Vol. 31, No. 11 • November 2018
Herbig Named President of P2PI
C HICAGO — EnsembleIQ has named Terese Herbig president of the Path to Purchase Institute (P2PI). She is charged with driving the growth st r ateg y for P2PI’s industr y-leading membersh ip c om mu n i t y, extensive portfolio of events, the flagship media property – Shopper Marketing magazine – and professional development services. Herbig will continue her existing responsibilities as president of Enterprise Solutions, EnsembleIQ’s consultancy platform dedicated to delivering integrated marketing solutions. “The Path to Purchase Institute supports retailers, brand manufacturers, agencies and solution providers who all find themselves at the center of great transformation, innovation and disruption across the industry,” said EnsembleIQ CEO David Shanker. “Terese is highly qualified to help the entire industry ecosystem meet these challenges.” Herbig has more than 30 years of experience, having held leadership roles in sales and marketing, global product management and both retail and client partnership positions within prominent organizations and startups. Her primary focus has been delivering best practices and innovation in research, business process and marketing to her clients and the industry. She began working at the Path to Purchase Institute and EnsembleIQ in 2014. “I’m thrilled to build upon the already unparalleled content and community offered by the Path to Purchase Institute,” Herbig said. “I look forward to combining the power and perspective of the Institute with EnsembleIQ’s research capabilities and other industry resources to deliver great value and to unlock SM growth for the industry.”
P2PI honored 12 Women of Excellence in October at the Path to Purchase Expo. Here we profile three Rising Stars.
Gen Z: A Boomer in
Millennial Clothing? SPOTLIGHT
You don't have You don't have to hold our hand. to hold our hand. Unless you want to. Tempt is an innovative visual solutions Tempt is an innovative visualretail solutions company that combines expertise company that combines expertise and with strategic creativeretail capabilities with strategicprinting creativeoptions capabilities and world-class to create world-class options to create enriched,printing emotionally charged signage enriched, emotionally charged signage and point-of-purchase materials. and point-of-purchase materials. Whether you hand us the big idea, or ask Whether you hand us the idea,on or us. ask us to develop it, you canbig count us to develop it, you can count on us. Learn more at tempt-ing.com. Learn more at tempt-ing.com. Visual solutions that command attention. Visual solutions that command attention.
Unless you want to.
For more information: For more information: www.tempt-ing.com www.tempt-ing.com email@example.com firstname.lastname@example.org 1.866.435.0263 Powered by
FOLLOW QUAD/GRAPHICS ON FOLLOW ÂŠ 2014 QUAD/GRAPHICS Quad/Graphics, Inc.ON All rights reserved. | 12.14 | 14-0048 ÂŠ 2014 Quad/Graphics, Inc. All rights reserved. | 12.14 | 14-0048
EDITORIAL DIRECTOR Bill Schober (773) 992-4430, email@example.com EXECUTIVE EDITOR Tim Binder (773) 992-4437, firstname.lastname@example.org MANAGING EDITOR Charlie Menchaca (773) 992-4432, email@example.com DIRECTOR – PRODUCTION Ed Ward (773) 992-4418, firstname.lastname@example.org ART DIRECTOR/PRODUCTION MANAGER Sonja Lundquist (773) 992-4419, email@example.com
Peter Breen, Patrycja Malinowska, Samantha Nelson, Cyndi Loza, Jacqueline Barba
Michael Applebaum, Anne Downes, Ed Finkel, Erika Flynn, Chris Gelbach, Dawn Klingensmith, Neal Lorenzi, April Miller, Dan Ochwat
CONTENTS 4 Editorial:
6 Solution Provider News 6 Mobile ‘Mini Emporium’
In addition to working for The Mars Agency, Gia Cyrier owns a mobile boutique that sells children’s clothing. We share her story of how she got started and how she’s growing the business.
Rich Zelvin, Associate Publisher (773) 992-4425, firstname.lastname@example.org
8 Understanding Blockchain 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 Director – Member Development Patrick Hare, (773) 992-4465 Director – Member and New Business Development: Todd Turner, (571) 395-7846 Manager – Member Services Stacy Stiglic, (773) 992-4414 Executive Advisor, EnsembleIQ Steve Frenda, (773) 992-4461
Managing Director – Content & Editorial Bill Schober, (773) 992-4430 Associate Director – Content Patrycja Malinowska, (773) 992-4435 Senior Editor – Content Samantha Nelson, (773) 992-4436 Associate Editor – Content Cyndi Loza, (773) 992-4439
Marketers shouldn’t expect to have answers now for how blockchain will apply to brand and retail marketing going forward, but based on Walmart’s emphasis on the technology, it’s important to pay attention.
18 Women of Excellence
The Path to Purchase Institute honored its 2018 Women of Excellence winners in October, and we shine the spotlight on the Rising Star category with profiles of three up-and-comers.
Display bloopers, Page 30
10 Design of the Times:
Gold Award Winners
22 Gen Z Research
New research shows that, when it comes to shopping, Gen Z may have more in common with Baby Boomers than its all-too-frequently canonized predecessors, Millennials. Sponsored by Epsilon Catapult.
The winners were announced in early October at the Path to Purchase Expo.
26 So-Lo-Mo Central
A roundup of social, local and mobile marketing activity at retail from: • Facebook • Facebook (again) • Natori • Accuweather and Foursquare • Wegmans Food Markets and Aira • Yabeee • Dunkin’ Donuts • 8th Wall • Chipotle and DoorDash
Associate Editor – Content Jacqueline Barba, (224) 632-8214
EVENTS & EDUCATION
Vice President – Events Michael Cronin, (647) 557-5094, ext. 1001 Director – Events Peggy Milbrandt, (773) 992-4412 Meeting & Events Associate Kelly Doering, (773) 992-4408 Director – Education & Faculty Administration Ronit Lawlor, (773) 992-4415
Manager – Marketing & Events Stacey Bobby, (773) 992-4423 Manager – Marketing & Events Courtney Hofbauer, (224) 632-8215 Art Director Stephanie Beling, (773) 992-4442
30 Activation Gallery:
What Were They Thinking?
Director of Audience Engagement Gail Reboletti Audience Engagement Manager Shelly Patton
32 Shopping With Steve
P2PI’s Steve Frenda, a passionate retail watcher for more than four decades, gives us a look at King Soopers in Denver.
VP, Production Kathryn Homenick, email@example.com Creative Director Colette Magliaro, firstname.lastname@example.org
33 Personnel Appointments 34 Institute Strategist
Custom Project Manager Kathy Colwell, email@example.com Custom Project Manager Judi Lam, firstname.lastname@example.org
Walmart is changing the way it works with digital content providers by choosing 11 partners to ally with on a priority level.
ENSEMBLEIQ CORPORATE OFFICERS
Executive Chairman Alan Glass
Design of the Times, Page 10
Chief Executive Officer David Shanker Chief Operating Officer & Chief Financial Officer Richard Rivera Chief Brand Officer Korry Stagnito President, Path to Purchase Institute and Enterprise Solutions Terese Herbig Chief Digital Officer Joel Hughes Chief Human Resources Officer Jennifer Turner Senior Vice President, Innovation Tanner Van Dusen President, Canada Jennifer Litterick
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, Computer Fulfillment, PO Box 261, Lowell, MA 01853. Entire contents copyright © 2018 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: email@example.com CHANGE OF ADDRESS and other circulation correspondence should be mailed to: Shopper Marketing, Computer Fulfillment, PO Box 261, Lowell, MA 01853, or email firstname.lastname@example.org 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: 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 Shopper Marketing 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.
SHOPPER MARKETING NOVEMBER 2018
Sights & Sounds “ Amazon is not a fair fight ... it’s a street fight. You have to figure out how to win despite things being unfair.” Melissa Burdick, Pacvue
“ Each time a consumer is exposed to an improved shopping experience, their expectations for all shopping experiences are reset to a new higher level. We are chasing our customers’ expectations.” Brendan Witcher, Forrester
“ The biggest shopper revolution that’s going to happen over the next year or two is in pharma.” Hugh Boyle, TracyLocke
“ Digital and in-store merchandising are no longer as distinct as they once were.” Samantha Nelson, P2PI.org
“Women comprise almost half of entrylevel CPG and retail managers, among the highest in American business, but just 13% in the C-suite – the lowest.“ Julie Quick, Shoptology For a copy of “UP THE %,” her guide to assessing women’s leadership within your own organization, email her: email@example.com
“ We’re not doing advertising; we’re trying to insert ourselves ... seamlessly into our shoppers’ lifestyles.”
… from people I ran into at P2PX last month.
“ CVS isn’t afraid to ditch certain products not aligned with their vision of shopper health.” Jacqueline Barba, P2PI.org
“ Grocery shoppers want help from AI, but control. AI that is proactive or automatic is too far for most shoppers. Craig Elston, Integer
“ Lowe’s is not afraid to collaborate with outside parties, leverage its Innovation Labs, or go outside the box for unique experiences.” Charlie Menchaca, Shopper Marketing
“ Voice could eliminate keyboards and mice.” Joe Scartz, TPN
“ Shoppers don’t want an ‘endless’ aisle ... they want curation.”
“Mark Zuckerberg left that logo [of defunct previous tenant, Sun Microsystems] on the back [of Facebook’s street sign] so employees will see it as a reminder every single day.” Dave Sommer, Facebook
“ Instead of being distracted by how we keep up with our competition, we really should keep up with our customers.” John MacDonald, Giant Food CMO
“ Walgreens is going big in beauty and shining the spotlight on its own brands. There are still opportunities for national brands to stand out, but going forward? We’ll just have to see.” Tim Binder, Shopper Marketing
“ What creates loyalty? Experiences that are personal, authentic, thoughtful. Engage consumers as users more than buyers.” Steve Miglieri, Narvar
Patrycja Malinowska, P2PI.org
DISTINGUISHED FACULTY • Stephen McGowan, RVP, Shopper & Consumer Activation, Mondelez International • Sarah Ortman, Shopper Marketing Consultant, Sovos Brands • Julie Quick, SVP, Head of Insights & Strategy, Shoptology • Danny Silverman, CMO, Clavis Insight/One Click Retail • Michael Tilley, Biscuit Lead, Shopper Marketing & Strategic Partnerships, Mondelez International • Scott Young, Global CEO, PRS IN VIVO
• Kelly Bartell, VP, Creative Director, Epsilon Catapult • Gina Bates, Brand Manager, eCommerce/Multi-Channel Shopper Marketing, Kimberly-Clark • Ken Bausch, VP, eCommerce & Digital Marketing, Welspun USA • Bill Beck, Senior Director of Marketing, Whirlpool Corporation • Michael Becker, Identity & Personal Information Management Solutions Development & Strategy, Identity Praxis • Wendyjean Bennett, Key Account Manager, Tyson Foods • Mike Berendes, Director, Sales & Marketing, Custom Intercept Solutions • Dedra Berg, Senior Director of Marketing, Smithfield Foods • Beck Besecker, Co-Founder & CEO, Marxent Labs • Geoffrey Betrus, Team Leader, Johnson & Johnson • Garrett Bluhm, VP, Product Development, iServe • Elaine Bragg, VP, Executive Creative Director, TPN • Donna Bressler, Senior Manager, Shopper Marketing, LG Electronics • Jen Brevick, Group Director, eCommerce Licensing, The Coca-Cola Company • Greg Brewer, Managing Director, Nestle-Purina • Shaun Brown, SVP, Growth & Innovation, Momentum Worldwide • Chris Bryson, Founder & CEO, Unata • Melissa Burdick, President, Pacvue
• Rick Abens, CEO & Founder, Foresight ROI • Kris Abrahamson, VP, Client Leadership, The Mars Agency • Neil Ackerman, Senior Director, Global Supply Chain Advanced Planning & Innovation, Johnson & Johnson • Courtney Jane Acuff, VP, Product Marketing, Ansira • Keith Anderson, SVP, Strategy & Insights, Profitero • Charlie Anderson, CEO, Shoptology • Amy Andrews, SVP, Business Development & E-Commerce, The Mars Agency • John Anton, VP, GM Ace Business Unit, Valspar Corporation • Christian Ardito, Senior Marketing Manager, Soup & Broth Activation, Campbell Soup • Kevin Baartman, VP, Information Services, Lund Food Holdings • Katherine Bailey Doyle, Group Manager, National Shopper Marketing, The Clorox Co. • Dana Barba, AVP, Shopper Marketing, The Coca-Cola Company • Susan Barkalow, Portfolio Marketing Director, Mars Wrigley Confectionery • Andrew Barker, Senior Director, Shopper Marketing, Dr Pepper Snapple Group Inc. • Janet Barker-Evans, SVP, Executive Creative Director, Epsilon Catapult • Brandon Barr, Senior Director Sales, Kroger Team Leader, Duracell
Brendan Witcher, Forrester
Bill Schober is editorial director of the Path to Purchase Institute. He can be reached via phone: 773-992-4430 or email: firstname.lastname@example.org.
Jeff Daniel, Upshot
• Christopher Brace, Founder & CEO, Syntegrate Consulting • Rich Butwinick, Owner/President, MarketingLab/SellCheck • Brian Cohen, Chief Operating Officer, Epsilon Catapult • Heidi Froseth, EVP, National Shopper Commerce Leader, Epsilon Catapult • Sarah Gleason, Director, OxfordSM • Wendy Liebmann, Founder, CEO & Chief Shopper, WSL Strategic Retail
“ This is the year to learn how to use AI.”
Tod Harrick, Marketplace Ignition
Rich Butwinick, SellCheck For a copy of his white paper on countering “Suboptimal Creative,” email him: email@example.com
• Liz Fogerty, SVP, Strategic Planning & Insights, Edge Marketing • James Fraser, GM, NA, Mosaic Shopper • Glenn Frazier, Sales, The Hershey Co. • Andrew Freeman, Shopper, Trade, & National Accounts Marketing Problem Solver, Campari America • Beth Freeman, Commercial Marketing Manager, Heineken USA • Michele Fuhs, Department Manager / Head of Premium Retail Experience, BMW • Sam Gagliardi, Head of E-Commerce (SVP), IRi • Dave Geren, EVP, Account Management, SFW Marketing • Brett Gerstenblatt, VP, Executive Creative Director, CVS Health • Bridget Gilbert, Research Director, Geometry Global • Bob Gilbreath, CEO/Co-Founder, Ahalogy • Byron Gilstrap, Director, eCommerce Capability, The Coca-Cola Company • Josh Ginsberg, EVP, Breaktime Media • Jessica Glendenning, Director of Merchandising, Brandless • Jason Goldberg, SVP, Commerce & Content, Razorfish • Ethan Goodman, SVP, Shopper Experience, The Mars Agency • Alister Greenwood, Head of Global eCommerce Insights, Mondelez International • Sheryl Hannam, Shopper Marketing Manager, Mars Wrigley Confectionery • Mark Hardy, CEO, InContext Solutions • Michelle Harmon-Madsen, SVP, Brand Partnerships, Fresh Direct • Neil Helsper, Senior Creative Director, Upshot Inc. • Megan Hennigan, Team Leader, Shopper Marketing, Campbell Soup • Ines Henrich, VP, Client Service, IN Connected Marketing • Mark Herbek, Executive Research Home Improvement Council, Partner, Cleveland Research • David Hewitt, VP, Consumer Experiences, Razorfish • Rhonda Hiatt, Executive Director, Strategy & Experience, Clear • Joy Ho, Marketing Manager, Fresh Direct • Adam Holyk, Chief Marketing Officer, Walgreen Co.
Rick Abens, Foresight ROI For the results of his E-Commerce Home Delivery test, email him: firstname.lastname@example.org
“It’s not ‘e-commerce,’ it’s just ‘commerce.’ It’s the way people buy. The narrow definition of e-commerce is widening; it’s everywhere and in every sector; every business is an e-commerce business.”
“This is the ‘Creative Project Hype Cycle.’ If you’re in the industry, you know this is how projects often go.”
• Jack Burns, Corporate Manager, Store Projects, Ace Hardware • Tony Bynum, Director, Client Innovation & Program Strategy, RTC • Kendal Callender, Director of Digital Partnerships and Shopper Innovation, Albertsons Companies • Heather Campain, U.S. Shopper Marketing Leader, Johnson & Johnson • Chris Cancilla, EVP, Chief Creative Officer, Arc Worldwide • David Cardona, Director of Shopper Marketing, CAS & Multi-Cultural Capabilities, The Clorox Co. • April Carlisle, VP, Shopper Marketing, National Retail Sales, The Coca-Cola Company • Emily Carpin, Commercial Marketing Director, Whiskey Portfolio, Beam Suntory • Ken Cassar, Principal Analyst, Rakuten Intelligence • Anne Chambers, CEO, Capre Group • Greg Chambers, Group Director, Digital Innovation, The Coca-Cola Company • Shelley Christianson, Senior Manager, Shopper Insights, The Hershey Co. • Scott Cole, Principal Consultant, Capre Group • Risa Crandall, SVP, Managing Director, Quotient • Linda Crowder, Senior Director – Partnerships, Peapod Interactive, Ahold Delhaize • Sonia Dalvi, Senior Director, Shopper Marketing, Fresh Direct • Marie-Agnes Daumas, Director, Shopper Marketing Center of Excellence, N.A., Colgate-Palmolive Company • Sarah Davis, SVP, Executive Creative Director, Epsilon Catapult • Matty de Castro, Head of Industry, CPG, Facebook • Karen Doan, Senior Shopper Marketing Manager, Tyson Foods • Tom Dolan, SVP, CPG & Retail, Valassis Digital • Brian Dorgan, Senior Director of Business Development, Inmar Inc. • Meggie Dvorak, Senior Account Executive, Valassis Digital • Craig Elston, Global Chief Strategy Officer, The Integer Group • Debra Eskra, VP, Media COE, IRi • Liza Etu, Senior Shopper Marketing Manager, The Coca-Cola Company
“ After accounting for free shipping, Target’s prices were the lowest of the retailers that carried all the items on our list. Costco also rated good for overall value ... because of the quantity discount. For overall shopper experience, only Target’s was excellent. Amazon/Whole Foods and Costco offered a good overall shopper experience, and the remaining retailers all rated fair. “
• Laura Houghton, Director, Digital Shopper Marketing, The Coca-Cola Company • Tiffany Huey, Director, Shopper Marketing, Starbucks Coffee Co. • Ron Hughes, Senior Manager, Shopper Strategy & Innovation, The Coca-Cola Company • Chris Hunt, VP, Client Services, Epsilon Catapult • Nicole Hutcheson, Director, Shopper Strategy & Innovation, The Coca-Cola Company • Kyle Ingram, Group Account Director, The Integer Group • Nicky Jackson, CEO, RangeMe • Frank Jimenez, President, Zoetic Retail • Richard Jones, E-Commerce Lead, Mars Wrigley Confectionery • Derek Joynt, EVP, General Manager, The Mars Agency • Jason Katz, SVP Strategy, eCommerce, Geometry Global • Greg Kearns, Brand Manager, Shopper Marketing, Kimberly-Clark • Barbara Kelly, Marketing Manager, Procter & Gamble • Leah Key, Director, Digital Media, The Mars Agency • Jamie Kieffer, Managing Director, Client Strategy, Edelman • Ged King, CEO, SFW Marketing • Meredith Kiss, Commercial Marketing Manager, Heineken USA • Dan Kitrell, VP, Account Solutions, Kantar Retail Virtual Reality • Lisa Klauser, President, Consumer & Shopper Marketing, IN Connected Marketing • Lionel Knight, SVP, Planning, Upshot Inc. • Kevin Kolman, Grill Master, Weber-Stephen Products Co. • Ken Krasnow, VP, OmniChannel Marketing, Henkel North America • Jessica Krauser, Marketing Director, Two Labs Pharma Services • Joe Lampertius, Global CEO, Shopper Marketing, Grey Worldwide • Eric Le Blanc, Director, Marketing – Deli, Tyson Foods • Andrea Leigh, VP, Client Services, Ideoclick • Lena Lewis, Shopper Marketing and Consumer Promotions, Mars Wrigley Confectionery
• Liridona Lunja, Senior Account Director, BrandShare • Steve MacKinnon, Associate Managing Partner, IBM Watson • Anne Martin, Customer Director, Shopper Marketing, Mondelez International • Ashley McCollum, General Manager, Tasty, BuzzFeed • Hannah McKee, Shopper Marketing Manager, Mars Wrigley Confectionery • Erik McMillan, CEO, Shelfbucks • Karl Meinhardt, VP, Social & Digital Marketing, Albertsons Companies • Steve Miller, Director of Marketing & CRM, Jo-Ann Stores • Brian Monahan, Head of Vertical Strategy, Pinterest • Matt Moog, CEO, PowerReviews • Timothy Moore, SVP, Group Creative Director, Epsilon Catapult • Kyle Morich, Consultant, Capre Group • Gregg Morrison, General Manager, Touchpoint 360 • John Mount, VP, National Retail Sales, Customer Marketing, The Coca-Cola Company • Curt Munk, Executive Planning Director, FCB/RED • Fred Musnicki, SVP, Niven • Peter Naumann, SVP, Trade Strategy Optimization, Kantar Retail Virtual Reality • West Naze, VP, CPG & Shopper Marketing, Eyeview • Brooke Niemiec, Chief Marketing Officer, Ellicit Insights • Andrew Nodes, VP, Retail Accounts, Instacart • Jeff Nowak, President & CEO, Rocket Man Digital • Adrianna Nowell, Director of Product Marketing, Bazaarvoice • Sandra Oldaker, RCM AMM, WM, The Clorox Co. • Abbey Oslin, Account Supervisor, Epsilon Catapult • Armand Parra, Director, Insight & Strategy, The Integer Group • Chris Perry, Senior Director of eCommerce, Kellogg Company • Matt Pierre, Director of eCommerce, General Mills Inc. • Cheryl Policastro, Managing Director, Planning, TPN • Michael Pollack, SVP, Digital, News America Marketing
• Ram Rampalli, Global Head of Content Acquisition, Walmart Stores Inc. • Luke Rauch, Senior Director, US Insights, Walgreen Co. • Nikkia Reveillac, Associate Director, Consumer & Market Insights, Colgate-Palmolive Company • Melinda Rickert, Customer Director, Shopper Marketing, Mondelez International • Amanda Rosen, Group Senior Account Director, IN Connected Marketing • Michael Rudolph, Senior Brand Manager, Stella Artois, Anheuser-Busch • Robert Ruijssenaars, Senior Director, Shopper Marketing, E&J Gallo Winery • Kara Russo, VP, Retail Consultancy, The Mars Agency • Kristen Sabol, VP, Client Leadership, The Mars Agency • Karen Sales, VP of Digital Partnerships & Shopper Marketing, Albertsons Companies • Corrine Sandler, CEO, Fresh Intelligence Research Corp. • Joe Scartz, Chief Digital Commerce Officer, TPN • Wes Schroll, Founder & CEO, Fetch Rewards • Matt Seitz, Senior Segment Marketing Manager, T-Mobile USA • Michele Shiroma, VP, Client Services, IN Connected Marketing • Jennifer Silverberg, CEO, SmartCommerce • Matt Silvestri, Account Director, The Integer Group • Brian Sobecks, Senior Digital Innovator, The Kraft Heinz Company • Paul Soldera, Director of Research, Purchase Point • Ted Souder, Shopper Marketing Manager, Google Inc. • Taylor Steele, Assistant eCommerc Manager, Marketing, Burt’s Bees • Anne Stephenson, Partner, Explorer Research • Elishaa Summers, Account Executive, Mars Wrigley Confectionery • Rob Sundy, Senior Director, Brands & Marketing Services, Whirlpool Corporation
• Dan Swendsen, eCommerce Manager, Jack Link’s • Julian Tan, Director, Visual Merchandising, Bayer HealthCare • Tiffany Tan Kohler, Director, Brand Engagement – Commerce, The Clorox Co. • Christina Tazza, Retail Strategist, Grey Worldwide • Kelley Thornton, CEO, Purchase Point • Chris Timmins, Director of Marketing, Responsive Retail, Intel Corporation • Bob Tomei, President, IRI Consumer & Shopper Marketing, IRi • Jason Tripicchio, Director of Sales, Club & Drug Channels, The Lindt & Sprungli Group • Elizabeth Tung, Associate Director, National Shopper Marketing, The Clorox Co. • James Urich, Trade Marketing Manager, Anheuser-Busch • Bob Waibel, Senior Director, Shopper Marketing, Conagra Brands Inc. • Julie Walker, Senior Consultant, The Mom Complex • Brian Wallach, VP, AOL • Andy Walter, Board Director & Strategic Advisor, AJW-Advisory • Duncan Wardle, Founder, id8&innov8 • Steven West, Director of Sales, Snipp Interactive Inc. • Scot Wingo, Executive Chairman, ChannelAdvisor • Katherine Wintsch, Founder & CEO, The Mom Complex • Christopher Witte, VP, Total Store Leadership, Tyson Foods • Kim Yansen, Customer VP, Sales, Value Channel, Mondelez International • Eddie Yoon, Founder, Eddie Would Grow • Jason Young, SVP Media/GM Crisp, Quotient • Brooke Zec, Senior Manager, Consumer Activation, Johnson & Johnson • Debbie Zefting, Director, Shopper Strategy & Engagement, Barilla America
Distinguished Faculty and Institute Faculty are the highest-rated speakers, based on a 4-point scale, by past attendees of our various speaking engagements. Distinguished faculty have consistently scored high at four or more events. Faculty have scored high, presenting at least once.
SOLUTION PROVIDER NEWS News America Marketing and Toshiba Team Up
New York-based News America Marketing and Toshiba Global Commerce Solutions, Durham, North Carolina, are teaming up to revolutionize three incentive areas – at-register, in-aisle and at-home. Retailers and brands can benefit from the products developed with this alliance. News America Marketing aggregates more than 150 billion coupons per year by creating broad reach and omnichannel networks that enable brand marketers to plan and execute campaigns efficiently and intelligently. Toshiba, serving more than 80% of the U.S. multi-lane industry, is a trusted partner of the retail industry and understands the complexities of point of sale innovation. The two organizations plan to cultivate an ecosystem of innovation and cross-industry collaboration to change how marketers perceive, utilize and value the media channels and impressions they can activate within the physical store environment. Kroger Back in School To Foster Innovation: Kroger Co. will operate a 2,500-square-foot innovation lab within the University of Cincinnati’s newly opened 1819 Innovation Hub. The goal is to nurture future talent and technology innovations. The initiative will serve as a human resources pipeline to support Kroger’s ongoing business needs. The company will staff the hub with a number of resources, including research and development engineers and software developers who will work alongside UC faculty. “Kroger’s new partnership with the University of Cincinnati is one more way we are investing to create the now and future of retail,” Chris Hjelm, Kroger’s chief financial officer, said. “This innovative collaboration is driven by ‘Restock Kroger’ and provides the Kroger Technology team [with] another creative space to partner and develop solutions to redefine the grocery customer experience.” Collective Bias Shares Thanksgiving Trends: Collective Bias, Bentonville, Arkansas, has released an in-depth analysis of Thanksgiving to help marketers and brands succeed this holiday season. Developed through its prescriptiveIQ platform, the Collective Bias analysis is available at its website and can inform campaign decisions from inception to execution. It includes information on timing of media leading up to the holiday, usage occasions and inspirational content. P2PSummit Accepting Speaker Proposals: The Path to Purchase Institute is seeking dynamic retail and CPG industry professionals who are redefining the shopper experience to speak at its 2019 Path to Purchase Summit on May 15-17 in Fort Lauderdale, Florida. If you are an industry thought leader with extensive knowledge in marketing to shoppers and would like to share, inspire and educate your fellow marketing peers on best practices, emerging technologies, best-in-class strategies and success stories, please submit a speaker proposal – and see more information – at path2purchasesummit.com by Nov. 14. Send your solution provider news – new projects and programs with brands and retailers – to Charlie Menchaca at email@example.com.
SHOPPER MARKETING NOVEMBER 2018
Driving a Mobile Boutique Cyrier pulls from agency experience to grow Mini Emporium business By Ed Finkel
BOSTON — In February 2016, Gia Cyrier was 32 weeks’ pregnant with her fourth child and unexpectedly found herself in the job market. So when a friend called to say that a friend of hers was looking to sell a mobile children’s boutique, and asked whether Cyrier might be interested, her first reaction was a flat “no.” But after talking with her husband, Cyrier reconsidered, despite the fact that she also was taking a new position at The Mars Agency, where she continues to work full time on the CVS account and others. “We bought the truck, and I had our fourth child,” Cyrier says. “I became the owner of a mobile boutique. I had no retail experience outside of working at the Gap in high school. I didn’t understand fashion from a business perspective.” Cy r ier filled the truck, dubbed the Mini Emporium, with merchandise and started parking on weekends at malls, near farmer’s markets and in other public locations, full of optimism – at first. “I figured, who’s more of an expert on children’s clothes other than a mom of four?” she says. But she quickly figured
out how much she didn’t know. “My profit was $10 some days,” she says. “I had no idea how to do contact management. I had no idea how to do customer retention. … I would have moms say, ‘I love this. I love this.’ But conversion was hard.” It didn’t take too long for Cyrier to realize the truck alone would not be profitable. So she started calling commercial property landlords all over the state to see if they had spaces for a quick popup store that would give her a larger brick-and-mortar outlet; and she simultaneously began building out e-commerce platforms, with a particular emphasis on Instagram. The three-pronged strategy began to work, and Cyrier has placed four popup stores in different locations, sequentially, over the past year, hiring managers to staff them during the week, when she’s working at The Mars Agency. “The property groups talk to each other,” she says. “They all have empty space. I got a call from another one, and another one. And Instagram is amazing. The conversion is unbelievable. I can sell a size run of 2 to 6 on one post in one day.” But what really catalyzed the Mini Emporium was the opportunity to appear on a local television show called “Chronicle,” which did a feature story about Cyrier’s enterprise and raised awareness exponentially throughout New England. “The floodgates opened,” she says. “My whole idea of doing the popups was to create a stronger brand for the truck but ultimately to get people online. The truck will never be scalable enough.” Getting people online also helped to build a list and thus
customer relationships. “With those three channels working together, that’s when you’re going to have success,” she says. “There’s a retail disaster going on out there. Rents are high; it’s hard to be profitable. Retail trucks are not small businesses [in themselves], they’re brand-building opportunities and customer-building opportunities.” Cyrier’s most successful days in the truck have come when she’s parked in downtown areas, particularly in Boston, during festivals or other public events. It’s provided customers with a memorable experience. But getting them to shop consistently in a truck, or above a certain price point, has proved challenging. “It’s not necessarily going to be a trip driver,” she says. “And over a $50 price point is a challenge for people,
Gia Cyrier’s Mini Emporium truck business, top, sells children’s clothing, with help from a website, left, and social media activity.
where in the store, they’re fine with $100 or $150.” Cyrier has found her experience at The Mars Agency and working on the CVS account to be invaluable. “They’re such experts in understanding customer acquisition and retention and loyalty,” she says. “Just understanding how to look at customers has been tremendous. I laugh because marketing is probably the weakest part of my truck business because it’s expensive and takes time. But if I had the time, I could apply so much of the last 15 years of my career to this business.” From shopper marketing, Cyrier also learned to put the customer first and provide them satisfaction, including returns when their complaints seem questionable, even though that can hurt when running a small business. Her retail truck competitors don’t always do so, she adds, but she thinks the resulting social media reviews are worth the cost. Ultimately, shopper marketing also has taught her to be an entrepreneur, Cyrier says. “I have to understand the profitability model, whom we’re talking to, and how to sell,” she says. “I have to understand the finances. I have to weigh people’s time. I could never have done this business without being a shopper marketer. It’s inclusive of everything – sales, marketing, e-commerce, and people, people, people.” SM
VIRTUAL ROUNDTABLE | BLOCKCHAIN
SHOPPER MARKETING NOVEMBER 2018
BLOCKCHAIN Marketers shouldn’t expect to have answers now for how blockchain will apply to brand and retail marketing going forward, but based on Walmart’s emphasis on the technology, it’s important to pay attention.
By Dawn Klingensmith
y now, most of the retail and consumer packaged goods world has heard of blockchain, but not many fully understand what it is and how it works, and even fewer seem to know what it means for our industry. A third of all senior executives think blockchain is overhyped, and slightly more (39%) admit they have little or no knowledge of the technology, according to a Deloitte report, “New Tech on the Block: Planning for Blockchain in the Retail and Consumer Packaged Goods Industries.” Know this, if nothing else, about blockchain: Walmart is already heavily invested and, on Sept. 24, gave all of its suppliers of fresh greens a 2019 deadline to join the IBM Food Trust blockchain platform to facilitate traceability. And wherever Walmart goes, the industry eventually follows. To learn how blockchain might apply to brand and retail marketing going forward, we convened a virtual roundtable discussion with industry insiders, including an expert from IBM to discuss the Food Trust initiative.
Without getting too technical, can you describe blockchain technology and how it works? CHRIS TURLEY: Simply put, blockchain – or distributed ledger technology – is tamper-proof transactional record keeping. SCOTT ANDERSON: There are blocks, and there’s a chain of them. A block is a ledger entry, like a line on a spreadsheet. A block can never be changed once it’s created. A blockchain is stored across a network of computers, so it’s decentralized and selfpolicing – there’s no master computer, no intermediaries. It’s less important to know how it works than it is to appreciate its function as a way of managing transactions that is theoretically impossible to hack. NIKKI BAIRD: Another important aspect is that you can automate new things happening based on what gets added to the blockchain. So, for example, if a product is delivered to a customer and that delivery is recorded on the chain, then that could initiate payment without any action required by the customer.
What are the most widespread applications of blockchain in the retail world? BAIRD: Nothing is common or widespread; it’s all too new. Payments in Bitcoin (the digital currency that transfers via blockchain) have been around for a while. Supply chain is getting the most focus, with IBM and Walmart taking the lead in partnership with CPGs (Nestle, Tyson Foods, Dole and others, as well as with Kroger). This is about using blockchain to create a universal record of product from farm to fork, basically, for supply chain security, country of origin tracking, and to speed the import process.
VIRTUAL ROUNDTABLE | BLOCKCHAIN
NOVEMBER 2018 SHOPPER MARKETING
Our Virtual Roundtable MANOLO ALMAGRO managing partner Q Division
“ The kinds of things marketers should be looking at are how blockchain can establish trust and back up claims in an era when consumers care about product sourcing and sustainability.
Nick Jones, Geometry Global
SCOTT ANDERSON senior consultant Fit For Commerce
NIKKI BAIRD vice president, retail innovation Aptos
PAUL CHANG global blockchain industry lead IBM
NICK JONES chief growth officer Geometry Global
CHRIS TURLEY head of sales and marketing Boxchain
PAUL CHANG: The IBM Food Trust solution is signing on new members, expanding geographically, and has developed several modules to help companies at different stages in the supply chain generate the greatest value from the ability to trace food through the supply chain. One insight we’ve gained is that beyond the ability to execute targeted recalls, having transparency across the entire supply chain creates opportunities for efficiency, process automation, and more timely decision-making that was not possible before the creation of this network.
What are the roadblocks to broader adoption of blockchain? ANDERSON: The overriding issue with blockchain adoption is that, regardless of the application, somebody gets disintermediated. Attorneys, accountants, advertising networks, shady product distributors and others see they’ll be shut out, so there’s going to be resistance from certain parties. As for supply chain management, it requires every role-player to cooperate and even invest in technology, so as a practical matter it’s the most difficult mountain to climb and must be driven by a global behemoth like Walmart to force cooperation. TURLEY: Integrating legacy IT systems that are siloed and offer limited data exchange is perceived as a challenge although tech companies, including Boxchain, provide application interfaces that can pull data from any existing IT system and integrate it with any blockchain technology.
What other applications besides supply chain management are on the horizon? NICK JONES: Some of the simplest customer service dimensions, like tracking shipments, can be vastly improved when you combine blockchain with other technologies like artificial intelligence. Blockchain not only could offer real-time tracking but could record information such as whether the product being shipped has been kept at the right temperature. MANOLO ALMAGRO: Walmart’s work with blockchain has a new, expanded scope as evidenced by a patent filed earlier this year around the concept of a smart package providing traceability and real-time status of a package’s contents as part of an autonomous vehicle and drone initiative. TURLEY: Loyalty programs will likely be transformed by blockchain. In traditional loyalty-points schemes, customers often have to wait until points accrue to use them, and they are limited on where they can spend them. By tokenizing loyalty points on the blockchain, retailers can provide customers with instant value and offer redemption on the spot with approved suppliers.
BAIRD: The customer-facing use cases are the most interesting to me, like Shopin and similar applications that let consumers control what information retailers keep about them and when they want to revoke that. It would give consumers greater control and trust, and would potentially encourage them to share more information with retailers in order to get better personalization.
How might blockchain evolve shopper marketing in particular? CHANG: Marketers can leverage blockchain to gain a line of sight to the end publishers in digital advertising, reduce cost to administer programmatic media buying, and ensure accurate measurement of impressions. With more and more companies spending a larger portion of their marketing dollars on digital, this is critical in providing measurements and ROI. ALMAGRO: Blockchain creates opportunities for brands to create authentic dialogues directly with the people that buy their products. This opens up a level of transparency that would be unprecedented, executing campaigns like voting on a favorite product or accessing real-time data regarding customer behaviors via loyalty programs. But though I admire companies and agencies that are pushing blockchain initiatives in the shopper marketing space, scale and adoption rates are critical for blockchain to take, and there just isn’t enough of either to make it worth the investment right now. I think it’s at least five years out before blockchain could have a significant impact on shopper marketing.
What do brand and retail marketers need to understand now about blockchain, even if they aren’t quite ready to dip their toe in? TURLEY: It has the potential to transform industries and disrupt current business models, and companies need to be proactive in approaching it alongside other technology developments like AI and Internet of Things. By its nature blockchain requires collaboration. Companies should be talking to their suppliers and partners about their exploration into blockchain; to technology companies who are expanding its use; and, where possible, they should look to join existing use case exploration. JONES: CEOs and COOs need to get up to speed on blockchain even before marketers. IBM has a vested interest in educating various categories about blockchain, so they produce a lot of white papers and videos as a starting point. The kinds of things marketers should be looking at are how blockchain can establish trust and back up claims in an era when consumers care about product sourcing and sustainability, and whether something is truly organic or locally grown or whatever the SM claim may be.
“ I think it’s at least five years out before blockchain could have a significant impact on shopper marketing. ”
Manolo Almagro, Q Division
SHOPPER MARKETING NOVEMBER 2018
DOT Gold Winners The following pages feature the 28 entries that earned Gold honors in the Path to Purchase Institute’s 2018 Design of the Times competition, which recognizes the most effective in-store activations, designs and campaigns of the past year. In the December issue, we will highlight the Gold winners that received Platinum and Best of the Times distinctions at the Path to Purchase Expo in October.
Coco Walmart WOW RETAIL CATEGORY: Mass Merchandisers ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary CLIENT: Buena Vista Home Entertainment, Glendale, California ENTRANT: WestRock, Atlanta INTRODUCTION DATE: Feb. 27, 2018 SIZE OF RUN: 1,025 COMMENT: The display promoted the home entertainment release of “Coco” at Walmart. A double photo op was designed to engage shoppers so they feel as if they were part of the family to create the best shopper experience.
Patron Margarita Station RETAIL CATEGORY: Liquor ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Permanent CLIENT: The Patron Spirits Co., Southlake, Texas
Sweet Toppings A-La-Mode Destination RETAIL CATEGORY: Supermarket/ Grocery ACTIVATION TACTIC: Endcap CLIENT: The Hershey Co., Hershey, Pennsylvania ENTRANT: Universal Display & Fixtures, Lewisville, Texas INTRODUCTION DATE: Oct. 1, 2017 SIZE OF RUN: 10 initially, with 500 stores added in 2018 COMMENT: The idea was to develop an innovative ice cream one-stopshop solution center that leveraged Hershey’s products adjacent to frozen desserts to engage shoppers while increasing basket ring.
ENTRANT: Bish Creative Display, Lake Zurich, Illinois INTRODUCTION DATE: Feb. 1, 2018 SIZE OF RUN: 434 COMMENT: The consumer is instantly drawn to the product because of the combination of Patron’s colorful packaging and the sleek design of the display. Each shelf level includes a graphic with a premium recipe, which could be captured by snapping a pic or by taking booklets which included several recipes.
DESIGN OF THE TIMES | GOLD WINNERS 11
NOVEMBER 2018 SHOPPER MARKETING
Oreo Mint Hot Chocolate at 7-Eleven
Dyson AP04 Endcap RETAIL CATEGORY: Consumer Electronics ACTIVATION TACTIC: Endcap
RETAIL CATEGORY: Convenience
CLIENT: Dyson, Chicago
ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary
ENTRANT: Darko, Twinsburg, Ohio
CLIENT: Mondelez International, East Hanover, New Jersey
INTRODUCTION DATE: April 2, 2018
ENTRANT: Phoenix Creative Co., St. Louis
SIZE OF RUN: 554
CO-ENTRANT: Menasha, Neenah, Wisconsin INTRODUCTION DATE: Nov. 1, 2017 SIZE OF RUN: 7,000
COMMENT: Merchandising goals included the creation of a standardized footprint across all endcaps by keeping current launch endcaps and converting all others to scalable equivalents.
COMMENT: By prominently placing the floorstand out-of-aisle and utilizing high-impact graphics with strong appetite appeal, the display was visually disruptive. To communicate the morning day part, the display utilized large eye-catching graphics of Oreo cookies and chocolate adjacent to 7-Eleven’s signature hot beverage cup.
San Pellegrino Foodie Cart RETAIL CATEGORY: Supermarket/Grocery ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Permanent CLIENT: Nestle Waters, Stamford, Connecticut ENTRANT: United Displaycraft, a Great Northern Instore Co., Des Plaines, Illinois INTRODUCTION DATE: Feb. 15, 2018 SIZE OF RUN: 500 COMMENT: This display needed to work in new locations of the store, draw attention and immediately differentiate San Pellegrino from competition through a premium, upscale appearance.
Coca-Cola Contour Bottle with Motorized Header RETAIL CATEGORY: Convenience ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary CLIENT: The Coca-Cola Co., Atlanta ENTRANT: WestRock, Atlanta INTRODUCTION DATE: Feb. 1, 2018 SIZE OF RUN: 473 COMMENT: The motion header turns continuously to command attention. The “Share a Coke” message and illustration of the “peel to reveal” label prompts the shopper to engage with the product by finding a name and scanning the QR code.
12 DESIGN OF THE TIMES | GOLD WINNERS
SHOPPER MARKETING NOVEMBER 2018
Bubly Pallet Topper RETAIL CATEGORY: Mass Merchandisers ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary CLIENT: PepsiCo, White Plains, New York ENTRANT: Innomark Communications, Miamisburg, Ohio INTRODUCTION DATE: March 12, 2018 SIZE OF RUN: More than 250 COMMENT: The objectives for this program were to generate awareness in-store during the Bubly brand launch, capture the Bubly brand spirit by emulating its colorful cans and playful marketing message, and motivate shoppers to purchase Bubly sparkling water.
Game of Thrones Endcap RETAIL CATEGORY: Mass Merchandisers ACTIVATION TACTIC: Endcap CLIENT: HBO, New York ENTRANT: Innomark Communications, Miamisburg, Ohio INTRODUCTION DATE: December 12, 2017 SIZE OF RUN: 2,645 COMMENT: The objective was to create an impactful and dimensional endcap display that would motivate shoppers to purchase the seventh season of “Game of Thrones” on DVD and Blu-ray.
Black Panther Train RETAIL CATEGORY: Mass Merchandisers ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary CLIENT: Disney, Bentonville, Arkansas ENTRANT: Bay Cities Container Corp., Bentonville, Arkansas INTRODUCTION DATE: Feb. 12, 2018 SIZE OF RUN: 2,000 COMMENT: The goal was to create an attractive, unique display to stand out and capture the attention of shoppers. By creating an oversized structure and simulate the towers of the fictional city of Wakanda, the display could attract shoppers from all directions.
Neutrogena DeepClean Floorstand RETAIL CATEGORY: Drug ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary CLIENT: Johnson & Johnson, New Brunswick, New Jersey ENTRANT: WestRock, Atlanta INTRODUCTION DATE: Oct. 3, 2017 SIZE OF RUN: 4,000 COMMENT: The goal here was to create a display that drives Neutrogena’s social media message of the double cleansing method (#unready) in-store by creating a dual merchandising display where shoppers can pair the DeepClean scrub with towelettes.
DESIGN OF THE TIMES | GOLD WINNERS 13
NOVEMBER 2018 SHOPPER MARKETING
Sally Hansen + Crayola Insta-Dri Collection RETAIL CATEGORY: Drug ACTIVATION TACTIC: National/Regional In-Store Campaign CLIENT: Coty Inc., New York ENTRANT: Menasha, Neenah, Wisconsin INTRODUCTION DATE: July 10, 2017 SIZE OF RUN: 6,100 COMMENT: The objective here was to launch a partnership collection between Crayola and Coty’s Sally Hansen brand to increase sales for its Insta-Dri nail polish line. The shelves were spaced for maximum visibility of the product, and a separate counter unit allowed for secondary placement.
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Sun Bum Target Endcap RETAIL CATEGORY: Mass Merchandisers ACTIVATION TACTIC: Endcap CLIENT: Sun Bum, Encinitas, California ENTRANT: WestRock, Atlanta CO-ENTRANT: JL Buchanan, Minneapolis INTRODUCTION DATE: May 17, 2017 SIZE OF RUN: 431 COMMENT: The goal here was to bring a historically surf-shop-based sun care line to the mass merchandise channel with a prominent endcap position in Target. The endcap drove awareness of Sun Bum’s baby line and built brand equity.
Del Monte Adult Fruit Cup Quarter-Pallet Display RETAIL CATEGORY: Supermarket/Grocery ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary CLIENT: Del Monte Foods, Walnut Creek, California ENTRANT: International Paper Retail Display & Packaging, Memphis, Tennessee
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INTRODUCTION DATE: Dec. 29, 2017 SIZE OF RUN: 1,628 COMMENT: The goal here was to create a custom display vehicle to drive trial of the new Fruit and Chia fruit cup in tandem with a Free Friday download offer.
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14 DESIGN OF THE TIMES | GOLD WINNERS
SHOPPER MARKETING NOVEMBER 2018
Crest Detoxify Launch RETAIL CATEGORY: Mass Merchandisers ACTIVATION TACTIC: Counter/Shelf Display – Temporary CLIENT: Procter & Gamble, Cincinnati ENTRANT: WestRock, Atlanta INTRODUCTION DATE: Oct. 1, 2017 SIZE OF RUN: 8,000 COMMENT: This display has high stopping power that introduced consumers to the new line of premium Detoxify paste. The display was designed to stand out from any angle and against any backdrop.
Hatchimals Colleggtibles 1 Pack Dump Display RETAIL CATEGORY: Mass Merchandisers ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary
Cape Cod Boat Display RETAIL CATEGORY: Supermarket/Grocery ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary CLIENT: Campbell Snacks, Charlotte, North Carolina ENTRANT: Weber Display & Packaging, Philadelphia INTRODUCTION DATE: April 7, 2018
CLIENT: Spin Master LTD, Toronto ENTRANT: International Paper Retail Display & Packaging, Memphis, Tennessee INTRODUCTION DATE: Dec. 1, 2017 SIZE OF RUN: 800 COMMENT: This entry aimed to increase the Colleggtible voice against its competitors and continue to capture and engage fans of the brand.
SIZE OF RUN: 2,700 COMMENT: The goal here was to create a display that would be iconic to the Cape Cod brand, to increase brand recognition and to maximize sell through by drawing shoppers to a unique and attentiongrabbing display.
Back to Football Mascot Character TMDs RETAIL CATEGORY: Mass Merchandisers ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary CLIENT: Frito-Lay, Plano, Texas ENTRANT: The Marketing Arm, Dallas, Texas INTRODUCTION DATE: Aug. 10, 2017 SIZE OF RUN: 8,400 COMMENT: As these displays connected to the theme of football, they provided an additional and engaging way to disrupt the perimeter space and encourage conversion of the brands. This also hit on creative objectives by bringing a locally relevant tactic to the national Back to Football program.
DESIGN OF THE TIMES | GOLD WINNERS 15
NOVEMBER 2018 SHOPPER MARKETING
Olay JFM Whips Mixed 12-Piece 30-Inch Tray RETAIL CATEGORY: Mass Merchandisers ACTIVATION TACTIC: Counter/Shelf Display – Temporary CLIENT: Procter & Gamble, Cincinnati ENTRANT: WestRock, Atlanta INTRODUCTION DATE: Jan. 1, 2018 SIZE OF RUN: 1,500 COMMENT: The objective was to create an upscale product launch display that conveyed the “lighter than air” properties of a new Olay face cream.
Beauty and The Beast Live Action Walmart WOW RETAIL CATEGORY: Mass Merchandisers ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary CLIENT: Buena Vista Home Entertainment, Glendale, California ENTRANT: WestRock, Atlanta INTRODUCTION DATE: June 6, 2017 SIZE OF RUN: 1,230 COMMENT: The objective was to produce a Walmart retail experience by emphasizing an acetate window to recreate the ballroom dance scene from “Beauty and the Beast.”
Harry’s Dude and Dog Endcap RETAIL CATEGORY: Mass Merchandisers ACTIVATION TACTIC: Endcap CLIENT: Harry’s, New York ENTRANT: WestRock, Atlanta INTRODUCTION DATE: Feb. 26, 2017 SIZE OF RUN: 1,876
Stella Artois Holiday Door RETAIL CATEGORY: Supermarket/Grocery ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary CLIENT: AB InBev, New York ENTRANT: Rapid Displays, Chicago INTRODUCTION DATE: Nov. 18, 2017 SIZE OF RUN: 2,504 COMMENT: The challenge was to tap into Stella Artois’ heritage as a Christmas brew and translate that into an eye-catching, nostalgic display that would activate shoppers to bring home the brand for the holidays.
COMMENT: Harry’s witty and fun illustrative guy is brought to life to capture the shoppers’ attention and connect them with the warmth and relatability of the Harry’s brand. Harry’s likes to let its product speak for itself, and the endcap allows it to do just that.
16 DESIGN OF THE TIMES | GOLD WINNERS
SHOPPER MARKETING NOVEMBER 2018
Avengers Infinity War Train RETAIL CATEGORY: Mass Merchandisers ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary CLIENT: Disney, Bentonville, Arkansas ENTRANT: Bay Cities Container Corp., Bentonville, Arkansas CO-ENTRANT: Marvel, Burbank, California INTRODUCTION DATE: April 2, 2018 SIZE OF RUN: 2,000 COMMENT: The objective of this display was to boost product sell-through and increase awareness of the launch of the “Avengers: Infinity War” film. By creating an extraordinarily tall structure, the display attracted shoppers from a distance.
Coca-Cola Interceptor RETAIL CATEGORY: Supermarket/Grocery ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Permanent CLIENT: The Coca-Cola Co., Atlanta ENTRANT: WestRock, Atlanta INTRODUCTION DATE: June 1, 2017 SIZE OF RUN: 200 COMMENT: The goal here was to develop a merchandiser that responds to the growth in small basket trips in grocery retail and highlight key innovative packages (i.e. mini cans and glass bottles) to support multiple drinking occasions.
Neutrogena Wipes Endcap RETAIL CATEGORY: Specialty ACTIVATION TACTIC: Endcap
Aquaphor Spray Floorstand
CLIENT: Johnson & Johnson, New Brunswick, New Jersey
RETAIL CATEGORY: Drug Stores
ENTRANT: WestRock, Atlanta
CLIENT: Beiersdorf, Wilton, Connecticut
INTRODUCTION DATE: Oct. 3, 2017
ENTRANT: Menasha, Neenah, Wisconsin
SIZE OF RUN: 785
INTRODUCTION DATE: Sept. 1, 2017
COMMENT: This display delivers a unique and disruptive in-store experience that showcases additional products from the Neutrogena makeup remover wipes portfolio while maintaining well-defined branding.
SIZE OF RUN: 1,675
ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary
COMMENT: After five years of development, Beiersdorf was ready to shake up the skin care market by offering the first ointment in a sprayable format. Not only did the company need a display that could capture attention of those who were already loyal to the Aquaphor brand, but also one that could visually introduce its new spray feature. The display also required a small footprint to encourage front-of-store placements in Rite Aid stores.
DESIGN OF THE TIMES | GOLD WINNERS 17
NOVEMBER 2018 SHOPPER MARKETING
Pepsi Generations Quad Case Stacker RETAIL CATEGORY: Convenience ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary CLIENT: PepsiCo, Purchase, New York ENTRANT: Great Northern Instore, Appleton, Wisconsin INTRODUCTION DATE: March 19, 2018 SIZE OF RUN: 2,000 COMMENT: Pepsi wanted to drive sales with a temporary, freestanding activation for the c-store channel that brought its “Generations” promotion to life. It needed to be shoppable on all sides.
SAVE THE DATE
Where leaders collaborate to meet the challenges of the evolving retail landscape and honor the best
of the best at the Shopper Marketing Celebration.
Crest Detoxify Floorstand RETAIL CATEGORY: Mass Merchandisers ACTIVATION TACTIC: Freestanding, Aisle, Shipper or Pallet – Temporary CLIENT: Procter & Gamble, Cincinnati ENTRANT: WestRock, Atlanta INTRODUCTION DATE: Oct. 1, 2017 SIZE OF RUN: 7,500 COMMENT: The objective was to educate consumers on the main benefits of Detoxify paste through form, imagery and iconography. The benefits of the product were communicated at the forefront upon initial moment of discovery.
May 15-17, 2019
Fort Lauderdale, FL. Path2PurchaseSummit.com An official event of:
18 Lindsey Cox, Cleyana Mayweather and Erika Kothman, from left to right, pose with their Rising Star awards during the Path to Purchase Institute's Women of Excellence reception on Oct. 3 in Minneapolis.
Associate Brand Manager – Digital Commerce (Ice Cream), Mars Wrigley Confectionery
leyana Mayweather has always had a passion for sports and is a true student of the game. So it made sense when she landed at the National Basketball Association fresh out of college with a degree in communication studies from Northwestern University. She was in digital marketing with the NBA until she decided to “flip the script” and pursue options on the brand side. After earning her MBA at Emory University, she joined Mars Ice Cream in its graduate development leadership program just more than a year ago. Since then, she has built the e-commerce marketing function and has set new standards for the company’s ice cream segment. She is one of the Path to Purchase Institute’s three Women of Excellence honorees in the “Rising Star” category.
What are your current responsibilities? MAYWEATHER: I’m responsible for creating our online content strategy, which includes everything from product details and images to leading our search optimization and also driving demand to those products on grocery e-commerce websites, grocery delivery and click-and-collect. I also work on our long-term brand strategy projects as a brand manager in the brand organization, which allows me to connect the brand and sales worlds.
You have taken content for Mars Ice Cream to the next level. How so? MAYWEATHER: I’ve set the expectation internally that we have to move with speed and it’s OK to fail. There are always new things in the space so we have to try them and if we don’t fail, we can’t learn how to really be successful in this new and emerging channel. Also I’ve created a function that many didn’t know the effects of actually having but are excited about now. Marketing e-commerce has not only been beneficial at Mars to really help with the digital shift of purchases, but it also helps arm our sales and marketing teams and the entire organization with more information and better resources.
Please tell us how you have integrated online-ready content into the company’s new item process. MAYWEATHER: The necessary steps required to launch a new item are mainly focused on how to win in a traditional brick-and-mortar environment, but it’s critical to make packaging pop in-store and online. I work to create a process that makes e-commerce marketing a part of our new item process so when we produce regular packaging artwork, we also produce e-commerce artwork that focuses on the key benefits of the project. Now when a new item is produced and ready to hit the market, it’s ready for both the physical and digital shelf. We’re ahead of all other business segments at Mars. And more recently, I’ve worked with our global team to make sure we follow a global standard going forward.
Can you talk about the research project the team carried out recently? MAYWEATHER: I led a workstream for a large cross-functional project that really dove deep into looking at one of our largest brands and category. We looked at insights, analyzed data and created a strategy to move that brand forward. Making sure my team completed its work and deliverables on time helped me to grow leadership skills but also build those key relationships that are necessary to really win and do things at a high level in an organization.
What excites you most about the future in this space? MAYWEATHER: Retailers are asking us to drive shoppers into stores digitally. We’ve tried new digital shopper programs for the first time and have had great results, so it’s very exciting that we get to finally use the power of digital to touch the consumer in different ways.
UPCOMING: The Leadership, Innovation and Collaboration award winners will be featured in the December, January and February issues, respectively.
VISION IS 0UR is the reason we’re charting a bold new course through a rapidly evolving retail landscape.
It’s what drives us to innovate, to connect, to grow. You – the women who lead us – are the reason we are more insightful and more optimistic than ever. Because the world you imagine
20 WOMEN OF EXCELLENCE
SHOPPER MARKETING NOVEMBER 2018
Promotions Marketing Manager, Organic Valley
hile earning her advertising degree at the University of Illinois, Lindsey Cox held multiple leadership roles, showing an early passion for the industry and becoming the sole recipient of the American Advertising Federation’s W. Pendleton Tudor Memorial Award internship at Advertising Week New York in 2008. That led to a move to New York, where she held leadership positions at Martha Stewart Living Omnimedia and Real Simple, driving revenue through the development and execution of strategic, integrated marketing partnerships with many Fortune 500 brands. Early in 2017, she joined Organic Valley. She is one of the Path to Purchase Institute’s three Women of Excellence honorees in the “Rising Star” category.
What are your current responsibilities? COX: I lead the shopper marketing, consumer promotions and strategic partnerships team with the goal of driving awareness of the Organic Valley brand and engaging consumers and shoppers with our products throughout the path to purchase. I also drive integration across our internal sales and marketing teams and with our valued retail partners.
How have you brought a new outlook to your position? COX: One of the biggest lessons I’ve learned is the power of curiosity and the importance of constantly seeking new perspectives. I was immediately welcomed to share my ideas, challenge the status quo and drive continuous improvement. Every week I see transformations taking place as our cooperative – farmers, employees, partners and retailers – works
together, collectively figuring out how we continue to grow and reach consumers who are interested in organic products.
Organic Valley just launched its first national brand campaign, right? COX: Yes. The campaign showcases our transparency and authenticity as a brand. You’ll even see our farmers in some of the TV spots. In a world with much consumer confusion, we’re looking to break through the noise, educate consumers on what it means to be organic, and communicate how we’ve been doing things differently for 30 years. My team will be finding new and engaging ways to bring this campaign to life at retail throughout the year to engage shoppers.
What is the most important part of your job? COX: Understanding the 60 million-plus shoppers who are interested in organic and engaging them with exciting promotions that are seamlessly integrated into their daily lives and shopping routines. I can’t do this without collaborating with our retail partners and being on the cusp of where consumers are and how they’re shopping in the ever-evolving omnichannel retail and e-commerce spaces. Leading with strong consumer and shopper insights and really knowing the latest shopping behaviors and technologies is going to allow us to continue to win with shoppers, and that’s very exciting.
Where do you see the future of this space? COX: The analog and digital worlds are colliding, and shopping will never be the same again. I’m amazed by all the new innovations entering this space and changing the way we shop and live. The omnichannel retail revolution is offering countless new ways for brands and retailers to seamlessly connect with shoppers and bring them value, and we’ll continue to test and learn new promotion and media tactics and measure their impact on our business and our relationships with our customers.
Senior Account Executive, HMT Associates
ith a degree in speech communications from Miami University and a background in events, Erika Kothman joined HMT right out of college in 2011 as an experiential account coordinator. She has since taken on roles of increasing responsibility in shopper marketing, consumer promotions and merchandising, and her success has been proven by 34% yearover-year growth in her businesses over the past two years. She is one of the Path to Purchase Institute’s three Women of Excellence honorees in the “Rising Star” category.
What are your current responsibilities? KOTHMAN: Serving as the client lead on the Kraft Heinz West business with a focus on top customers including Meijer, I’m involved in all aspects of the business, providing leadership to our client and internal teams. I work across our teams, including data measurement, insights, strategy, digital and creative to ensure we consistently deliver strategic insights and big ideas that meet our clients’ objectives. I’m also an agency leader for training new college hires, helping them build successful careers in shopper marketing and brand activation.
How have your work experiences helped you in terms of future growth? KOTHMAN: I’ve had the opportunity to be fully immersed in all aspects of brand activation, first learning the ins and outs of the events business by bringing Nabisco brand sponsorships to life with celebrity partnerships and music tours. Since then, I’ve been involved in strategic planning, managing national scale and retailerspecific activations for a variety of clients. Working on different businesses with different challenges, from planning to day-to-day
management, has helped me gain a true sense of how things really work to meet brand, retailer and sales objectives.
How have you been able to create strategically driven, results-oriented shopper programs in your time there? KOTHMAN: I think it’s rooted in taking the time to understand what our clients are trying to achieve and integrating that with our retailer knowledge, ensuring we’re hitting shoppers at all key touchpoints along their journey and speaking directly to our key target to create a lasting impact.
Describe your work on the Kraft Heinz #FamilyGreatly execution at Meijer stores. KOTHMAN: It was the perfect opportunity for us to couple our client’s desire to build awareness for this national campaign with their objective to create an emotional connection with their shoppers. We brought these two forces together to create an integrated, local activation with multiple touchpoints, including a sweepstakes as well as social, in-store and digital elements. Based upon tremendous social buzz, user-generated content and incremental sales, we’ll leverage this as a best-in-class activation program in the future.
The digital landscape is still rapidly evolving. What does that mean for you? KOTHMAN: We need to find new, meaningful ways to connect with shoppers. Consumers’ expectations for in-store experiences are higher than ever because they have to match the technological advancements they enjoy online. That makes it an incredibly exciting time to be in shopper marketing as we continue to stay in the forefront with programs that set the trend and feel like they’re ahead of their time.
Congratulations 2018 Winners Celebrating the industry’s most talented brand marketers, retailers, agency executives and solution providers for their significant contributions in influencing shoppers along the path to purchase. Collaboration
• Jessica Ellickson, The Coca-Cola Co.
• Liz Mayer, J.M. Smucker Co.
• Angela Moore, Albertsons Companies
• Julie Quick, Shoptology
• Debbie Zefting, Barilla
• Julie Lynn York, Brown-Forman Corporation Rising Star
Innovation • Cathy Allin, Decision Insight
• Lindsey Cox, Organic Valley
• Bree Glaeser, The Mars Agency
• Erika Kothman, HMT Associates
• Julie Fisher, E & J Gallo Winery
• Cleyana Mayweather, Mars Wrigley Confectionery
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Gen Z: A Boomer in Millennial Clothing? New research shows that, when it comes to shopping, the postMillennial generation may have more in common with their parents and grandparents than their all-too-frequently canonized predecessors. In collaboration with:
By Michael Applebaum
few years ago, as marketers were desperately trying to perfect their pitch to Millennials (“Be authentic!” “Align to the causes they believe in!” “Enable sharing!”), the anticipation around the next big wave of consumers – Generation Z – began to build. Conventional wisdom at that time centered around the notion that immediacy and instant gratification were key to engagement with these “always on” digital natives, and brands that couldn’t deliver in the “now” to this group with short attention spans didn’t stand a chance. “Gaining their loyalty and trust, to the degree it is possible, will not be easy,” warned a 2015 report on Gen Z from Ernst & Young. “Counterbalancing their positives, they are impatient and will quickly discount those who can’t immediately deliver on their needs or who complicate their lives in any way. This translates into extremely high expectations and a high bar for anyone who covets their business. Unless you address these ‘at par’ issues, you will quickly become irrelevant.” Such blanket statements, however, were largely based on anecdotal observations or third-party research, simply because the vast majority of individuals between the ages of 8 and 20 were not yet old enough to establish clear patterns of consumer behavior. Today, there is an increasing amount of purchase and behavioral data that marketers can use to
inform their strategies to understand Gen Z – a group with an estimated $44 billion in collective buying power – and to separate those earlier perceptions from reality. Epsilon has drawn on its proprietary data sources and a new custom shopper survey to compare attitudes and shopping behaviors across the generational spectrum. In August, it conducted a field study of more than 300 consumers in which it explored online and offline purchase behaviors in a variety of consumer goods categories. Respondents were selected from Shopper’s Voice, Epsilon’s panel of 35 million Americans that may be segmented by demographics, shopping behavior, brand use, retailer affinity and lifestyle data. These results were supplemented with data from Epsilon’s TotalSource Plus, which includes thousands of data points spanning demographics, lifestyle information and spending behavior on the majority of U.S. households. “With these combined research tools, we can make broad comparisons between the youngest and oldest demographics – Boomers versus Gen Z – and with a higher degree of specificity we can make comparisons between the leading edge of Gen Z, Millennials, Gen X and Boomers in terms of how they shop, spend and save money,” says Zachary Baze, SVP, strategic consulting, planning and research at Epsilon. In addition, a survey of more
Source: 2017 Doublebase GfK MRI
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“ With these combined research tools, we can make broad comparisons between the youngest and oldest demographics, and with a higher degree of specificity, we can make comparisons between the leading edge of Gen Z, Millennials, Gen X and Boomers in terms of how they shop, spend and save money.” Zachary Baze, SVP, strategic consulting, planning and research, Epsilon
wasn’t necessarily a no-brainer for them,” explains Baze. “We had to reframe our value messaging to be more aspirational and affirm that this was a good lifestyle choice, while also showing the company that their value proposition wasn’t necessarily as ‘automatic’ as they had believed.”
than 1,200 consumers by Alliance Data’s card services business generated loyalty distinctions among Gen Z and younger/older Millennials. (See “The Rules of NextGen Loyalty,” page 25.) In the following sections, we will highlight the major findings from this collective body of research and discuss strategies for building enduring bonds with budding Gen Z consumers. “Both manufacturers and retailers need to take notice of Gen Z shoppers as they will shape the future landscape of retail today,” says Jeff Ceccarelli, associate director, international sales, planning and category management at Burt’s Bees, a personal care products unit of The Clorox Co. “Marketers that can build trust with Gen Z will win their loyalty and reap the benefits of the tremendous growth they offer.”
The Need for Immediacy Is Tempered
A Return to Quality
Gen Z and Boomers share many of the same values when it comes to shopping. Specifically, the emphasis on quality as a critical decision driver is shared in the DNA between these two cohorts. For example, the quality of merchandise is the primary reason Gen Z and Boomers are loyal to retailers, according to the Shopper’s Voice survey. Both cohorts ranked quality as two to three times more important than price, while price was considered almost as important (threequarters) as quality to Millennials and Gen X. Within specific categories, the quality driver still leads among most generations. It is the prevailing characteristic when Gen Z and Boomers choose household products like paper goods and cleaning products, as well as when buying hygiene, grooming and other personal care items. Quality is considered the most important attribute for driving purchase of perishable items – 46% of Gen Z and 50% of Boomers – although price is equal and even edges out quality (among Boomers) when it comes to nonperishable food items. In today’s marketplace, some leading indicators suggest that Gen
Z shopping behavior may be mirroring Boomer consumption. For example, Gen Z appears to be more open to casual dining than Millennials. Many fast-casual restaurants have upgraded their menu selection and decor, following an extended period of declining sales that was driven largely by Millennials. The changes have led to a recent resurgence at reimagined chains including Applebee’s and Ruby Tuesday, and there may be more growth ahead, according to Heidi Froseth, EVP, head of the omnicommerce practice at Epsilon Catapult. “Millennials turned up their noses at the quick-serve and fast-casual dining categories, as well as created significant declines at malls including store and chain closures. There could be a cyclical rejection of that entire class of behavior by younger consumers,” says Froseth. “Within the restaurant category specifically, Gen Z is less interested
in things like transparency in ingredient sourcing and may appreciate a return to the traditional, homey feel of casual dining that their parents or grandparents enjoy.” Gen Z consumers also don’t necessarily spend and save in predictable ways. For example, a TotalSource Plus analysis conducted for a value-oriented fitness chain earlier this year found that Gen Z and younger Millennial consumers placed a high importance on their appearance and “keeping up with the Joneses.” Thus, they overindexed in categories like cosmetics and high-end fashion, and were deciding week to week whether to spend any leftover income on a craft beer or an extra Uber ride, or on something more practical like a gym membership.” “They had significant revolving credit debt based on discretionary spending on clothing and travel, so a $10 per month gym membership
The urgent need for instant gratification was a consistent theme in previous industry reports on the post-Millennial generation. It was often assumed that companies needed to have constantly connected opportunities to convert these customers and address their complaints, including 24/7 customer service via social media outlets or chatbots and a substantial ecommerce site. One botched delivery or out-of-stock item and Gen Z customers would jump ship to Amazon, or so went the thinking. The reality is that Gen Z consumers are more patient and display more fluid and flexible purchase behavior than marketers may have previously imagined. Many are willing to wait for items to be delivered, especially if they don’t have to pay for shipping. And if they can’t find exactly what they’re looking for, they’ll do without it. “Reaching Gen Z is not, or should not be, a race to see who can deliver the fastest and cheapest products,” says Froseth. “Immediacy from a shopping perspective is still important, but more so in the context of managing expectations or clarifying standards of service than providing instant gratification or lightening quick delivery.” Similarly, not every customer interaction or touchpoint has to be digitally focused or enabled. While it is certainly true that Gen Z has been conditioned to expect companies and brands to always be available, these individuals have not abandoned more traditional forms of brand engagement. Technology’s generational divide isn’t so clear-cut. For example, a 2017 study by Salesforce.com revealed that chatbots are roughly equally popular
NOVEMBER 2018 SHOPPER MARKETING
among Millennials and Boomers, although the tool was seen as helpful for different reasons among the two cohorts. As for Gen Z, one thing is certainly true: They are finding ways to combine the digital experience with in-store visits. “The idea of separate online and retail shopping doesn’t compute to this group,” notes Froseth. “From browsing to price comparison to buying to fulfilling the order, shopping is all one, interconnected experience. There is only one channel: omnichannel.” A variety of data bears this out. Three-quarters of Gen Z consumers say they are content with shopping in brick-and-mortar stores, per TotalSource Plus findings, and onethird prefer it over online shopping. A recent study by predictive analytics firm Profitect similarly found that 42% of Gen Z shoppers age 18 to 22 prefer to shop in stores versus online. A further 34% prefer to shop in stores and online equally, while only 23% indicated they prefer to shop online only. Nearly half (48%) said that convenient location was the primary reason for choosing one store over another. Per Shopper’s Voice, Gen Z and Boomers share similar reasons for visiting a brickand-mortar store: “to get the products immediately upon purchasing them” (40%); “to see and interact with the products first-hand” (33%); and “I like the overall experience of shopping in stores” (17%).
Hybrid Retail Emerges
Given all of the upheaval in the retail landscape and recent efforts by the major chains to reinvent themselves, it is fair to ask whether consumers who are coming of age today view shopping in the same way as previous generations. The answer is, yes, they define “what shopping means to you,” all generational cohorts ranked “visiting a store to browse merchandise” the highest (88%) and “searching for a product online” second highest (63%). In fact, the order was consistent among cohorts with “reading reviews and ratings” third (30%) and “seeking advice from friends or family members” fourth (20%). The rise of Gen Z may signal the beginning of “hybrid retail,” a concept that includes local fulfillment and can offer social shopping by placing experiences at the center
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of what shopping is or can be. In the heart of Times Square, for example, a group of developers are pushing the boundaries of experiential retail with TSX Broadway, a proposed $2.5 billion construction project that would include a 10-story, 75,000 square-foot retail space, an 18,000 square-foot permanent wraparound sign and the area’s only permanent outdoor stage. “This amounts to the ultimate futuristic playground integrating the best in technology, entertainment, culture, retail and hospitality at the number one tourist destination in the world,” says Froseth. Elsewhere in experiential retailing, everything old is new again. FAO Schwarz is reopening at Rockefeller Center in Manhattan this fall, a launch party complete with product demonstrators and entertainers to interact with visitors and dance on its infamous piano. For marketers in the everyday living space, finding this level of inspiration will not be easy – but it can be done, says Froseth. “While not all retail spaces can be a TSX or FAO Schwarz, all brands and retailers can and must reflect what they’ve learned from listening empathically to Gen Z, and all cohorts, and respond in a way that will create simple, everyday pleasures and lifetime memories.” For the average CPG marketer, one can understand a case of “Millennial fatigue” weighing on the urgency to motivate and inspire a new young consumer generation. Given the need for companies to keep up with the dizzying pace of technology, especially with regard to their retail supply chains, shopper services and digital platforms, it is no surprise that few, in fact, appear to have extensively planned for this next cohort. But there’s still time to gain an edge over the competition. “It’s all about relevant ubiquity,” says Tom Edwards, chief digital innovation officer at Epsilon. “Gen Z’s expectation from brands and retailers alike is a seamless, anticipated and relevant experience at every touchpoint. Gen Z has only known a world where they are empowered and in control. To truly connect, it’s more than personalized experiences, it’s about ensuring brands can enhance their creativity while emSM powering Gen Z.”
THE RULES OF NEXTGEN LOYALTY
1 Loyalty Must Be Earned
Today’s consumers increasingly have the ability to be more selective in deciding when, where and how they shop. It’s about what suits their needs at the time. Gen Z is less likely than older (29-36) or younger (21-28) Millennials to shop online or on their phones specifically for price or convenience. Only 46% of Gen Z cited price (versus 61% of young Millennials and 52% of older Millennials), and 62% cited convenience (versus more than 70% of Millennials overall). Nearly equal numbers of all cohorts (just over 50%) said they rarely purchase something different if they like a brand.
2 Loyalty Is Complex
Today’s consumers expect brands to be loyal to them. When asked to describe life loyalty, all three cohorts ranked trust, honesty and reliability as the most important of its core values, though Gen Z ranked each of those higher than Millennials. Meanwhile, different types of brand loyalty span the continuum, from traditional to brand love. Traditional loyalty exhibits more functional attributes, while brand love is more emotional and aspirational. Gen Z ranked quality (61%), reliability (56%) and discounts (55%) as the most important determinants of brand loyalty, while rewards, quality and discounts were the top three among both Millennial groups.
3 Loyalty Is Increasingly Fragile
Consumers expect great service and an ideal experience across all channels. Otherwise, they will take action and voice their opinion. More than three-quarters of consumers give brands only two to three chances before ditching them. High prices and poor quality are the top reasons all cohorts (on average) gave for why they stop shopping at a particular store or for a particular brand, followed by poor selection, poor customer service and poor experience. Next were items out of stock, “hard to find what I need,” “difficult to shop,” “stopped carrying products/brands I love” and “store or brand not trustworthy.”
4 Loyalty Comes in Many Forms
Multifaceted loyalty requires multidimensional metrics. Traditional brand loyalty is built on a blend of functional and emotional attributes. However, as more emotional elements of loyalty are introduced, the relationship changes. It moves beyond the transactional and into the aspirational. This is known as brand love loyalty. When measuring traditional brand loyalty, it can be gauged by looking at frequency, monetary impact, and recency in shopping a particular brand. When measuring brand love loyalty, a traditional model is no longer applicable, requiring brands to review how they approach and measure it. Source: Alliance Data/Loyalty One, “The Rules of Next Gen Loyalty”
Epsilon Catapult is a comprehensive global marketing innovator with a best-in-class practice in shopper marketing. Our unrivaled data intelligence and customer insights leadership combined with our world-class technology including loyalty, email and CRM platforms and data-driven creative, activation and execution create the best possible solutions and growth for our clients, their retail partners and shared shoppers in the marketplace. We curate personalized marketing to consumers across offline and online channels, during their moments of interest, that help drive business growth for brands. Recognized by Ad Age as the #1 World’s Largest CRM/Direct Marketing Agency Network, #1 Largest U.S. Agency from All Disciplines, #1 Largest U.S. CRM/Direct Marketing Agency Network and #1 Largest U.S. Mobile Marketing Agency, Epsilon employs over 8,000 associates in 70 offices worldwide. Epsilon is an Alliance Data company. For more information, visit www.epsilon.com and follow us on Twitter @EpsilonMktg.
SHOPPER MARKETING NOVEMBER 2018
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 firstname.lastname@example.org.
A roundup of social, local and mobile marketing activity at retail
Searching for creators & influencers.
Facebook launched a new tool in late summer called Brand Collabs Manager that enables brands to run a search for content creators and influencers who could be used to promote their products. Facebook had been testing the tool with some brands but is opening it up to more brands via the Brand Collabs Manager page on Facebook. There’s a way for creators to sign up and be noticed and a way for brands to sign up and use the search tool to find them. Brands can plug in information on demographics and interests to find influencers who meet their audience, and brands can view a history of the content creator’s previous branded work or general posts. The influencers range in audience from 25,000 to 8 million fans.
Helping brands create more engaging mobile videos, Facebook launched its Video Creation Kit, a series of four templates through which brands can use existing materials for a quick and easy way to build out a brand-forward mobile video. The templates are found in the Ads Manager tool under the single video and slideshow formats, and under the Publishing Tools header on the brand’s Facebook page, according to a blog post announcing the new kit. The templates are framed around how many products are being featured, how long the video will run, and if it’s a product benefit video or a discovery video. Marketers can use the kit to crop videos for mobile and follow options to animate an image or change text and color. The post says that Facebook has learned that brands that run “mobile-first creative” have a 27% likelier chance of driving The Video Creation Kit. brand lift and a 23% higher likelihood of driving through a message compared to ads not optimized for mobile.
Accuweather is integrating Foursquare’s Pilgrim SDK into its app to provide Accuweather users with information about businesses and the weather around them. The Pilgrim SDK provides information on more than 105 million venues worldwide via the Foursquare Places database. With Accuweather, users who share their location will get notifications about places near them that could be impacted by weather. A notification could be a warning for a user to bring an umbrella before heading to a restaurant, or it could Weather recommend a store nearby to buy an umbrella.
Lingerie company Natori tapped 14 influencers to be part influencers. of its #MyNatori social campaign, a national effort that also includes digital ads and outdoor materials at bus stops and on top of taxis in New York. The campaign celebrates diversity, not just in ethnicity but body type and age of Natori consumers. The influencers posted images in their Instagram accounts and shared posts on Twitter and other social platforms. Natori also hosted a spot on YouTube to discuss new products coming out along with the campaign.
Submit Your Ideas That Worked
2019 Shopper Marketing Effie Awards ENTRY DEADLINES: October 11 - November 8, 2018 The Shopper Marketing EffieÂŽ Awards celebrate work that most effectively uses insights to drive meaningful engagements and activations with shoppers all along their path to purchase.
New this year: E-commerce category
Enter now at effie.org In partnership:
EffieÂŽ is a registered trademark of Effie Worldwide, Inc.
28 SO-LO-MO CENTRAL
SHOPPER MARKETING NOVEMBER 2018
Aiding the visuallly
Wegmans Food Markets is the first retailer to impaired. join the Aira Supermarket Network, a platform from Aira, San Diego. The latter is a startup that has developed the Aira iOS mobile app to assist blind or visually impaired shoppers to walk and shop inside a retail store. Shoppers with the Aira app can now enter a Wegmans store and through the app be connected to a live, remote, trained professional who helps that shopper navigate the store to find items on her shopping list and answer any questions. The Aira “Explorer,” as they’re called, leverages tools like GPS, a map of the store, product and store information that’s automatically sourced from Wegmans’ website or online, and a live camera stream. Aira also has built smart glasses that can pair to a phone to assist shoppers.
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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.
1/25/18 10:44 AM
Finding the A new mobile app called best price. Yabeee (note that it’s similar to eBay in reverse) from New York-based Yabeee has entered the market to aid shoppers with building out shopping lists and keeping track of inventory at home. It offers a way to find the best price available for products online. A consumer can snap a photo of a UPC and the product will be added to a shopping list. The Yabeee app will automatically seek and compare the price of that product from national and local retailers online (including the preferred retailers that a user selects in advance). App users can also snap photos of their pantries at home to keep a digital record of what’s in the cabinets.
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NOVEMBER 2018 SHOPPER MARKETING
Dunkin.’”. Dunkin’ Donuts has integrated into Amazon’s Alexa the feature within its mobile app that enables consumers to order coffee, sandwiches and food over the phone to have it ready for pickup at a nearby location. The On-the-Go Mobile Ordering feature is for DD Perks Rewards members in the app and now also Alexa. When using Alexa, the rewards members sync up their rewards account with their Amazon account. The users simply call on Alexa to order and report where the order will be picked up and what time to have the order ready. The order is automatically processed through the mobile app that’s synced to Alexa. This is the second time Dunkin’ has tapped Amazon’s Alexa; last year it launched a daily quiz skill.
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Using San Francisco-based DoorDash for delivery service, Chipotle announced in-app delivery of its food from 1,800 of its restaurants where DoorDash serves. The ability to order food for delivery within the mobile app joins a recent test in 350 stores of ordering food within the mobile app and having it wait on a designated shelf at a selected restaurant. Consumers using the app can select what ingredients and toppings to put in a burrito, for example, inside the app, and then cooks at the restaurant follow an infographic delivered to them. The food is bagged and waiting on a shelf or handed off to a DoorDash deliverer. To announce the delivery feature, Chipotle offered free delivery on food orders between Aug. 27 and Sept. 12.
10/2/18 10:19 AM
10/2/18 11:44 AM
SHOPPER MARKETING NOVEMBER 2018
ACTIVATION GALLERY What Were They Thinking? Maybe it’s the guys in their sponsored uniforms that caused the confusion – NASCAR’s Brad Keselowski (for MillerCoors’ Miller Lite) and professional bass fisherman Kevin VanDam (for Anheuser-Busch’s Busch). Regardless, a Miller Lite wrap around this pallet display carrying A-B products at Rite Aid isn’t ideal for the two competitors.
Look at the top (or bottom?) of this upside down display from Mission Foods at Publix. The corrugate is torn, making the display incapable of supporting all those tortillas. Maybe, though, this is some really good thinking by store employees to keep the display in use.
I’m sure the spokesperson here is very informative and convincing as she touts Matrixx Initiatives’ Zicam at Walmart. It’s too bad that any shopper interested in the product could only reach down to grab some ZzzQuil from Procter & Gamble’s Vicks.
Seems like a nice promotion at Walmart – get $2 off a bag of Doritos or Lay’s chips from PepsiCo/ Frito-Lay with the purchase of a bag of Jack Link’s Matador beef jerky. Let’s head over to checkout … wait! That tearpad has a Walgreens logo on it. What gives?
ACTIVATION GALLERY | WHAT WERE THEY THINKING? 31
NOVEMBER 2018 SHOPPER MARKETING
Looks like there are just too many displays for the space at H-E-B. These shelf trays from L’Oreal’s NYX were placed on top of each other, thus blocking signage and limiting access to multiple SKUs.
Attractive packaging helps makes this a simple and eye-catching endcap at Walmart. One problem, though: MoonPie is not a Walmart “private brand.” The treats are manufactured by Chattanooga Bakery.
More images at P2PI.org
Path to Purchase Institute members can view thousands of recent and effective marketing images in the image vault at P2PI.org.
Do Facebook followers actually read the words or just glance at the picture? We’re thinking that Bayer’s AlkaSeltzer could justifiably ask for its money back after seeing this Facebook update. Johnson & Johnson’s Zyrtec, meanwhile, got some free exposure.
It appears Unilever’s Simple promotion at CVS/ pharmacy has expired, but the power wing lives on – even though store employees have ripped whatever signage had appeared across each level of the display. Not so “clean” or “fresh” anymore.
That “Grab and Go” header at Dollar General is bound to attract the attention of any kid who can see it. The problem is, the Fruit Shoot juice drink was already “grabbed” and “went.” Instead, shoppers could only get a Kickstart from PepsiCo’s Mountain Dew.
SHOPPER MARKETING NOVEMBER 2018
SHOPPING WITH STEVE Steve Frenda, managing director – community development for 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 email@example.com.
King Soopers in Denver FRENDA: The checkout areas in this store are not really built for lines and shopping carts. Transactions tend to be smaller than typical, mostly using hand baskets. Fittingly, confections are centralized in one location. It was certainly a significant decision to remove virtually all impulse purchase opportunities at the check stands.
FRENDA: It’s a spectacular showcase – pizza and Mexican street food are placed adjacent to the sushi bar. In the background at left, the light you see is one of two minimalist entrances to the store. The store is made up of extraordinary perimeter showcases whose square footage largely overshadows the center store departments.
FRENDA: Fast, fresh and healthy take center stage as you view the oversized drinks section. Note that above the cooler, there is the temptation to pick up a healthy snack as you select your drink. A side note: In walking the entire store, there was not one display for an “established” carbonated or salty snack brand. FRENDA: It’s no surprise that a store in the Western United States, catering to a young urban population, would showcase “the garden” – a spectacular presentation. Take note of the shoppers in the photo: young men. Also note the organic area and the commitment to “Colorado Grown.”
FRENDA: The store has a theme of fresh, fast and healthy – a perfect fit for this urban environment. Vita Coco, an iconic brand with this crowd for more than 14 years, has invested in an elegant display. Grab it and go. Monster Beverages had an equally impressive display.
I don’t know if I have ever felt the energy in a downtown area as I did during a recent trip to Denver. Here are some current figures from the Denver Post: 23,000 people now live in a six-neighborhood downtown area that is three times the population than it was 2000. Additionally, there are 4,500 new residential units under construction trying to serve the rapidly growing and techno-developed working community. Both Whole Foods and Kroger’s King Soopers have built stores made for the urban environment inside some of the new construction. With King Soopers, I was quite impressed with the efficiency, layout and shopping experience.
NOVEMBER 2018 SHOPPER MARKETING
School Specialty, Greenville, Wisconsin
The Hershey Co. promoted Phil Stanley, its vice president of sales business development, to the role of chief sales officer. In the position, Stanley leads and takes responsibility for Hershey’s global sales organization. Stanley’s focus is on building a next-generation, insights-driven sales group that remains the industry standard for decades. Stanley has spent his entire career at Hershey. He eventually became senior director of category development, followed by vice president, customer marketing, before leading Hershey’s Walmart team and then growing business in China.
Albertsons named president and chief operating officer Jim Donald to the roles of president and CEO. He succeeds Robert Miller, who continues as board chairman. Miller’s 57-year retail career started when he was in high school at his neighborhood supermarket. He eventually worked his way up to the role of executive vice president of operations for Albertsons.
Hershey Co., Hershey, Pennsylvania
Hormel Foods, Austin, Minnesota
Natosha Walsh, director of Albertsons and Safeway business for Hormel’s consumer products sales, was named Hormel senior vice president of consumer products sales and vice president. She replaces Kurt Mueller, who is retiring after 39 years with the company.
Albertsons Cos., Boise, Idaho
Petco, San Diego
Petco appointed global marketing leader Tariq Hassan as chief marketing officer. Hassan brings more than 20 years of global marketing experience in brand strategy, digital and performance marketing, communications, innovation and insights. He served in global marketing roles and progressed through advertising assignments where he worked with notable brands such as Pepsi and Johnson & Johnson.
School Specialty named former Catapult Marketing senior vice president Stacey Rubin as its new senior vice president of marketing. She will report to School Specialty president and CEO Joseph Yorio, and be based in the company’s Lombard, Illinois, office. She will be responsible for School Specialty’s omnichannel marketing, overseeing brand strategy development to promote its 21st Century Safe School value proposition, which is centered on fostering best-practice school environments that improve learning outcomes and enhance school district performance.
Please send information regarding personnel appointments to managing editor Charlie Menchaca at firstname.lastname@example.org
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A. Total No. Copies (net press run) 20,250 B. Legitimate Paid and/or Requested Distribution; 1. Outside County Paid/Requested Mail Subscriptions stated on PS Form 3541. 18,000 2.In-County Paid/Requested Mail Subscriptions stated on PS Form 3541. — 3.Sales Through Dealers and Carriers, Street Vendors, Counter Sales, and Other Paid or Requested Distribution Outside USPS. — 4.Requested Copies Distributed by, Other Mail Classes Through the USPS. — C. Total Paid and/or Requested Circulation 18,000 D. Nonrequested Distribution 1. Outside County Paid/Requested Mail Subscriptions stated on PS Form 3541. 796 2.In-County Paid/Requested Mail Subscriptions stated on PS Form 3541. — 3.Nonrequested Copies Distributed Through the USPS by Other Classes of Mail. — 4.Non-Requested Copies Distributed Outside the Mail. 938 Total Nonrequested Distribution 1,733 F. Total Distribution 19,733 G.Copies Not Distributed 517 H.Total 20,250 I. Percent Paid and/or Requested 91.22% I certify that the statements made by me above are correct and complete. Terese Herbig
— 2,500 3,164 21,164 570 21,734 85.05%
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SHOPPER MARKETING NOVEMBER 2018
INSTITUTE STRATEGIST More info at
‘Connected Partners’ at Walmart Mass merchant is bringing 11 partners on board as it relaunches its content provider program By Patrycja Malinowska
Walmart is changing the way it works with digital content providers by choosing 11 partners to ally with on a priority level, the Path to Purchase Institute learned in September. These content providers – third parties that scale and optimize content from suppliers to retailers – will be investing in Walmart by maintaining a presence in a Walmart office (Bentonville, Arkansas; San Bruno, California; or Hoboken, New Jersey) that will help them ensure that technical issues and business priorities are addressed efficiently and effectively. Digital content has become increasingly important as customers have moved away from shopping via a single source. Content present on an item page influences not only online discoverability and sales, but also voice commerce, VR shopping, list recommendations and in-store purchases. Yet suppliers remain challenged by the fact that there is not a single standard of product attributes and content type required across all retailers, and third-party content providers aren’t always fully aware of retailers’ evolving priorities and processes. With feedback from more than 650 suppliers and an extensive selection process, Walmart vetted 11 “Connected Content Partners” that it will work with to eliminate inconsistencies while improving quality and effectiveness. The partners will have direct contact with the merchandising teams and unprecedented access to Walmart’s systems, allowing them to help with content strategy, facilitate conversations with merchants, and quickly make updates and fix content errors – all while driving cost efficiencies. As part of their contracts with Walmart, the partners must provide transparency in their rate cards, drive measurable results and complete a formal review every six months. The partners are grouped under four categories: n Syndication partners map and integrate existing brand content to many retailers: Boston-based Salsify and San Francisco-based Content Analytics. n Enrichment partners create and manage content for suppliers by category: Chicago-based Nielsen Brandbank; Chicago-based Gladson; Hauppauge, New York-based SMSB Consulting Group; Fayetteville, Arkansas-based WhyteSpyder; Hollywood, Floridabased OneKreate; and San Francisco-based CNET Content Solutions. n Rich media partners create and host rich media including video, comparison charts and 360-degree tours: Rogers, Arkansas-based RichContext and New York-based WebCollage (a fully owned subsidiary of Gladson).
User-generated content partners provide and manage rights to user-generated content: RichContext, New York-based Olapic and Austin-based Bazaarvoice. “Through the reimagination of the content partner program at Walmart, we believe the Connected Content Partners will be the perfect harmonization of three distinct ecosystems: retailer, supplier and content,” Frank Ogura, senior staff product manager at Walmart Labs, told P2PI. “Since content powers the story of a product; it needs to be integrated wherever the product travels.” Walmart will officially relaunch the program in early January. At this point, switching to one of Walmart’s content providers is not a requirement, just an option. Walmart is also making significant changes to its content studio service provider program, refocusing on private-label suppliers that needed an avenue to product content and standardizing them under one style guide. Sister chain Sam’s Club and subsidiary Jet.com continue to manage a separate product catalog and are not included in the relaunch. The move comes after Walmart did some initial heavy lifting to drive scale in its online assortment by filling in gaps left by items that were completely missing product pages. As the retailer continues improving content, it’s zeroing in on quality and effectiveness. The retailer’s content plan for next year includes a partnership with Buzzfeed’s Tasty that will bring some of the SM latter’s content and inspiration to Walmart.com. n
Fast Answers n
As a supplier using a content provider, do I need to move to one of these partners? No. All partners will keep their API access to Walmart’s catalog and can continue to use supplier credentials to submit.
So, why use one of these partners? Aside from having an onsite presence to help navigate the intricacies of digital commerce, they will be ranked in Walmart’s catalog as a trusted source of content and will be able to provide clear direction on Walmart’s priorities. What is a syndication partner vs. enrichment partner? A syndication partner syndicates/sends Walmart (and other retailers) content that exists under the brand(s) to lower the cost of managing it internally and mapping it to the retailers’ requirements. An enrichment provider creates and manages content that is differentiated from brand content – i.e., Walmartspecific content created across item setup, content enrichment and rich media.
Why is rich media separate? Rich media partners have the capacity to create enhanced experiences (such as shoppable modules) regardless of a specific category expertise.
Editorial Index Companies named in the editorial columns of this issue are listed below. 8th Wall . . . . . . . . . . . . . . . . . . . . . . 29 AB InBev . . . . . . . . . . . . . . . . . . . 15, 30 Accuweather . . . . . . . . . . . . . . . . . . 26 Aira . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Aptos . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Bay Cities Container Corp . . . . 12, 16 Bayer . . . . . . . . . . . . . . . . . . . . . . . . . 31 Bazaarvoice . . . . . . . . . . . . . . . . . . . 34 Beiersdorf . . . . . . . . . . . . . . . . . . . . . 16 Bish Creative Display . . . . . . . . . . . 10 Boxchain . . . . . . . . . . . . . . . . . . . . . . . 9 Buena Vista Home Entertainment . . . . . . . . . . . 10, 15 Buzzfeed . . . . . . . . . . . . . . . . . . . . . . 34
Campbell Soup Co . . . . . . . . . . . . . . 14 Chattanooga Bakery . . . . . . . . . . . . 31 Chipolte . . . . . . . . . . . . . . . . . . . . . . 29 Clorox Co . . . . . . . . . . . . . . . . . . . . . . 24 CNET Content Solutions . . . . . . . . . 34 Coca-Cola Co ., The . . . . . . . . . . . 11, 16 Collective Bias . . . . . . . . . . . . . . . . . . 6 Content Analytics . . . . . . . . . . . . . . 34 Coty . . . . . . . . . . . . . . . . . . . . . . . . . . 13 CVS/pharmacy . . . . . . . . . . . . . . . . . 31 Darko . . . . . . . . . . . . . . . . . . . . . . . . . 11 Del Monte Foods . . . . . . . . . . . . . . . 13 Disney . . . . . . . . . . . . . . . . . . . . . 12, 16 Dollar General . . . . . . . . . . . . . . . . . 31
DoorDash . . . . . . . . . . . . . . . . . . . . . 29 Dunkin’ Donuts . . . . . . . . . . . . . . . . 29 Dyson . . . . . . . . . . . . . . . . . . . . . . . . 11 EnsembleIQ . . . . . . . . . . . . . . . . . . . . 1 Epsilon Catapult . . . . . . . . . . . . . . . 22 Facebook . . . . . . . . . . . . . . . . . . . . . . 26 Fit For Commerce . . . . . . . . . . . . . . . 9 Foursquare . . . . . . . . . . . . . . . . . . . . 26 Geometry Global . . . . . . . . . . . . . . . . 9 Gladson . . . . . . . . . . . . . . . . . . . . . . . 34 Great Northern Instore . . . . . . . . . . 17 Harry’s . . . . . . . . . . . . . . . . . . . . . . . . 15 HBO . . . . . . . . . . . . . . . . . . . . . . . . . . 12 H-E-B . . . . . . . . . . . . . . . . . . . . . . . . . 31
Hershey Co . . . . . . . . . . . . . . . . . . . . 10 HMT Associates . . . . . . . . . . . . . . . . 20 King Soopers . . . . . . . . . . . . . . . . . . 32 IBM . . . . . . . . . . . . . . . . . . . . . . . . . 8, 9 Innomark . . . . . . . . . . . . . . . . . . . . . 12 International Paper . . . . . . . . . . 13, 14 Jack Links . . . . . . . . . . . . . . . . . . . . . 30 Johnson & Johnson . . . . . . .12, 16, 31 King Soopers . . . . . . . . . . . . . . . . . . 32 Kroger . . . . . . . . . . . . . . . . . . . . . . . . . 6 L’Oreal . . . . . . . . . . . . . . . . . . . . . . . . 31 Marketing Arm, The . . . . . . . . . . . . 14 Mars Agency, The . . . . . . . . . . . . . . . . 6 Mars Wrigley Confectionery . . . . . 18
Marvel . . . . . . . . . . . . . . . . . . . . . . . . 16 Matrixx Initiatives . . . . . . . . . . . . . . 30 Menasha . . . . . . . . . . . . . . . . 11, 13, 16 MillerCoors . . . . . . . . . . . . . . . . . . . . 30 Mini Emporium . . . . . . . . . . . . . . . . . 6 Mission Foods . . . . . . . . . . . . . . . . . 30 Mondelez International . . . . . . 11, 18 Monster Beverages . . . . . . . . . . . . . 32 Natori . . . . . . . . . . . . . . . . . . . . . . . . 26 Nestle Waters . . . . . . . . . . . . . . . . . 11 NewsAmerica Marketing . . . . . . . . . 6 Nielsen Brandbank . . . . . . . . . . . . . 34 Olapic . . . . . . . . . . . . . . . . . . . . . . . . 34 OneKreate . . . . . . . . . . . . . . . . . . . . . 34
Organic Valley . . . . . . . . . . . . . . . . . 20 Path to Purchase Institute . . . . . . 1, 6 Patron Spirits Co ., The . . . . . . . . . . 10 PepsiCo/Frito-Lay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12, 14, 17, 30, 31 Phoenix Creative Co . . . . . . . . . . . . 11 Procter & Gamble . . . . . 14, 15, 17, 30 Publix . . . . . . . . . . . . . . . . . . . . . . . . 30 Q Division . . . . . . . . . . . . . . . . . . . . . . 9 Rapid Displays . . . . . . . . . . . . . . . . . 15 RichContext . . . . . . . . . . . . . . . . . . . 34 Rite Aid . . . . . . . . . . . . . . . . . . . . . . . 30 Salsify . . . . . . . . . . . . . . . . . . . . . . . . 34 SMSB Consulting Group . . . . . . . . . 34
SpinMaster LTD . . . . . . . . . . . . . . . . 14 Sun Bum . . . . . . . . . . . . . . . . . . . . . . 13 Toshiba Global Commerce Solutions . . . . . . . . . . . . . . . . . . . . 6 Unilever . . . . . . . . . . . . . . . . . . . . . . . 31 United Displaycraft . . . . . . . . . . . . . 11 Universal Display & Fixtures . . . . . 10 Vita Coco . . . . . . . . . . . . . . . . . . . . . . 32 Walmart . . . . . . . . . . . . . . . .30, 31, 34 Weber Display and Packaging . . . . 14 Wegmans Food Markets . . . . . . . . 28 WestRock . . .10, 11, 12, 13, 14, 15, 16, 17 WhyteSpyder . . . . . . . . . . . . . . . . . . 34 Yabeee . . . . . . . . . . . . . . . . . . . . . . . 28
Q UA L IT Y • S E RVI C E • PE R FOR MA N CE • INNOVATION
RAPID LEAD TIME!
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