to be left out.”

PROGRAMS

FEBRUARY 2019 SHOPPER MARKETING

Teavana Finds Nirvana at Target

By Cyndi Loza

How does a brand spotlight a line of new premium teas at a retailer that doesn’t heavily promote the brew in stores?

Nestle’s Cortne Younk and her team tackled this question and more when they partnered with Target – where tea rarely receives display space – on a program for the launch of Teavana super-premium hot tea sachets.

“We didn’t have incremental space – we weren’t given an endcap or a shipper – so we really had to make this program work even harder for us … not only to drive trial and awareness at the beginning stages, but see that sustained throughout the weeks,” says Younk, Nestle Starbucks Coffee manager, shopper marketing – Target.

Teavana hot tea sachets rolled out to Walmart stores in June, Target in August and nationally in September. Priced at about $5.50 for a 15-count pack, the superpremium teas are available in six flavors: “Youthberry,” “Peach Tranquility,” “Citrus Lavender,” “Jade Citrus Mint,” “Imperial Spiced Chai” and “Earl Grey Creme.”

“What’s different about Teavana is that it’s all based on taste and these creative kind of tea combinations,” Younk says. “The first thing that you’ll see when you open up one of our packages and look at one of our sachets is that they’re see-through and that’s on purpose. You see the real fruit and the botanical pieces. … You can really see, touch and smell the difference of Teavana compared to other super-premium teas.”

Despite its reputation for eschewing tea display space, Target is a very important player in the tea category. The retailer’s market share of packaged tea is 6.5% of total U.S. tea sales, Younk notes. Moreover, super-premium tea accounts for nearly 12% of Target tea sales compared to 4.1% across all other measured outlets (such as food, drug, mass, club, etc.). “So, they are winning in tea, but have a true love for super-premium tea,” Younk says.

Target’s core, digitally connected Millennial shoppers are also a key demographic for the brand. “We found that 87% of Millennials drink tea and are entering the category through premium and super premium,” Younk says. “So, when it came time to launch Teavana, we knew that they were the right partner to not only bring this newness into the category but also help drive new users in to the category.”

The Teavana hot tea shopper program at Target was designed to build awareness, drive trial and build baskets among those new Millennial tea drinkers as well as drive super-premium trade up, Younk says. The program’s in-store efforts included September sampling demonstrations with tabletop signage positioning the teas as new at the mass merchant. Additional demonstrations in October were staged to let shoppers sample both Teavana hot tea and ready-todrink iced tea beverages, the latter of which Starbucks rolled out to select markets last year in partnership with Anheuser-Busch.

Coupons were also affixed to the iced tea beverages via hangtags offering 75 cents off a Teavana hot tea purchase.

The program also included creating “house parties” via Irvington, New Yorkbased Ripple Street (formerly House Party), a company that brings brand-sponsored parties to consumer homes. A total of 400 house parties were staged with each host receiving a party kit including:

a $25 Target gift card to purchase the Teavana SKUs; n a competitor’s (Numi) tea bag for party participants to compare it to Teavana tea; n hot tea sachet coupons; and n Teavana-branded paper cups.

“By asking hosts to share these experiences on their social pages and invite friends over to try Teavana, we’re able to drive awareness of the Teavana portfolio and encourage purchase,” says Younk, adding the effort also helped drive traffic to Target, increase reach n

and impressions, boost social media activity and generate 600 product reviews. “It was really a home run for us in our minds.”

Additionally, the brand engaged 10 influencers “who share a love of premium tea and Target” to try Teavana hot tea sachets and craft iced teas, Younk says. The influencers posted about their experiences with Teavana and shared it across their social media channels (Facebook, Instagram and Pinterest). The Chambray

9

Bunny and Sophisticated Whimsy were the top two performing influencers, Younk says. The marketing plan also included: n digital ads on Target.com and external ad units across both desktop and mobile (with a heavy focus on mobile); and n an ad search campaign on Target.com sponsored by Paris-based Criteo, a thirdparty vendor that works with retailers to boost products to the top of search results.

As far as post-program performance and metrics, Younk says sales have performed extremely well, exceeding two times the original forecast. Moreover, Teavana captured 27.7% share of the super-premium tea over a fourweek period, making it the second-largest SM super-premium tea brand at Target.

10

SHOPPER MARKETING FEBRUARY 2019

B R A N D LOYA LT Y Five industry experts weigh in on how to think about brand loyalty, what to focus on and how to build it O U R V I R T UA L R O U N DTA B L E

APRIL CARLISLE Vice President, NRS, Shopper Marketing Coca-Cola Co.

DON GROWHOSKI Owner, Managing Partner Colangelo

NICKY JACKSON Founder, CEO RangeMe

DUNCAN WARDLE Founder Id8&Innov8

EDDIE YOON

Author, Growth Strategist, Futurist Eddie Would Grow

BY APRIL MILLE R

Brand loyalty – does it still exist or is it a figment of marketers’ imaginations?

For many decades, if a brand produced it, someone bought it. There was strong loyalty, but there were fewer brands and there were fewer places to purchase those brands than there are today.

Now, there are an overwhelming number of choices – in what to buy and in where to buy. There is 24/7 access to information. “Shoppers want to understand your brand and know transparently what your brand stands for,” says April Carlisle, vice president, NRS, shopper marketing, Coca-Cola Co. “And this is not exclusive to Millennials. Every generation is interested in this. Technology has enabled this information to be at their fingertips now.”

The power has shifted from companies to consumers.

“This is a major wake-up call for brands,” says author

and growth strategist Eddie Yoon. “Loyalty to the king exists in a monarchy, but in a free society, it’s silly to ask. There are brands that haven’t woken up to this yet – the king has been overthrown.” Only those that make the shift from a product-driven to a consumer-centric mindset will win shoppers’ devotion.

How not to create loyalty? Keep focusing on your quarterly results.

How to win it? Focus on your customers. Have a purpose. Care about your category and care about shoppers as individuals. “Anyone who believes profit is more important than purpose will go out of business,” says Duncan Wardle, founder of the firm Id8&Innov8 and former head of innovation & creativity at the Walt Disney Co. “This is a critical cultural shift that can’t be ignored.”

To understand the changes in brand loyalty, we talked to several industry insiders. Here, we present an edited roundtable discussion.

FEATURE | BRAND LOYALTY 11

FEBRUARY 2019 SHOPPER MARKETING

Why do brands still care about building loyalty?

NICKY JACKSON: It is a huge focus for them because the consumer’s affinity for their brand is what drives the brand’s value, blocks out the competition and ensures continual consumption and repeat purchase.

CARLISLE: That’s all we think about. How we can continue to reach people and let them know about how great our products are and how we can enhance their lives.

So brand loyalty does still exist?

CARLISLE: I think there’s still significant loyalty to brand. Where there’s less loyalty is to where can I best procure that brand.

WARDLE: I don’t think it has altered significantly, as long as brands have stories embedded in a core human truth and they care more about purpose than profit.

JACKSON: It has given way to trend loyalty. When kombucha started gaining popularity, despite no real mainstream brands producing it, consumers veered away from purchasing existing functional beverages to purchasing kombucha. It shows just how consumers shift on trends as they emerge, rather than shift brands.

DON GROWHOSKI: Brand affinity – personal, emotional connections consumers have with brands – has replaced it. This makes the brand relationship much harder to break than one based in loyalty.

Are there things that we mistake for loyalty?

YOON: Consumer laziness. I can do the Amazon Subscribe & Save and it’s right there at my fingertips. Lots of big brands that are available everywhere might want to believe it’s loyalty. No, you were just the easiest option.

“ In the past it was about consumers being loyal to brands. Now it’s more about brands being loyal to consumers – their needs, desires, values.”

Don Growhoski, Colangelo

How is the industry rethinking what loyalty means?

GROWHOSKI: In the past it was about consumers being loyal to brands.

Now it’s more about brands being loyal to consumers – their needs, desires, values.

This idea of a brand being loyal to a shopper, what does that look like?

YOON: Brands can’t just be loyal to themselves. Why would you be friends with someone like that?

WARDLE: If every time those in the c-suite wake up and think how can we make more money and are driven by that, that is going to be their failure. There has to be purpose – and purpose is not a charity but what you stand for – over profit.

YOON: Brands that are committed to not just the people who buy the brand, but also the people who buy the category – that’s a better strategy.

That’s loyalty to the people who love the category, and those brands will always do well over the long haul.

What efforts are not working to build loyalty?

JACKSON: Having a cookie cutter solution. Customers are different and

need to be spoken to in different ways.

GROWHOSKI: Transactional behavior such as discounting.

CARLISLE: When I’m trying to read an article on my phone and every two seconds another digital banner pops up and blocks the content. It’s a negative reaction to that brand.

WARDLE: Focusing only on big data and missing the other half of the story. Have you ever spent a day in the living room of your consumers?

This is where you’ll find real insights.

“[Building loyalty is] all we think about. How we can continue to reach people and let them know about how great our products are and how we can enhance their lives.”

April Carlisle, Coca-Cola Co.

Does personalization help build loyalty?

JACKSON: It’s a huge factor for consumers and a strong driver of brand loyalty. Not all consumers are the same or fit neatly into a specific consumer box. Brands that have personalized offerings will ultimately be the winners.

WARDLE: Without a purpose and a story, personalization only helps in the short term.

CARLISLE: Just because you can, doesn’t mean you should. There can be a creep factor. You really have to consider if that is an opportune time and place for the brand to reach out to me.

What impacts have Millennials had on brand loyalty?

YOON: In general Millennials have a broad rejection of big government, big

banks, big brands. They give the benefit of the doubt to mom-and-pop and niche brands. Many will assume that when push comes to shove, that small entrepreneur is loyal to their customers and the big corporation is loyal to their shareholders.

WARDLE: Not only will Millennials and Gen Z not buy from companies that they don’t believe in what they stand for, they will not work for those companies.

JACKSON: They expect brands to be transparent about their purpose, or how they are giving back to the community. If a brand isn’t transparent, they will switch to one that is.

CARLISLE: All generations appreciate the ability to know from head to toe what your brand stands for. What is important – not just to Millennials – is what role your brand can play in their life and how you are solving their challenges.

Some have claimed Gen Z will act more like Boomers when it comes to loyalty. Thoughts?

YOON: I’m not convinced it’s a function of the generation but more just a cycle. There are certain life stages where in particular categories you are more likely to be brand loyal.

JACKSON: I don’t believe future generations will have as strong of brand loyalty as the Boomers. Gen Z are part of a generation that is global, social, visual and technological. They are the most connected, educated and sophisticated generation ever, and while they may act more like Boomers, brand loyalty for them is similar to brand loyalty for Millennials. They can easily switch or substitute a new brand based on trend, price, quality or convenience.

What’s it going to take to earn brand loyalty?

YOON: A brand and a consumer – it’s a relationship, a marriage. And the moment you take a marriage for granted is the day bad things will happen.

WARDLE: I was working with a tool company and stood in the aisles to watch shoppers. They don’t care about your brand or your price point or even your products. They were animated talking about building their dream kitchens and bathrooms. Be the brand that helps them build their dreams. And then imagine what other products and services you could create from that. SM

“A brand and a consumer – it’s a relationship, a marriage. And the moment you take a marriage for granted is the day bad things will happen.”

Eddie Yoon, author and growth strategist

12

SHOPPER MARKETING FEBRUARY 2019

WHO’S WHO in Merchandising

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

CAREER ACHIEVEMENT

Photo by Steve Hockstein

MARS WRIGLEY CONFECTIONERY: JASON WOOD, Director of Display Development

J

ason Wood joined Mars in 2004 and has not looked back. Wood says he is fortunate to have held a variety of positions that have prepared him for his current role. After an initial stint in operations, Wood then moved to brand customer marketing, shopper marketing, sales and other varying roles that led him to become director of display development.

What are your current responsibilities?

WOOD: I am responsible for the in-store display strat-

egy for Mars Wrigley Confectionery and the development of display tools that bring to life our products instore. The tools we develop include pre-pack displays to support brands like M&M’s and Snickers, national consumer promotions, new item launches as well as custom pre-pack displays to meet customer-specific needs for both our seasonal and non-seasonal items.

We also develop and manage a portfolio of semi-permanent displays and POS materials to enhance the consumer shopping experience and drive sales.

Describe the structure of your organization as it relates to merchandising, including how you interact with shopper marketing and with insights.

WOOD: I manage an amazing team of Mars Wrigley

associates who specialize in different types of displays as well as some very talented vendor partners and agencies that help us create best-in-class displays. Data and insights are the first lens we use when creating anything, so we work closely with our insights team to make sure our solutions are meeting a specific category or consumer need. We also have a strong connection with our shopper team to make sure we incorporate both the national consumer promotions as well as spe-

cific shopper programs into our display plans. The relationship between display and shopper is critical in optimizing your in-store conditions.

How does your company define success for its in-store marketing programs?

WOOD: We believe our products create special mo-

ments and smiles for our consumers. Display is a fantastic vehicle to live into that belief by creating those points of interruption in-store to remind shoppers how fun and enjoyable our brands are. I would say a successful program is one that not only drives sales for Mars but also enables us to grow the category.

How has the emergence of the omnichannel shopper influenced your overall approach to merchandising?

WOOD: Display has become even more critical as we

try to connect with consumers through meaningful and impactful consumer promotions. We know that confectionery is not always a planned purchase, so display is crucial in making that final connection at the point of purchase by being in the right place at the right time in a consumer’s shopping trip.

What role will the physical store play in the future?

WOOD: The physical store will always play a role in

consumer shopping behavior. That being said, as shopping patterns change we need to help retailers make the most of consumer trips by helping to create incremental purchase opportunities. The store also creates an environment to learn about new product offerings, experience consumer promotions and the ability to touch and feel products.

– Institute Staff

WOOD: Confectionery is an important part of consumers’ seasonal traditions. We are lucky to have amazing brands to leverage and the personality of those brands comes to life through our POS displays. It’s exciting to see the creative and impactful displays our sales and retail teams build in stores. Not only do these displays create a fun and inviting shopping experience, but they have proven results and deliver significantly higher sales lift versus stores with no display.

RECENT ACHIEVEMENT WOOD: We recently created a custom wire endcap as a category solution for immediate consumption items. This display is visually appealing with an eye-catching LCD screen header and features top brands presented in high-visibility chutes. The results have been amazing, since we were able to drive a substantial increase in sales over the last year.

WHO’S WHO IN MERCHANDISING 13

FEBRUARY 2019 SHOPPER MARKETING

ICON KEY Institute member

A ACCO BRANDS GARY LAZICKI, U.S. Marketing Manager Lazicki manages the merchandising strategies in the office and school retail channels incorporating customer, shopper and purchasing insights to maximize revenue objectives from concept to implementation for both seasonal and category destinations.

ACE HARDWARE LORNE COHEN, Category Manager – International Cohen develops, leads and executes the organization’s international category management strategies across its retailers outside of the United States. Ace International has more than 700 stores in 60 countries across the globe.

ACH FOOD COS. PAUL REARICK, Research Development Packaging Engineer

ADIDAS MATT KELLY, Global Procurement Director Marketing/ Retail Kelly builds strategies for retail. The role optimizes acquisition of fixturing, mannequins, hangers and shopping bags, guiding the consumer journey in the adidas direct-to-consumer, conceptto-consumer and franchise stores globally.

ADVANCE AUTO PARTS MIKE PLUM, Director, Omnichannel Customer Experience Plum leads a crossfunctional team that focuses on best-inclass product presentation, showroom layout and digital touchpoint strategic development to deliver an exciting, engaging and innovative omnichannel customer experience.

AHOLD DELHAIZE

BEIERSDORF

BURT’S BEES

SPENCER BAIRD, Senior Vice President, Merchandising, B2B & Pick-Up, Peapod

SHEILA STROH, Senior Manager, U.S. Promotions Stroh leads and develops merchandising strategies including aligning brand and customer strategies, ensuring premium merchandising placement at the point of sale. She led the development of an inline fixture for hand and body set in CVS’s new concept stores, Beauty in Real Life.

JEFF CECCARELLI, Team Leader – Category Advisory Services and International Sales Planning

TONYA HERRING, Chief Merchandising Officer, Senior Vice President of Merchandising, Giant Food See profile on Page 14 MELISSA HUGHES, Director, Strategy & Innovation, Stop & Shop

AMAZON.COM DAVID GILMAN, Senior Product Manager, Customer Shopping Experience

B BACARDI & CO. EDDIE PINEIRO, Director, Marketing Materials

BARILLA AMERICA CHARLIE DIGREGORIO, Senior Packaging Engineer

BAYER HEALTHCARE PETER DAVIDSON, Senior Manager, Visual Merchandising Davidson leads the development, planning and execution of national and custom display programs for Coppertone and Dr. Scholl’s. He manages the creative, structural and technical phases of the display projects, with compliance to the company’s marketing, sales and customer guidelines while also developing and managing the relationship with third-party vendors through the production process for permanent displays, temporary displays and special assignments.

MICHELE SMITH, Senior Manager, Visual Merchandising Smith leads the design and development of in-store merchandising solutions across multiple classes of trade. Key brands include Claritin, Aleve and Miralax with focus being on differentiation at retail to drive incremental sales.

BEST BUY CHRIS BRANDEWIE, Director of Store Design Brandewie leads the creative design team focusing on store layout, architecture, displays and fixturing. He also is responsible for the development of new store concepts as well as the refresh of existing stores.

BLUE BUFFALO CRAIG STANKEVICH, Senior Director, Channel Marketing

BOAR’S HEAD GEORGE BROCK, Marketing Innovations Solutions Manager Brock strives to connect and delight shoppers with the brand. In that capacity he uses physical and visual innovations to provide solutions to opportunities. Areas of influence include merchandising, digital display and packaging.

KRISTINA CALVIN, Marketing Innovations Solutions Brand Manager Calvin brings marketing innovation solutions to delis across the country based on trends, shopper data and retailer needs. She develops, designs, tests and launches programs that enhance the shopper’s overall brand experience.

BOSE CORP. ERIC GREEN, Global Retail Product Demonstration Category Manager

BOSTON BEER SCOTT WATTERS, Senior Director, Creative Services

THERESA CHAMPAIGNE, Shopper Marketing Manager Champaigne is responsible for partnering with the company’s retailers to develop marketing tactics that leverage key insights to influence the shopper to purchase at the point of decision.

C CAMPBELL SOUP JUSTIN CERRITELLI, Director, Sales Planning, Communications and Finance Analytics LEIGH PALUMBO, Manager –Sales Operations, In-Store Merchandising RANDI SLUSKY, In-Store Merchandising Team Lead See profile on Page 18

CENTRAL GARDEN & PET ROGER MOSSHART, Vice President, Retail Sales & Service

CHURCH & DWIGHT AISHA RICHMOND, Display Fulfillment Specialist II Richmond’s current responsibilities include developing, planning, managing, sourcing and executing programs for display production and fulfillment activities. She initiates improvement opportunities and supports internal cross-functional teams.

CLOROX TIM ROBERTS, National Retail Operations Manager

COCA-COLA SUSAN AGRO LANIER, Shopper Marketing Manager As the merchandising lead for national pillar programs, Glaceau and coffee brands, Lanier leads the design and development of shopper marketing solutions that break through retail clutter.

14 WHO’S WHO IN MERCHANDISING

SHOPPER MARKETING FEBRUARY 2019

Photo by Tracey Brown

GIANT FOOD: TONYA HERRING, Chief Merchandising Officer, SVP Merchandising

T

onya Herring believes every career is a journey and a set of experiences that builds your skill set for the next challenge. She has been fortunate to have multiple roles throughout her career, including positions in operations, marketing and merchandising.

Like many in the business, Herring started in a grocery store with Safeway in Northern California. She worked her way through the ranks to district field positions and eventually became Safeway vice president of own brands for perishable category development.

In 2015, she came to Ahold USA as the senior vice president of non-perishable. Last year, she was asked to be the chief merchant for Landover, Maryland-based Giant Food.

What are your current responsibilities?

HERRING: My team and I are responsible for all as-

pects of merchandising – pricing and promotion, all category management and commercial planning. As a merchant-led organization, my team builds the company sales strategy engaging key vendors and suppliers to ensure a complete and purposeful assortment for our customers. But we can’t do it alone. We work with our marketing and insights partners to ensure we understand trends, brand targets and communication channels to effectively tell our story. In addition, possibly the most important element is that we work closely with our store operations teams ensuring clear communication as they execute the plans and engage with our customers every day.

Describe the structure of your organization as it relates to merchandising, including how you interact with shopper marketing and with insights.

HERRING: Giant Food is organized to deliver great

food for our customers in an easy way so they can live their lives. As merchants, our first responsibility is to ensure we are a great local brand that focuses on this promise for our unique shoppers in the Washington,

D.C. and Baltimore markets. We work closely with our vendor partners, Giant marketing, store operations and Giant insights to build the plans and programs that deliver on this. Any program we consider and put in front of our customers should be supported through data, align with what we as a brand are promising our customer, and is accretive to the goal of being relevant to our customers’ lives.

How does your company define success for its in-store marketing programs?

HERRING: So much of our success as a brand is de-

termined by the in-store experience for our shoppers.

Key elements of that are the products, prices and messaging/information that they find at service counters and on shelves. Giant wants to offer a unique experience to our customers that enhances the store shopping visit. That can mean occasionally taking risks on new items, small brands, local finds or global flavors.

On every item, our pricing must be competitive and offers must be easy to understand. In-store elements should do several things – be unique, build affinity for Giant, connect to the overall seasonal messaging and most importantly be valuable for our shopper.

How has the emergence of the omnichannel shopper influenced your overall approach to merchandising?

HERRING: Our lives are full of activity and at times

complex so we need the places we shop at to be as flexible as our lives are. That means being able to grab that fresh snack on my way to a concert with my friends, or all the right ingredients for a dinner party, and to be able to have my weekly needs delivered to me when I choose. For Giant Food it’s not just about how our shoppers get their food, but what they are getting and the great assortment we provide them. That assortment has to be right for the shopper no matter where or when they get it. If we have that right, and enable shoppers to easily access it, then that’s what omnichannel is all about for me.

CAREER ACHIEVEMENT HERRING: I have been fortunate enough to be a part of centralizing an organization, four different organizational redesigns, two major mergers and building two groups from the ground up.

But my most successful accomplishment has been in my people. Mentoring women and men and then watching them grow from administrators to directors, from analysts to code writers and from zero grocery knowledge to experts, have been my biggest accomplishments in my career. To build success, you must build teams that win. I have been very fortunate to learn and be mentored from the best in the business.

Being given the opportunity to pass that along is what drives me and drives my teams to be our very best everyday.

RECENT ACHIEVEMENT HERRING: At Giant Food, the merchandising organization is 1 year old as of January. My biggest success in 2018 was building a new organization that delivered on financial expectations, built relations inside and outside our organization and is ready to deliver on the future.

How has merchandising changed in recent years? What trends are happening now?

HERRING: Merchandising development and decision

making have changed to be more consumer-focused and purposeful. We want to make the most informed decisions so we use all of the data available to us to make the best decision for our consumers. We have the ability to dive deep into this data on a store-bystore basis. The consumers are telling us that natural, organic, minimal ingredients, sustainability and more all play an important role in their product-buying decisions. They are also telling us that company’s values are key in their decision making of where to shop.

— Institute Staff

WHO’S WHO IN MERCHANDISING 15

FEBRUARY 2019 SHOPPER MARKETING

CHERYL CAMPBELL, Shopper Marketing Merchandising Manager Campbell is the lead merchandising manager for pillar (holiday, fall football and big game) as well as all sparkling soft drink programs. She is a cross-functional partner in planning and activation to execute programs against brand vision for system marketing materials.

SUSAN LAZARO, Director, Merchandising Solutions For more than 18 years, Lazaro has held various roles across the merchandising discipline including procurement, shopper marketing and commercial leadership. She has worked with Coca-Cola Bottlers, customers, brands and assets to create easy-to-execute solutions that convert shoppers into buyers.

BRAD WILLIAMS, Senior Manager, Shopper Marketing Merchandising Williams leads the development of merchandising solutions across all channels of retail, while supporting shopper experience innovation strategic initiatives.

He came to Coke from The Home Depot in 2009, where he led visual merchandising and shopper experience teams.

DG YUENGLING & SON CHRIS SEIGH, Trade Marketing Manager Seigh leads shopper marketing efforts with large- and small-format national accounts driving activation and customization.

His focus is on utilizing actionable insights to drive merchandising that influences behavior and demand across multiple touchpoints at retail.

DURACELL JOE CERONE, Team Leader, NA Merchandising

E EDGEWELL PERSONAL CARE

for the ultimate customer experience. He has opened both dynamic Garmin brand stores in Miami South Beach and Aventura Mall in Florida.

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

GENERAL MILLS BOB MYERS, Director, In-Store Design & Strategic Events Myers manages a “concept to consumer” in-store design team focused on delivering fully integrated cohesive display merchandising capabilities in stores for General Mills brands’ in-store merchandising and category growth initiatives.

NATALIE MALLONE, Senior Manager, Merchandising and Display, Wet Shave Mallone has more than 18 years in merchandising experience in the CPG space. Currently she leads the off-shelf merchandising for the Wet Shave portfolio for Edgewell Personal Care. Her biggest career accomplishment was taking home a 2018 “Display of the Year” OMA for her work on the Schick Men’s business.

HEATHER OPPEL, Senior Operations Manager – In-Store Design Team Oppel leads the end-to-end display operations for the General Mills North American region. The teams develop ideas and solutions that connect with the needs and strategies of the company’s marketing and sales teams to deliver capabilities tied to how both can win in-store.

DAVI TASH, Senior Merchandising & Licensing Manager

GLAXOSMITHKLINE

CRAYOLA

MARGHERITA FARRELL, Manager Displays/ Special Packs – Sales Operations Farrell manages the development, production and execution of GSK OTC promotional displays. She has more than 30 years of experience at Bristol-Myers Squibb, Novartis and GSK. She works closely with supply planning, demand planning, customer strategy, brand, marketing, sales, master data and customer service, specializing in on-time delivery to retail.

BETH ONDUSH, Leader, Merchandising Ondush leads strategic direction for the company’s merchandising function, key customer planning and cross-functional team collaboration to deliver on brand, segment, product and customer objectives for off-shelf temporary and destination planogram merchandising.

F

D

G

GOPRO

GARMIN INTERNATIONAL

GABRIEL MENDEZ, Global Group Leader, Retail Solutions

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

FOOT LOCKER BRIAN LANDMAN, Senior Director of Visual Merchandising & Experience, North America

FRESH THYME FARMERS MARKET RICK FINDLAY, Vice President, Fresh Merchandising

RONNIE LAMENDOLA, Senior Manager, Retail Marketing Lamendola oversees innovative merchandising and video display initiatives for the Garmin retail brand stores, implementing a vision of integrated approaches that blend new technology, trends and designs

H HALLMARK CARDS LISA BARBER, Visual Merchandising Account Director Barber’s team drives innovation and leads programs to improve shopper way-finding for the company. Along with its in-house creative studio, it provides end-to-end merchandising solutions for all mass customer channels including affiliated trade shows and the company’s international divisions. Solutions are developed from shopper insights mined from data and internal quantitative and qualitative research.

HEINEKEN USA SUSAN MASTROGIACOMO, Category Development – Central Strategy and On-Premise Director

HERSHEY SCOTT DUNKLEY, Director, Merchandising Center of Excellence Dunkley’s team defines and executes Hershey’s merchandising strategy across permanent secondary displays, pre-packed units and retail carry-in POS. Using data-driven analytics, shopper insights and impactful experience, the team drives conversion for Hershey’s iconic brands.

MIKE KAUTZ, Manager, Permanent Merchandising, Small Format Kautz is responsible for the development and implementation of aggressive in-store merchandising strategies/tactics to gain permanent, incremental, high-quality, secondary space that results in increased sales, profits and market share for the company’s CMG and snacks businesses. He plays a key role in ensuring that “snackfection” is top of mind and merchandised in the right high-traffic locations to drive incremental retail sales.

TIFFANY PIEJA, Merchandising Manager, Walmart As a member of Hershey’s Merchandising Center of Excellence team, Pieja leads the design and development of innovative merchandising solutions for Walmart.

16 WHO’S WHO IN MERCHANDISING

SHOPPER MARKETING FEBRUARY 2019

CAREER ACHIEVEMENT

Photo by Lindsey Wasson

NESTLE STARBUCKS COFFEE: KELLY MARSH,

Director, Industry Affairs and Capabilities

K

elly Marsh started her marketing career at Starbucks in the early 2000s. She held a variety of marketing roles to build the brand both nationally and locally. As Starbucks exploded with new store openings across the U.S., Marsh developed plans to introduce the brand in new markets throughout Texas and Louisiana.

Marsh was then asked to move to Indianapolis to support growth in the Midwest and develop the brand through community sponsorships. Afterward Marsh jumped into the world of shopper marketing when she began to work on plans for Starbucks coffee shops located within bigger box retail customers such as Kroger and Target. Driving conversion along the path to purchase when the shoppers were in those retail environments was the goal, although at the time Starbucks did not have a traditional CPG marketing team.

As Starbucks started to further build out a CPG team and begin selling direct to retailers, Marsh was offered the newly created shopper marketing role on a customer team in Minneapolis. She then became the director of shopper innovation and experience, leveraging her strong brand understanding and shopper passion.

What are your current responsibilities?

MARSH: During my role as director, shopper inno-

vation and experience, I was responsible for leading the permanent merchandising strategy and collaborating with retailers in FDMC to reinvent the coffee category through innovative experiences. My team led the entire initiative from developing the strategy, designing the merchandising solutions and the installation in-store. I recently just completed a six-month assignment as director, shopper marketing, for Nestle Starbucks Coffee. In that role, I led the team that is responsible for collaborating with retailers to develop marketing plans that drive conversion along the everchanging path to purchase. I am just beginning the start of a new journey as director, industry affairs and capabilities, for Nestle Starbucks Coffee.

Describe the structure of your organization as it relates to merchandising, including how you interact with shopper marketing and with insights.

MARSH: I led the dedicated team that owns the in-

store experience. Collaboration with shopper marketing and category development team members is critical to our success as an organization. Everyone has a responsibility to know the shopper and retailer insights intimately and we all co-sell the solutions together.

How does your company define success for its in-store marketing programs?

MARSH: Like with all shopper marketing programs,

KPIs vary depending on the program objective. However, the critical components for all of our programs are ensuring there is a win-win-win for the retailer, the shopper and the brand simultaneously.

MARSH: The most successful merchandising of my career has been within the last few years when I have been able to see such strong partnerships across several retailers. It has worked best when my team and I have been able to roll up our sleeves with the retailers and problem solve with them. We diagnose challenges and develop solutions to grow the category through changing their in-store experiences. We have codesigned solutions that fit seamlessly within their in-store environment from a design standpoint yet are disruptive just enough to create a cause for pause in the shopper’s journey. This pause is enough to encourage the shopper to explore the category in a new and different way, thus driving engagement and ultimately category growth.

RECENT ACHIEVEMENT

How has the emergence of the omnichannel shopper influenced your overall approach to merchandising?

MARSH: The omnichannel shopper continues to keep

us on our toes and constantly evolve our go-to-market plans to ensure we intersect them at the conversion opportunity. It has made the work of delivering on instore experience more critical than ever.

What are the important characteristics of a mutually beneficial merchandising collaboration between a manufacturer and retailer?

MARSH: Alignment to plans that support category and

brand growth while laddering up to the strategies of both companies.

How has merchandising changed recently?

MARSH: Within the last year, I have recognized more

openness from retailers to try something different in-store beyond traditional grocery runs, gondolas and adjacencies.

What trends are happening now?

MARSH: We see many retailers testing new concepts

and ideas with some moving toward disruptive nontraditional floor pad designs and traffic flows. As the brick-and-mortar and e-commerce spaces begin to blur and blend together, I see many retailers starting to integrate technology with in-store merchandising to continue to stay relevant in this rapidly changing space. It is a very exciting time to be in this industry and to be a part of history as things evolve.

What role do you foresee the physical store playing in the future?

MARSH: It is not just the physical store to me. Rather, it

is the human, sensorial, emotionally connected experience within the physical store space that has become increasingly more important. I think of grocery in this space as most critical. Food is sensorial and tactile. We have a responsibility to balance getting the experience right while allowing the shopper to explore, with organizing the traffic patterns in store in such a way that allows them to quickly find what they want so they have more time to explore and potentially add to the basket.

— Institute Staff

MARSH: My most recent successes have been through retailer collaborations to address flatto-negative category numbers for the first time in years. Through proprietary research our team identified shopper challenges and began to put together merchandising solutions. To solve the challenges, I hosted several workshops with the retailers where our cross-functional teams dug deep into the issues. We co-designed the right merchandising solution for the shopper bringing in lighting elements, coffee shop-inspired design elements, kitchen countertops and coffee shop recipes to inspire shoppers. We had so much fun in these sessions, with the key being that we always focused on the shopper’s problem to solve and had our full cross-functional teams working fluidly together.

Our solution led to returned category growth and strong brand growth. Not only that, it also led to improved retailer perceptions indicating just how important in-store experiences are to shoppers. This was some of the most rewarding work I have ever done for three reasons – the retailer’s growth, the brand growth and ultimately, to hear the shopper tell us how much they liked these in-store experiences and how it hit directly on the brief of the shopper problem to solve.

WHO’S WHO IN MERCHANDISING 17

FEBRUARY 2019 SHOPPER MARKETING

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

FRANK SHEEHE, Senior Manager, Global Retail Expansion

HOME DEPOT DAVID PASSAFIUME, Divisional Merchandising Manager

HUNTER DOUGLAS MAUREEN MARRONE, Director, Visual Merchandising Marrone is responsible for developing customized in-store merchandising programs to help Hunter Douglas retailers create a more professional selling environment. She recently developed and installed a full, in-store merchandising concept that set a new standard for selling window coverings.

J JOCKEY INTERNATIONAL ROBERT STYLES, Vice President, Men’s Merchandising & Design

JOHNSON & JOHNSON STEVEN HECHT, Senior Manager, Retail Merchandising

K KELLOGG KURT DECK, Senior Manager, Merchandising Capabilities, Supply Chain & Design Deck’s responsibilities include being closely involved in the design process for corrugated displays which include promotional, knocked-down and pre-packed displays for the snacks and morning foods business units. He also oversees the design and purchasing of permanent display fixtures for these business

units that support in-store display opportunities along with shelving systems initiatives and in-aisle reinvention projects.

MEGAN PHELAN, Associate Director, Brand Design Production & Merchandising Phelan leads design operations for Kellogg, including oversight of merchandising display development, production and logistics, packaging prepress, color management and commercialization and off-pack print production including POS, signage and coupons. She also provides strategy and direction for technology solutions supporting design operations and is regional liaison for global design execution.

KEURIG DR PEPPER DON COLLINS, Director, Merchandising & Retail Innovation

LG ELECTRONICS

MICROSOFT

STEWART HENDERSON, Senior Manager, Home Appliance Shopper Marketing Henderson leads the shopper marketing team for LG’s home appliance business units and is tasked with developing and executing LG’s omnichannel experiences for the shopper.

ERIN MINOR, U.S. Retail Channel Marketing and Merchandising Manager

RACHEL OLSON, Senior Shopper Marketing Manager

LOWE’S MARGI VAGELL, Senior Vice President, Store Merchandising

LOWES FOODS CHRIS VAN PARYS, Senior Vice President, Sales & Merchandising

M MARS WRIGLEY CONFECTIONERY

KIMBERLY-CLARK LISA HURWITZ, Vice President, Global Marketing: Creative, Brand Design & Content

KRAFT HEINZ DAVID STAPLES, National In-Store Merchandising Manager, Beverage Business Unit

L L’OREAL MICHAEL ARECCHI, Vice President of Merchandising MORGAN HAGNEY, Director, Retail Merchandising Hagney leads the merchandising team for Maybelline New York, responsible for the cosmetics wall and other permanent locations. Her team focuses on the consumer in-store experience across all national retailers, promoting this leading brand in the mass market.

CHRISTINA P. RAGAZZINI, Assistant Vice President, Retail Innovation – Permanent Merchandising

BRIAN JURKOVIC, Seasonal Display Manager Jurkovic leads innovation and customer-specific display development for the Mars Wrigley Confectionary seasonal portfolio. In the highly impulsive confectionary category during the most permissible times of the year, seasonal displays are critical in driving incremental purchases, household penetration and category growth.

JAKE OLSENJACOBSEN, Senior Retail Demo Manager A 28-year retail veteran, Olsen-Jacobsen previously managed the Xbox and Xbox 360 global video game retail kiosk programs.

He is currently responsible for the global consumer retail demo experience on Windows OS devices.

MONDELEZ INTERNATIONAL MATTHEW JORDAN, Merchandising Solutions Manager Jordan is currently responsible for managing the design, development and production of prefilled custom biscuit displays, prefilled chocolate displays and unfilled temporary displays for c-stores.

ALICE MOORE, Merchandising Manager KELLY O’BRIEN, Merchandising Manager O’Brien manages the creation and production of POS displays for the most loved brands. Her career is balanced in pragmatism and passion to be relevant and unique, working alongside admirable and diverse partners to deliver the company’s goals.

JASON WOOD, Director of Display Development See profile on Page 12

CHRIS PANACCIONE, Associate Merchandise Manager

MCCORMICK AND CO.

ROBYN PETROSKI, Senior Merchandising Manager, Shopper Merchandising Solutions

BRIAN ESLINGER, Merchandising Development Manager

MEIJER SHELLY HUISKEN, Director of Merchandise Presentation Huisken leads the merchandise presentation team for the retailer. Her team is responsible for developing space planograms and floorplans for in-store merchandising strategies and providing analytics to determine department and category adjacencies along with space allocation for new stores and remodels.

BRUCE PYE, Manager, Graphic Design MARIA RUVOLO, Merchandising Manager Ruvolo manages merchandising efforts for Biscuit PRDs and shippers for value channel customers.

STEVE ZOELLNER, Director, Shopper Merchandising Solutions

18 WHO’S WHO IN MERCHANDISING

SHOPPER MARKETING FEBRUARY 2019

CAREER ACHIEVEMENT

Photo by Mark Conrad

CAMPBELL U.S. SALES: RANDI SLUSKY,

Retail Activation Lead

R

andi Slusky began her career after graduating with a degree in theatre production, starting as a costumer working behind the scenes. After some time, her path took a turn into magazine and catalog production before transitioning into agency work.

Slusky spent five years at TracyLocke working on programs with clients such as Pepsi. As the promotional agency for mainstream brands, she managed procurement, production and the development of innovative merchandising displays, experiential opportunities, exploring the emerging digital world and producing and executing kiosks and store windows in New York.

Joining the Campbell Soup Co. more than 11 years ago gave Slusky the opportunity to take a simple idea or concept through various stages – creative, structural development, financial review, production and ultimately in-store POS execution.

What are your current responsibilities?

SLUSKY: I am the retail activation lead for Campbell

U.S. Sales, focusing on the Pepperidge Farm Independent Distributor Network and on the development of permanent display solutions for the organization.

Describe the structure of your organization as it relates to merchandising, including how you interact with shopper marketing and with insights.

SLUSKY: It is a three-part, insight-focused approach.

The first part encompasses retail activation, category management and shopper marketing. Insight-driven activation comes from our team in conjunction with our strategic/account lead to produce relevant merchandising opportunities for both our shoppers and retail customers. The second part is marketing/brand partners. Collaboration is key and in-store merchandising displays are brand builders. We must represent our brands using consistent messaging and maintain our visual equity in a diverse multimedia environment. The third part is the field sales force providing invaluable customer insights. These teams are actively in-store daily and are selling at the ground level. They are always happy to voice an opinion, share pictures, provide ideas to solve a retailer’s challenge and collaborate with the development of new tools and displays.

How does your company define success for its in-store marketing programs?

SLUSKY: Our shoppers, our retailers and our sales

teams are key to the definition of success for our instore programs. It is imperative that we constantly con-

nect our brand portfolio with our shoppers, providing innovative merchandising displays that offer every day or event-driven solutions, give them a reason to believe by educating them on our point of difference and enable them to connect with our products. Our retailers look to us and our brands to drive consumers into stores. They too want displays that generate excitement, seasonally dress their stores and have programming that will drive basket ring. The account and field sales teams look to us for what’s new, something that will drive conversation with their buyers, something our competitors can’t offer. I can also never lose sight of developing flexible tools that are simple to set up and drive execution.

SLUSKY: Pepsi-branded lounges in malls connecting teens to the beverage, store windows and merchandising kiosks for AOL in New York City and, more recently, developing a new endcap for Pepperidge Farm are several of my success stories. Beyond these individual success stories, I would consider the work that I have done for our Pepperidge Farm in-store holiday events over the past 12 years to be my most successful merchandising achievement. This project brings my range of experience together and inspires me every year to be best in class at retail. Our innovative premium merchandising displays must all come together to win in-store from October to December.

Our retailers are looking for interruptive, seasonally relevant displays to dress their store, while our shoppers are looking to us to bring solutions and convenience during this busy time of the year.

RECENT ACHIEVEMENT

How has the emergence of the omnichannel shopper influenced your overall approach to merchandising?

SLUSKY: Today we need to create a synergistic 360-de-

gree shopper experience across all points of purchase, online and in-store. The ease of online shopping pushes us to step up our game in-store. Providing an interruptive surprise and delight experience encourages immediate engagement with our brands and drives purchase.

What are the important characteristics of a mutually beneficial merchandising collaboration between a manufacturer and retailer?

SLUSKY: Trust, collaboration and execution with ex-

cellence are the building blocks of a mutually beneficial relationship between us and our retail partners. Understanding our retail customers’ objectives and knowing how they measure success enables us to provide insight-driven programs for both sides to win in-store.

How has merchandising changed in recent years? What trends are happening now?

SLUSKY: We are no longer working in a cookie-cutter,

“stack it high and let it fly” retail environment. We must always be relevant, providing breakthrough solutions to solve both our shoppers’ and our retailers’ evolving needs. By taking advantage of the significant advances in digital printing we can more readily customize displays for retailers. We can also maximize our creative development by versioning our messaging for shopper programs by retailer and regional focus. The ability to order POS on demand, with no minimum run sizes supports our company’s sustainability efforts to better manage inventory and reduce waste.

— Institute Staff

SLUSKY: Our semi-permanent bakery grill display has been driving a great deal of excitement instore. Although it is on the higher end of displays, it’s holding power and popularity continues to grow. Our teams have been able to keep it on the floor for more than five months. It provides crossmerchandising opportunities for our retailers, it is seasonally relevant and works in a variety of high traffic locations in-store. The entire unit is shipped flat-packed and goes together in 10 to 15 minutes.

It is easily disassembled and stored in its original case for use over multiple years. The returns on this display are considerable and the demand for units continues to increase. Last year I started receiving feedback that in some stores they are transitioning the grills from summer BBQ to fall football tailgating event windows.

List continues on page 51

the 2019

A special supplement to

guide to P-O-P DESIGN & MANUFACTURING FIRMS

Featuring in-depth profiles from leading companies, including: • • • • •

Bennett Packaging Bish Creative Display Inc. Great Northern Instore Green Bay Packaging Ideal

• • • • •

InnoMark Communications Insignia Systems Inc. Menasha Packaging Meyers Packaging Unlimited

• • • •

Rapid Displays The Royal Group Trion Industries WestRock

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The Guide to P-O-P Design & Manufacturing • 2019

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• Nintendo

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CONTACT Patrick Graf VP, Sales Development pgraf@greatnortherncorp.com 262.681.5290

Great Insights Great Design

GREAT EXECUTION Want to successfully execute your next instore activation?

Access an extraordinary level of service from concept to delivery: • Creative Collaboration • Engineering/Cost Optimization • Printing and Manufacturing • Assembly and Packing • Inventory Management • Distribution Learn how Great Northern Instore can help you win at retail.

Call 800.558.4711 or visit greatnortherninstore.com

For Fabric®, Great Northern Instore designed a light, compact, boldly branded display that was durable enough to ship pre-built and fully stocked for flawless execution at retail.

Winner of 12 DOT Awards

greatnortherninstore.com | 800-558-4711 12/18/R1

The Guide Guide to to P-O-P P-O-P Design Design && Manufacturing Manufacturing •• 2019 2019 The

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GreenBay BayPackaging Packaging(GBP) (GBP)specializes specializesiningraphic graphic Green packaging,temporary, temporary,semi-permanent semi-permanentand andpermanent permanent packaging, displays,as aswell wellas asstandard standardshipping shippingcontainers containersand and displays, foldingcartons. cartons.GBP GBPprovides providesturnkey turnkeysolutions solutionsthat that folding includehigh-end high-endgraphic graphicPOP POPdisplays, displays,fulfillment, fulfillment, include co-packingand andlogistics. logistics.Decentralized Decentralizedmanagement management co-packing structureresults resultsininunparalleled unparalleledspeed speedto tomarket. market. structure

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The Guide to P-O-P Design & Manufacturing • 2019

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IDEALPOP.COM

DISCOVER IDEAL We like to say we have the best of both worlds - all the design know-how and creativity of an agency, backed by the muscle of our extensive manufacturing facilities0.

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always been family and our family has and We’ve the Hood Container familyowned of companies. grown significantly in the past year. Our ability to serve our Take a fresh look at what our expanded family has to offer. clients has been strengthened by our inclusion in Stronghaven, Inc. and the Hood Container family of companies.

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Ideal began as a little storefront on the southwest side of Chicago nearly a century ago.

The company has continually grown, improved and evolved into a creative and technological leader in the retail merchandising industry.

As our evolution continues, we encourage you to discover Ideal.

• Temporary and Semi-Permanent Displays

Scott Eisen, Director of Marketing Jeff Craig, VP, Sales Mike Dozier, National Accounts Manager, Graphics and Corrugated Packaging Kathy Donahue, VP, Operations, Packaging Unlimited

• Creative Vision • Corrugated Packaging • Co-Packing and Fulfillment • Corrugated Packaging • Proven Retail Strategy

CONTACT

INDUSTRIES SERVED • Food & Beverage

• Health & Beauty

• Consumer Electronics

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Jeff Craig Vice President, Sales 708.594.3100

The Guide to P-O-P Design & Manufacturing • 2019

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INNOMARKCOM.COM

OUR APPROACH Innomark specializes in displays, signage, packaging, and retail environments that increase visibility, engage shoppers, and fulfill the ultimate goal – to generate sales. Its in-house capabilities include structural and graphic design, engineering, printing (offset, digital, screen), manufacturing, and fulfillment. The ability to control the entire production process allows Innomark to meet and exceed clients’ expectations for budget, quality, aesthetic appeal, and merchandising ability.

OUR PHILOSOPHY The modern retail environment requires that shoppers be engaged throughout the purchase process. Innomark offers various levels of engagement tools, including two-dimensional signage, multi-dimensional displays, theatrical effects (lights, motion, etc.), interactive technology, and data collection. We work with clients to understand their objectives, target audiences, and unique value propositions. This allows us to recommend the best possible combination of engagement tools for any given challenge.

WHAT MAKES US DIFFERENT Innomark’s major differentiating factors include its strategic location and unique combination of design and manufacturing capabilities.

Innomark’s headquarters and primary manufacturing facilities are strategically located in Cincinnati, Ohio. Cincinnati is situated within 500 miles or a one-day truck delivery point for over 50% of the United States population. This allows Innomark to offer favorable shipping rates and shorter lead times.

In addition to its strategic location, Innomark also offers a unique combination of awardwinning design and in-house manufacturing services. Our structural and graphic designers are located in Ohio, New York, Pennsylvania, and California. They design to meet or exceed clients’ expectations for budget, aesthetic appeal, and functionality. This group works directly with our in-house production facilities to ensure flawless execution. The ability to completely control the entire process from concept to completion allows Innomark to tightly manage budgets, timelines, and quality. This team has collectively been recognized with 95+ print and display awards over the past five years.

AT-A-GLANCE WHO WE ARE

PRODUCTS & SERVICES

INDUSTRIES SERVED

Innomark delivers Visual Marketing solutions that attract attention, engage shoppers, and convert sales.

Our mission is to create exceptional experiences that connect brands and consumers through visual communication. In-house design, engineering, printing, manufacturing, and fulfillment guarantee excellence from concept to completion.

• Displays

• Consumer Electronics

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• Food & Beverage

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• Pet Care • Sporting Goods

CONTACT Steve Zick Executive Vice President info@innomarkcom.com

ASCEND TAKE YOUR BRAND HIGHER

Today’s retail environment is a cluttered landscape of showy displays, where everything shouts for your attention and nothing gets heard. At Innomark, we take visual communications above and beyond the norm.

Our innovative displays create immersive new worlds for customers to explore and connect with your brand. From design to fulfillment, it’s all produced in house by our award-winning team of creative aviators—so you get the highest quality for the best value. Contact us and lift your brand to new levels of customer engagement.

innomarkcom.com 888.466.6627

Visual Marketing | Retail Experience | Store Décor

The Guide to P-O-P Design & Manufacturing • 2019

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INSIGNIASYSTEMS.COM

NOT YOUR TYPICAL MERCHANDISING PROVIDER

“You saved our partnership with Target. The original shipper we had created was not approved and if we would have fallen short on our commitment, they would likely have never asked us or trusted us to execute. I am always calling you guys first!”

– Brand Manager, National Confectionary Brand

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Insignia’s lead time from contract to executed program in-store is 6 weeks or less! Speed is a key focus for everything that we do at Insignia, so why would our approach to merchandising solutions be any different? It’s no surprise that retail is moving faster than ever, and our solution delivers the quality you expect within a lead time that you wouldn’t expect – and that makes our approach different.

For nearly 30 years, Insignia has been providing in-store solutions for clients ranging from CPGs to retailers. That coupled with our experienced team, positions us to serve you best. Our team carries over 100 years of experience working for retailers and over 75 years at CPGs. Having sat in the seats of our clients, we have a different understanding of your challenges, enabling us to provide unique solutions to achieve your goals – and that makes our approach different.

Insignia makes customization look easy through our fully-managed-service merchandising solutions. We build to your individual product specifications, following your brand style guide and the retailer style guide. Our goal is to deliver a solution that fits your product, your budget, and elevates your brand experience, all while generating more sales. We don’t do one-size-fits-all – and that makes our approach different.

AT-A-GLANCE WHO WE ARE

PRODUCTS & SERVICES

Unique in the industry, we are a fully integrated shopper marketing provider. Our clients include prominent CPGs, top retailers and leading shopper agencies. Our focus is on helping brands tell their story where it matters most… the point of purchase!

• In-Store Signage Solutions

• Digital/Mobile Solutions

Kristine Glancy, President & CEO

• Merchandising Solutions

• Creative Services

Adam May, SVP, Sales

EXPERTISE With account management, creative and printing capabilities all on-site, our expertise allows us to respond faster and execute quicker to meet our client’s needs. In fact, many of our programs can be executed in-store in as little as 4-6 weeks.

• Promotion Solutions

• Insights & Analytics

KEY EXECUTIVES James Illingworth, SVP, Mktg & Bus Dev Brandon Dvorak, VP, Retail Development

CONTACT

MAJOR CLIENTS • Bayer

• Nestlé

• General Mills

• Pfizer

• Kraft Heinz

• Procter & Gamble

• Mars

• Unilever

Adam May, SVP, Sales Adam.May@insigniasystems.com

What is your brand story?

Tell it in-store in 6-weeks or less

Tell your story. Drive trial. Increase sales.

Every brand has a unique story. At Insignia, our expertise is in helping you make the most of your in-store real estate to best tell your story, drive trial and increase your sales.

Contact us today to learn more about our wide range of in and out of store shopper solutions.

insigniasystems.com

info@insigniasystems.com

1.800.874.4648

The Guide to P-O-P Design & Manufacturing • 2019

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MENASHA.COM

ONE NETWORK HELPING YOUR BRANDS WIN AND MAINTAIN CATEGORY LEADERSHIP...

ONLINE AND IN-STORE We work with our customers to uncover the specific material and supply chain problems that are creating barriers for their brands to grow in the rapidly evolving retail and online space.

Menasha has an integrated approach that addresses these evolving challenges. We work with our customer brand, supply chain, procurement and packaging development teams to develop customized packaging and supply chain solutions that positively impact the collective KPI’s of our customers’ organization.

Our North American network of material and service locations, in addition to the continued investment in new and evolving technology and automation, positions Menasha to deliver the lowest total landed cost supply chain in the industry!

YOUR CHALLENGES ARE UNIQUE...

YOUR SOLUTIONS SHOULD BE AS WELL! Menasha’s North American Network of Material Manufacturing, Assembly, and Sub-Assembly Customization Centers Provides: • Customized In-Store Packaging, Merchandising, & Supply

Chain Solutions

• Bringing material manufacturing and fulfillment together in one integrated solution, delivering a lowest cost model for the execution of displays, promotional merchandising, POS, special packs, gift packs, and graphic packaging.

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• Channel and Category Insight Teams at Channel Leading

Brick & Mortar and Online Retailers

• 5 North American Retail & Design Campuses focused on the application of real time channel and category insights.

AT-A-GLANCE WHO WE ARE

PRODUCTS & SERVICES

KEY EXECUTIVES

Menasha is the largest privately held retail packaging and supply chain solution provider in North America.

Menasha’s channel & category insight teams leverage insight and knowledge 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 North American network of material manufacturing and fulfillment facilities to deliver customized packaging, merchandising, and supply chain solutions, at the lowest total landed cost to our CPG customers, with executions that engage shoppers and help your brands win!

Menasha’s North American Network of Material Manufacturing, Assembly, and Sub-Assembly Customization Centers Provides:

Mike Riegsecker, President

• Customized In-Store Packaging, Merchandising & Supply Chain Solutions

Jon McKellips, Sr. VP, Sales & Operations – Midwest

INDUSTRIES SERVED • Food

• Confections

• Personal Care

• Beverage

• Household Products

• Pet

• OTC (Over-TheCounter)

• Nutraceuticals

• Beauty & Cosmetics

• Electronics

• Customized e-commerce Packaging, Merchandising & Supply Chain Solutions • Customized Materials Handling Solutions • Channel and Category Insight Teams at Channel-Leading Brick & Mortar and Online Retailers

Jeff Krepline, VP, Sales Strategy & Business Development Greg Dugan, Sr. VP, Sales & Operations – East Annette Groenink, Sr. VP, International & Specialty Business

CONTACT John Van Driest Director of Marketing & Communications john.vandriest@menasha.com 920.751.1447

Optimizing Your In-Store and Online Supply Chains from Insight to Execution Menasha’s merchandising solutions optimize total product, service and logistics costs while improving your supply chain product flow and efficiency. Our solutions meet retail hurdle rates for volume and profitability while successfully matching retail customer requirements.

• Speed-to-Market • Reduced In-Store Labor • Maximized Retail Supply Chain Efficiency • Customized In-store and Online Solutions

Menasha is ISTA 6-Amazon.com certified Menasha offers ISTA testing and certification and is an official participant of the Amazon Packaging Support and Supplier Network (APASS).

menasha.com

The Guide to P-O-P Design & Manufacturing • 2019

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MEYERS.COM www.meyers.com | 800-927-9709

COLLABORATION IS KEY Meyers lives and breathes a spirit of collaboration with both customers and co-workers. We are driven by an unwavering commitment to customer satisfaction. Our energy comes from a conviction rooted in our passion for this industry and the mission critical work we do. This commitment to integrity, accountability, collaboration, learning, innovation and passion fosters mutual trust that builds long-term relationships. We go out of our way to ensure every project is done absolutely right every time. Meyers customers view us as an honest, knowledgeable, and friendly partner that keeps commitments and helps them succeed.

Meyers encourages our team members to break down silos within the company to bring about change and solutions that challenge the status quo and deliver the best possible outcome.

If a problem arises, our staff is trained to use every tool at their disposal to make sure customers are taken care of—when email falls short, they pick up the phone, and if need be, connect face-to-face with customers to deliver mutually beneficial, time-sensitive solutions. We maintain a deep and abiding appreciation for the power that comes from a collaborative relationship. Customers know we can be counted on to share timely information on the most up-to-date retail and product focused technologies and processes for wide-format graphics, displays, labels, cards, and coupons.

“Dependable, reliable, consistent and excellent customer service—I love the team I work with at Meyers.”

- Meyers RMS Customer

AT-A-GLANCE WHO WE ARE

PRODUCTS & SERVICES

MAJOR CLIENTS

Meyers, founded in 1949, is a privately held retail design, printing and manufacturing firm headquartered in Minneapolis, Minnesota.

• Permanent and Temporary Retail Displays

• Verizon

• Ulta

• In-store Signage

• Microsoft

• The Integer Group

• Design Excellence

• Walmart

• Saatchi & Saatchi

• Retail POS Consumer Gift Cards

• Best Buy

• Blackhawk Network

EXPERTISE Meyers offers comprehensive printing capabilities and related services to produce retail signage and displays for the world’s most established brands and emerging companies. Meyers provides complete design and creative ideation shopper marketing services as well as custom internet solutions to support distributed ordering, supply chain, inventory, and complete logistics management.

INDUSTRIES SERVED • Health & Beauty • Apparel • Consumer Electronics & Technology • Retail Hardware • Pet Care • QSR • Marketing Agencies

CONTACT Chris Bixler chris.bixler@meyers.com 866.405.1798

12 Materials

250 Components

7 Last Minute Revisions

60 Kit Versions

1200 Stores

0 Problems

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What you want in a printing partner is absolute accuracy, accountability and a mind-blowingly great result, no matter how complex the project. With Meyers, you get all that…plus plenty of sleep at night.

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The Guide to P-O-P Design & Manufacturing • 2019

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PACKAGINGUNLIMITED.COM

OUR CAPABILITIES Our capabilities begin with outstanding design. From retail packaging and displays to industrial packaging solutions, our staff of design professionals have the talent and expertise to handle any challenge. Next, our manufacturing profile enables us to provide a wide array of packaging products including retail primaries, high-end displays, brown shippers, thermoforms, foam assemblies, and large format containers. Beyond manufacturing, we have extensive contract packaging and fulfillment capabilities from bagging and shrink wrapping to kitting and display assembly. Our scalable and flexible facilities allow us to take on even the largest of projects. Coupled with top notch quality controls and integrated inventory management systems, Packaging Unlimited is ready to provide full-service design to distribution services for our customers.

OUR PHILOSOPHY Packaging Unlimited’s mission is to respond to the needs and exceed the expectations of our customers through continual improvement, speed, and accuracy.

WHAT MAKES US DIFFERENT We are dedicated to incorporating innovation throughout the design and development process. Our project management teams focus on guiding projects through the procurement, production and planning phases in the most efficient and cost-effective methods. Packaging Unlimited has a customized, fully integrated production & inventory management system with robust reporting capabilities. We understand the importance of accurate real-time information and the important role it plays in our ability to respond immediately to fluctuations in customer demand.

AT-A-GLANCE WHO WE ARE Packaging Unlimited is an industry leader in retail packaging and displays, corrugated shipping containers, packing supplies, thermoforming, contract packaging and fulfillment. For more than 40 years, Packaging Unlimited has delivered the right solution for each unique packaging challenge.

EXPERTISE Our expertise lies in the talent and resources we utilize to provide cost effective solutions “from Concept to Distribution”. Our flexibility and organizational strength ensure that we deliver the right product, at the right cost, and on time.

PRODUCTS & SERVICES

KEY EXECUTIVES

• Design Services

Charlie Hodges, President

• Merchandising Displays

Kathy Donahue, VP, Operations

• E-commerce Packaging

Patrick Broderick, VP, Sales

• Turnkey Services

Brian Bickett, General Manager

• Contract Packaging & Display Builds • Date/Lot Coding

CONTACT

INDUSTRIES SERVED

Patrick Broderick, VP, Sales pbroderick@pkgunltd.com 502.515.3900

• Food & Beverage • Health & Beauty • Home & Laundry Care • Home Improvement • Automotive • Liquor • Pet Care

The Guide to P-O-P Design & Manufacturing • 2019

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RAPIDDISPLAYS.COM

DESIGN IS EVERYTHING A great design is critical to the success of any merchandising program. At Rapid Displays, our designs cut through the visual clutter to create the most outstanding displays, signage and fixtures in the industry. Our combination of creativity and manufacturing expertise allows us take on demanding projects with tight deadlines. And since we offer a complete end-to-end solution, we handle everything from concept to production to final delivery and installation.

All with design at the center of what we do.

DESIGNED TO INNOVATE With the convergence of technology at retail, the consumer’s shopping expectations are becoming more experiential in nature. We develop the most innovative design solutions to ensure that your merchandising program is easily shopped and highly successful with every consumer and in any retail channel. This approach has enabled us to provide our clients with the most progressive design solutions in the industry.

DESIGNED TO WIN Great designs help our clients win at retail. With 498 OMA awards in the last 18 years, more than anyone else in the industry, Rapid continues to lead the way with outstanding displays.

Design of the Times: BEST of the Times Award Winner The Design Concept and Production art was developed by FCB Red.

Our dedicated team of creative designers, manufacturing experts, and logistics coordinators make a practice out of executing the impossible on a daily basis. The entire process is handled internally from strategy and design to production and delivery. The end result – world class displays that help you sell more products and win at retail.

FLYVISION POWERED BY RAPID DISPLAYS FlyVision is a proprietary technology that defies gravity and allows a product to literally float inside of a display. It is designed to allow brands and products to create a highly impactful visual effect that will attract attention in any retail environment. FlyVision can be used in everything from window displays to free standing floor displays to end caps and even inline or at shelf. Exclusively available from Rapid Displays.

AT-A-GLANCE WHO WE ARE

PRODUCTS & SERVICES

CONTACT

Since 1938, Rapid Displays has led the way in creative retail merchandising solutions. From permanent to semi-permanent to temporary and interactive displays, our team of designers, manufacturers and logistics coordinators continues to meet and exceed client expectations every day.

• Temporary Displays

Midwest/Eastern US Alan Foshay 800.356.5775 rapidsales@rapiddisplays.com

EXPERTISE At Rapid Displays, design is everything. An industry leader since 1938, Rapid Displays develops cutting edge display designs, engineered to amplify impact at retail.

• Semi-Permanent Displays • Permanent Displays • Interactive Displays and Fixtures • Specialty Packaging • FlyVision • Logistics

INDUSTRIES SERVED • Cosmetics & Beauty

• Toys & Games

• Consumer Electronics

• Automotive

• Beverage

• Mass Market & Specialty Retailers

• Quick Service Restaurants • Sporting Goods • Apparel & Jewelry

• Consumer Package Goods

Western US Ray Gottschalk 800.887.2743 rapidsales@rapiddisplays.com

The Guide to P-O-P Design & Manufacturing • 2019

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O F T H E H O O K I N D U S T R Y TM

P E G B O A R D

All Wire Hook Ball End or 90° Ball End Safety Tip

Pin-Up Hook

Pegboard Extenders

Quick Back For Flip Scan or Right Angle Scan Arms

All Wire Scan Loop Hook Flip Scan, FISH Tip and Metal Plate

Safety Loop Slatwall Hook

Flat Back Flip Scan or FISH Tip Scan Hook

S C A N N I N G

COMPETIT IV NO

2018

ND

S

V

E

1965

E

N

All Wire Flip Scan Scan-It

O R STAT

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All Wire Flip Scan, FISH Tip, or Metal Plate Scan Hook

All Wire Flip Scan Scan-It

Anti-Sweep Display Hook Flat Back Design

S L A T WA L L

Single Prong Slatwall Hook Regular or Narrow Back

H O O K S

All Wire Right Angle Mount Scan Hook

Standard All Wire Safety Loop Hook

Pegboard Sign Arms

H O O K S

Flip Scan Slatwall Hook Regular or Narrow Back

Slatwall FISH Tip Scan Hook

H O O K S

Peg Hook Overlay Converts All Wire Hooks to Scan Hooks

Flat Back Flip Scan or FISH Tip Scan Hook

For over 50 years, Trion has been the world’s leading manufacturer of display and scan hooks and display components for retail. The firm is rated as one of the Top 50 North American Retail and Point-Of-Purchase Fixture Makers earning over 120 patents. Additional lines include shelf management, labeling systems, cooler merchandising, bar merchandisers, tray systems, and anti-theft. Trion is a recognized ©2019 Trion Industries, Inc. Non-Compete Vender in display design, supplying only components and custom elements to the trade.

G R I D / C R O S S B A R

Single Prong Hook for Grid

Flip Scan or FISH Tip Scan Arm for Loop Hook

H O O K S

Bar Hooks

Safety Loop Hook for Grid

S T R A I G H T - E N T R Y

Standard, Medium, Heavy Attached Back Straight Entry Hook

Tri-Scan Safety Loop Straight Entry Hook

Tri-Lok Straight Entry Hook

Tri-Scan Heavy Duty Safety Loop Straight Entry Hook

Straight Entry Auto-Feed Pusher Hook

Tri-Scan Straight Entry Hook

H O O K S

Steelback Straight Entry Hook

Flip Scan or FISH Tip Scan Arm for Loop Hook

Quick Back Anti-Sweep Straight Entry Scan Hook

Narrow Back Single Prong Hook for Cross Bar

Swivel Scan Flip Scan , FISH Tip, Metal Plate Straight Entry Scan Hook

Plastic or Metal Quick Back Flip Scan Straight Entry Hook

Tri-Scan Flip Scan or FISH TIp Straight Entry Scan Hook

C O M P L E X / C U S T O M

Plastic or Metal Quick Back Right Angle Straight Entry

Steelscan Flip Scan, FISH Tip or Metal Plate Straight Entry

W I R E F O R M S

P

P P

Literature Pocket

Picture Frame Displayer Pegboard or Slatwall

Double Arm Heavy-Duty Utility Hook

Super Heavy-Duty Utility Hooks Pegboard or Slatwall

Double Arm Super Heavy Duty Utlity Hooks w/Pins

Two-Piece Swiveling J-Hooks For Tag Channel

Two-Piece Swiveling J-Hook Top Mount

One-Piece Swiveling Metal Plate Scan J-Hook

Guarded Scanning J-Hook For Tag Channel

Rack or Wire Grid Sign Arm

Anti-Sweep All Wire Hook

P Heavy-Duty Utility Loop Hook for Pegboard and Slatwall

Auto-Feed Pusher Hook

Auto-Feed Tray

Scan Hook with ScanLock

Display, Scan and Specialty Hooks Shelf Management Systems | Bar Merchandising Systems Cooler and Freezer Merchandising Systems Anti-Theft and Security Systems Clear Scan Storewide Label Holder Systems

Trion Industries, Inc. TrionOnline.com info@triononline.com 800-444-4665

The Guide to P-O-P Design & Manufacturing • 2019

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WESTROCK.COM

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

ATTRACT Insights-based concept development that enhances retail environments and creates demand.

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

ACKNOWLEDGED LEADER IN DESIGN INNOVATION WestRock was honored with a record-breaking 31 awards at this year’s Design of the Times, including a Platinum Award for Harry’s “Dude and Dog” endcap featured in Target stores across the nation.

PROVEN SUCCESS IN DEVELOPING AND DELIVERING SOLUTIONS TO CRITICAL CUSTOMER CHALLENGES. BRAND ACTIVATION – Drive consumer connections in fragmented retail landscapes and changing shopper preferences.

E-COMMERCE – New supply chain complexities and higher consumer expectations require fresh solutions.

RETAIL REINVENTION – By 2023, 80% of shopping will still occur in brick-and-mortar but must be reinvented to drive store productivity and shopper conversion.

SUPPLY CHAIN OPTIMIZATION - Effective packaging and merchandising solutions must optimize multiple parameters to get the right product to the right customer at the right time, at the lowest landed cost.

DIGITAL ACTIVATION - The path to purchase continues to evolve and consumers now expect an omnichannel shopping experience from brands and retailers.

Digital activation enables physical products and merchandising to connect consumers with a personalized experience.

AT-A-GLANCE WHO WE ARE

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Helping brands and retailers respond and adapt to the rapidly changing landscape to meet the demands of omnichannel shoppers. At WestRock, we help drive success by making the online and the in-store experiences collectively seamless.

End to End Solutions Provider

Richard Parris, SVP, Merchandising Displays

Products

Diane Anderson, VP, Sales

• Temporary and Permanent Displays

John Cochran, VP, New Business Development

• Contract Packaging, Assembly & Fulfillment

Steve Brown, VP, Innovation & Marketing

Merchandising displays have to play a greater role than they ever did before – displays need to go beyond the brand building to enhance the overall store experience in order to win over category shoppers.

• Promotional Packaging – Retail Ready, E-commerce, Special Packs, Club • Retail and Outdoor Signage Services • Award Winning Design & Engineering • Research, Insights & Strategy Development • Supply Chain Optimization • Retailer Connectivity & Insights • Merchandising Effectiveness Measurement

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

Engage

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Retail Reimagined At WestRock, we recognize the urgent need to reinvent the retail experience to better serve the ever-changing expectations of the omni-channel shopper. The rise of e-commerce, fueled by countless social and technological factors, has placed incredible demand on brands and retailers to offer innovative, dynamic experiences and solutions designed for growth and success in this hypercompetitive environment.

Let’s work together to reimagine the retail experience for the next generation and beyond.

westrock.com

Š2019 WestRock Company. WESTROCK, WestRock and Design, and the WestRock Logo are trademarks owned by WestRock Company. All rights reserved. Any product names, brands and logos shown are property of their respective owners. Use of third party product names, brands or logos is for identification purposes only and does not imply endorsement.

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SPOTLIGHT:

‘SHOPPER MARKETING’ SPECIAL REPORTS The writers and editors of Shopper Marketing supplement monthly feature articles, reports and campaign stories with a variety of bonus content. Some of the content is produced in collaboration with sponsors. Among the special reports …

ANNUAL WHO’S WHO n

Who’s Who in Merchandising, February 2018

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Who’s Who in Shopper Marketing Agencies, April 2018

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Who’s Who in Digital Shopper Marketing, June 2018

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Who’s Who in Shopper Marketing, August 2018

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People to Watch, September 2018

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Who’s Who in E-Commerce, December 2018

REPRESENTATIVE SPECIAL REPORTS n

Mastering Retailer Ad Platforms, August 2018

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Voice Assistants and Shopping, July 2018

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Shopper Marketing Effies, June 2018

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The Evolution of Retail Environments, May–July–September 2018

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Under the Influence: Influencer Marketing Virtual Roundtable, May 2018

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Data Design: Finding Order in the Chaos, April 2018

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Urban Shoppers and Store Formats, March 2018

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Zero-Based Budgeting, February 2018

REPRESENTATIVE WALL CHARTS, ETC.

ANNUAL SURVEYS n

Trends Report, January 2019

WHITE PAPERS n

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E-Commerce Intelligence, August 2018

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The Retailer Receptivity Guide, December 2017

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Digital Collaboration Playbook, October 2017

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Retail Promo Guide, September 2017

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Digital Shopper Marketing Landscape, July 2017

Data’s Digital Divide, October 2018

EXPERTS THAT DRIVE EDITORIAL EXCELLENCE Each member of the Shopper Marketing editorial staff is steeped in experience serving the industry. Month after month, they deliver editorial excellence and unprecedented access to shopper marketing thought-leaders.

Bill Schober

Peter Breen

Tim Binder

Charlie Menchaca

Patrycja Malinowska

Cyndi Loza

Jackie Barba

Editor Emeritus 25+ years with P2PI bschober@ensembleiq.com

Editor-in-Chief, Path to Purchase Institute, Shopper Marketing and Consumer Goods Technology 15+ years with P2PI pbreen@ensembleiq.com (973) 607-1300

Executive Editor, Shopper Marketing 9+ years with P2PI tbinder@ensembleiq.com (773) 992-4437

Managing Editor, Shopper Marketing 2+ years with P2PI cmenchaca@ensembleiq.com (773) 992-4432

Associate Director, Content, P2PI.org 8+ years with P2PI pmalinowska@ensembleiq.com (773) 992-4435

Associate Editor, P2PI.org 4+ years with P2PI cloza@ensembleiq.com (773) 992-4439

Associate Editor, P2PI.org 1 year with P2PI jbarba@ensembleiq.com (224) 632-8214

Don’t miss these other upcoming Industry Guides appearing only in Shopper Marketing magazine in 2019.

Digital Incentive Platforms June 2019

Shopper Marketing Agencies September 2019

Insights, Data & Analytics October 2019

E-Commerce December 2019

Contact Albert Guffanti at the Path to Purchase Institute at aguffanti@ensembleiq.com or 973-607-1301 for more information.

WHO’S WHO IN MERCHANDISING 51

FEBRUARY 2019 SHOPPER MARKETING

N NBC UNIVERSAL STUDIOS MARY KHACHIKYAN, Vice President of Production & Release Planning

NESTLE USA THOMAS KOBAYASHI, Merchandise Manager, Confections & Snacks Division Kobayashi leads strategic management and development of temporary, permanent display and special packs for Nestle Confections. His blend of creative agency, display supplier and CPG business management experience enables the company to efficiently grow, defend and maintain existing distribution, drive awareness of new items, communicate promos and exploit last-minute opportunities that drive incremental sales.

NESTLE PURINA PETCARE BILL KAMBOL, Principal, Display and Merchandising PAM VENN, Senior Display & Merchandising Specialist

NESTLE STARBUCKS COFFEE KELLY MARSH, Director, Industry Affairs and Capabilities See profile on Page 16

NIKE KENNETH EDWARDS, Senior Retail Brand Manager

P PEPSICO KARL FLOWERS, Senior Manager, Merchandising Flowers is responsible for the design, development and execution of smallformat permanent merchandising solutions for Frito-Lay. DENIS GIBNEY, Director, Merchandising Strategy & Solutions

JIM IVY, Sales Strategy & Planning, Merchandising, Frito-Lay BRIAN KELLY, Senior Director of Merchandising & Execution Kelly leads the Merchandising Center of Excellence for the Pepsi Beverages Co. His team is responsible for in-store merchandising strategies, the development of equipment and evaluation of instore success.

ROBERT TAYLOR, Senior Director, Sales Strategy & Commercialization, Frito-Lay

PETCO RICK NEIRA, Director, Visual Presentation TIM SWANSON, Vice President, Visual Merchandising and Store Design

PRICE CHOPPER SUPERMARKETS

SONY ELECTRONICS

TYSON FOODS

ANNE LIPS, Senior Retail Marketing, Visual Merchandising Manager

KATHERINE TAI, Manager, Strategic Merchandising & Mix

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

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STAPLES CHRISTINE MALLON, Vice President, Retail Marketing MATTHEW SETTERLUND, Director of Visual Merchandising Development

SUNDIAL BRANDS SHELBY WONG, Senior Director, Shopper Marketing and Sales Strategy

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

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SCOTT EVANS, Senior Vice President, Sales & Merchandising

SARAH AMUNDSEN, Senior Director, Store Planning & Design

R REEBOK INTERNATIONAL JOHN LYNCH, Vice President, Head of U.S. Marketing

S SARGENTO FOODS MICHAEL VASZILY, Director of Retail Merchandising Vaszily leads the development and execution of retail merchandising strategies. He oversees a passionate and best-in-class team that is responsible for enhancing the consumer shopping experience in all retail channels.

SHERWIN-WILLIAMS PAUL COBB, Director, In-Store Marketing

TARGET

NATE BULLARD, Divisional Planning Manager ERIKA RINKLEFF, Senior Marketing Manager – In-Store Marketing, New Formats TED SMETANA, Vice President, Merchandise Operations BILL STAFFORD, Lead Designer, Studio Team, Target Corporation Store Design

TIMBERLAND JACQUELINE LALIME, Senior Director, Americas Merchandising With more than 30 years’ experience in the industry, LaLime leads a dynamic team of merchants in bringing the Timberland brand purpose and vision to life in the Americas region. Combining strategic vision and a passion for product, she and her team build compelling, integrated assortments of footwear, apparel and accessories to serve consumers across the U.S., Canada and Mexico.

UNILEVER TOM GIOIELLI, Team Lead, U.S. Category Strategy

W WALGREENS JEFF CHADWICK, Senior Manager, Space Management MIKE HATTENSCHWEILER, Director, In-Store Marketing Design SHERRI PICCHIETTI, Director, Space Management

WALMART PAUL KILSCH, Senior Manager II, Digital Acceleration Kilsch recently joined the Walmart Services group, now supporting program management and process for digital services offered within the Walmart app. He also recently partnered with various teams to launch chain-wide customer-facing in-store maps within the Walmart app.

BARBARA MAGSTADT, Senior Director, Visual Merchandising STEVE ROGERS, Senior Director, Visual Merchandising – Marketing Rogers leads the visual merchandising team in marketing to help deliver a great customer experience by inspiring her, helping her find the products and services she needs, and by saving its customers time.

WONDERFUL BRANDS DAVE CHURCHILL, Vice President, Merchandising

52 Debbie Zefting, Jessica Ellickson and Angela Moore, from left to right, pose with their Collaboration awards during an Oct. 3 reception.

COLLABORATION

Jessica Ellickson,

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Shopper Marketing Manager, The Coca-Cola Co.

essica Ellickson has always had a passion for consumer and shopper insights. She began her career working at Best Buy on its customer-centricity initiative, developing holistic solutions around electronics purchases. In 2007, she was recruited by Coca-Cola’s global shopper marketing team to help commercialize shopper insights, which included developing “The Coca-Cola Way of Shopper Marketing.”

Then as part of its global shopper marketing team, she partnered with marketing to develop shopper strategies for global campaigns.

During her tenure, she has also directed the Latin America Group (LAG) shopper marketing team, co-leading campaigns for the Olympics and FIFA World Cup with the global team in Brazil, and held a global commercial capabilities role.

She is one of the Path to Purchase Institute’s Women of Excellence honorees in the “Collaboration” category.

What does a typical work day look like for you?

ELLICKSON: One of my key responsibilities is to execute holistic shopper marketing programs throughout the path to purchase for key calendar events such as: Big Game, Summer, FIFA World Cup, Fall Football and Holiday as well as product launches across our portfolio at a large mass market retailer. The retailer has moved away from activating a lot of traditional shopper marketing elements in-store, especially in the grocery space, and is employing more digital marketing programs through its media network, thus expanding my knowledge of digital marketing and the media side of the business. I’ve also recently taken on e-commerce duties.

What have you brought to your fieldbased role?

ELLICKSON: I’ve learned a lot about being practical and prescriptive in a field role. I used to create

PowerPoint presentations with the shopper strategy for each campaign, but each manufacturer is vying for the same limited amount of space. I thought I understood this in my global and LAG roles, but what I didn’t understand were the complexities of selling it into another very large company that also wants to ensure its brand equity is maintained and delivers against a simplified and seamless shopping experience. While the ideal shopper solutions look great in PPT, it’s difficult to bring them to fruition based on limited space and assets and have a positive ROI in a short amount of time.

What do you believe constitutes a true collaborator?

ELLICKSON: Someone who engages people with diverse experiences and thinking; listens and creates an environment where all points of view are welcome; asks questions to understand at a deeper level (get at the root of the matter); and is appreciative of the team’s input and time. Working in a global role across 50-plus countries, I met people with different experiences and ideas. I learned that by collaborating with people across countries, functions and cultures, I could expand my thinking, resulting in greater success. I have an entirely new point of view many times, which helps me think about initiatives in a different light than I would have without this exposure.

Where do you see potential in shopper marketing?

ELLICKSON: While shoppers have a plethora of choice and channels to shop, research shows they’re still looking for ideas when it comes to snacks and meals. There’s a huge opportunity for stores to create simplified solutions. I want to work with them to fulfill these needs for the shopper in a seamless way across all channels (in-store, online, delivery). Our expectations continue to rise, and we don’t want disappointed customers or to leave money on the table.

What about the future of this space?

ELLICKSON: The advances we’ve made with data and measurement with shopper marketing is very exciting. The immense amount of data is allowing us to be more targeted and personalized based on the shopper’s needs. With this data and analytics we’re able to measure the success of the programs, which enables us to track over time and optimize based on what worked, or didn’t.

C O L L A B O R A T I O N

M A K E S

SUPER WOMEN S

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© 2019 FCB Worldwide, Inc.

Congratulations to the winners and all Women of Excellence.

THE SHOPPER FIRST BRAND AGENCY

54 WOMEN OF EXCELLENCE

SHOPPER MARKETING FEBRUARY 2019

Angela Moore,

A

Director, Shopper Marketing, Albertsons

ngela Moore likes to say she was born and raised at Albertsons – at least in terms of her career. She started with the retailer in August 1999, coinciding with its acquisition of American Drug Stores.

Since then, she has had experience buying and selling pharmacies, building new stores, selling stores, managing the company’s 300 annual remodel program and store developments capital, and launching Blackhawk’s gift-card mall at the time of the Supervalu merger.

She then moved into a business development role until she was offered a similar position at Walgreens, where she stayed until returning “home” to Albertsons in early 2015 to take on the role of director of shopper marketing, national events. Sales, project management and working with people have always been her forte, and today Moore is a jack of many trades at Albertsons.

look at our history, we’ve had a lot of changes.

To survive in that environment, it’s critical to learn how to be adaptable and positive.

What has the connection of Albertsons’ business units with your divisions and stores allowed your team to be able to do?

She is one of the Path to Purchase Institute’s Women of Excellence honorees in the “Collaboration” category.

MOORE: When I go to the stores, I ask everyone what’s working and what’s not. We want to know how we can get better for them and their teams every day. With every new program, I want to create clear and concise messaging of what we need our stores to do and cut through the noise so we get high execution rates. In the centralized role I’ve always lived, my job is to make the lives of those in our division and all our stores easier. If I’m not doing that, I am not doing my job.

What are your current responsibilities?

What motivates you most in terms of the shopping experience?

MOORE: I’m responsible for driving all national shopper marketing programs.

These one-of-a-kind, omnichannel programs garner billions of impressions annually and continue to grow at a rate of more than 18% year over year. I have also been instrumental in launching Albertsons Performance Media, the company’s exclusive and proprietary media arm that reaches a unique audience of 35-plus million verified households across all of Albertsons’ 2,000-plus stores.

This dynamic shopper marketing solution uses outcome-based creative focused on delivering brand results. Through closed-loop, advanced analytics, our team can provide 360-degree campaign reporting, including digital delivery and store sales attribution across Albertson’s media properties.

MOORE: As a working mother, I understand firsthand what it means for people and companies to make my life easier. Consumers want their needs to be solved for them, and it makes for more loyal shoppers. I love that Albertsons has taken control of our destiny investing in Plated as well as a better e-commerce platform for a better consumer experience, adding more drive-up-andgo locations, delivering amazing rewards in our Just For U app, and lastly partnering with Quotient, leveraging our data along with third-party data to drive targeted media campaigns with Albertsons Performance Media for our CPGs and national campaigns. All of this makes my job more exciting and rewarding, and gives us more partnerships and future program ideas.

How important is collaboration in your daily work?

What excites you most about the future in this space?

MOORE: I learned an invaluable lesson on my very first pharmacy acquisition, and that was to give everyone a voice for a win-win solution. Since then, I have led with results, protecting the integrity of the work but always making others’ voices heard while making decisions. I am the voice of 13 divisions today, with more than 200 vendors on four national events, and I’m focused on building loyal, collaborative partnerships that are beneficial for all parties, both internally and externally. When you

MOORE: Using our data and Quotient’s data to target people with relevant marketing messages that matter to them is very exciting. The company is working hard to think of how we can continue to reach people in different places, and we’re really trying to reach customers where they want to be reached. For me it’s about how we can make people’s lives easier and whatever we’re doing better be relevant because otherwise it’s literally just noise.

Debbie Zefting,

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Director, Shopper Strategy and Engagement, Barilla

ebbie Zefting started her career in brand management, working at a few small companies. Wanting to broaden her scope, she moved to Nielsen and later IRI, spending nearly a decade at the two gaining experience in the service/analytics business.

She also spent 15 years working at The Coca-Cola Co., serving in roles in both its headquarters and in the field before being charged with building out and leading the shopper marketing function at Barilla in January of 2012.

She believes relationships in the industry are as important as the skills and knowledge. As the daughter of a former CPG guy, she moved a lot during her childhood but learned the importance of mentorship and influence. “One of the first people I saw after I received my award was [EnsembleIQ’s] Steve Frenda,” she says. “My dad was an influence in Steve’s career, so it’s funny how things come full circle.”

She is one of the Path to Purchase Institute’s Women of Excellence honorees in the “Collaboration” category.

What are your current responsibilities?

ZEFTING: I lead our shopper strategy and engagement team, which includes marketing services and shopper marketing. We touch most things that the shopper sees from merchandising/POS to consumer promotions and retailer-specific programs.

How important is collaboration in your daily work?

ZEFTING: Nothing we do can be done in a vacuum. Our merchandising tools have a big impact on our supply chain team and also require frequent discussions with our sales team, so we’re constantly working cross functionally. With our headquarters in Italy, our promotions and creative have to fit our brand direction at the U.S. level and

meet approval overseas, which means my team is in close and frequent contact with brand. Finally, as the role of shopper marketing has evolved to be more along the entire path to purchase, we’re always looking for new ways to touch the shopper and are linking up with our consumer engagement team much more frequently.

What qualities constitute a true leader?

ZEFTING: I used to think that as a manager I needed to have all the answers.

Now I know that my team knows a lot more than I do and with the right questions and coaching, they can come up with some really good solutions. I also have found that being able to have candid conversations, while uncomfortable, can lead to better results and stronger relationships. I like to challenge the status quo and test new solutions.

What can you tell us about the long-term strategic category initiative at Kroger?

ZEFTING: It’s a perfect example of cross-functional collaboration. Kroger has defined an Italian Category Strategy that we’ve supported by identifying key triggers and pain points for their shopper. This led to several cross-functional initiatives, all of which dictated a close working relationship with the sales lead, our broker partner and our shopper agency so we can maximize our trade and shopper programs. This allows us to analyze and react to key business needs and drive category sales, and we’re constantly testing new capabilities we think will resonate with the Kroger shopper.

What motivates you most in terms of the shopping experience?

ZEFTING: My role is like a puzzle and allows me to utilize skills accumulated throughout my career. Any given day, we’re trying to identify insights about how and why the shopper shops and buys, understand retailer needs, understand how to communicate to the shopper to drive conversion and build in brand and corporate goals, so we need to constantly be leaning on our agencies, retail, internal and vendor partners to develop the right approach to reach our shoppers.

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H O R I Z O N S

Eliminate #MeToo harassment with transparency and tracking

The Big Reveal

By Sarah Alter

ing silent about their wrongdoing. Employees who organized the global walkout asked for the end of mandatory arbitration, a report on sexual harassment instances, greater transparency on salaries and other compensation, an employee representative on the board and a chief diversity officer with direct access to the board.

A week later, Google changed its policy mandating private arbitration for sexual harassment Sarah Alter is president cases. Facebook followed and CEO of the Network of and changed its arbitration Executive Women, a learning policy the next day. and leadership community From 1991 to 2017, the representing 12,500 members share of U.S. private sector, non-union employees who representing 900 companies were subject to forced arand 22 regional groups in the bitration rose from 2% to United States and Canada.

56%, according to a report Learn more at newonline.org. by the Economic Policy Institute. While arbitration Many of these women’s efforts were has its place, especially for women who aimed at ridding the workplace of manda- prefer to maintain confidentiality, organitory private arbitration of sexual harass- zations must be more forthcoming in their ment accusations, a practice that prevents handling of sexual harassment and diswomen from having their day in court or crimination claims – and their efforts to put sharing their accusations publicly, so that an end to both. other women who may be vulnerable to the THE POWER OF ACCOUNTABILITY same harassment would be warned.

Last May, after 14 women who had ac- Talented women steer clear of companies cused Uber drivers of assault wrote a let- that allow hostile, unhealthy or unsafe ter to Uber’s board enjoining them to end work conditions. Touting gender-equality mandatory arbitration, Uber eliminated the and D&I policies on a company website is not enough. practice. Lyft quickly followed suit.

Companies need to back up their words That same month, workers at McDonald’s stores in eight states filed 10 com- with decisive action, and tell the world plaints with the Equal Employment Op- about it.

A common refrain from victims of sexual portunity Commission, alleging they had been sexually harassed or assaulted on the harassment – and from women who doubt job and had faced retaliation when they their company’s gender equality efforts – complained. At the time, a McDonald’s is the lack of process, commitment and spokeswoman said the company didn’t transparency around bias, harassment and tolerate misconduct. “We are and have discrimination, which often lets perpetrabeen committed to a culture that fosters tors continue without consequences and the respectful treatment of everyone,” Terri creates a hostile workplace.

Sexual harassment and gender-diversiHickey said in a statement.

But in September, hundreds of McDon- ty training is a must, of course. But here ald’s workers who claimed they faced work- are other actions your company’s leaders place sexual harassment went on strike in should be taking to ensure transparency: 10 cities. Those who led the strike urged n Publish and share – widely – clearly written policies around bias and harassment the company to hold mandatory training and make very explicit the consequences for managers and employees and to create a for breaking them. better way of responding to sexual harassment complaints. McDonald’s responded, n Encourage employees to speak up if they notice a problem. Professor Rosabeth noting it has “strong policies, procedures Moss Kanter of Harvard Business School and training in place specifically designed recommends appointing selected emto prevent sexual harassment.” ployees as “witnesses” to keep an eye out But the company went a step further, for misbehavior. saying, “To ensure we are doing all that can be done, we have engaged experts in the n If a complaint is made, respond immediately. A company that does not adareas of prevention and response, includdress an accusation straightaway could ing RAINN [Rape Abuse & Incest National be credibly accused of disregarding the Network], to evolve our policies so everycomplaint or attempting to hide it. one who works at McDonald’s does so in a n Communicate to all staff when harasssecure environment every day.” ment has occurred and what has hapTwo months later, thousands of Google pened to the harasser. employees staged a walkout after The New York Times revealed the company had given n Keep and publish metrics on gender diversity, women’s leadership, pay parity millions in payouts to male executives acand number of claims of gender bias and cused of sexual harassment, while remain-

harassment. The most successful companies keep and share with their employees metrics on sales, margins, expenses and profits. Today, measuring, benchmarking and sharing gender-related metrics is just as crucial to your business.

Last year was marked by women acting together. In small groups and large, women took on one of the most formidable barriers to gender equality: sexual harassment.

Women and their supporters took to the streets, the airwaves and the courts, charging some of the biggest names in corporate America with sweeping workplace harassment claims under the rug.

Companies can avoid putting themselves in jeopardy – legally and competitively – by treating the elimination of gender bias and harassment as a business priority, with goals set to measurable metrics that are SM communicated to all stakeholders.

KTR19_00002_ShopperMarket__Ad_Junior_2-3_vert_2019.pdf

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SHOPPER MARKETING FEBRUARY 2019

SO-LO-MO Central

Dan Ochwat, on the So-Lo-Mo beat since 2011, served as an editor of Shopper Marketing for nine years.

Send comments and So-Lo-Mo news to solomo@p2pi.org.

A roundup of social, local and mobile marketing activity at retail

SOCIAL

Procter & Gamble and its Secret deodorant launched a powerful social campaign that takes on the issue of equal pay for men and women. The “I’d Rather Get Paid” campaign leverages nearly 20 celebrities and the Ladies Get Paid and The Wing organizations. Actress Sophia Bush, soccer pro Abby Wambach, basketball pro Swin Cash and others were featured in a music video that Secret rolled out on Facebook, Instagram, Twitter and YouTube. Secret and the celebrities also helped direct women to Ladies Get Paid and The Wing to gain access to Secret-branded toolkits that help inform women about equal pay and offer strategies to negotiate. The organizations were putting on workshops in various locations across the country and the campaign helped inform how women could attend.

Secret

campaign for equal pay.

“Elf

Yourself” The Office Depot Christmas campaign “Elf Yourself” augmented returned in 2018 with a new augmented reality feature reality. inside the Elf Yourself mobile app, and it also leveraged Facebook’s AR function for mobile. Office Depot has been doing an Elf Yourself campaign since 2006, providing some way for consumers to comically see and capture themselves as elves.

This year through the Elf Yourself app consumers could take a photo of themselves, friends and family members or upload photos from the phone or Facebook and the pics get overlayed onto dancing elf bodies. In addition, Facebook users could overlay elf-wear onto people through its AR camera effects or overlay their faces onto dancing bodies. Office Depot ran an ad in the newsfeed that showed how the AR function worked within Facebook and had a link to get users started. The Elf Yourself app also featured a “Mensch on a Bench” tool for a Hanukkah dance option. Office Depot asked for consumers to share creations online with #ElfYourself. Videos on YouTube promoted the app, showing a glimpse of the humorous dance sequences, too.

Newell Brands’ Krazy Glue got fans involved in a fun challenge Krazy campaign that pitted “The World’s Strongest Man” against the strength for glue. of Krazy Glue. Consumers posted on Facebook, Instagram and Twitter what Hafthor Bjornsson (a weightlifting champion who won The World’s Strongest Man competition in 2018) should do to test the strength of Krazy Glue. In addition, Krazy Glue streamed a live event over Facebook on Dec. 5 in New York of Bjornsson performing some strength tests, all of which included items as heavy as 500 pounds glued to a barbell with Krazy Glue. The brand ran the social campaign using #ManVsGlue. Bjornsson promoted the event via his social outreach, as did Krazy Glue with its various accounts.

LOCAL

Location data and mobile marketer Reveal Mobile, Raleigh, North Carolina, launched a new ad-targeting platform that enables retailers and agencies to target shoppers with ads over networks like Snapchat, Twitter, Instagram and other digital outlets. The ads are location-based and leverage location-based analytics that help visualize shoppers based on foot traffic data and competitor visits. The platform is called Visit and integrates into audience marketplaces and creates custom audiences for advertisers. National bicycle retailer and repair shop Targeting Performance Bicycle is using the Visit platform. ads over social networks.

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FEBRUARY 2019 SHOPPER MARKETING

MOBILE

Spider-Man

web-based In support of the theatrical release of “Spider-Man: Into AR. the Spider-Verse,” Sony Pictures rolled out a webbased AR experience at IntotheSpiderVerse-AR.com, where smartphone users visited the site to experience an AR overlay that turned them into a version of Spidey to share with friends and other fans. The idea of the new movie is how anyone can wear the mask and be Spider-Man. Sony worked with AR company 8th Wall and Amazon’s Amazon Sumerian technology (a browser-based tool from Amazon for publishing AR, VR and 3-D applications) to power the experience that does not require the downloading of an app, rather just use of the web-based link.

Mixed-reality company Trigger produced.

Foot Locker leveraged AR in its mobile app to run a scavenger hunt around the start of the NBA season that rewards shoppers with a first chance at exclusive buys. In honor of the Los Angeles Lakers’ home opener and LeBron James’ debut with the team, consumers who completed the AR-powered scavenger hunt unlocked the chance to buy the LeBron 16 King “Court Purple” shoe. The game is being called “The Hunt” and will continue throughout the season. The game has users unlock geo-targeted, AR clues within the app that ultimately lead them to being able to buy a specialty pair of shoes. Agency Foot Firstborn, New York, created the game Locker scavenger for the footwear retailer. hunt.

Tracking trends and purchases.

New York-based Spent and its free shopping mobile app of the same name aims to reward shoppers with cash back on everyday purchases. It recently launched a revamped platform that gives retailers on the app more insights into how users are using the app as well as what they’re buying and browsing so retailers can send targeted offers to shoppers, thereby spiking more conversion.

The Spent app sends users directly to the retailer’s app and enables Spent to track trends and purchase decisions of the users through read-only access of information on buys made with Spent retail partners.

The company says customer conversion rates are as high as 40% when using the app. Spent rewards users with cash back, and they can use the app to pay for products in-store or buy gift cards directly from the app. A dozen retailers launched Black Friday deals with Spent including Walmart, Home Depot, Best Buy, Groupon, Nike and more.

Black Friday

GOATs. Mobile and e-commerce sneaker marketplace GOAT launched an innovative AR-powered campaign and sweepstakes for Black Friday. GOAT app users automatically received 100 tickets to go into a Black Friday drawing for free shoes, up to $10,000 in credit to shop with on GOAT and other prizes. However, consumers could earn more tickets by visiting up to 125 different locations that represented important moments in sports history or were tied to some of the “greatest athletes of all time” (aka GOAT). When visiting one of the marked locations, users were able to activate a 3-D AR object tied to the location that earned more tickets, and they could share online their AR experience. Push notifications were sent to consumers when they were near a site. The company said the effort helped grow it to reach more than 10 million registered users of the app.

Budweiser launched a Decemberlong sweepstakes for consumers in Massachusetts who purchase through Drizly, the beer, wine and liquor delivery mobile app and desktop site. The sweepstakes was like an advent calendar of prizes.

Each day in the month a different prize was handed out including a trip to the Major League Baseball All-Star Game, a trip to the Budweiser brewery in St. Louis, ski packages and the grand prize of Budweiser for life. Consumers registered on Drizly and with a purchase of a Bud product Budweiser’s came an entry into the holiday daily sweepstakes. sweeps.

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SHOPPER MARKETING FEBRUARY 2019

SHOPPING WITH STEVE

Steve Says:

Costco in

Kenosha, Wisconsin

FRENDA: Costco is known for its eight to 10 demo stations – with a focus on food during prime hours. My Pillow had a prime location on sample row. In a departure from the typical Costco approach, this “sampler” was not employed by a merchandising company, but rather by My Pillow. He has spent more than a year moving to various Costco stores across the country.

FRENDA: What would a trip to Costco be without being greeted upon entry by some of the most spectacular TVs available? The 75-inch Samsung QLED TV on display was impressive.

FRENDA: As I proceeded through the electronics area, I saw an elegant appliance island on the main aisle – with an array of kitchen and laundry appliances featuring LG, GE and Samsung.

For more than 40 years, Costco has been known as the pioneer of the “treasure hunt.” I’d suggest today we’d modernize that term to call it “experiential retail.” The model surely has withstood the test of time. For its first quarter of fiscal 2019, Costco’s sales increased 10.3%. U.S. same-store sales, excluding fuel, increased 8.3%. And that’s not to mention that more people paid to shop at Costco’s global footprint of 768 warehouses. Firstquarter membership fee income was up 9.5%. Also, e-commerce sales grew 26.2% and now account for nearly 5% of the company’s total sales. In 2019, Costco will open nearly 20 more warehouses in the U.S. Not a bad track record for a chain that first opened in a vacant aircraft hangar in 1976. The store I visited in Kenosha opened within the last three years. In addition to what you would expect, I found a few new twists.

FRENDA: A new, major pillar in the Costco shopper-focused effort is heavily promoting Costco.com and home delivery across CPG and all durable goods. This sign also highlights the expanded selection and exclusive promotions.

FRENDA: As I proceeded on the perimeter, I sensed an increased commitment to fresh – produce and bakery.

I was struck by the reliance on produce from national suppliers, which seems to run counter to most supermarkets, which have increased their efforts to locally sourced.

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.

Unraveling the Complexity of Today’s Commerce Through Collaboration Today’s “always-on” shoppers are changing how you do business. Join industry leaders as we uncover solutions and unite the community to meet the challenges of today’s commerce.

The Path to Purchase Summit is an invitation-only event for retailer and consumer goods professionals. To request your invitation, please contact us at p2psummit@ensembleiq.com.

May 15-17, 2019 • Fort Lauderdale, FL p2psummit@ensembleiq.com

An official event of:

Produced by:

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SHOPPER MARKETING FEBRUARY 2019

ACTIVATION GALLERY Holiday 2018

Anheuser-Busch’s Stella Artois earned the spotlight at Southeastern Grocers’ Winn-Dixie with a spectacular outfitted with base wraps and varying promotional signage.

Gift sets from Luxe Brands’ Moonlight

By Ariana Grande and Revlon’s Curve and Juicy Couture shared the spotlight on a Walgreens etagere display during the 2018 holiday season.

Mars Petcare SKUs enjoyed secondary merchandising space at Meijer with a holiday-themed pallet display depicting a cartoon clock with spinning dials.

The Cesar, Temptations, Pedigree, Dentastix and Nutro brand logos were depicted on the display.

Hershey Co.’s Kisses deployed a custom pallet display at Walmart comprising case stacks and a holiday bakingthemed side panel. The display also was outfitted with hosting-themed violators and talkers depicting a “Kissmas Tree” centerpiece.

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FEBRUARY 2019 SHOPPER MARKETING

At BJ’s Wholesale Club, a ”Feliz Navidad” pallet display from Constellation Brands’ Corona invited shoppers to purchase a 24-pack of eligible SKUs and text “CORONA” to a dedicated number to earn a holiday-themed branded shirt.

Stickers on packages also touted the promotion.

Gemmy Industries updated its annual Disney Magic Holiday in-line, bilingual display in the Lowe’s seasonal department with an exclusive Mickey Mouse Christmas-themed lamppost.

More images at P2PI.org

Path to Purchase Institute members can view many more holiday photos in the image vault at P2PI.org.

Mondelez International’s Nabisco SKUs delivered “holiday delight” at stores including Kroger’s Ralphs via a train-shaped display depicting Santa Claus.

Mars Petcare’s Temptations commanded a dedicated endcap at Petco with account-specific shelf trays stocking SKUs including treats in special gift box packaging shoppers can “pop-out” to create a kitty playhouse.

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SHOPPER MARKETING FEBRUARY 2019

A Christmas tree-themed spectacular from Coca-Cola Co. spotted at Walmart promoted the manufacturer’s national fundraiser benefitting Children’s Miracle Network Hospitals. A header sign instructed shoppers to go to Coke.com/Holiday to scan a special icon depicted on participating bottles to trigger a 5-cent donation. Participants also entered an instant-win game awarding hundreds of thousands of digital codes redeemable for prizes.

A standee at this Louisville, Kentucky, store also tied in to college football, depicting Kentucky Wildcats coach Mark Stoops holding a Coke bottle.

Dollar General teamed with Coca-Cola Co. for a holiday-themed incentive promising shoppers who purchase three 20-ounce Coca-Cola SKUs from Oct. 22 through Dec. 31 a free polar bear plush toy.

Shoppers redeemed the offer by uploading their receipts via a co-op web page (Coca-Cola.com/ DollarGeneral).

At Walgreens, Coty Inc.’s Rimmel encouraged shoppers to “gift beauty” with a holidaythemed etagere display in the retailer’s beauty department.

Spotted at H-E-B, a holiday-themed pallet display from Wilton Brands stocked bakeware including seasonal cookie stencils, while depicting images and a “homemade treats make the holidays sweet” message to encourage shoppers to bake.

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FEBRUARY 2019 SHOPPER MARKETING

Procter & Gamble united personal care brands including Old Spice, Olay and Crest at Publix with a custom pallet display outfitted with a festive header and signage depicting a “beauty wonderland” message while positioning the products as ideal “treats” to get and to give for the holidays.

Co-branded pallet displays from Starbucks Corp. and Lindt & Sprungli’s Lindt at Kroger’s Fry’s Food locations positioned the coffee company’s beverages and the confectionary manufacturer’s chocolate truffles as an ideal pairing to “make the season shine.”

Nestle’s Nestle Toll House gave Walmart shoppers baking ideas via a custom half-pallet display. A header depicted a recipe for “flourless chocolate fudge crinkle cookies,” while a side panel directed shoppers to VeryBestBaking.com for a recipe for “chocolate chip cookie pizza.”

A months-long rollout of Stanley Black & Decker’s Craftsman products at Lowe’s stores continued with a “12 Days of Craftsman” program. An upfront circular rack and shelf stickers highlighted the participating SKUs.

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SHOPPER MARKETING FEBRUARY 2019

PERSONNEL APPOINTMENTS BRAND MARKETERS

RETAILERS

Former Pinnacle Foods CEO Mark Clouse was named Campbell Soup president and CEO. He succeeds interim president and CEO Keith McLoughlin, who will remain a director of the company and work closely with Clouse to ensure a seamless transition. Clouse brings more than 20 years of experience in the food industry, holding senior management positions at leading companies with iconic center-store brands including Mondelez International and Kraft Foods. Throughout his career, Clouse has proven an ability to enhance growth and increase value.

Giant Food Stores promoted Sepideh Burkett to vice president of store support from her previous role as a district director. In her new role, Burkett is responsible for bringing the grocer’s strategic plans and customercentric strategy to life across all stores, driving store performance and ensuring consistent communication between stores and support functions. Burkett reports to John Ponnett, Giant senior vice president of retail operations.

Burkett, who previously oversaw Giant’s stores in north central Pennsylvania, brings to her latest role 25 years of experience in the drug store and grocery businesses. She joined Giant

Campbell Soup, Camden, New Jersey

Ahold Delhaize, Zaandam, Netherlands

Burkett

Clouse

Dar

in 2016 as director of special projects following several leadership roles at Walmart. Giant also promoted Rebecca Lupfer, the company’s director of merchandise planning, to the role of vice president, center store. Reporting to senior vice president and chief merchandising officer John Ruane, Lupfer oversees the management and development of the merchandising strategy for the dairy, grocery, general merchandise/health and beauty care, frozen and nonfoods departments.

Lupfer

Smith

Zimmermann

Kroger, Cincinnati

Victor Smith, former vice president of merchandising for the Ralphs division, succeeded retiring Delta Division president Scot Hendricks. Smith joined Kroger in 1983 as a courtesy clerk in the Ralphs division.

He advanced to other roles within the division including store manager, operations research analyst, shrink manager, operations coordinator, district manager and meat merchandiser. In 2015, he was promoted to VP of operations in the Houston division, before returning to Ralphs in his current role in 2016, where he leads merchandising, both sales and marketing, for all 191 Ralphs locations throughout Southern California.

Pier 1 Imports, Fort Worth, Texas

Pier 1 Imports board member and former Popeyes CEO Cheryl Bachelder was named Pier 1 Imports interim CEO. She succeeds Alasdair James, who has stepped down from the company after less than two years.

Raley’s, West Sacramento, California

Deirdre Zimmermann, senior vice president, marketing and e-commerce, was promoted to chief customer experience officer. In her expanded role, Zimmermann will drive internal and external awareness of the company’s vision “to infuse life with health and happiness, by changing the way we eat, one plate at a time.” She will continue to report to president and CEO Keith Knopf. Successful in growing market share, Zimmermann has developed and implemented a targeted digital marketing strategy to gain new customers and build loyalty through Raley’s Something Extra Rewards program. She also led improvements and drove growth in the online shopping experience on raleys.com. Zimmermann’s added focus is to build and implement a comprehensive strategy integrating team member and customer experiences in all Raley’s stores and online.

Rite Aid, Camp Hill, Pennsylvania

Justin Mennen, former CompuCom chief digital officer and chief information officer, was named Rite Aid senior vice president and chief information officer. He oversees all aspects of its technology and information operations, including enterprise systems and applications, network, core infrastructure and information security. Mennen also oversees development and execution of Rite Aid’s near- and longterm information technology strategy.

SpartanNash, Grand Rapids, Michigan

Former SC Johnson chief information officer Arif Dar took on the same role at SpartanNash. He succeeded David Des Couch, who retired after serving the company for more than three decades. Dar is responsible for the development and execution of the enterprise-wide IT strategy, ensuring alignment with the enterprise’s overall business strategy, and providing strategic direction and oversight for the design, development, operation and support of IT systems and programs.

ShopperMarketingMag.com

SOLUTION PROVIDERS GSP, Clearwater, Florida

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Industry and Path to Purchase Institute news.

Special reports, including trends surveys and expert roundtables.

People profiles, including various Who’s Who reports.

Commentary from P2PI’s editors.

■

■

■

So-Lo-Mo Central: social, local and mobile marketing activity at retail.

Case studies focused on brand and retailer programs.

Topical white papers and supplier guides.

12/18/18 4:12 PM

Former Spectrio chief revenue officer Greg Duss took on the same position at GSP. In this newly created role, Duss hires and oversees an expanded new business development team focused on pursuing new accounts and opening new retail markets for GSP.

Please send information regarding personnel appointments to managing editor Charlie Menchaca at cmenchaca@p2pi.org

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SHOPPER MARKETING FEBRUARY 2019

INSTITUTE STRATEGIST More info at

Leveraging Plant-Based Interest Danone, Meijer deploy ‘Goodness’ campaign that includes Grand Rapids ‘takeover’

By Cyndi Loza

Danone North America and Meijer teamed for a program highlighting plant-based foods during the meatfatigue-inducing summer months.

July through August 2018, the “Delicious Plant-Based Goodness” campaign spotlighted Danone North America’s Vega, Silk and So Delicious Dairy Free plant-based SKUs including beverages, frozen desserts and yogurt, along with Earthbound Farm salad greens. The marketing plan encompassed: n a “Buy $10, Save $3” deal on Silk, So Delicious Dairy Free and Vega SKUs valid July 8-15, followed by a month of mPerks coupons continuing to drive engagement with the brands. n 15 influencers – including Say Not Sweet Anne and The Girl in the Red Shoes – sharing creative content to highlight their shopping trip and plug inspirational plant-based recipes. n a dedicated Meijer.com microsite containing custom recipes from Kelly Pfeiffer of Nosh and Nourish and a banner ad plugging the mPerks coupons. n floor clings, freezer clings and violators in stores. n a circular feature spotlighting Silk, Earthbound, So Delicious Dairy Free and Vega SKUs as well as other plant-based products from brands including Procter & Gamble’s Tide and Kellogg Co.’s MorningStar Farms.

panding plant-based beyond the milk aisle into alternatives for yogurt, frozen dessert, powders and whipped toppings,” says Anderson. She added that buying patterns are shifting as shoppers look to define “health and wellness” for their household and increasingly demand cleaner labels as well as plant-based and organic products. “Many shoppers know about plant-based beverages but might not be aware that other items exist in the categories they currently shop in. Our challenge was to inspire our core shopper to try other items outside of plant-based beverages and build their shopping basket with a variety of new plant-based items.”

The program targeted Meijer shoppers, who were “open to health and wellness items and interested in trying new things,” Anderson says. “From our research, we knew that the Meijer shopper was looking for education and inspiration in their dairy aisle shopping trip. We have also seen strong plant-based growth across a variety of categories including yogurt alternatives, frozen desserts and frozen meals – all supporting the plant-based lifestyle at Meijer.”

A dedicated Meijer.com microsite and in-store violator were among the various elements supporting the retailer’s program with Danone North America.

The campaign also entailed a “market takeover” in Meijer’s hometown of Grand Rapids, Michigan, with digital outdoor billboards and in-store sampling at three local stores, says Erin Anderson, senior manager of shopper marketing – west, Danone North America.

Each Silk, So Delicious Dairy Free, Vega and Earthbound Farm purchase made at the Grand Rapids stores from July 8-15 triggered a donation to Urban Roots, a local community farm, market, and education center. Urban Roots also assisted with an in-store salad workshop.

“There have been many new innovations ex-

Editorial Index Companies named in the editorial columns of this issue are listed below.

8th Wall . . . . . . . . . . . . . . . . . . . . . 57 AB InBev . . . . . . . . . . . . . . . . . . . . 60 Ahold Delhaize . . . . . . . . . . . . 8, 14 Albertsons Cos. . . . . . . . . . . .8, 54 Amazon.com . . . . . . . . . . . . . . . . 57 Barilla . . . . . . . . . . . . . . . . . . . . . . . 54 Bimbo Bakeries USA . . . . . . . . . . 8 BJ’s Wholesale Club . . . . . . . . . . 61 Brown-Forman Corp. . . . . . . . . . 6 Blue Chip Marketing Worldwide . . . . . . . . . . . . . . . . . 6 Budweiser . . . . . . . . . . . . . . . . . . . 57

Campbell Soup Co. . . . . . . . . . . 18 Coca Cola Co., The . . . . 10, 52, 62 Colangelo . . . . . . . . . . . . . . . . . . . 10 Constellation Brands . . . . . . . . . 61 Costco. . . . . . . . . . . . . . . . . . . . . . . 58 Criteo . . . . . . . . . . . . . . . . . . . . . . . . 9 Danone North America. . . . . . . 66 Dollar General . . . . . . . . . . . . . . 62 Drizly . . . . . . . . . . . . . . . . . . . . . . . 57 Eddie Would Grow . . . . . . . . . . . 10 Edge by Ascential . . . . . . . . . . . . . 6 Firstborn . . . . . . . . . . . . . . . . . . . . 57

Foot Locker. . . . . . . . . . . . . . . . . . 57 GE . . . . . . . . . . . . . . . . . . . . . . . . . . 58 Gemmy Industries . . . . . . . . . . . 61 GOAT. . . . . . . . . . . . . . . . . . . . . . . . 57 Harvest Creative Services. . . . . . 8 H-E-B . . . . . . . . . . . . . . . . . . . . . . . 62 Hershey Co. . . . . . . . . . . . . . . . . . 60 Id8&Innov8. . . . . . . . . . . . . . . . . . 10 Instacart . . . . . . . . . . . . . . . . . . . . . 6 ItemMaster . . . . . . . . . . . . . . . . . . . 6 Johnsonville Sausage . . . . . . . . . 8 Kellogg Co. . . . . . . . . . . . . . . . . . 66

Kroger . . . . . . . . . . . . . . . . .8, 61, 63 LG. . . . . . . . . . . . . . . . . . . . . . . . . . . 58 Lindt & Sprungli . . . . . . . . . . . . . 63 Lowe’s . . . . . . . . . . . . . . . . . . .61, 63 Luxe Brands . . . . . . . . . . . . . . . . . 60 Mars Petcare. . . . . . . . . . . . . .60, 61 Mars Wrigley Confectionery . . . . . . . . . . . . 12 Meijer . . . . . . . . . . . . . . . . . 8, 60, 66 Mondelez International . . . . . . 61 My Pillow. . . . . . . . . . . . . . . . . . . . 58 Nestle . . . . . . . . . . . . . . . . . 9, 16, 63

Planting the Seed for the Program As senior marketing specialist, vendor partnerships, at Meijer, Crystal Stowe leverages vendor activations to drive total store and category growth for the mass merchant. Noting the trends of “flexitarian” and “meatless Mondays,” Stowe believes some shoppers experience a bit of meat fatigue the week after July 4, so she decided to build a story spotlighting the vast assortment of plantbased products at Meijer. “The ‘seed’ had been planted, so you can say, and I started reaching out to key vendors with products to support the story,” says Stowe.

Danone North America had the resources and product portfolio to participate in a truly authentic way, she says.

The manufacturer also had an agreement to run a program with Meijer, but there were no set plans on what it would be, leaving Stowe free to create something from scratch. “I supported that ask for programming with one of my available [circular] ad pages that had yet to be planned, so it worked out well for us both,” says Stowe, who added this is the first time the retailer showcased an assortment of plant-based items together.

Ultimately, the campaign drove both brand and category growth, highlighting a developing consumer trend with the plant-based diet, Anderson says. “Not only did we see strong sales lift during the promotion, but we drove sales for the entire duration of the program,” says Anderson, adding that Meijer also saw increased trips during the promotional period. “By bringing together the iconic plant-based brands Silk, So Delicious Dairy Free, Vega and Earthbound Farm, we were able to create a solution for the shopper encouraging her to try new items, driving sales for the brands and the retailer.” SM

Network of Executive Women . . . . . . . . . . . . . . . . . . . 55 Newell Brands . . . . . . . . . . . . . . . 56 Office Depot. . . . . . . . . . . . . . . . . 56 Petco. . . . . . . . . . . . . . . . . . . . . . . . 61 Price Chopper . . . . . . . . . . . . . . . . 6 Procter & Gamble . . . . . 56, 63, 66 Publix . . . . . . . . . . . . . . . . . . . . . . 63 RangeMe . . . . . . . . . . . . . . . . . . 6, 10 Revlon . . . . . . . . . . . . . . . . . . . . . . 60 Reveal Mobile . . . . . . . . . . . . . . . 56 Ripple Street . . . . . . . . . . . . . . . . . 9 Salsify . . . . . . . . . . . . . . . . . . . . . . . . 6

Samsung . . . . . . . . . . . . . . . . . . . . 58 Sony Pictures . . . . . . . . . . . . . . . . 57 Southeastern Grocers . . . . . . . . 60 Spent . . . . . . . . . . . . . . . . . . . . . . . 57 Stanley Black & Decker . . . . . . . 63 Starbucks Corp. . . . . . . . . . . . . . 63 Supervalu . . . . . . . . . . . . . . . . . . . . 8 Target . . . . . . . . . . . . . . . . . . . . . . . . 9 Trigger . . . . . . . . . . . . . . . . . . . . . . 57 Walgreens. . . . . . . . . . . . . . . .60, 62 Walmart. . . . . . . . . . . . . . 60, 62, 63 Wilton Brands . . . . . . . . . . . . . . . 62

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