Vol. 32, No. 4 • April 2019
HALL OF FAME
CARLISLE Coca-Cola VP is one of three honorees in P2PI’s 2019 Hall of Fame Class PAGE 8
P2PSummit Keynotes C HICAGO — Walmart/Asda’s Andy Murray, TerraCycle’s Tom Szaky and Smarter Every Day’s Destin Sandlin are among the scheduled keynote speakers for the Path to Purchase Summit, which takes place May 1517 in Fort Lauderdale, Florida. At 8:15 a.m. on May 16, Smarter Every Day founder Sandlin will discuss how to look at the world differently, how to let go of bias, and how to train your brain to change rigid ways of thinking. At 4 p.m. that day, Asda chief customer officer Murray, a Path to Purchase Institute Hall of Famer, will provide a global perspective on the future of retail. At 8:15 a.m. on May 17, TerraCycle founder & CEO Szaky will talk about collaborating on the future of packaging. To register for the event, visit Path2PurchaseSummit.com. SM
WHO’S WHO in Shopper Marketing Agencies
E-COMMERCE STRATEGIES FOR THE SUPPLY CHAIN ERA So-Lo-Mo Central
Shopping With Steve
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“Umm actually, you CAN deliver personalized, frictionless marketing experiences at scale.” When it comes to digital CPG promotions, media, audience, and analytics solutions, everyone loves a know-it-all. At Quotient, we know what CPG and retail marketers require to get results. With us, you can reach more than 100 million verified CPG product buyers through our exclusive retailer relationships and our digital marketing cloud platforms. Drive sales. Measure results. That’s the Result of Knowing. Start knowing it all with us at Quotient.com
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© 2019 Quotient Technology Inc. Quotient and the Quotient logo are registered trademarks of Quotient Technology Inc. Source: Quotient internal reporting (Q3 2018)
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EDITOR-IN-CHIEF Peter Breen (773) 992-4431, email@example.com EDITOR EMERITUS Bill Schober firstname.lastname@example.org EXECUTIVE EDITOR Tim Binder (773) 992-4437, email@example.com MANAGING EDITOR Charlie Menchaca (773) 992-4432, firstname.lastname@example.org DIRECTOR – PRODUCTION Ed Ward (773) 992-4418, email@example.com ART DIRECTOR/PRODUCTION MANAGER Sonja Lundquist (773) 992-4419, firstname.lastname@example.org
CONTRIBUTING EDITORS Patrycja Malinowska, Cyndi Loza, Jacqueline Barba
CONTRIBUTING WRITERS Dan Ochwat, Erika Flynn, Michael Applebaum, Ed Finkel, Chris Gelbach, Dawn Klingensmith, Neal Lorenzi, April Miller
SALES Albert Guffanti, VP, Group Brand Director (973) 607-1301, email@example.com Simone Knaap, Associate Brand Director (973) 607-1374, firstname.lastname@example.org Bill Little, Associate Brand Director (828) 237-3350, email@example.com Rich Zelvin, Associate Brand Director (773) 992-4425, firstname.lastname@example.org
Editorial and Executive Offices 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731 Phone: (773) 992-4450 Fax: (773) 992-4455
PATH TO PURCHASE INSTITUTE / MEMBER DEVELOPMENT & SERVICES President Terese Herbig, (773) 992-4438 Senior Director – Member Development Patrick Hare, (773) 992-4465 Director – Member and New Business Development Todd Turner, (571) 395-7846 VP – Member Services Jennifer Zannelli, (773) 992-4444 Manager, New Member Development Katrina Lopez, (813) 713-4301
P2PI.ORG Editor-in-Chief, P2PI.org, Shopper Marketing and Consumer Goods Technology (CGT) Peter Breen, (973) 607-1300 Associate Director – Content Patrycja Malinowska, (773) 992-4435 Associate Editor – Content Cyndi Loza, (773) 992-4439 Associate Editor – Content Jacqueline Barba, (224) 632-8214
EVENTS & EDUCATION Director – Events Peggy Milbrandt, (773) 992-4412 Meeting & Events Associate Kelly Doering, (773) 992-4408 Director – Education & Faculty Administration Ronit Lawlor, (773) 992-4415
CONTENTS 4 Editorial: Bill Schober 4 P2PI Member Spotlight: The IMAGINE Group
6 Solution Provider News 6 Aveeno’s Digital Success
Johnson & Johnson’s Aveeno, in partnership with Quotient Technology, leverages digital promotions to shed light on consumers’ buying habits.
34 So-Lo-Mo Central
A roundup of social, local and mobile marketing activity at retail from: • Pepsi • Redbox • TikTok and ByteDance • Standard Cognition and Explorer.ai • Target • Digimarc • Sony Pictures • Grabango • Voucherify and iCabbi
36 Shopping With Steve
EnsembleIQ’s Steve Frenda, a passionate retail watcher for more than four decades, gives us a look at IKEA in Schaumburg, Illinois.
38 Activation Gallery:
40 NEW Horizons 40 Personnel
42 Institute Strategist
8 Hall of Fame Q&A: April Carlisle April Carlisle’s title is VP, shopper marketing, for Coca-Cola, which is no mean feat, but it still doesn’t begin to describe the breadth and depth of her contributions to marketing over the past 30 years. She recently sat down with Shopper Marketing to discuss her career and May induction into the Path to Purchase Institute Hall of Fame.
14 Who’s Who in Shopper Marketing Agencies
Our eighth annual report highlights more than 200 agency executives with profiles of individuals from Arc Worldwide, Collaborative Marketing Group, Epsilon, HMT Associates, The Marketing Arm and Propac Marketing.
Petco surfs the rising tide, rolls out a new campaign as it removes pet food/ treat products that fall below nutrition standards.
Aveeno and Quotient, Page 6
E-Commerce Strategies for the Supply Chain Era In our virtual roundtable format, six e-commerce thought leaders discuss “the supply chain era” and other key strategies as they relate to the future of e-commerce.
Manager – Marketing & Events Stacey Bobby, (773) 992-4423 Manager – Marketing & Events Courtney Hofbauer, (224) 632-8215 Art Director Stephanie Beling, (773) 992-4442
AUDIENCE ENGAGEMENT Director of Audience Engagement Gail Reboletti Audience Engagement Manager Shelly Patton
PROJECT MANAGEMENT/PRODUCTION/ART Vice President, Production Derek Estey Creative Director Colette Magliaro Custom Content Director Darren Ursino
Enforcing pet nutrition standards, Page 42
ENSEMBLEIQ LEADERSHIP TEAM Executive Chairman Alan Glass Chief Executive Officer David Shanker Chief Human Resources Officer Ann Jadown Chief Financial Officer Dan McCarthy Chief Digital Officer Joel Hughes Chief Innovation Officer Tanner Van Dusen President, Path to Purchase Institute Terese Herbig President, NA Retail Group and Canada Jennifer Litterick Executive Vice President, Events & Conferences Ed Several SVP, Technology Brands John Kenlon Group Brand Director, Healthcare Donna Kerry
Shopper Marketing (ISSN 1040-8169) is published monthly by EnsembleIQ, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731. Periodicals Postage Paid at Chicago, IL, and at additional mailing offices. POSTMASTER: Send address changes to Shopper Marketing, PO Box 3200 Northbrook IL 60065-3200. Entire contents copyright © 2019 by the Path to Purchase Institute. Canada Post International Publications Mail Product (Canadian Distribution) Sales Agreement No. 40025274. Return undeliverable Canadian addresses to:
Station A, P.O. Box 54, Windsor, ON N9A 6J5 or Email: email@example.com CHANGE OF ADDRESS and other circulation correspondence should be mailed to: Shopper Marketing, PO Box 3200 Northbrook IL 60065-3200, 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: Contact Wright’s Media at ensembleiq@ wrightsmedia.com or (877) 652-5295. NOTICE: The Path to Purchase Institute occasionally uses the logos of various companies in its marketing materials. These include promotional brochures for events such as the Path to Purchase Expo, the Path to Purchase Summit, the Design of the Times Awards and others. The use of these logos does not imply sponsorship or endorsement by the companies identified by those logos, unless specifically noted as such.
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SHOPPER MARKETING APRIL 2019
Goodbye for Now – and Hello
ody Kalmbach was standing in a lunch line at Amazon 15 or so years ago when her boss, Jeff Bezos, challenged her with a question: “Are we a technology company or are we a retailer?” “Technology,” she responded, which was (phew!) the right answer. Ironically, on the very day that Ms. Kalmbach told me that story a few weeks ago, The Wall Street Journal had a shocking exclusive: Amazon now plans to open “dozens of grocery stores” – brick-and-mortar units reportedly with more mainstream appeal than its Whole Foods format – starting in Los Angeles later this year. Ms. Kalmbach left Amazon several years ago and has been busy the past four helping to digitally revolutionize the shopping experience at brick-and-mortar behemoth Kroger. This effort has, thus far, so far surpassed expectations that it’s earned her a spot in the Path to Purchase Institute’s Hall of Fame class for 2019. A case could be made that both Amazon and Kroger are, to some degree, reversing tactics. The longer, more strategic view of these enterprises, however, has them both pivoting toward the same goal: A better connection with shoppers. Kroger has learned that shoppers, being human, are mercurial. Sometimes we plan properly, sometimes we’re impulsive, and sometimes we goof it all up. One week we feel we have to sniff every cantaloupe and the next we don’t seem to care about anything. Thus, we want a seamless array of merchandise ordering
and receiving options that will match our whenever/ wherever/what-ever! shopping modes and moods. Amazon, meanwhile, seems to want to crack the code behind something Kroger already knows: Shoppers, being human, have an emotional relationship with food. It connects us with family and notions of nurturing, nutrition and self-expression. Food shopping is often enriched through personal interaction. Hence, Amazon’s deeper dive into brick-and-mortar venues. These are profound shifts in how two of the world’s biggest players are thinking about consumers. If you’re a CPG marketer and you feel like the ground is shifting under you, you should. But you’re not alone, at least. In her Hall of Fame interview beginning on page 8 of this issue, April Carlisle, VP–Shopper Marketing at The Coca-Cola Co., notes that by next year 20% of stores will have click-and-collect. Those consumers are still going to stores but won’t see your brand walls and endcaps and instant consumption displays. Do you have any idea how you will tempt this growing cohort of consumers? Change, as the cliche goes, is a constant, and that’s certainly been the case over my decades at this institution and in its various manifestations: P-O-P Times, the New York Show, the In-Store Marketing Expo, P.R.I.S.M., the Institute Advisory Council, P-O-P & Sign Design, TREX (the Total Retail Experience), Pathfinders, Women in P-O-P, the In-Store Metrics Consortium, the Senior Executive Congress, Design of the Times, Leadership University, Shopper Marketing
Effies, the On-Demand and Digital Printing Pavilion, League of Leaders, the Retail Commission on Shopper Marketing, and of course, the Path to Purchase Institute, to name just a few. But something even bigger and more fundamental is going down this time. My colleague, Peter Breen, often points out that the wisest consumer goods companies are already doing two big things: 1) Transitioning from a product-centric to a consumer-centric focus; and 2) Adopting enterprise-wide strategies in order to develop demand-responsive capabilities. This is a game-changing shift that’s way, way more involved than just getting your CMO to play nice occasionally with the retail execution team. Coca-Cola, for example, seems to be rising to the challenge, creating a new digital integration office and a senior-level officer to implement best practices for advancing digital integration across its system. The term “shopper marketing,” while still very much an element of the Institute’s community and its coverage mission, will be insufficient going forward to describe all of the product development, analytics, retailer collaboration and consumer engagement challenges that CPG companies need to align around. What’s really going to be interesting is to see what SM rises in its place. Stay tuned.
Bill Schober is editor emeritus of the Path to Purchase Institute. He can be reached via email at: email@example.com.
Member Spotlight A Q&A with John Hans, The IMAGINE Group CEO Your website – theimaginegroup.com – says “The IMAGINE Group is a family of 5 companies.” Can you explain what that means? HANS: The IMAGINE Group delivers unique and customized solutions through its family of five companies: Imagine! Print Solutions, Classic Graphics, Imagine! Express, Midnight Oil Agency and GFX International. Together we bring visual communications expertise, technology, geographic reach and competitive advantages for our clients. We are strategic allies for them. In addition, our state-of-the-art technology enables highly efficient marketing campaign development and management, promotion planning, digital asset management, store profiling, replenishment or fulfillment, and data analytics. These capabilities drive solutions that address marketers’ common struggles, such as inflexible processes, supply chain complexities, slow campaign change or response times, and high instore labor costs. How does your company plan to use (or how has it used) your P2PI membership resources? HANS: We plan to leverage our P2PI membership by utilizing the available tools, expertise and experience to guide development of strategies and solutions that will improve our clients’ return on visual
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communications along the entire path to purchase. Internally, P2PI offers us insights from in-market examples of successful campaigns and promotional executions by leading brands and retailers. For our clients, we will share shopper and consumer trends that will be key to helping optimize their in-store visual communications platform to ensure effective message delivery while utilizing the most efficient mix of P-O-P marketing elements. What are the latest disruptors most affecting your industry now? HANS: As marketers work to integrate digital with physical media, and online with offline experiences, a holistic approach is key. The most effective disruptors in our industry are brands getting this balance right. Whether it’s disrupting the eye care industry (Warby Parker) or the shaving and grooming category (Harry’s), once digitally native brands are now delivering a consistent brand and promotional experience seamlessly across all shopping and communication channels. To succeed, today’s industry disruptors are masters at data capture and consumer behavior measurement. With the latest SaaS platforms and IoT sensor technologies, innovative retailers and brands are able to understand in-store shoppers and instantly deliver highly
tailored experiences and personalized messaging that increase sales and brand loyalty. This ensures that they exceed consumer expectations and drive outcomes that in turn improve brand loyalty and conversion. The most innovative retail marketing solution suppliers bring a broad technology platform to support this seamless brand and message delivery. From multi-platform asset management to hyper-localization of P-O-P, today’s leading marketers and retailers require both the insights and the shopper behavior measurement that supports a segmentation and message delivery to their target consumers. What are your predictions for the future of marketing, and how will you help your clients navigate it? HANS: The most successful future marketers will fully integrate above the line brand and below the line retail/shopper marketing to maximize the effectiveness and efficiency of their marketing spend. Our clients’ ability to measure their return on visual communications is critical to them understanding what’s working and how to better optimize marketing efforts, but they are consistently met with two critical challenges. First, executing a successful marketing campaign typically requires working with multiple vendors. This results
in loss of speed to market, wasteful spending and less effective campaigns. Second, most campaigns aren’t being optimized for their end destination. They are onesize-fits-all, running similarly across all locations regardless of geography, store type or shopper demographic. There is no hyper-localization. No optimized creative. No data-driven strategy. The result is sub-optimized communications investment with a brand message that isn’t tailored to the target consumer. At The IMAGINE Group, we offer broad technology platforms, measurement capabilities and shopper insights that are answering these questions for our clients. This holistic approach helps our clients optimize their visual communications platforms, drive positive consumer outcomes and deliver significant improvements in their return on visual communications.
Not a Path to Purchase Institute member?
Join the 400+ companies who rely on the Institute every day for strategies and best practices on succeeding in today’s chaotic consumer goods environment. For more information, contact Katrina Lopez at firstname.lastname@example.org.
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INNOVATIVE EXPERIENCES THAT DRIVE PURCHASE. As a global leader in retail, experiential and content marketing, we design breakthrough integrated programs that engage and convert consumers where it matters: in-store, online, mobile and live. 2018 EFFIE Award Winner
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Mosaic.com @mosaicna Contact: Bill Rodi Vice President Mosaic Shopper US 312.526.3126
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SOLUTION PROVIDER NEWS Nielsen and NPD Build Omnishopper Panel
New York-based Nielsen, and NPD, Port Washington, New York, are building a large-scale, comprehensive omnishopper consumer panel to bring insight into today’s shoppers across all channels, all products and all categories. The panel will connect to multiple consumer data sources to comprehensively track shopper behavior online and offline across all products and categories. The approach will increase data granularity by leveraging Nielsen’s and NPD’s deep product reference data and retail market measurement truth sets to deliver accurate omnishopper insights that enable progress. OSI Creative Wraps Purchase of NDR: OSI Creative, a provider of global supply chain managed solutions for P-O-P displays, consumer product packaging and branded merchandise programs, has completed its previously announced purchase of the assets of New Dimensions Research Corp., a Long Island, New Yorkbased full-service designer and manufacturer of dynamic displays and merchandising for leading consumer brands. “Expanding our presence on the East Coast is a significant step in OSI’s business strategy and we look forward to continuing our fastpaced growth,” said Joe Baksha, president and CEO of Irvine, California-based OSI Creative. Baksha said the NDR employees joining OSI will continue working from NDR’s existing facility in Melville (Long Island), New York. Breaktime Debuts Personalization Engine: Bostonbased Breaktime Media launched a new personalization engine that allows shoppers to receive dynamic and customized content and offers based on how they interact with other content. The engine gives CPGs the ability to efficiently run one campaign designed to speak to a variety of different shopper needs, demographics and life stages. The product can recommend the proper product solution and present a compelling offer in a complex category, or easily identify recipes based on dietary needs and preferences. It will allow CPGs to accomplish the growing need for personalized content with their shoppers in the pre-shop phase of the purchase journey, said Josh Ginsberg, Breaktime Media executive vice president. MOjO Celebrates Collaboration Center: MOjO Marketing has opened its Creative Colloboration Center in Bentonville, Arkansas. The center became MOjO’s base of operations after the agency outgrew its previous space due to continuous business growth. The center was custom-built to create an atmosphere for the team to work hard but also have fun. The modern and versatile space contains elements of reclaimed materials salvaged from Walmart trailers. It also has breakout collaborative spaces to inspire creativity and innovation. MOjO can handle various creative needs at the center for its clients, including on-site photography, video production, special events, staging and print production. See MOjO Marketing’s “Who’s Who” profiles on page 26. Send your solution provider news – new projects and programs with brands and retailers – to Charlie Menchaca at email@example.com.
SHOPPER MARKETING APRIL 2019
J&J Drives Results Through Digital Promotions Working with Quotient, Aveeno sheds light on consumers’ buying habits By Neal Lorenzi
NEW BRUNSWICK, N.J. — Johnson & Johnson launched a series of campaigns last year to reach new customers for and drive incremental sales across its Aveeno portfolio with the help of Quotient Technology, Mountain View, California. The goal of the campaigns was to determine why only 25% of Aveeno shoppers purchase in more than one category across the portfolio. Aveeno skin products include body lotions, facial moisturizers and treatments, sunscreens and cleansers. There were two key targets: non-Aveeno beauty shoppers (with a focus on Millennial females) and Aveeno users who do not purchase across the portfolio. To shed light on this situation, Quotient and the Aveeno
team created campaigns to target consumers based on a comparison of shoppers against 75-plus variables, including brand spend, frequency of trips and geography. The campaigns utilized seven digital offers, plus a brand page with videos. Quotient leveraged its national retail network to deliver Aveeno digital offers to millions of potential consumers. The offers were available to shoppers using the apps and websites of key mass, drug, dollar and grocery retailers through the Quotient Retailer iQ platform, which can reach more than half of all U.S. households. To reach the brands’ core female demographic, Quotient used its flagship consumer property Coupons.com, which is already popular among women. Although consumers accessed the coupons digitally, and in many cases loaded them to a loyalty card, redemptions were predominantly made in brick-and-mortar outlets. “Customers who visited Coupons.com also had the option to print their coupons at home and bring them instore,” says Danielle Price, Aveeno shopper marketing and consumer promotions manager. “We still saw roughly half of our redemptions come from print-at-home formats while the other half leveraged loyalty/digital platforms.” A media takeover of Coupons.com lasted one day, with components driving traffic to the landing page for one week. Coupons were live and available for download for seven days and could be redeemed in-store through the end of the month. Aveeno worked with Velocity, its in-
house creative agency, to develop creative assets that were leveraged throughout the campaign. Key partners included Walmart, Target, CVS, Walgreens and Rite Aid. The videos, sourced from Aveeno brand teams, appear on product pages on Aveeno’s website and its YouTube channel. “We leverage some of our YouTube content in our activations with Quotient,” Price says. “These include product videos, creative ads and how-to content.” Campaign results were impressive: The Aveeno brand saw penetration lifts of 439% to 789% for those engaged with the promotion versus those who did not, driving positive incremental sales. The average engaged shopper spent $0.80 to $1.29 more with the Aveeno brand when compared to the matched control shopper – those Aveeno buyers who didn’t download a coupon. “Our 2019 plans are still in development, but we are looking to include in-store elements such as sampling efforts, demo events, displays that leverage the same creative as our digital activations, and other retailer-specific programs that live in each retailer’s custom ecosystem,” Price says. “J&J and the Aveeno brand are leading the way in leveraging analytics to understand how digital promotions drive consumer engagement and incremental sales,” says Blake Burrus, Quotient senior vice president of analytics. “We look forward to continuing our partnership and utilizing our data and measurement solutions to optimize digital executions and create engaging experiences that SM deliver profitable growth.” BRAND: Aveeno KEY INSIGHT: Only 25% of Aveeno shoppers purchase in more than one category across the portfolio, which includes body lotions, facial moisturizers and treatments, sunscreens and cleansers. ACTIVATION: The brand deployed seven digital offers via the apps and websites of key mass, drug, dollar and grocery retailers through the Quotient Retailer iQ platform. Additionally, videos appear on product pages on Aveeno’s website and the brand’s YouTube channel.
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HALL OF FAME Q&A
SHOPPER MARKETING APRIL 2019
Vice President, Shopper Marketing, Coca-Cola Co.
pril Carlisle’s title is VP, shopper marketing, for Coca-Cola, which is no mean feat, but it still doesn’t begin to describe the breadth and depth of her contributions to marketing over the past 30 years. She’s been an industry speaker, classroom educator, innovator, pioneer and all-around agitator for getting shopper marketing that proverbial “seat at the table.” One little known fact: Years ago, she was the prime behind-the-scenes contributor to the Path to Purchase Institute’s very first wall chart, “The Retailer Receptivity Guide,” a project that has helped countless executives in their day-to-day work ever since. Today she leads shopper marketing across the entire portfolio of Coca-Cola brands, developing strategic vision, plans and measurement – which includes shopper marketing plans with customers; shopper marketing insights, strategies, and toolkits developed with brands from the center; managing budgets and 50-plus field-based shopper marketers that are embedded in the key customer teams; and the shopper marketing vision/strategies/governance for the 64 Coca-Cola bottlers. On May 16, Carlisle – along with Jody Kalmbach, VP, digital experience, The Kroger Co.; and Peter McGuinness, chief marketing & commercial officer, Chobani – will be honored at P2PI’s 26th Hall of Fame induction ceremony, held in conjunction with the Shopper Marketing Effie Celebration in Fort Lauderdale, Florida. Both events are part of the Path to Purchase Summit. In February, Bill Schober interviewed Carlisle at Coca-Cola’s headquarters in Atlanta.
Photos by: Todd McQueen
Let’s start at the start: Where did you grow up? CARLISLE: My dad was an engineer at Ford Motor Co. and my mother was a stay-at-home mom. When I was 4, we moved to Columbus, Indiana, so my dad could work for Cummins, which makes engines for Mack trucks. It was a small, 30,000-person town in Southern Indiana filled with executives from all over the world, so you can imagine: The arts and entertainment were fantastic; we had a Robert Trent Jones golf course; National Geographic called Columbus an architectural jewel. So I got to grow up in a traditional household in a place filled with interesting experiences. Did you have any interesting work experiences as a kid? CARLISLE: Three summers in high school waitressing at a Po’ Folks restaurant, which was kind of a poor man’s Bob Evans. It was all Southern-style country food and drinks in mason jars, and we had to speak in a Southern accent or get fired. My opening line was, “Howdy. Welcome to Po’ Folks! What can I get you all for a belly washer?” Yes, it was corny, but as I look back now, it was all built on
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CHEERS TO YOU Congratulations to April Carlisle on her induction into the Shopper Marketing Hall of Fame. Thank you for refreshing the world, inspiring moments of optimism and happiness, creating value and making a difference through your remarkable contributions to our industry!
ÂŠ 2019 The Coca-Cola Company
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10 HALL OF FAME Q&A | APRIL CARLISLE
storytelling. For example, whenever somebody ordered a Moon Pie dessert, we had to pull a little Radio Flyer cart out and go tell the Moon Pie story. I got really good at it, and the other waitresses would tip me extra if I’d do it for them.
Your plan was to become a teacher. What happened? CARLISLE: I started down that path, attending Ball State, one of the top elementary education schools in the U.S., with a focus on hearing-impaired children. I was actually “Future Teacher of the Year” at Ball State. In my senior year, I was student teaching and busy with other activities like student senate when, out of the blue, I received an invitation from the campus recruiting center to interview with Procter & Gamble. My roommate dared me to go. I didn’t do any research – nothing. Why do you think you got the letter? CARLISLE: Back in the 1980s, the P&G recruiters didn’t care what your major was. They’d come on campus and ask professors who were the leaders on campus. P&G’s first interview involved taking a test with a lot of sales math. I passed that and then a series of interviews and eventually got an offer. I think my father, who is very traditional, wanted me to stick with teaching, but he wrote me a letter that said, “I will support you in whatever you want to do.” So here I am. I guess I wanted a challenge. Well, I got one: On June 20, P&G said they had an immediate opening for a sales territory in downtown Chicago – 300 stores, company car – but I had to start within 10 days. Thrown into the deep end . . .
SHOPPER MARKETING APRIL 2019
days was male and, yes, there were a lot of crude jokes. P&G had a very strict dress code, so I wasn’t allowed to wear pants; everyday it was a suit, long skirt and bow tie, and I even did overnight resets in high heels. I learned how to work the baler in the back room and build displays. I was battling it out with Colgate-Palmolive, getting my space and discovering that I absolutely loved retail, learning about shoppers and persuasive selling.
I doubt they do orientation like that these days. CARLISLE: There’s a lot to be said for getting your hands dirty. If you just tap away on computers all day you miss the retail realities. Back then, you not only took orders manually, store by store, but you also had to do things like convince store managers to buy into promotions and put up their endcap displays. My first division was healthcare – Crest, Scope, Pepto-Bismol. You had to memorize the codes for every SKU so you could call in orders on the CodeA-Phone. I’d be in downtown Chicago, in the middle of winter, running around in high heels looking for a phone booth to punch in digits: “Okay … store 6275, 30 cases, order number 2567,” which might be Crest toothpaste fluoride with mint or something, and so on. I started as a sales rep and worked my way up to MFR – manufacturer field rep – which was kind of like being a manager in training. I then became a unit manager with a team of eight sales reps that called on Chicago territories, and eventually was calling on Osco Drug headquarters. At the time they were the third largest drug retailer in the U.S. Later I took on regional responsibilities for Osco, Sav-on Drugs and Jewel along with an expanded portfolio of products that included beauty and baby care.
CARLISLE: I didn’t know a single
person in Chicago, but I quickly found an apartment, moved in, and almost overnight, I suddenly had a territory with pretty much every retailer in Chicago at the time – Target, Zayre, Kmart, Walgreens, CVS – plus a lot of small independents. Everything north of the Eisenhower Expressway up to Schaumburg. I was the first woman sales rep for this territory. They immediately sent me on ride-alongs throughout Chicago’s South Side, which was an education. Every store manager in those
Staying in Chicago was a priority for you? CARLISLE: It was the late 1990s, and we were growing our family so I really couldn’t move. However, after various restructurings and changes at some key customers, I was told that if I wasn’t willing to move, I’d be demoted. So while I was waiting for that call, Kim Northrup, who was a marketing director I’d worked w it h on Osco Drug, reached out and told me she thought
I‘d be well-suited for shopper marketing. Apparently I’d impressed her while working on a Vicks VapoRub promotion for Osco. They wanted me to sell in an endcap with a bunch of Vicks stuff on it, but I’d argued with them: “Wait a minute, what’s the shopper insight? Why is this right for Osco? Because that’s the only way we are going to get this sold in.” So I am forever grateful to her. But honestly, I had no idea what the job would entail. Shopper marketing as a discipline was still getting up and running. Dina Howell had just moved to Arkansas to manage the Walmart team working with ThompsonMurray, which would later evolve into Saatchi X. But P&G put me through the company’s marketing boot camp, and I shadowed brand managers to learn their marketing sensibilities. I had that shopper marketing role for three years, and then it was time for a change.
You pivoted back and forth between sales and shopper marketing a lot. Why? CARLISLE: At P&G, they expect people to rotate every few years. For me every experience was valuable. I went back to sales as national sales leader for cosmetics, leading their CoverGirl and Max Factor businesses at Walgreens, which, at the time, was their second largest customer for cosmetics behind Walmart. It was a multimillion dollar business. I got to know [P&G chief brand officer] Marc Pritchard because he was the marketing director of CoverGirl and Max Factor, and once a month I’d have to tell him if I was making plan or not. But after a few years I really missed shopper marketing, so I took it over for our Sears business. It was a different time for Sears back then, and I actually did some of my best marketing work there. We were looking at five-year-out appliance trends to help introduce the high-efficiency detergents P&G was developing. One of the key insights was that people would buy high-efficiency washing machines and dishwashers but use traditional detergent. So I developed training programs for Sears appliance salesmen to get them to recommend Tide and Cascade. We also placed sampling packs into the machines when they were delivered. We even did some work with Craftsman around jobs to be done with Bounty and shop towels. However, Julie Eddleman’s shopper marketing group had grown to more than 80 people, and they realized they needed a Center of Excellence. I got that job by creating a spreadsheet that presented my understanding of the work to be done and how I could manage it most effectively by not moving to Cincinnati. Most of the shopper agencies were in Chicago, for example. What was the Center of Excellence’s role? CARLISLE: I looked for common needs across multiple constituents, or barriers that needed to be busted, or tools that would help shopper marketers in their roles. I would lead training sessions with the brands on what their customer needs were. I brought over something that was started in Western Europe, the “Store Thought Clinic,” to get the brands to think about the store early on as they developed their innovation pipelines. I’d help them forecast which chains would or wouldn’t allow something, or get ahead of unusual challenges that might be posed at the shelf level – that sort of thing. P&G requires a lot of rigor before you can move initiatives forward, and “Store Thought Clinics” actually won an internal award for best capability building and marketing. Reporting to Julie was amazing. I learned all about media buying
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through her. I’ll never forget the first time she took me to Google and we could see, early on, how they were going to change things.
Would people just randomly call you with their problems and issues? CARLISLE: All the time – it was great. I held training sessions and “Store Thought Clinics” every other week so I got to meet all the brand and marketing people. Eventually I was asked to do training sessions in Singapore, Dubai, Hong Kong … I started expanding the global footprint. Can you train anybody in shopper marketing, or does it require people who “get it” intuitively? CARLISLE: I think you can if they have strengths in several areas. If they can look at pounds of data and pull it together into a story, that’s a key capability: storytelling. Being able to persuade – getting a retailer to change a strategy or do something differently – that could come through storytelling as well. Then I think you have to have tenacity because quite often, this is a two-steps-forward, one-step-back business. And you have to love retail. You just do, and there are some people who don’t and that’s fine. But if you have some combination of those things, then where you come from doesn’t matter. A lot of P&G engineers, for example, became successful shopper marketers because they not only knew how to get projects through a system, but could also challenge a process and improve it while still getting things done. The shopper marketing discipline is in transition right now. Some people pigeonhole it inside merchandising while others seem to call everything “marketing to shoppers.” What’s your take? CARLISLE: It’s a fair point. With the “always-on shopper,” the delineation between marketing to consumers and marketing to shoppers is breaking down. But we have to figure out a way to think about the role of the retailer. Whether it’s pure-play or brick-
Left to right: Tammy Brumfield, assistant vice president, shopper marketing, West; Joseph Vizcarra, group vice president, shopper marketing, Walmart; Lynn Campbell, group vice president, shopper marketing, 7-Eleven; April Carlisle, vice president, shopper marketing; Rachel Smith, group director, shopper marketing drug/value; Dana Barba, group director, shopper marketing, East; Doug Middlebrooks, group director, shopper marketing, convenience retail
and-mortar, you must build the brand’s equities and the retailer’s equities at the same time. Yes, a lot of work right now is around building brand equities within the context of a customer’s touchpoint – Amazon, right? And yet the best shopper marketing work is where you are helping the retailer build trial or loyalty. When done right, the power of your brand can facilitate that, and without diminishing any of your brand’s equity. Actually, I believe that the best term is “OmniCommerce.” When you go down omnichannel routes it becomes very tactical: I have to stay within this channel or talk to you on TV or just focus on this or that. But “OmniCommerce” is what shopper marketing does; it’s thinking through all of those touchpoints, whether they’re coming from the brand or from the retailer, and converting. It is a behavior change at retail.
Why did you move to Arc Worldwide? CARLISLE: I’d been with P&G for 24 years and
hadn’t thought about ever leaving. It’s a promotefrom-within-company where virtually everyone starts at the bottom and works his or her way up the pyramid. However, P&G had gone from a pyramid shape to a birthday cake; there were way too many people in the middle so it was restructuring. It was a fork-in-the-road moment for me anyway. I’d long felt that I needed agency experience to round out my credentials as a shopper marketing professional. Still, resigning from P&G in October 2012 was, hands down, the hardest decision of my life. Ironically, the day that Arc offered a job as senior vice president of global shopper marketing, Shopper Marketing magazine showed up in the mail with me on the cover. At Arc I was able to work with some fantastic new clients like Coke, Kellogg and McDonald’s. I recon-
nected with shopper marketing colleagues who were now getting placed throughout the industry, like Remi Kent, marketing director at 3M – our first project together won a Reggie – and Stephanie Robertson, who was taking over as shopper lead at P&G. I would help on pitches because I still like to sell. So when Nick Jones moved to Geometry, I took over new business development for Arc, reporting to Katie Newman, who is the CMO of Leo Burnett, and we’d pitch together.
While at Arc you got re-involved with training. CARLISLE: Yes. Our training arm was called Carbon, which was a play on words related to the famous Leo Burnett pencil. When I did the “Store Thought Clinics” at P&G, we’d let the agencies listen in, so Arc knew what I could do and asked me to train some of our clients’ internal teams on shopper marketing. I started with Kraft and then, when my year was up, I did some sessions for P&G in Sao Paulo, and eventually in Russia, Switzerland, Germany – all over the world. I loved that. Do any nationalities or cultures take to it better than others? CARLISLE: Asia gets it. I think it’s because they are so mobile centric. They just get the power of leadingedge shopping technologies. The toughest gig ever was in Dubai. There were no women in the audience – just men in traditional dress, and they would not look me in the eye. They wouldn’t even talk to me during breaks. They just took notes furiously. You’re also a professor of shopper marketing. How did that start? CARLISLE: When Tim Dorgan [currently SVP, marketing services, at Crossmark] taught marketing at
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Northwestern as an adjunct, he noticed a void in the curriculum and built a class framework for shopper marketing. Later on he reached out to Arc for some help with content and Elizabeth Harris helped build the first case studies using real world clients such as MillerCoors. Tim saw me speak at an industry conference and asked me in as guest lecturer. The next semester I helped him teach the class. He then decided to do some other things, so Elizabeth and I now share it. We revamped it a bit to put our spin on things, and have been teaching for three years in the fall and spring semesters.
I hear it’s expanding. How so? CARLISLE: When we first began teaching, it was classified as a “special topics” class. But last year, after a peer review, it was elevated to the full-time curriculum within Medill’s Integrated Marketing Communications (IMC) program, which is an honor. We were also asked to develop a live, online version of the class, so right now, every Wednesday night, I’m teaching students from all over the globe. As far as we can tell, this is the first graduate-level shopper marketing class in the world. How did Coca Cola, after 30 years in Chicago, get you to move to Atlanta? CARLISLE: Coca- Cola was my client, and when they told me they were looking for a shopper marketing lead, well … I don’t drink coffee; I drink a Diet Coke every single morning, and I’ve been doing that since I was 18 years old, so you can imagine how I felt. When I told my husband, who is 100% true-blue Chicagoan, that it would involve relocation, he was immediately receptive; he knew what the opportunity to shepherd Coke, arguably the world’s most iconic brand, would mean to me. So I started the formal process, interviewed and was offered the job. My last day at Arc was April 6 ; I flew down to Atlanta on Sunday, April 8, and started on Monday, April 9. I always tease Coke people about whether they secretly like Pepsi. CARLISLE: I grew up in a Coke family, and I can say with confidence that I’ve never ordered a Pepsi in my life. I’ve driven a Coke red car for five years, carry a Coke red suitcase and, right now, I’m wearing Coke jewelry. My daughter has a Coke can collection from all of my travels around the world, and when I accepted the job, she posted it on Instagram and said, “It was meant to be.” Well, you sure landed in the right place. What is your role here today? CARLISLE: My primary responsibility is to show the strategic vision of shopper marketing for the total system. The system is defined by our customers, and there are retailer call points that we own and call points that the bottlers own. Some of our shopper marketers also sit at the bottlers for certain kinds of regional work. I’m charged with embedding shopper marketing thinking and expertise within our brand, which we call the “Strategic Marketing Organization,” as well as within the Commercial Team and the internal marketing communications organization as well. One of the things I’ve focused on over the past nine months is setting forth a “Shopper Marketing 2020-2025 Vision.” It’s a vision for our system: Where we need to go and what capabilities we’ll need given emerging challenges such as search via our customerowned platforms, click-and-collect, or defining and measuring what’s true shopper marketing versus promotional activity.
APRIL CARLISLE TITLE: VP, Shopper Marketing COMPANY: The Coca-Cola Co. YEARS IN INDUSTRY: 30 YEARS IN CURRENT POSITION: 1 EDUCATION: Bachelor’s in Education, Ball
State University, Summa Cum Laude and Honors College; Adjunct Professor, Northwestern University, Medill IMC COMMUNITY/INDUSTRY ACTIVITY: Shop-
per Marketing Effie judge; Path to Purchase Institute; Association of National Advertisers (ANA); Network of Executive Women (NEW); P2PI League of Leaders Distinguished Faculty; P2PI “Who’s Who” for 10 consecutive years. HOBBIES: running (5K to half-marathons);
Can you briefly describe how the organization is structured? CARLISLE: Think about it as three pillars: Strategic Marketing includes all of the brand work. Then there’s National Retail Sales (NRS), and I’m very comfortable sitting in sales. And in-between is the Commercial Team, which takes in all the initiatives, sorts through them, sets priorities for various time periods and regional needs, and keeps everybody rowing in the same direction. Which brands are you involved with? CARLISLE: All of them. We definitely have to deliver on the Sparkling portfolio, which is Coke, Diet Coke, Sprite and so on. Our hydration platform is divided somewhat equally between vitaminwater, smartwater, Powerade, and the work we do with VEB [Venture & Emerging Brands] such as fairlife and Huberts Lemonade. There, I get involved in more of a consultative way, making connections. For example, we’ve brought fairlife milk into our Mondelez partnership. Here’s my playbook for 2019: It has every program across every brand that my teams are going to execute this year. It’s three inches thick, double-sided paper. Could you walk us through the typical retailer collaboration process? CARLISLE: It starts with the key facts we know about a certain chain – what’s important to them, their revenue by category, and their business objectives across all areas. There are milestones throughout the year, beginning with a look at all the data, and we align all
that with the customer and their shopper base. A typical challenge might be, for example, how convenience retail is changing. It’s traditionally been a huge recruitment channel for teens when they get their driver’s licenses – the first thing they want to do is fill up the tank, and go in and get a Coke, right? Well young people are Ubering everywhere now, so that’s becoming a declining point for recruitment. So we need to be rethinking the role of the convenience channel; how can we sell teens smartwater with their fresh-to-go salads and things, or a 2-liter with take-home pizza? Once we’re aligned on insights and growth strategies, we bring on the marketing campaigns and brand plans because we are planning a year in advance. I then steward this entire playbook through all of the brands to get their alignment, so we can fund all of these programs. We also take retailers over to Coca-Cola’s collaboration center, the “KO Lab,” to present the innovations we’re coming out with: flavors, snacking platforms trip and transaction drivers. We mock everything up virtually and walk through the store and the various points of inspiration we can create to drive traffic through mobile and digital.
What does Coca-Cola see ahead in its dealings with Amazon, pure-play retail, and digital commerce in general? CARLISLE: We have announced a new digital integration officer at a senior level, so the pure-play retail and e-commerce work will fit into that. I’m already working hand-in-hand with the digital integration office on best practices for advancing digital integration for the system. By 2020, and that’s next year already, 20% of stores will have click-and-collect, and in that environment you don’t see our brand wall, our instant consumption cooler, our beautiful endcaps. How do we get the impulse purchase? Hershey’s has the same problem. Maybe as you approach a grocery pickup area you’ll get a push notification for a cold Coke for the drive home. Maybe we can work with our bottlers to install cooler equipment at pickup lanes – type in a code and pick it up? Are there any programs that you are particularly proud of? CARLISLE: Coca-Cola’s “Make Every Sip Count” platform. The Boys & Girls Club of America is very important to Family Dollar, and while at Arc, my team helped develop this wonderful platform, which donates a percentage of every purchase and leverages celebrities from the Coke family. The Coke shopper marketing team was named “Marketing Vendor of the Year” for Family Dollar and it’s up for an Effie award this year. But most importantly, this is a sustaining platform – it’s not a one-and-done. Your daughter is in the business. CARLISLE: She’s a first-generation shopper marketer.
She started at Geometry as a copywriter, moved to Mosaic and recently joined TracyLocke. She grew up with me dragging her around stores. She once said, “Mom, you have more pictures of displays on your phone than me.” I’ve been known to walk into Walgreens, take pictures of a Tresemme display, and text her, “Honey, I love your copy on the display.”
Any final thoughts? CARLISLE: They say “luck is when preparation meets opportunity,” but there’s a whole lot of hard work involved. I love to story-tell, I love to sell, and I love to shop. So, yes, I was lucky – I found my passion point, shopper marketing, and I love to share it SM with others.
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The launch that will empower the entire consumer goods industry is
Next month Shopper Marketing magazine and Consumer Goods Technology will unite to bring a stronger voice to the industry.
Learn more at p2pi.org/Rise
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SHOPPER MARKETING APRIL 2019
in Shopper Marketing Agencies Our eighth annual report recognizes more than 200 dedicated, passionate agency executives whose creative, intelligent work is not only helping brand and retailer clients achieve success but pushing the discipline of shopper marketing to new heights.
Photos by David Bowman
EPSILON: HEIDI FROSETH, EVP, Omnicommerce Practice Leader
eidi Froseth loves talking about politics, sports and culture almost as much as she does marketing. She is drawn to any subject on a global scale, which is why she is so excited about a developing partnership between her agency and the National Basketball Association. “We are bringing in CPG companies to leverage the power of the NBA to market and sell their brands,” Froseth says. “It is going to be inspirational new work. I think we can all learn a lot from (NBA commissioner) Adam Silver. He understands how individual players all have unique qualities that they bring to the team and contribute to the success of the organization as a whole.” That’s exactly how Froseth says she approaches team building within her own organization. As head of the omnicommerce practice at Epsilon Agency, Froseth oversees hundreds of new business initiatives each year, while working with her client teams at Epsilon’s 13 U.S. field offices in key retailer markets to develop creative partnerships and shopper programs. Longtime CPG clients include GSK, Mars, Hormel, Clorox and GeorgiaPacific. “I prefer a humble leader approach to succeed in this business,” Froseth says. “It should never be about you. It’s what you’re creating for shoppers, their retailers and
your clients’ brands. My proudest moments are when I see our teams helping our clients become better wired at an existing retailer through their ecommerce offering, or creating a thriving omnicommerce practice from the ground up.” Froseth’s role has evolved during a recent transitional period for the company. In 2018, Alliance Data’s Epsilon completed an integration of its major business units, including its Chicagobased media-buying arm Conversant and former Catapult shopper group in Stamford, Connecticut, as part of a strategy to merge the firm’s data science capabilities with its expertise in retail and shopper marketing. During that time, Froseth’s team leader title changed from “shopper marketing” to “omnicommerce practice,” a term she coined to reflect major shifts in the marketplace. “There is no such thing as just ‘shopper’ anymore,” Froseth says. “It’s all about commerce, and all the ways people are living and constructing their lives. When I hear people say omnichannel, I cringe. It’s like saying digital. How can your go-to-market strategy not already be omnichannel, or digital? The same goes for shopper. Why would you put any guardrails around a consumer? These are human beings with complex behaviors that cannot be reduced to a narrow label.”
Language matters a lot to the tri-lingual Froseth (she speaks English, Spanish and Portuguese), who insists that both she and her clients always stay ahead of the curve. Right now she’s pounding the table on voice, which she says hasn’t even begun to realize its transformative power. “Apps are yesterday and going away,” Froseth says. “Everyone has got to think about how to leverage AI and voice as their virtual app. It’s going to take over everything. Take travel. Instead of logging on to your computer, you’re going to be listening to a Delta voice reminding you it’s time to check in to your flight. You can change your seat and confirm your reservation in seconds while you’re washing dishes or doing the laundry.” As for the future of retail, Froseth says that stores that offer a unique, sensory and preferably upscale experiential environment are the most likely to remain relevant. The big chains, she adds, are not out of the woods just yet. “Watch Walmart,” she says. “They have the infrastructure to compete with Amazon. Back in the 1990s their magic was excellence in supply chain. They’re now using that same discipline to get people to buy groceries. They’re a good barometer for the rest of the industry.” Froseth thinks the environment for mergers might be heating up again. “It’ll be interesting to see if Kroger ends up buying Walgreens, and the impact of the CVS/ Aetna deal on chains like Target,” she says. “There’s a lot in play this year.” — Michael Applebaum
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A PATH TO THE
FUTURE The retail landscape is one of constant change and evolution. What gets you shoppers today might not get you shoppers tomorrow. You need an agile and capable partner comprised of thought leaders and innovators, shaping and determining what tomorrow has in store. That’s where we come in. Let’s connect.
info @ inconnectedmarketing.com • inconnectedmarketing.com
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16 WHO’S WHO IN SHOPPER MARKETING AGENCIES
ICON KEY Institute member
ADVANTAGE MARKETING PARTNERS JILL GRIFFIN, President Griffin leads the collective of agencies with an unmatched service offering, bridging the gap between sales and marketing, retailers and manufacturers, and consumers and shoppers, driving premium value for each party. MICHAEL HARRIS, Executive Vice President, Strategy and Development With more than 25 years’ experience in advertising and marketing, Harris has led agencies on two continents and developed campaigns working with the world’s finest brands. He has been responsible for strategy and development at the agency since 2015. LISA KLAUSER, President, Enterprise Client Development Klauser is a 23-year consumer packaged goods veteran with marketing and sales experience in personal care, beverages and food. She spent 19 years at Unilever, where she led a team of more than 250 CPG professionals. Prior to her current role, she was president of IN Connected Marketing. BRIAN KRISTOFEK, President, Advantage Consumer and Shopper Marketing Kristofek has believed in the power of shopper marketing from the start, working with pioneers like P&G. He’s actively involved in growing Advantage Consumer and Shopper capabilities, including business arts and digital innovation along the shopper journey. ANDREA YOUNG, President, Advantage Customer Experience Group Young oversees operations across six agencies, 19 U.S. retailer agency of record appointments, and more than 10 key national client relationships and brand businesses. She joined Advantage after more than 15 years working with Omnicom Group of Companies.
ARC WORLDWIDE CHRIS CANCILLA, U.S. Chief Creative Officer Cancilla oversees the creative craft and effectiveness of work produced for the agency. He has more than 20 years’ experience building award-winning work and has created work for the likes of Kellogg’s, McDonald’s and Visa.
KYLE CLEARY, Senior Vice President, Account Director Cleary has more than 18 years’ experience developing and executing break-through retail and promotional marketing campaigns for global brands including Pepsi, Gatorade, Reebok and SC Johnson. He currently is the business lead on MillerCoors. MATT DENTEN, Executive Vice President, Creative Director Denten has more than 25 years’ experience in design communication, shopper marketing, retail design, promotions, brand activation and experiential event marketing. He leads the creative team for Dunkin’ and heads the Arc Worldwide Retail Design Group. ELIZABETH HARRIS, Chief Strategy Officer, North America Harris directs insights and strategy for brands such as MillerCoors and Intel. She has broad experience in marketing with a sharp specialization on retail, shopper marketing and brand strategy/insights. LAUREN HAWES, Vice President, Strategy Director Hawes leads strategy across a number of businesses at the agency. She is a lead architect behind Arc’s proprietary research tool, ShopperScopeSM. She is also the founder and co-leader of the agency’s employee resource group for parents, ParentKind. SOCHE PICARD, Chief Executive Officer, North America See profile on page 22 DANA STOTTS, Senior Vice President, Director of Channel and Customer Strategy Stotts has more than 20 years’ experience working with world-class clients and retailers. He currently leads channel and customer strategy for Arc and is responsible for inspiring integrated, commerce-driven solutions for his clients. MATTHEW WEINER, Senior Vice President, Group Creative Director Weiner leads creative across MillerCoors. He’s worked across many categories, disciplines and agencies. His love for drinking beer has parlayed into a love for selling it and is inspired by the ever-changing landscape of commerce.
SHOPPER MARKETING APRIL 2019
AVID MARKETING GROUP MIKE DEMATO, Vice President, Client Services DeMato brings more than 20 years of shopper marketing and brand-building experience, leading the account services team at AMG. His core expertise revolves around crafting strategy and execution direction for successful pre-store and instore programming. DEANNA DRAPEAU, Managing Partner Whether developing an integrated shopper marketing strategy or launching multifaceted digital campaigns, Drapeau and her team strive to produce tangible increases in brand visibility that drive customer engagement, sales and increased revenue. JONATHAN GROSS, Senior Partner Gross founded Avid in 1986 to perfect the strategy and processes that allow its clients to promote their brands, engage their customers and increase revenue. He brings a wealth of experience in making sense of the varied marketing tactics available to create a comprehensive, customized and effective program. KEN KRUPA, Vice President of Analytics and Business Performance Management Krupa leads AMG’s analytics team and is responsible for evaluating program performance to identify key insights and provide client strategy recommendations for more informed, effective and efficient shopper marketing promotions.
BARD ADVERTISING BARB STABNO, Founder and President Stabno has more than 25 years of experience in shopper marketing. She is responsible for the overall management of the agency and leads the strategic team. She also oversees Connect1-1, a printat-home coupon platform that allows partnering agencies complete control to build and manage coupons with access to real-time data across both social and display media.
BLUE CHIP MARKETING WORLDWIDE ELIZABETH BLESER, Vice President, Digital Engagement Bleser is a resultsdriven digital strategist with 20 years of
experience guiding brands on digital investments accomplishing both marketing and business objectives. She oversees the strategic direction, implementation and optimization for all digital work done to support the agency’s clients. JOY MEAD, Executive Vice President and General Manager, Business Leadership Mead has more than 30 years of CPG industry experience. She has expertise in a variety of capacities including customer business development, category management, shopper marketing and brand leadership. Mead leads Blue Chip’s business leadership teams on P&G, Butterball, Bausch & Lomb and Wells Enterprises. JAMIE OLSON, Senior Vice President, Business Leadership Olson has more than 15 years of experience helping manufacturers like Bausch & Lomb, McCormick and Kellogg’s motivate shoppers through value-added experiences. She understands how to take brand strategy to the store level and unite shoppers to purchases. PAT TAFLINGER, Senior Vice President, Intelligence With more than 20 years of industry experience, Taflinger leads Blue Chip’s strategy, analytics, modeling and resources capabilities, with a passion for results and attribution.
BRAVIS MARKETING LUKE BRADSHAW, Founder, Chief Executive Officer Bradshaw opened Bravis Marketing in 2007 with nearly 15 years of retail marketing experience with the objective to bring a more agile, efficient and innovative way of thinking to its clients such as Walmart, Sam’s Club, Diageo North America, Unilever and Tyson. WILLIAM FLANARY, Creative Director With nearly 15 years of experience in shopper marketing, Flanary is responsible for leading a multi-disciplined creative team. His team’s goal is to develop ideas that seamlessly translate to execution – ideas that capture the shopper’s attention, communicate the offer and convert them to action. BRENDA MAXWELL, Senior Director, Account Services Maxwell leads the account services team and is responsible for client strategy, growth and satisfaction through increased client engagement. She has more than 18 years
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of experience leading and building cross-functional teams across diverse brands and categories.
improve marketing efforts across digital, social, shopper, CRM, promotional and experiential marketing.
are translated to marketing KPIs that are measurable and have long-term impact on brands.
JOHN MEYER, Vice President, Client Partnerships Meyer leads new business development and client partnerships for the agency. He has more than 20 years of shopper marketing agency leadership experience and has worked with leading brands across all retail channels.
AMY HOAK, Senior Vice President Account Management, Shopper Marketing Hoak has more than 20 years of integrated marketing experience developing strategies and marketing programs that drive results. She has a keen knowledge of shopper marketing and understands the need to see all activation through a brand-building lens. She’s known for partnering with clients to ensure business objectives
ALYSON TARDIF, Owner, Managing Partner Tardif has more than 20 years of through-theline marketing experience. She adamantly stays involved with clients’ business, ensuring they get the best from start to finish. She also takes pride in providing her team with the support and resources required to deliver the best for every individual client need.
BRAVO GROUP MARCOS MOURE, Vice President, Creative Director Moure, a 20-year marketing, advertising, digital and shopper guru, is Bravo’s creative lead across the full shopper marketing portfolio. His strategic approach, creative brilliance, and contagious passion infuse Bravo’s shopper marketing expertise.
COLLABORATIVE MARKETING GROUP KIM BARKER, Vice President, Shopper Marketing Barker brings a wealth of experience, leading the planning and activation of consumer promotion and shopper marketing programs for multiple CPG clients. GARY FRIEDLANDER, Executive Vice President See profile on page 30
it’s not about us being the hero;
JOE LAMPERTIUS, Executive Vice President, Practice Lead Lampertius leads the shopper practice and growth across Chase Design and Momentum.
it’s about making your brands the hero.
PETER LYNCH, Executive Vice President, ShopperBased Design Lynch has decades of shopper-based design experience within Chase Design. DONNALYN SMITH, President, North America Smith serves as president of both Momentum and Chase Design.
Through our proprietary FOURmula℠, we humanize data
BRENDAN ABRASSART-WHITE, Creative Director With more than 15 years of experience, Abrassart-White is responsible for leading the creative team and developing commercial and shopper marketing programs and brand activation. His focus is making ideas even more powerful to drive conversion.
to create eye-opening insights, spot-on strategies and award-winning ideas. Dedicated to delivering unparalleled engagement at every touchpoint, connecting consumers’ hands, hearts and minds with your brands is at the core of everything we do.
DON GROWHOSKI, Owner, Managing Partner Growhoski has 25 years’ experience in brand, marketing and creative strategy. He is one of the leading figures in the application of social and humanistic sciences to branding and marketing. His ability to translate knowledge and insight helps transform brands, drive growth and vastly
the shopper-focused brand engagement agency Connect with us at 216.369.0109
© 2019 HMT Associates, Inc.
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18 WHO’S WHO IN SHOPPER MARKETING AGENCIES
SHOPPER MARKETING APRIL 2019
RYAN MANGLER, Director, Digital Solutions Mangler supports MillerCoors in developing, executing and analyzing its digital promotions. Prior experience included working for a digital advertising agency in Amsterdam, and as a marketing activation manager with Adidas e-commerce. GARRETT PLEPEL, CEO See profile on page 30
Photos by Rex Curry
PROPAC AGENCY: CHARLES DAIGLE, CEO
harles Daigle first connected with Dallas-based agency Promotional Resources in the 1980s when it was a small shop working with the food service industry. The agency transitioned into traditional retail and changed its name to Promotional Packaging in 1991. When other partners left, Daigle remained and today he is the CEO and founder of the 90-employee Propac Agency. Looking back, Daigle is perhaps most proud of the early involvement with Walmart at a time when the mass merchandiser was opening 300 to 500 new stores every year. “We were the first agency to do a national brand-opening program for Walmart,” he says. Daigle first recalls hearing the term “shopper marketing” during this time and credits Walmart for helping bring it into common usage. “Prior to Walmart, the whole grocery segment was very fragmented,” he says. “Walmart began to challenge their vendor community to come up with [shopper] insights. Very quickly their vendor community aligned with that support to win at Walmart. And the rest of the industry followed. And we were right there in the middle of it.” Walmart continues to be a significant part of Propac Agency’s business, particularly on the Sam’s Club side, Daigle says. The agency led testing and rollout of a scan-and-go program at the cash register and handles meeting planning with the vendor community as well as shopper engagement initiatives, he says. Other accomplishments Daigle cites include transitioning from project-centric work to retainer-type involvement with companies like PepsiCo. Daigle describes the agency as a “people-first organization,” noting “that’s the product we’re actually selling.” He interviews prospects personally and shares “things about the organization so they understand our background and who we are as a culture,” he says. “It’s important that you’re hiring smart individuals from a range of backgrounds, strengths and perspectives, with a passion to create messaging that connects with people
from all walks of life.” Propac Agency works to ensure that its clients meet shoppers on their terms and capture the greatest sales opportunities, Daigle says. “It’s not just about the shelf,” he says. “It’s about digital and how that’s converging.” Propac Agency relies heav ily on collaboration to service its clients, Daigle says. A project starts with a client service team integrated by channel, whether it’s traditional retail, food service or digital. Within each channel its members are specialized by strategy, communication and creative to provide insights, brand planning and activate the brand presence. “In the last few years, we as an organization have continued to evolve to meet the demand for the speed of innovation to the shelf,” Daigle says. “What’s really driving this is the competition between Walmart and Amazon. Amazon is hanging its hat on delivery. It’s raising the bar for our clients in the CPG and vendor community to bring innovation from concept to the consumers at lightning speed. Our agency is reflecting that dynamic.” Clients should judge their agencies based on how well they understand their shoppers, whether they seem grounded in the real world with sound execution plans, and whether they give clients the ability to flex their muscles, Daigle says. “What’s their positioning in a particular market, or category?” he says. “When you’re dealing with an organization like PepsiCo, which has tremendous brand leadership in so many categories, a lot of opportunities come with that.” Clients need the most help navigating shoppers’ lack of brand loyalty, especially in the digital world, Daigle believes. “Having news is just becoming more critical if they’re going to remain relevant in the shopping experience,” he says. “Amazon can just, with the click of a button, have a new item available to the shoppers. … Agencies are going to have to continue to find ways to be faster and more efficient in order to wow (clients) every day. That’s the challenge for us, to retain our clients.”
CHRISTOPHER DIMMOCK, Chief Strategy Officer With 26 years of marketing sciences practice including innovation, research, product development and brand positioning, Dimmock oversees all client strategic planning and marketing strategy through the agency’s global strategy and insights group, including a primary research practice. LINDA LELUDIS, Digital Account Director Leludis’ expertise spans many industries including QSR, retail and live entertainment. She has 20 years of digital marketing, content development, experiential and brand management experience working client side and agency. SUE ROSENHAIN, President Rosenhain believes in the power of play to create lasting connections between people and brands. With more than 25 years of experience, she now leads a global team delivering award-winning work to some of the world’s most iconic brands. STEVEN SAURA, Vice President, Managing Director, North America Saura is responsible for accelerating the growth and expansion of North America. With expertise in consumer goods, retail and activation, he has helped fuel iconic brands for global industry leaders for more than 25 years.
CURB CROWSER DEAN FORBES, CEO Forbes’ 25 years of experience fuels his passion for retail and translates to business and creative solutions that heed results. SHANDRA ZURN, Vice President Zurn partners with clients to bring creative strategies to life at retail, resulting in both a sell-in and sell-through.
EASTWEST MARKETING GROUP CRAIG MOSER, Vice President, Group Account Director, Retail Marketing Moser leads Eastwest’s in-store planning, as well as execution and digital initiatives. He has been instrumental in the launch and continued operation of the company’s retail-focused discipline. LOU RAMERY, CEO Ramery leads the agency in guiding clients to develop meaningful brand connections that maximize customer value.
EDGE MARKETING STEVE DELOREZ, Group Creative Director With 20-plus years’ experience, DeLorez has led creative work for some of the world’s most popular brands and is focused on bringing their strategies to life in unexpected, fulfilling ways for consumers at every point on the shopper journey. ELIZABETH FOGERTY, Executive Vice President, Chief Strategy Officer With 25 years of integrated marketing experience, Fogerty’s history of performance-driven results speaks volumes. Responsible for developing fact-based, insight-driven strategies, her team inspires great creative that motivates consumers to take action. MARCELLA OGLESBY, Vice President, Creative Director Oglesby has more than 16 years of experience in the design industry, ranging from fashion design to interior design to graphic design. She and her team develop strategically sound, breakthrough creative for shopper marketing campaigns and consumer engagements. MICHELE SHIROMA, Vice President, Client Services Shiroma has been with the agency for 15 years, working between brand and customer-facing roles. She has led the field in developing strategic shopper marketing plans grounded in insights across CPG brands, including Unilever and Smithfield.
— Ed Finkel
3/6/19 4:03 PM
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20 WHO’S WHO IN SHOPPER MARKETING AGENCIES ALLISON WELKER, Executive Vice President, General Manager Welker brings 18 years of traditional agency experience with a heavy shopper marketing influence, where she helped companies like Unilever and Newell Rubbermaid build their shopper discipline.
EPSILON STEVE ABDO, Senior Vice President, Grocery and Value Team Leader With more than 25 years of experience in sales, brand marketing and strategic planning, Abdo leads Epsilon Agency’s grocery & value channel team based in Cincinnati; driving innovative, data-driven solutions across client businesses. JANET BARKER-EVANS, Senior Vice President, Executive Creative Director Barker-Evans is passionate about using creativity to solve clients’ business problems. She leads creative for Epsilon Agency and is an adjunct professor at DePaul University. HEATHER COLLINS, Executive Vice President, Client Services Collins has 20 years of marketing experience with a proven track record of driving growth for iconic brands. She leads the Mars Inc. and Georgia-Pacific teams, focused on brand conversion, building digital eco-systems and shopper marketing functions. COLLEEN DEVOS, Executive Vice President, Client Services With more than 20 years of strategic brand leadership on the agency side, DeVos oversees client engagements across Epsilon. BILL FLANAGAN, Vice President, Group Director For 20-plus years, Flanagan has developed award-winning marketing programs for his clients. And to his delight, he leads the adultbeverage discipline at Epsilon, where he applies data-driven and audiencebased strategies to his portfolio of world class beverage-alcohol brands. HEIDI FROSETH, Executive Vice President, Omnicommerce Practice Leader See profile on page 14
LISA JOHNSTON, Vice President, Walmart & Club Team Leader With more than 20 years of experience in sales, strategic planning and shopper marketing, Johnston leads Epsilon’s mass and club channel teams located in Bentonville, Arkansas. Her team is focused on innovative data-driven solutions to help drive brands at retail. RON MAGLIOCCO, Executive Vice President, Client Services Magliocco and his team use the agency’s data to develop effective ideas that unlock demand for client brands at retail. For 25-plus years, he’s been a leader of shopper commerce for his team and their clients from retailer promotions to the precise, measurable nature of the discipline today. HAYES MINOR, Vice President, Strategic Planning In her role as a strategic planning leader, Hayes is passionate about the development of rich shopper strategies across brands and retailers. With 20-plus years in marketing, she’s focused her practice, specializing in behavior change for multiple Fortune 500 companies. NINA MONAHAN, Senior Vice President, Group Account Director Monahan is responsible for leading a portfolio of businesses, including GlaxoSmithKline. With more than 25 years of global integrated marketing experience, she has worked in multiple countries with a focus on building capability, growth and innovation across a range of iconic brands. CASSIE WENGER, Vice President, Creative Director Wenger leads the creative and strategy teams for the agency’s Bentonville office. With more than a decade of leadership crafting strategic creative solutions for corporate marketing, retail and brands, specializing in shopper commerce for Walmart and Club.
FCB/RED TEDDY BROWN, Executive Vice President, Executive Creative Officer Brown, a visionary and experienced retail and through-the-line leader, oversees all creative teams and solutions.
SHOPPER MARKETING APRIL 2019
NICOLE EMERICK, Vice President, Social and Influencer Marketing Emerick started her career writing a blog for ambitious career women, which led to partnerships with Secret, InStyle, Microsoft and Chevy. She currently leads a full-service social media team and influencer practice. She designs solutions for consumer and shopper campaigns that benefit retailers and brands. FERNANDO ESPEJEL, Executive Vice President, Digital Platforms and Commerce Espejel drives thought leadership and the mobile, social, creative and development teams on the management of all digital and commerce platforms. He translates client goals into functional requirements for the design and development departments, serving as a bridge to technology/UX and creative. Prior, Espejel was on the award-winning mobile team at Walgreens. JAY HIGHLAND, Chief Creative Officer, Environmental Design, Chute Gerdeman Division Highland is a powerful creative leader. His ability to understand the bigger picture and elevate the experience has been a catalyst for innovation and growth. His experience encompasses all phases of the retail strategy and design process, from concept creation to store implementation for Barbie, M&M’s, Whole Foods and others. HOWARD KLEIN, Senior Vice President, Group Management Director With 20 years in the retail and brand activation industry, Klein leads client service and brings together insights, compelling shopper platforms and physical to digital business-building solutions for clients that have included Anheuser-Busch, Coca-Cola, Starbucks, RJ Reynolds, SC Johnson, GSK, Kellogg’s, Sony, Nivea and Oreo. PRADEEP KUMAR, Senior Vice President, Global Data Officer Kumar leads a team of more than 40 experts that delve into advanced analytics, data-driven marketing strategy, consumer behavior analytics, digital/social media, retail performance, loyalty management, ROI and econometric modeling, shopper choice analytics and advanced data technology. His transnational experience spans Clorox, Bank of America, Ericsson, P&G and others.
TINA MANIKAS, President A renowned leader in integrated marketing and shopper marketing, Manikas is an awardwinning pioneer in the industry having grown FCB/RED into a leading global agency across CPG, tech and retail clients. She recently added leading environmental design firm, Chute Gerdeman, to the agency’s arsenal. CURT MUNK, Executive Vice President, Director of Strategic Planning The leader of insights and planning, Munk brings true retailer experience, brand understanding and relentless shopper-first thinking to every challenge. His expertise in shopper strategy, retail design, e-commerce, promotion and merchandising has helped P&G, Coca-Cola, Frito-Lay, Novartis and more. Munk is a CPG expert and sought-after speaker.
GEOMETRY GLOBAL MICHELLE BAUMANN, Senior Vice President, Head of Business Analytics Baumann is responsible for leading North America performance measurement across data integration, campaign reporting and shopper impact analysis. Prior to joining Geometry, she spent eight years at Kantar Retail where she was responsible for sales and account management and, most recently, was a principal of strategic analytics at IRI, dedicated to leading analytics onsite at the top analytics client. LAURA JOHNSTON, Executive Vice President, Executive Creative Director, Chicago Creative Johnston has worked in the retail, promotions and shopper marketing world for almost 20 years. In that time, she’s fried chicken in a KFC kitchen, spent a week at Iams veterinary nutrition school and cupped coffee at Starbucks HQ – all in the interest of understanding her clients’ businesses and their shoppers. Her activation experience extends to brands in the QSR, spirits, CSD, financial services, fashion, packaged goods, automotive, telco, sports, government services, technology and consumer electronics categories.
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SCOTT MCCALLUM, CEO, North America Recognized as a forward-thinking leader in the commercial marketing space, McCallum has more than 25 years of experience, most recently successfully leading Geometry’s Chicago office. An advocate for new and creative ways to interact with consumers as the world grows more commercial, he is an enthusiastic collaborator with Geometry’s experiential team to create innovative and impactful brand activations that deliver compelling results for clients.
KATHY HARVEY, Founder and President Harvey launched her agency in 1986 with the vision of bringing retail brands to life. For the past 30 years, she and her team have helped reinvent the way brands focus their marketing efforts, making Harvey one of the industry’s fastestgrowing agencies.
JOHN MAKOWSKI, Senior Vice President and Creative Director Makowski directs and oversees all creative and digital for the agency. Most recently his work has won both the Nielsen Design Impact Award (design excellence and audited sales growth) and Communication Arts Package Design Award of Excellence.
HMT ASSOCIATES SHARON BROWN, Concept Director Brown brings more than 20 years of passion, energy and big ideas to the agency. She leads the charge inspiring and ideating across all brands, while bringing her extensive experience in digital, consumer promotions and shopper marketing background to the team. PATTI CONTI, President & CEO See profile on page 28
TYLER MURRAY, President, North America Murray has a proven track record of building and leading global omnichannel organizations with a focus on analytics, strategy and operational design. Most recently, he served at TracyLocke as the managing director of the Chicago office, leading multiple blue-chip clients and serving as the agency’s chief strategy officer. He also led the global digital practice for Saatchi & Saatchi X prior.
GREY WORLDWIDE CHRISTINE MCCAMBRIDGE, Executive Creative Director, Grey Commerce McCambridge spent her career across client and agency roles in e-commerce and shopper marketing. She now leads the commerce division of Grey, bringing commerce thinking upstream, identifying global integration solutions and activating omnichannel strategies across clients. PETER ROMAN, Creative Director Roman is the shopper marketing creative lead for the agency with a rich background in design ranging from packaging through digital and offline activation. He is driving creative solutions and integration with ATL and retail strategy for clients like P&G.
HARVEY SUE BAILE, Senior Vice President, Brand Integration Director Baile oversees and directs all agency integration of Coty client services, traffic and production. She is responsible for all upstream strategic shopper collaborations as well as end-to-end delivery with agency partners, suppliers and customer teams.
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JULIE HUDSON, Director, Strategy & Insights Hudson brings 20 years of account planning and shopper marketing experience to the discipline of brand engagement. She develops focused, efficient strategies to powerfully connect brands with shoppers across today’s evolving path-to-purchase.
Photos by Brian Morrison
ARC WORLDWIDE: SOCHE PICARD, North American CEO
oche Picard has been hard at work during her first year as Arc Worldwide North American CEO. She’s spent the time evolving the positioning of Arc (Leo Burnett Group’s commerce agency), realigning teams and creating an operating system around “irresistible commerce.” “There’s been a lot of building new capabilities to make sure we are on the forefront of commerce excellence,” Picard says. Externally, she’s busy pitching for new business. Diageo, Kind Snacks, Fairlife and CVS Health have become clients since Picard took the CEO helm. Arc’s position to create irresistible commerce resonates with clients. “When you think about the marketplace, the world, there is constant disruption and shoppers are in a position of power they have never had,” Picard says. “That’s extra challenging for brands and retailers. People can resist brands like never before, so we need to define the shopper resistance and create solutions to overcome it. Everything we do drives to commerce.” Throughout her career, Picard has had the opportunity to work on “building amazing brand campaigns.” She’s worked on projects for Coca-Cola, MasterCard’s “priceless” campaign, and PepsiCo. Her experience in traditional ad agencies followed by promotional work naturally led into the shopper marketing discipline. Prior to joining Arc, Picard was at Geometry Global (an agency within WPP), where she had two full-time jobs (she jokes): Team Lead for Team Unilever Shopper and managing director of the agency’s New York office. She loves to build things and that opportunity to essentially create a midsize agency from the ground up has been her biggest professional success. “When you grow up in the agency world, you are trained to protect every dollar of revenue,” Picard says. “Now, we were fusing disciplines that had not been together; we were showing up in an integrated way with the other agencies. We were developing new tools and new ways of working.”
At Arc, the exciting, fast pace of the industry keeps Picard motivated. Embracing innovation, driving it and the ability to measure gives one the tools to demonstrate the positive effect the agency has on ROI. “The work that we’re doing – using AR to create brand experiences, and data and smart technology to deliver personalization at scale – is some of the smartest, most forward thinking I see, not just in shopper marketing, but in marketing,” Picard says. Picard jokes that Arc was a “house of brands” and not a “branded house” when she joined. Today, the agency is structured around four business pillars. Each is led by a leadership team, an account leader, strategic planning leader and creative leader. Each team runs a portfolio of business. In addition, there’s a retail design group and an innovation team. “We do a lot of client visits through our Retail Innovation Lab,” Picard says. “I believe having that, our digital capabilities and the infrastructure we’ve built to accommodate production volume enables us to stay ahead of the fastpaced world we are living in.” Innovations she’s paying attention to include digital shelf signage; and the entire delivery space as well as subscription models. “If you’re not the chosen brand, how do you penetrate that?” Picard says. “Also, 5G – that is going to be the catalyst for a whole tsunami of connectivity.” The exciting opportunities are also the challenges for Arc – pace of change, shoppers in control – but Picard says she’s been given the gift of partnership with Elizabeth Harris, chief strategy officer, and Chris Cancilla, chief creative officer (pictured). They share a common focus on how to take advantage of being part of a large holding company. “We realize the power of integration,” Picard says. “In addition to Arc employees, we have a whole sea of other Leo Burnett Group and Publicis Groupe employees we can tap into for subject matter expertise. It allows us to be much more agile and leverage the power of partnership.”
LISA NORAT, Senior Vice President, Business Engagement A marketer for 25-plus years, Norat’s shopper knowledge base and fresh, on-strategy thinking delivers results for brands, shoppers and retailers. She excels at driving shopper-focused brand engagement and innovative programs for retailers of all sizes.
IN CONNECTED MARKETING VALERIE BERNSTEIN, Executive Vice President, Business Development With 18-plus years’ integrated marketing experience, Bernstein heads the new business function for the agency, overseeing a dedicated team that diversifies the client mix, identifies and incorporates new services and customizes highly flexible solutions. HENLEY COULTER, Senior Vice President, Client Services With 21 years of experience in brand building and shopper marketing, Coulter leads the IN Connected Marketing Dallas office, providing connected commerce solutions for clients such as Keurig Dr Pepper and LALA. DINO DE LEON, Executive Vice President, Executive Creative Director De Leon has spent more than 21 years disrupting the norm and designing creatively strategic solutions for worldclass brands. Clients can count on him to question, challenge and evolve every step toward a purchase. HOLLY QUINN, Executive Vice President, Chief Operations Officer & Agency Excellence Quinn is a senior marketing leader with more than 21 years of experience in shopper marketing and retail strategy with extensive experience in client relationship development, infrastructure build and operational excellence.
BRYANT ROSS, Senior Vice President, Client Services Ross has nearly two decades of experience developing impactful, award-winning commerce solutions for top Fortune 500 manufacturers. He has pioneered custom, client-centric agency models and leads the IN Connected Marketing Chicago team.
THE INTEGER GROUP ELLEN COOK, President, Integer Dallas and The Collective Agency, Los Angeles Cook leads Integer’s Dallas agency as well as The Collective Agency. The Los Angeles-based agency reimagines shopping through strategically crafted, customer-centric entertainment experiences utilizing authentic content and emerging technologies. DANI COPLEN, Executive Vice President, Executive Creative Director Inspiring award-winning work on billiondollar brands and retailers, Coplen leads a team of creatives to deliver strategic and holistic ideas through advertising, integrated branding, promotions and shopper marketing for some of the world’s largest and most iconic companies. CRAIG ELSTON, Global Chief Strategy Officer Elston spearheads the global development of strategic thinking in commerce at the Integer network. He also provides leadership to Integer’s connections strategy group, turning moments of receptivity into moments of conversion, and analytics capability that powers client growth opportunities. TISHA PEDRAZZINI, President, Denver With an unwavering commitment to leading clients and building business, a people-first mentality that cultivates top talent and, most importantly, a keen sense of how to lead an organization into the future, Pedrazzini has been instrumental in transforming Integer from a shopper marketing agency to a commerce agency.
INTERACTIONS ANNA AKOPOVA, Account Director Akopova oversees the operations team for Interactions’ newest account, Whole Foods Market. Her team is focused on hiring, scheduling, and training staff to execute events nationwide on behalf of Whole Foods Markets’ unique brands.
— April Miller
3/7/19 8:49 AM
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MAEGAN BOWE, Director, Sales & Operations Bowe leads a team to drive innovation and customized solutions to drive shopper engagement and brand awareness through in-store sampling. She is responsible for the launch of the nationwide in-store sampling platform at Whole Foods Market. She is also proud of developing a platform to assist local customers to drive brand awareness and shopper recognition.
Photos by Rex Curry
THE MARKETING ARM: JAY EVANS, SVP of Shopper Engagement
s s en ior v ice president of shopper engagement for The Marketing Arm, Jay Evans oversees the agency’s PepsiCo shopper marketing work and its new business opportunities in shopper. The role is the latest move up the ranks for Evans, who has spent more than 13 of his 16 career years at the agency. Evans has explored facets of marketing that include brand-building, innovation pipelines, portfolio marketing, experiential marketing, cause marketing and more. “The common denominator has ultimately been, ‘But how do we convert?’” Evans says. “It’s truly become a passion point for me to think about shopper behaviors and to overlay those with brand campaigns all the way from shelf to purchase.” He’s also witnessed The Marketing Arm grow well beyond its roots in sports marketing to become an agency that helps brands of all sizes engage across the entire shopper journey. “We create ideas that convert – inspiring people to do something, feel something and ultimately choose your brand,” Evans says. “There’s no single path to this goal, so commitment to the work and to thinking outside the box – and the aisle – are what allow us to drive behaviors in unique ways.” He’s proudest of his work developing and championing a revamped, agencywide approach to shopper marketing known as Cartography. According to Evans, it’s focused on the idea that technology has allowed people to shop everywhere and anywhere. “A purchase can take place at any moment, and that’s where Cartography comes in,” Evans says. “We’re all about making sure your shopper and your brand arrive at the same place at the same time. Our suite of tools allows us to diagnose the shopper and the problem to solve to create strategies that shift shopper mindsets and turn shoppers into buyers.” In serving clients, The Marketing Arm’s consumer and shopper engagement teams are set up to empower ac-
count, creative and strategy teams to collaboratively set the agenda. “It’s that partnership that jointly establishes the strategy and develops and executes the creative solution,” Evans says. These core client teams are supported by on-demand resources tailored to the project or challenge. “Our capabilities further differentiate us,” Evans says. “The work we do in converting shoppers is further amplified by our expertise with influencers, experiential marketing and sports and entertainment.” In his work, Evans finds himself most motivated by seeing a shift in how employees think about the shopper space and by witnessing the passion, appreciation and career aspirations of his junior staffers who are pursuing focused careers in shopper marketing. Looking ahead, the biggest challenge Evans anticipates is the ever-growing demand from clients for efficiency over quality. “We never want to sacrifice our commitment to excellence in all that we do, whether it be strategy, design or execution,” Evans says. “However, a reality of the world we live in today is the desire for faster and cheaper that still delivers the excellence our clients expect. It’s a marketplace headwind we at The Marketing Arm think about daily.” On the technology front, Evans expects voice and wearables to have a growing impact on the industry in the years ahead. He also foresees a continuing evolution in the shopper marketing discipline over the next decade. He’s already seeing clients reallocate funds increasingly toward programs that drive sales as retail continues its expansion beyond traditional channels. “The rapid influx of capabilities to purchase on demand just over the last two years really has transformed the way we shop, so looking out over the next two, six, 10 years is exciting,” Evans says. “Brands are going to consistently need to find creative ways to break through in quick, efficient and instantly shoppable ways.” — Chris Gelbach
HEATHER CIFUENTES, Client Services Director As the fuse between business development and operational teams, Cifuentes’ passion is to create an exceptional experience for her clients. She is currently supporting the Whole Foods Market team in expanding service offerings with strategic, innovative and measurable solutions that drive results. CASSANDRA PETERSON, Sales & Operations Director Peterson has launched and managed operations for four major dedicated retail sampling programs, as well as executed many special projects in the retail space to drive execution and brand awareness for clients.
JUN GROUP COREY WEINER, President and Chief Operating Officer Weiner co-founded Jun Group, an industryleading mobile video advertising company, while he was in high school, and has led it successfully for 15 years. Jun Group joined the Advantage Solutions portfolio in 2018.
Lottery, Kona Brewing Co., Arby’s and more. Based in California, he manages teams in Orange County, Connecticut, New York and Dallas. BOB MOLER, Vice President, Strategic Account Lead Moler has spent more than 20 years focusing on unlocking the precise moment when buyers decide to buy. By seeking the right combination of moments, motives and messages, he drives marketplace value for the agency’s clients, including Bacardi and Goodyear Tires.
MARKETINGLAB BILL BIWER, Associate Creative Director, Digital & E-Commerce Biwer keeps MarketingLab on the forefront of everything digital. His love for coding and motion graphics evolved into love for giphy stickers, Snapchat filters and bite-size movies. RICH BUTWINICK, Owner/President Butwinick has more than 20 years of experience in shopper marketing, retail marketing and promotions for leading manufacturers such as Procter & Gamble, Land O’ Lakes, Viking Range, Delta Faucets, Pilgrim’s Pride and Phillips Distilling to name a few. KATE MENDEL, Group Account Director Mendel oversees a diverse group of clients including Twin Cities Orthopedic, Pilgrim’s Pride and Bellisio Foods. Her team creates and manages the activation of shopper programs, experiential, consumer promotions, social media and advertising.
JAY EVANS, Senior Vice President, Shopper Engagement See profile at left
CHRIS HAAS, Creative Director With more than 20 years of retail and brand advertising experience across nearly every category, Haas leads MarketingLab’s creative team with contagious energy and innovation to develop and execute creative strategy for the agency’s clients.
WELLS DESCHLER, Vice President, Strategy Deschler is a veteran brand and retail strategist, leading the FritoLay business and bringing more than a decade of CPG, communications planning, consumer engagement and retailer intimacy experience.
MARK LENSS, Senior Vice President, Managing Director Lenss has more than 30 years of experience in shopper marketing, consumer promotions and advertising across virtually every category. He manages MarketingLab’s business and client relationships day-to-day.
KEVIN KLEBER, Vice President, Creative Director Every day, Kleber and his team conceptualize and execute transformative retail ideas for California State
ASHLEY METHVIN, Account Director Methvin has more than 20 years’ experience in shopper marketing, including 13 years with Coca-Cola. She leads driving sales
THE MARKETING ARM
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through insight-driven, occasionbased channel and retailer-specific shopper solutions with an eye toward collaborative partnerships. KATIE SELESKI, Account Director Seleski has been working in shopper marketing on both the client and agency sides for the past 20 years, managing iconic brands such as Land O’Lakes, Honeywell and P&G. KEITH SHIFRIN, Account Director Shifrin has more than 22 years of experience in shopper, brand and digital marketing across categories including CPG, beverages, gas and oil and the outdoor space. He has a keen understanding of consumer shopping habits for both long- and short-term purchase funnels.
MARKETING WERKS LISA FASANA, Senior Vice President, Managing Director Fasana oversees the agency’s clients with a focus on implementing strategic, innovative and measurable solutions that drive results throughout the consumer journey. She has more than 18 years of experience in shopper marketing, retail activation and brand launches. DAN MILLER, Senior Vice President, Managing Director Miller has more than 25 years of retail activation, shopper marketing and consumer experience. He has partnered with the world’s largest brands and retailers to create innovative engagement experiences and exciting marketing activations. DAVID NEWMAN, Chief Insights & Strategy Officer, Crossmark Newman joined Marketing Werks’ parent company, Crossmark, in September 2015. He leads analytics, OTC, IT and the marketing agency. Prior to CMK, he spent more than 16 years at PepsiCo. ROB REENTS, Vice President, Managing Director, Promoworks With more than 30 years of shopper, promo, digital, direct, and social media marketing experience, Reents partners with clients to create fully integrated shopper engagement programming.
THE MARS AGENCY KRIS ABRAHAMSON, Senior Vice President, Client Leadership Abrahamson leads the agency’s Chicago office. With more than 25 years of shopper and consumer marketing experience, she manages a cross-functional team to create growth for her clients through bold creativity and collaboration.
MICHELE RONEY, Senior Vice President Roney oversees the retail solutions team. She has spent more than 20 years helping retailer clients adopt more collaborative, holistic processes and programs that drive growth for both the retailer and the manufacturer.
KEN BARNETT, Global CEO Mars Agency founder Barnett oversees an agency-wide culture of professional growth and client-service excellence. He brings more than three decades of bold marketing innovation, broad advertising experience and prolific entrepreneurial success.
MICHAEL DILL, CEO Dill has more than 18 years of experience in shopper and consumer marketing. As CEO, his focus is on driving bestin-class ideas and creative solutions across all Match offices throughout North America.
JAKE BERRY, Executive Vice President, Business Strategy Practice Berry oversees the agency’s business strategy practice, bringing more than 15 years of client leadership experience, consumer brand expertise and passion for marketing at all points of commerce.
At CMG, we are your team. We help you focus on the right plans for your brands. And, we handle the details you need to reach your goals. CMG has a successful track record of matching up sound consumer insights, with our knowledge of the retail landscape, to provide your brands with effective and profitable Shopper and Partnership Marketing programs.
FERN GRANT, Executive Vice President, Commerce Strategy Practice Grant leads the agency’s commerce practice. A marketing strategist with a passion for representing the voice and experiences of real people, she has spent more than 20 years translating insights into strategies that drive growth.
If you are looking for a strategic, execution focused, and cost-effective solution for your programming, come visit us at www.collaborativemktg.com.
KRISTIN ISSLER, Senior Vice President, Client Leadership Issler manages the agency’s Metro NY offices and several agency teams, for clients primarily within the CPG food and beverage vertical. She has spent more than 18 years in brand management, integrated marketing and shopper marketing. DEREK JOYNT, Executive Vice President Joynt heads The Mars Agency Canadian operation and is responsible for driving growth for several of its North American client partners. He has been marketing to shoppers for more than 20 years. ROB RIVENBURGH, CEO, North America Rivenburgh leads the North American Mars Agency operation. With more than 25 years of experience on both client and agency sides, he delivers engaging, impactful brand experiences while driving growth for clients, employees and the community.
www.collaborativemktg.com | 630.871.6590
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26 WHO’S WHO IN SHOPPER MARKETING AGENCIES BRIAN KITTELSON, Senior Vice President, Shopper Marketing and Commercialization Kittelson has more than 20 years’ experience in brand marketing and shopper leadership. Based out of Match’s Chicago office, he is working with teams across North America to build on and diversify the agency’s shopper marketing and e-commerce service offering.
DAVID PAINTER, Senior Vice President, Managing Director Painter leads Mirum’s offices across Chicago, Los Angeles and Bentonville. He has extensive experience in partnering with clients to achieve their business objectives by creating solutions that drive customers to convert.
GREG MCDONALD, Managing Director McDonald brings 20 years of sales, marketing and senior leadership experience from tenure at leading FMCG companies including AB InBev, Mars Inc., and Coca-Cola. He leverages shopper decision science to develop breakthrough strategies and integrated campaigns that drive conversion.
GENEVIEVE RICH, Account Director Rich spearheads all 360-shopper marketing programming and strategy. Utilizing her creative thinking and psychology background to sincerely understand customer behavior, she brings new, exciting ways to engage consumers that drive results.
MATTHEW RADER, Vice President, Brand Commercialization and Shopper Services With extensive experience in end-to-end ideation to commercialization, Rader creates full-funnel customized shopper and customer plans. He has led and worked on brands such as Schick, Thomas’, Nestle, Scotties, Santa Margherita, Skintimate and Edge.
MIRUM SHOPPER JAY MATHEW, Chief Commerce Activation Officer Mathew has more than 20 years of experience in commerce and brand management. Mirum’s deep knowledge of digital, social and commerce helps it partner with its clients to transform their businesses. DAVID MAY, Senior Vice President, Sales & Marketing May leads the development of client relationships, market expansion, marketing and public relations. He is a team leader with vast experience in digital and social marketing, shopper marketing, commerce activation and business development. ANDREA MCGOVERN GALO, Vice President, Strategy Galo leads the strategy team to ensure that shopper insights are at the foundation of all of the agency’s work, and core to the development of the proper customer experience.
BELINDA ROBBINS, Director, Special Projects Robbins delivers award-winning strategic thinking that enhances overall brand experiences for special projects. While leading the event team, she provides management and planning expertise from trade shows to large-scale events, like Walmart shareholders and charity events. NICOLE TRUDO, President Trudo strives for growth and innovation in everything she touches. With 20-plus years of experience, she has successfully molded MOjO Marketing as an industry trailblazer and currently leads the creative and strategic side of the business. ADAM WENGER, Director, Creative Services With more than 15 years of creative and design experience, Wenger leads the creative and innovation arm of MOjO Marketing. He specializes in art direction, brand immersion and visual merchandising to strategically place brand’s resources where they are most impactful.
MOMENTUM WORLDWIDE SHAUN BROWN, Senior Vice President, Growth & Innovation Brown leads growth shopper development through big data, AI and digital shopper media. JENNIFER OLLIGES, Senior Vice President, Director of Shopper Marketing Olliges is a shopper expert leading the agency’s CPG clients and customerspecific shopper activation.
SHOPPER MARKETING APRIL 2019
GLEN PEDEN, Vice President, Group Shopper Creative Director Peden is the shopper creative leader for all national and customer-specific shopper activation. ADRIAN VELAZQUEZ, Vice President, Group Shopper Strategy Director Velazquez leads shopper strategy and shopper analytics.
MOOSYLVANIA NORTY COHEN, CEO Cohen founded the agency in 2003 with a focus on motivating consumer behavior.
MARY DELANO, Chief Marketing Officer Delano has spent more than a decade on the agency side of the business, connecting brands with their consumers, including Grey Goose Vodka, Bacardi Rum and McDonald’s, to name a few.
MOSAIC SHOPPER DIANA ALLWEIN, Director, Client Services and E-Commerce Allwein is a seasoned client service professional with 20-plus years of experience leading successful campaigns for major CPG companies inclusive of digital and e-commerce. She’s a thought leader in the development and implementation of integrated marketing strategies and programs designed to engage the shopper. KRISTEN BUSS, Vice President, Strategy & Insights With more than 20 years in marketing, research, analytics, behavioral observation, and intuitively led brand, retail and creative strategy, Buss brings unique vision and innovative practices to the agency and their clients’ strategies. Her focus is on finding problems clients can uniquely solve, a strategy that serves the agency’s vision in purchase design. LIZ GAZAL, Creative Director Gazal has a passion for delivering smart behavior-based ideas that connect brands with shoppers in meaningful ways. With 15 years in shopper marketing, she leads a team of talented creatives to produce well-crafted and memorable shopping experiences with measurable results.
BILL RODI, Vice President, Mosaic Shopper Operations Rodi leads Mosaic’s U.S. Shopper business, with an emphasis on growth strategy, business development and operations. He brings to the role deep, relevant experience garnered across similar client and agency-side leadership positions at Kraft Foods, Landor Associates, MSI, Schawk/ Anthem and GfK Consumer Brand Consulting.
PARTNERS + NAPIER JULIE DEROLLER, Senior Vice President, Group Director, Vine Creative Studios DeRoller leads the agency’s Vine Creative Studios, developing customized retail solutions including POS and 3D rendering. Clients include Constellation Brands with more than 100 beverage alcohol brands such as Robert Mondavi Winery, Ravage and Casa Noble. CARA MITTLER, Account Director Mittler’s account leadership spans retail, CPG, food and beverage, and healthcare. Throughout her career, she has led integrated marketing campaigns for brands including Bausch + Lomb, Schuman Cheese (makers of Cello), Saputo Dairy Foods and Wegmans. GREG SMITH, Director of Retail Marketing Smith specializes in CPG, e-commerce and path-to-purchase marketing. He creates engagement plans that drive results and deliver ROI. He has led Effie-winning campaigns and retailer collaborations for clients including Nestlé, Heinz, Clorox and Saputo Dairy Foods.
PHOENIX CREATIVE ABBEY ASH, Partner, Director of Shopper Marketing With more than 10 years of experience, Ash oversees the shopper marketing team. She’s a hands-on leader and growth driver for brands and retailers. DAVID DOLAK, Partner, Chief Creative Officer With more than 10 years creating results for clients including Mondelez International and Anheuser-Busch Inbev, Dolak leads a multi-disciplinary team at the agency crafting retail, CPG and shopper marketing programs from strategy to design to execution.
3/8/19 10:48 AM
Unraveling the Complexity of Today’s Commerce Through Collaboration Today’s “always-on” shoppers are changing how you do business. Join industry leaders as we uncover solutions and unite the community to meet the challenges of today’s commerce.
Founder & CEO
The Path to Purchase Summit is an invitation-only event for retailer and consumer goods professionals. To request an invitation, contact us at firstname.lastname@example.org
May 15-17, 2019 • Fort Lauderdale, FL
An official event of:
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28 WHO’S WHO IN SHOPPER MARKETING AGENCIES
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EMMANUEL MARTIREZ, Creative Director Martirez’s insight and abilities have been helping Phoenix Creative win carts and minds since 2007. He has been instrumental in developing award-winning shopper marketing campaigns for brands including Sour Patch Kids and Halls.
Photos by Tony Gray
HMT ASSOCIATES: PATTI CONTI, President and CEO
att i C ont i h a s been at the helm of HMT Associates for nearly two decades. She founded the agency in 2002 based on her passion for connecting consumers to brands. While doing so, she was determined to make HMT an indispensable partner to its clients. “From day one, our mission has been to make our clients’ brands the hero by delivering unparalleled brand engagement,” says Conti, HMT president and CEO. She’s built the company from only three people to a team of more than 50 located across the U.S. working with clients ranging from Kraft-Heinz and Nabisco to Jeep and Barefoot Wine. Conti’s experience in the QSR industry prior to launching HMT taught her a great deal about what was important to consumers at the point of purchase. The concept of shopper marketing was just emerging when she began the agency. “I was fortunate,” she says, “to be able to work with marketing, sales and retailers to define shopper marketing and their approach to market through collaborative programming.” Leveraging insights to understand what factors will influence consumer and shopper behavior, and implementing strategies that will convert their decision along their purchase journey is how HMT defines shopper marketing. By integrating the goals of the brand, retailer, shopper and sales, “we ultimately connect shoppers’ hands, hearts and minds to our brands in such a way as to positively impact purchase,” Conti says. HMT teams work on specific client business and are structured to align with that client’s organization. Centers of excellence – strategy and insights, concepts, experiential, digital, social and content – support and are integrated with client teams. “This gives our clients the benefit of a fully integrated agency,” Conti says, “without the complication of getting to know too many faces.” Establishing an insights team and enhancing the agency’s strategic talent led to the creation of HMT’s proprietary “FOURmula,” a four-step process that Conti says takes the team from “hu-
manizing data to creating eye-opening insights and spot-on strategies, and ultimately developing award-winning big ideas that engage consumers anywhere along their purchase journey.” Other investments have included doubling the concept/content team and evolving the digital center. Looking ahead, Conti says the focus for HMT will be in three key areas: Personalization 2.0 and the need to anticipate the shopper’s next move; e-tail or e-commerce and the opportunity to make the experience more shopperfriendly; and the store of the future where the focus shifts from navigation and purchase to experience, discovery and community. As the industry continues its evolution, she’s paying attention to all devices and technology that can create a personalized experience – even leveraging scent and voice – plus offer convenience and speed. “AI and bot technology,” Conti says, are also shaping shopper marketing. She cites the BreadBot, an AI-powered bread-making machine featured at the 2019 Consumer Electronics Show. Meeting these changes and opportunities drives Conti and so does the chance to work with young talent – growing their expertise in shopper marketing and helping to develop their careers. “It was so rewarding for me to see Erika Kothman, who joined HMT right out of college, receive last year’s Women of Excellence Award (for Rising Star),” Conti says of the Path to Purchase Institute’s recognition. “This really shows how our dedicated training and mentorship program is making an impact on the careers of our team.” As shoppers and consumers increasingly wield more power and buy on their own terms, Conti notes that those in the industry will need to maintain a dedicated focus on insights while incorporating the latest technology and data. “Future generations of shoppers are going to gravitate toward brands they have a lasting connection with, and ones that hold similar values to what they hold themselves,” Conti says. — April Miller
ABBY O’DONNELL, Account Manager From handling the dayto-day shopper business for the Mondelēz International account, to now leading the team, O’Donnell develops strategic marketing solutions that enhance brands and drive shopper behavior in the retail space.
PROPAC AGENCY CHARLES DAIGLE, CEO & Founder See profile on page 18 CHASE DAIGLE, Director of New Business Daigle leads Propac’s growth strategy and business development. He applies his skills in promotions, shopper marketing, digital, entertainment, sales incentives and experiential marketing to clients including Mountain Dew, Interstate Batteries, Lipton, AMP Energy and Frito-Lay. GLENN GELLER, Director of Planning and Insights Geller leads Propac’s strategic link between the client’s business, consumer insights and creative executions. He is a powerful storyteller who illuminates possibilities for brands and backs them with solid marketing strategies. KELLY WELCH, Group Creative Director Welch and her creative team at Propac deliver strategic ideas through integrated branding, shopper marketing and promotions for billion-dollar retailers and CPG brands. Her team’s inspiring work has received numerous awards for creativity and effectiveness.
PURERED RACHAEL BOONE, Chief Strategy Officer Boone, a Harvard grad, spent more than 20 years in management roles at Procter & Gamble, Johnson & Johnson, and ConAgra focused on identifying business growth opportunities through intimately understanding consumer insights.
KEVIN KINCAID, Senior Vice President, Account Services A PureRED veteran of more than 20 years, Kincaid is responsible for growing the agency’s West Coast presence and managing its San Francisco office. GEORGE RUSSELL, CEO Russell started his career at Young & Rubicam on the J&J and Kraft General Foods accounts; Gillette where he directed marketing for the blades and razors business; Warner Lambert where he led the turnaround of Schick and Wilkinson Sword. He has served as Chief Operating Officer of Duane Reade Drugstores. CHIP WEINSTEIN, Managing Director, Consumer Growth Weinstein brings two decades of experience in securing new business for best-in-class advertising agencies, coupled with a deep level of expertise in digital, data analysis and CRM, in a multitude of business categories. He has held executivelevel roles at Publicis Dialog, Edelman, Whittman-Hart and Hill | Holliday.
RED FUSE COMMUNICATIONS CAITLIN BISKUP, Associate Account Director, Shopper Marketing, North America Biskup is responsible for shopper marketing on the Colgate-Palmolive business across the U.S. and Canada for three categories: oral care, personal care and home care. RODGER DIPASCA, Global Managing Director, Shopper Communications DiPasca leads all worldwide shopper communications at WPP’s Red Fuse, a “team agency” that creates integrated marketing communications for ColgatePalmolive. DOMINIC FORTE, Associate Director, Shopper & E-Commerce Media, North America Forte is responsible for shopper-targeted media planning and buying throughout North America. ALLYSUN LUNDY, Group Account Director, Shopper Marketing, North America Lundy leads Red Fuse’s shopper marketing efforts for Colgate-Palmolive North America.
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SAATCHI & SAATCHI X LELA DAVIDSON, Vice President, Account Leadership
JESSICA HENDRIX, President & CEO
NICHOLAS SAMMER, Vice President, Client Partnership & Brand Strategy, North America
MICK SUH, Senior Vice President, Commerce and Business Development
SANDBOX GEORGE BIRD, Director of In-Store Experience From analog to digitally human experiences, Bird is able to concept and deploy beautiful, relevant and engaging experiences across popups to store-within-a-store formats. He ensures the experience always drives return for the brand while being relevant to the shopper STEVE SPENCER, Executive Creative Director Spencer makes the complex look, feel, sound and act simple. He hones the experiences and expressions of a shopper’s journey to combat decision fatigue and increase decision simplicity, purchases and loyalty, creating deep retail engagement. NICOLE TURNER, Senior Vice President, Client Service Whether brick-andmortar, e-commerce or one-off events, Turner helps brands capture, captivate and convert shoppers through meaningful and memorable engagement at every stage of the shopper’s journey. ETHAN WHITEHILL, Managing Director From shopper psychology and experiential design to brand strategy and activation, Whitehill has yet to cross a realm of retail territory that is unfamiliar, ensuring brands’ experiences and expressions are relevant, relational and provide return.
RYAN KARLSTROM, Group Account Director Karlstrom is a proven leader of strategic partnerships. His drive and 18 years of experience combine to deliver optimal results for many clients including Dean Foods, Walmart, Ubisoft, MoneyGram, Organic Valley, Nestle and PepsiCo.
EMILY BRATTON, Digital Director Bratton is a former web developer and associate director of creative communications at Wake Forest University. At SFW, she oversees a team of developers, strategists and content producers responsible for the agency’s digital activation projects. DAVE GEREN, Executive Vice President, Director of Accounts A former Lowe’s vice president of marketing, Geren has 20 years of experience in strategy, branding, retail marketing, CRM and multichannel communications on both the client and agency sides. He heads up the SFW research and account teams.
GOOGLE BUSINESS REVIEWS
GED KING, CEO Taking the reins of the agency his father founded, King brought more than 20 years of advertising, marketing and branding experience to the table. He transformed the small company into the area’s largest privatelyowned marketing agency. MATT KING, Chief Marketing Officer Joining the family business in 1996, King worked his way through accounting, account management and sales positions at SFW. He currently helps manage major creative projects, develops key client strategies and oversees new business development.
SHOPTOLOGY CHARLIE ANDERSON, CEO Anderson has awardwinning years of shopper marketing experience leading innovative work with partners like PepsiCo, Walmart, Ubisoft and Kroger. His talented team is focused on insightdriven buy moments; seamless shopping; and tech-enabled shopping experiences. WILL CLARKE, Senior Vice President, Head of Creative With more than 25 years of retail and marketing experience, Clarke lives on the edge of retail, technology and brand storytelling. His work has been recognized by Cannes Lions, The One Show, Creativity and The Wall Street Journal.
JULIE QUICK, Senior Vice President, Head of Insights & Strategy Quick is passionate about what drives shoppers in their purchase journeys and what bonds them to brands.
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SOCIAL FORCES ARI ROTHMAN, Vice President, Account & Marketing Services Rothman is a 20-plus year CPG and retail veteran with account experience in integrated social media platforms who now leads new business development at the agency.
Photos by Brian Morrison
COLLABORATIVE MARKETING GROUP: GARRETT PLEPEL AND GARY FRIEDLANDER, Co-Founders
arrett Plepel and Gary Friedlander co-founded Collaborative Marketing Group in November 2000 because they saw the opportunity to provide a more cost-effective, nimble shopper marketing agency than their previous employer. In the nearly two decades since, they have endeavored to stay true to that mission, says Plepel, who serves as CEO, while Friedlander fills the role of executive vice president. Plepel is responsible for overall financial planning and profitability management, and managing the MillerCoors account. Friedlander oversees shopper marketing client teams and new business development. “We both take a role in evaluating internal processes and resources and ensuring teams are set up correctly,” Friedlander says. Collaborative Marketing Group has account teams set up by client, although individual team members might work on more than one client depending on the size of the account. “We find the closer they are to clients, the better they’re able to advise them,” Friedlander says. Creative teams are assigned to specific clients but with some overlap to allow for shifting resources during busy periods for a given account, he says. Collaborative Marketing Group also designates certain team members as “retailer captains” who are responsible for knowing the specifics at select key retailers – what it takes to execute programs and what tactics these retailers offer and prefer, Friedlander says. Digital, mobile and social media have been a major focus for Collaborative Marketing Group in recent years, prompting the agency to add a point person in that area to help guide its efforts, Friedlander says. Friedlander believes that clients should evaluate their shopper marketing agencies through key performance indicators, such as whether they provide objective program-based recommendations, have impeccable communications skills, manage vendors and budgets
well, and provide value for the client’s business overall. Clients of Collaborative Marketing Group tend to need the most help with program evaluation and results-based implementation, Friedlander says. They often aren’t able to obtain the right data from a program and evaluate the program in time to make changes to the next cycle, he says. To add value, the agency has created several client-specific “after action review” processes. “They never have time after program one is over to evaluate (data) before they go on to the next one,” Plepel says. “The more of that we can put on ourselves, the more it helps them. It allows them to not get involved in the heavy lifting.” Looking into the future, Friedlander sees continued blurring of the lines between shopper and e-commerce, brickand-mortar stores becoming more specialized and niche, expanded offerings like “grocer-ants” and healthcare partnerships, and innovations in deliveries as driverless cars and drones continue to evolve. “As shopper marketers, how will we take the shopper through the path to purchase without that firsthand interaction they get at a brick-and-mortar location?” Friedlander asks. Possibilities for such e-commerce strategies and tactics could include more expanded product features and weekly deals on e-commerce sites, a sampling page to ask for sample size items delivered with your next order, and an increase in social influencers delivering their “picks of the week.” Plepel believes partnership marketing will continue to play a role in the shopper marketing mix, with brands looking to find partners that fit and enhance their brand proposition, and provide in-store value to both shoppers and key retailers. “The tools we use to deliver this will evolve as they have in the past few years – with loyalty, digital coupons and new vehicles that don’t exist, as well as new categories, new partners and new brands,” he says. “If I knew what those were going to be, I’d be a millionaire.” — Ed Finkel
CARL VERVISCH, President/Creative Director and Founding Partner Vervisch directs operations, finance and champions the ideas that will deliver a meaningful social experience through cohesive brand messaging and delicious visual design. KATE WHATLEY, CEO and Founding Partner Whatley leads the account team in all of the agency’s client-facing relations, specializing in strategic planning on digital initiatives and social shopper marketing program activations. RACHEL WILLIAMS, Account & Media Strategist Williams is an experienced digital media buyer who ensures brands’ goals, targets and campaigns are utilizing strategic content and audience insights for maximum results.
THE SUNFLOWER GROUP/EVENTUS DEE HALL, General Manager With more than 30 years of experience in advertising and experiential marketing, Hall’s background includes agency ownership and executive leadership across multiple disciplines and industries. She leads consumer experiential marketing services across Kansas City, Miami and New York.
THEORY HOUSE JIM CUSSON, President Cusson leads the retail marketing agency that supports some of the world’s leading retailers and brands, including Pepsi, Google, Lowe’s and Starbucks to concept and design remarkable brand experiences at retail. MOLLY KRAUS, Vice President of Account Services Kraus heads the client services team at Theory House supporting clients like Delta Faucet, Pepsi and Starbucks.
JARED MEISEL, Managing Partner, Shopper Marketing Meisel helps clients create digital and physical experiences that connect with shoppers in relevant, profitable ways.
TPN SARAH CUNNINGHAM, Senior Managing Director, Client Service & Development Cunningham has 20plus years of shopper and retail commerce and brand engagement experience, creating strategic solutions to make the buy happen for clients in the CPG, consumer electronics, telecommunications, apparel, digital and credit services industries. She leads TPN’s Midwest and West Coast offices, along with growth and content initiatives. Her leadership has helped major brands deliver robust omnichannel communication platforms, create breakthrough partnerships with top retailers Walmart and Target, and innovative shopper experiences. RICH FEITLER, President Feitler is a “big picture” guy. Under his leadership, TPN has 30 years of making the buy happen with and for iconic brands and world-class retailers. He continually pushes TPN to deliver commerce with imagination, working directly with agency and client leaders to foster collaboration and creative thinking. ALLY HOLLAND GILL, Senior Vice President, Account Service Gill has 20 years of marketing experience across all retail channels. Her core experience is in shopper marketing and annual customer planning, with a strong background in national brand activation and promotion. She plays a leadership role in the agency’s Hershey relationship. COLLEEN KELLY, Senior Vice President, Planning A leader in TPN’s Planning and Perspectives practice, Kelly brings more than 15 years of experience developing brand and shopper marketing strategies for award-winning programs for iconic brands in the Hershey’s, PepsiCo, Nestle and P&G portfolios. She champions strategy that directs creative, content, activation plans and messaging to instigate behavior change along the entire path to purchase. CHRISTY O’PELLA, Senior Managing Director, Dallas O’Pella oversees TPN’s Dallas and Bentonville offices as well as several of the agency’s largest accounts.
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With 25 years’ experience, she is a recognized expert in building CPG shopper marketing processes and initiatives, and retailer and consumer activations for some of the world’s most iconic brands. CHERYL POLICASTRO, Managing Director, Planning Policastro is head of strategy and insights for TPN and brings 25-plus years of experience in brand management, shopper marketing and analytics. Most recently, she led shopper marketing efforts for RB. Previous roles also included 14 years at Novartis Consumer Health, where she led healthcare initiatives for insights, analytics and grocery shopper marketing. CHRIS RUECKERT, Vice President, Account Service Rueckert is instrumental in developing insights-based shopper marketing and retail programming for Clorox’s national retail accounts and national shopper marketing group. In her tenure at TPN, she has successfully spearhearded innovative programs spanning across the Clorox brand portfolio of brands. Prior to TPN, Rueckert defined and led successful marketing programs for Visa, PlayStation and Comcast. JOE SCARTZ, Chief Digital Commerce Officer Scartz is responsible for leading the agency’s growing digital marketing, commerce and technology team, along with its Velocity Commerce Group, a commerce consulting practice dedicated to success on pure-plays, Amazon and omnichannel retailers. This focused group is connected to the broader digital commerce group, but operates with a special focus on driving Amazon business results for key CPG manufacturers and tech companies.
TRACYLOCKE HUGH BOYLE, CEO Boyle has led TracyLocke through a four-year period of sustained growth and expansion. Throughout his career he has always believed that the retail environment provides brands a unique opportunity to innovate with new technology and creative thinking to truly express themselves to today’s shopper. MIKE LOVEGROVE, President and Chief Creative Officer The architect of TracyLocke’s Buy Design methodology, Lovegrove’s leadership and creative vision have been a driving force in uniting the power of data science and design thinking to create global brand experiences that not only exceed expectations, but capture the imagination.
CAROL PERNIKAR, Executive Planning Director For more than 20 years, Pernikar has crafted award-winning strategic shopper strategies in CPG, beverages, pharmaceuticals, retail, financial and tech for renowned clients such as SC Johnson, Kellogg’s, P&G, Visa, Pfizer and HP. NANCY SHAMBERG, Managing Partner Shamberg is a big believer in the science of boundary-less shopping and the use of data to exceed expectations as shoppers travel between the digital and physical worlds.
TWINOAKS BRIANNE BRANNAN, Senior Vice President, Client Leadership With more than 15 years of agency experience, Brannan has a passion for creative problem-solving and building strong team and client dynamics. She currently leads the client leadership team across the TwinOaks offices. CAMERON CLEMENT, Vice President, Executive Creative Director Utilizing his broad experience and passion in brand and shopper marketing, Clement directs creative communication strategies designed for problem solving and market success, focusing on innovative ways to influence purchase behavior, grow brand connections and build expectations. STEVE DEVORE, President DeVore has spent two decades on the agency side with a majority of that time in shopper. He partnered with Ken Barnett to launch TwinOaks in 2011 and has since built an agency with world-class creative that supports some of the biggest CPG companies in the world, including Beam Suntory, Beiersdorf and Coca-Cola. JASON STEWART, Executive Creative Director With 17 years in shopper marketing, Stewart is an award-winning executive creative director passionate about smart ideas and growing creative talent. He currently leads creative teams in Bentonville, Dallas and New York.
UPSHOT JEFF DANIEL, Vice President, Media & Analytics Daniel is a true media maven at the forefront of shopper marketing media. He’s an expert at crafting media programs and go-to-market strategies that engage shoppers, while building brand awareness and driving sales. LISA HURST, Senior Vice President, Account & Client Management Hurst is a passionate leader who’s worked in shopper marketing from the start, with pioneers like P&G. She’s actively involved in growing Upshot’s shopper capabilities, bringing expertise and thought-leadership to shopper insights, strategies and experiences. BRIAN PRIEST, Senior Vice President, Creative Services Priest is a creative visionary who captivates and persuades shoppers by integrating brand building, shopper marketing and design. He creates orchestrated communications and intuitive experiences that deliver on the demands of today’s omnipresent shopper. ELLEN SLAUSON, Executive Vice President, General Manager Slauson leads Upshot and believes in the power of shopper marketing to build brands. Her passion is helping clients grow by creating brand excitement with memorable moments that ignite conversations and inspire action.
VISUAL LATINA GUADALUPE CANO, Owner Cano is a partner and driving force behind the agency. With 18 years of experience she is a veteran in shopper marketing, leading the operational side of the business while growing the agency roster worldwide. SANTIAGO KEMBER, Vice President, Planning Kember leads strategy and planning for the agency and brings 25 years of experience in shopper marketing and consumer behavior. He identifies key shopper insights to fuel the strategic thinking behind all marketing campaigns.
LAURA KORCHINSKI, Vice President, Account Services Over the past decade Korchinski has worked on both the client and agency sides. She leads the development of client relationships and manages a team to deliver integrated shopper marketing campaigns across brands and channels. FELIPE VALLEBELLA, Vice President, Executive Creative Director Vallebella directs and oversees all creative services and vision for the agency globally. With 15 years of experience and a fierce passion for shopper marketing, he leads his team to produce strategic concepts and innovative ideas.
VMLY&R JON BIRD, Chief Retail & Commerce Officer Bird has more than 30 years of experience in retail and shopper marketing in both Australia and the U.S. He leads the commerce practice at VMLY&R and is a regular speaker on retail trends. ANDREW HEDDLE, Group Director, Commerce Heddle has led e-commerce businesses in the U.S. and Europe since 2003. He built and ran Best Buy’s $300M third-party e-commerce business, including the marketplace on bestbuy.com. He runs VMLY&R’s direct-to-consumer commerce practice, serving major U.S. brands looking to go direct-to-consumer. LAUREN MILLER, Managing Director, Commerce Miller works with brands to develop new platforms, products and value propositions to meet the needs of customers in the ever-changing commerce landscape. She has spent the last two years working with Ford to reinvent the car shopping experience for its digitally savvy customers. DAN PEREIRA, Managing Director, Commerce Pereira leads VMLY&R’s U.S. e-commerce practice pulling commerce through the connected consumer experience. He has more than 15 years’ experience working within CPG across multiple disciplines.
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SHOPPER MARKETING APRIL 2019
E-Commerce Strategies for the Supply Chain Era
BY DAN OCHWAT n November 2018, Profitero’s Keith Anderson ran an e-commerce workshop in Chicago (the first of a branded “eCommerce Academy” with the Path to Purchase Institute) during which he proclaimed: “2019 needs to be the beginning of the supply chain era.” To his delight, entering the new year, he saw action being taken. In January, Procter & Gamble announced DS3, a lineup of eight liquid-free cleaning products for the body and home, including a shampoo, hand wash, toilet cleaner and surface cleaner. The water-less swatch products are 80% lighter and take up 70% less space, which greatly reduces its environmental footprint and is more efficient for e-commerce. About a month later, a coalition of high-profile CPGs teamed with recycling company TerraCycle to create TerraCycle Loop, an e-commerce platform that ships products in a reusable tote (as opposed to boxes) and inside reusable containers. A consumer at home gets her shampoo and, when finished, puts the empty bottle into the tote, schedules a pickup, and has that bottle cleaned out, refilled and redelivered. Not to say brands and e-retailers haven’t thought about reducing waste and being more economical before – Amazon and others offer a later delivery date of goods to save on fuel, for example, and there’s Brandless.com – but Loop and DS3 are examples of bold, new ideas coming from CPGs to address the issue of sustainability and the economics of e-commerce. This is an issue that Anderson and five other e-commerce thought leaders all stressed as important to the future of e-commerce. Here, they discuss “the supply chain era” and other key strategies.
OUR VIRTUAL ROUNDTABLE
NEIL ACKERMAN Senior Director, Global Supply Chain Enterprise Plan and Innovation, Johnson & Johnson
KEITH ANDERSON SVP, Strategy & Insight, Profitero
OMAR HAQUE VP, General Manager, Head of E-Commerce, Bimbo Bakeries USA
STEVE KINSEY Director, Digital Commerce, GSK
JIM MORGAN Head of E-Commerce, Vita Coco
CHRIS PERRY VP, Global Executive Education, Edge by Ascential
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Describe the state of e-commerce today and where it’s headed? CHRIS PERRY: E-commerce is approximately 18% of total global retail
chain sales, with a conservative forecast to reach 25% by 2022, and this doesn’t factor in all of the unknowns driven by accelerated store closures and major retailer investments into e-commerce as we’re seeing with Walmart and Kroger, for example. STEVE KINSEY: The space is as exciting as ever. Consumer adoption is increasing. National omnichannel retailers are seeing strong results from the technological, organizational and infrastructure investments they’ve made in years past. NEIL ACKERMAN: Convenience, vast selection and competitive pricing have made e-commerce the most important transactional channel on the globe. Further, the very social nature of e-commerce transactions allows end-to-end, personalized, real-time influence across the population. ANDERSON: Today, e-commerce is in the awkward adolescence, or in the fourth or fifth inning. From 2012 to present, it’s been, ‘Let’s learn by doing, let’s hire people, introduce them to technology and process, put a focus on search, content, the digital shelf,’ but where the puck is headed, in my opinion, is toward more sustainable unit economics – economically and environmentally.
Specific to online grocery, how would you say it’s doing? OMAR HAQUE: In the U.S., we are really at the nascent stages, where
most brands have their sales in the low, single digits, but I think this is the real opportunity and where I expect most growth to come from. JIM MORGAN: Online grocery is on an accelerated path to industry saturation. Within the next decade, 70% of consumers will be grocery shopping online.
“ Traditional brands must rethink and transform not just the marketing cycle but the entire supply chain to focus on what personalization and customization means to their consumers today and in the future.” NEIL ACKERMAN, JOHNSON & JOHNSON
MORGAN: I’ve most commonly seen e-commerce sit as an extension
of marketing or sales – occasionally as its own strategic pillar or business unit – with dedicated or dotted-line support from operations, finance and IT. PERRY: Companies need to organize behind e-commerce crossfunctionally. It’s about enabling e-commerce evolution in talent, resources, innovation behind the Walmart team, the Kroger team, the Target team, the supply chain team and the packaging engineers, the finance and sales forecasting teams. Also, organizations need to implement an e-commerce leadership and talent development strategy internally. Many current e-commerce leaders feel alone and often discouraged as change catalysts.
Where does e-commerce need to improve?
Where do you see BOPIS (buy online, pick up in-store) or other alternatives going?
ANDERSON: On a unit basis, it can be less profitable to sell online
HAQUE: This is where I see the most growth. With already thin
and it can also be significantly more wasteful. You’re adding secondary packaging to minimize leaks or spills or to preserve freshness – all of those packaging considerations. You’re using a lot more carbon, getting the goods to and from people’s doorsteps, not only for the delivery but for the returns. MORGAN: You’re seeing brands fully aware of the unique challenges that come with selling online, everything from developing unique assortments to prevent price matching and channel conflicts to exploring online-specific packaging innovation to reduce shipping inefficiencies and increase margins however possible. ACKERMAN: Traditional brands must rethink and transform not just the marketing cycle but the entire supply chain to focus on what personalization and customization means to their consumers today and in the future at a cost that is affordable and scalable for the shareholders.
margins in grocery and retail, the last mile is extremely expensive, and if you can pass that cost to the shopper, it starts making a lot more sense. KINSEY: Personally, I believe click-and-collect will be more industry changing. America is car dominant. MORGAN: I agree with Rakuten Intelligence, which predicts a future where 70% of orders are click-and-carry, and 30% are delivered. Delivery will dominate in cities where cars are more scarce. However, where gas is cheap and space is plentiful, BOPIS seems best positioned to reign supreme. PERRY: While I do believe BOPIS will grow, I do consider this to be a bridge or gateway drug of sorts for shoppers who need to grow more comfortable with the convenience before ultimately realizing even greater convenience from home delivery options, which will continue to grow in availability.
As far as internal structures or alignment around e-commerce, has a key framework emerged?
How seriously should direct-to-consumer be considered as a strategy?
ANDERSON: To be honest, it’s still a moving target. In brick-and-
KINSEY: For me, DTC will be in the future of almost every single
mortar retailing, there are scale-based advantages – bigger is better – but online there are structural disadvantages to being big. PERRY: The framework that I’ve seen be most successful has been creating a separate business unit focused on e-commerce acceleration with its own dedicated multi-functional support, and it’s own P&L and operating model.
“ Companies need to organize behind e-commerce cross-functionally. … Many current e-commerce leaders feel alone and often discouraged as change catalysts.” CHRIS PERRY, EDGE BY ASCENTIAL SM1904_032_033ecomm.indd 33
product category and brand. It’s a matter of when, not if. DTC not only enables the CPG to deliver to a time-starved, convenience-hungry, digitally savvy consumer, it also provides them with valuable first-person data. MORGAN: It would be much better utilized as part of a larger marketing or data initiative. For example, Bear Naked allows you to create your own granola mix from 50 different ingredients with help from IBM Watson to ensure a perfect blend. ACKERMAN: Specific to supply chain, DTC is challenged by marketing costs associated to gain consumer traffic consistently vs. a one-visit engagement, and the supply chain costs associated with making this business profitable. HAQUE: I saw a recent stat that only 6% of brands have a directto-consumer offering. I think it should be considered, but the strategy around the “why” should be clearly defined to set the right expectations. ANDERSON: DTC has its place. I continue to believe it’s an interesting, if not an essential element of a new brand launch, but it’s not going to get you to a billion-dollar brand in under five or SM seven years.
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SHOPPER MARKETING APRIL 2019
A roundup of social, local and mobile marketing activity at retail
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 email@example.com.
“For the Love of It,” a new global tag and platform Now United for PepsiCo and Pepsi, is drawing inspiration from for Pepsi. music. The cola brand is leaning on a pop group of 14 singers and dancers from 14 different countries called Now United to create a new Pepsi jingle for the campaign, influence new packaging and campaign artwork, and share digital content marked by #FORTHELOVEOFIT. Digital content will include a video of the band presenting the new jingle, and content will be shared by Pepsi and the group as they tour. Pepsi is also developing unique experiences at the events for fans to engage with that will create shareable content. Now United is the brainchild of Simon Fuller, the manager and man behind the Spice Girls.
TikTok, a short-form video app, is gaining attention and users, videos and share. seeing an uptick of 30 million downloads in three months since being acquired by Chinese company ByteDance,, which merged TikTok with an already similar and popular app called Musical.ly. It helped to get a mention by Jimmy Fallon on “The Tonight Show.” The light-hearted app helps users make funny music-driven videos with background effects and filters, and then share them with their friends and followers. It also publicizes video challenges, letting users join in on the viral fun. Brands easily can join these challenges with influencers or perhaps present their own challenges to engage with consumers. Therefore, the app has a nice niche to take on Instagram and other social networks. There are no paid ads on the app currently.
Redbox launched its first national campaign with two TV spots that also ran on YouTube and influenced social activity with memes and exclusive GIFs on Giphy.com, a popular site, mobile app and GIF aggregator. The first TV spot has garnered more than 600,000 views with its humorous take on a man who has hands for feet. He streams movies anytime over Redbox on his devices using his feet while using his regular hands for DVDs that he gets from the Redbox kiosk. The second video, a funny date night ad, has around 2,000 views. The comRedbox’s pany worked with Fusion92, Chicago, on the campaign.
Mapping Autonomous checkout comtechnology. pany Standard Cognition, San Francisco, has acquired Explorer. ai, a mapping and computer vision company that will improve Standard Cognition’s mapping technology. The move adds more engineers to ramp up Standard Cognition’s cashier-less shopping technology. The autonomous shopping technology focuses on cameras with computer vision as artificial intelligence and indoor mapping plays a huge part. That’s what Explorer.ai has focused on, initially working on autonomous cars.
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Apple Pay, Google Pay, Samsung Pay and contactless cards from MasterCard, Visa, American Express and Discover are now accepted at Target stores, the retailer announced in a blog post on its corporate site. Shoppers with mobile payment enabled on their phones can now hover a phone near a card reader at checkout and make their payment. The initiative links to Target’s recent wallet feature added into its mobile app, which links the phone to a shopper’s Target Redcard for instant mobile payment. The post said Target has seen more than 150 million wallet scans since adding the feature. Mobile
wallet scans at Target.
The USDA officially approved the mobile phone approved. scannable bar code from Digimarc, Beaverton, Oregon, as a method of transparency on packages for foods that are bioengineered (also known as GMOs). The government recently regulated that foods containing GMOs must disclose as such. Digimarc’s digital watermark can be scanned by a smartphone in-aisle to inform consumers of the new standard, and it also works with the SmartLabel mobile app, which provides transparency on products as well.
The marketing team for Sony Pictures’ “Escape Room” movie appropriately created banner ads that when clicked sent users into a 360-degree escape room – based on creepy rooms featured in the movie. Sony tied the interactive ads to a sweepstakes that was hosted on a microsite. Consumers could unlock clues in different rooms to win a trip to Los Angeles as well as a chance at $1 million. Sony worked with digital agencies Stradella ‘Escape Road and Pretty Big Monster, Room’ and VR/AR platform OmniVirt. engagement.
Berkeley, California-based Grabango Cashierless is moving forward with its handscheckout free, cashierless checkout technology, technology. having signed four U.S. chains that they say serve more than 600 million shoppers a year and cover a combined 29 million square feet of floor space. The company uses computer vision cameras and machine learning to track a shopper’s virtual basket via her smartphone. Shoppers don’t need to scan a phone to enter, and after getting what they need, they can pay at checkout via the traditional way or through their synced up phone.
Digital promotion company Voucherify is helping taxi companies battle ride-share companies like Lyft and Uber. The company worked with Atlanta-based iCabbi, a cloud dispatch platform that helps traditional taxis run mobile promotions, book rides via mobile and get more riders to pay for rides using mobile payment. Voucherify’s white label product integrated into iCabbi’s software, helping iCabbi find customers based on personal details and order history, and deliver nearby riders personalized deals or vouchers toward rides. The iCabbi app and technology support 70,000 vehicles, performing 3 million trips Helping traditional every week. cabbies.
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SHOPPER MARKETING APRIL 2019
SHOPPING WITH STEVE
IKEA in Schaumburg, Illinois
FRENDA: As you ascend to the second floor, you are greeted by one of several “road maps” that provide a guide to all of the departments. The store layout becomes a circle that is navigated in a counter-clockwise pattern. It’s fascinating in that it’s difficult to navigate if you try to not go with the flow. Between virtually all of the shoppers following the pathways and arrows (on the floor and overhead), you are caught up in what essentially becomes a treasure hunt for not only furniture and appliances, but for an endless array of tempting home accessories that are reasonably priced.
FRENDA: When you enter on the first floor, you are greeted by an escalator and a single display model room that gives you a sense of coming attractions before you travel to the second and third floors, which contain room after room of inspiration.
FRENDA: One of the extraordinary things about the staging of the room displays is the comfortable look they achieve. You can imagine yourself making yourself right at home. I saw that in many of the displays as shoppers were relaxing as if they were in their own houses. Note that in this example, the signage is prominent and easily understood. This “dream room” at $1,446 includes sofa, other furniture, mirror, lighting and draperies.
FRENDA: Here’s an inspiring display of what a closet/sitting area might look like in a loft setting. Impressive how nothing is left to chance in the design of these IKEA mini-showrooms.
FRENDA: Speaking of being comfortable, check out this couple being just that – not unlike dozens of other shoppers who took advantage of the welcoming display of room sets. These two were literally selling themselves on the elements of this collection they wanted to purchase. Salespeople, while available, seemed to never make the move to offer their “assistance.”
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APRIL 2019 SHOPPER MARKETING
FRENDA: In addition to the many bedroom, living room and office settings displayed, there were a dozen kitchen settings with cabinetry, appliances, lighting and decor for sale. Each display room is impeccable and inspires the creativity you can examine for your own house.
FRENDA: As you can see from this image, relaxing on the furniture is a customary part of the shopping experience. In the seasonal department, a gorgeous array of garden furniture tantalizes shoppers as they look forward to breaking winter’s grip.
FRENDA: Upon touring the beautifully designed rooms, which alternate with the promoted household decorations, you are struck by the spectacular color combinations that make you think of your home design in inspired ways. In each case, there is an item that is featured as a great value. In this case, it is the cushions for $4.99 on the shelf and in bins.
FRENDA: Here is another beautiful display of decorative throw pillows. The orange “NEW” promotion was used 25 times across the store for featured items. Note the great lighting effects that are used for each of the displays that dot the circular walkway referred to earlier. In touring the store you don’t miss one tempting display to fill your basket.
IKEA is a furniture store chain from Sweden, and about 10% of its 424 stores are located in the U.S. These are incredibly large, highvolume stores that make IKEA the largest furniture retailer in the world. While the chain operates in 52 countries, it’s likely that many of you reading this have never been in one of its stores. Based on my visit, in addition to experiential, I would add the superlatives of inspirational and colorful in describing the store. And talking to a few shoppers, there’s a perception of great value. I estimate the Schaumburg store to be roughly 350,000 square feet, with two upper levels featuring furniture, kitchen appliances and home accessories on display, while the lower level is set up as a warehouse that contains much of the ready-to-be-assembled furniture. On the Friday afternoon I visited, the store seemed quite crowded in spite of its massive acreage.
Steve Frenda, executive
FRENDA: One of the gathering places or destinations at IKEA is the Restaurant & Cafe in the middle of the second floor. The line was impressive and there is seating for about 250 people in this very busy part of the store.
advisor for EnsembleIQ and the Path to Purchase Institute, has been a passionate retail watcher for more than four decades. Having worked as a retailer, for a brand manufacturer and in the infotech world, he is an authority on the entire path to purchase and its changing face. Contact Steve at firstname.lastname@example.org.
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SHOPPER MARKETING APRIL 2019
ACTIVATION GALLERY Super Bowl/Football Mondelez International teamed with Coca-Cola Co. for a football-themed floorstand at Kroger depicting Coca-Cola beverages with appetizers using Mondelez’s Ritz and Triscuit crackers. Stocking only the cracker SKUs, the display communicated an “enjoy unrivaled favorites” message and directed users to Pinterest. com/Nabisco for recipes.
Beam Suntory tied in to the “Big Game” with an endcap header at Meijer positioned above case stacks of Pinnacle vodka, Jim Beam bourbon and Hornitos tequila. The header shared recipes for game-day-themed cocktails.
Herr’s Food earned prime positioning in Albertsons Cos. chains, particularly Acme, deploying football field-themed spectaculars with “hard hitting flavors” messaging as well as a “Crunch Time” header that depicted goal posts with an oversized football helmet at the top.
General Mills deployed a flashy “Gameday Greats” pallet display at Stop & Shop that united General Mills brands Chex Mix, Chex, Old El Paso, Nature Valley and Cheerios.
Mars Inc. activated its official NFL/Super Bowl sponsorship for a variety of fourway signage and half-pallet displays at Walmart. The creative messaging invited shoppers to “bring ’em in for the win,” with specific execution ranging from one display inviting shoppers to “kick off the season” in the fall to another tying in to the retailer’s “Game Time” platform in advance of the Super Bowl.
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At Winn-Dixie stores, PepsiCo/Frito-Lay activated its official NFL/Super Bowl sponsorship with prime merchandising space throughout the store, including on a vintage, football-themed floorstand stocking old-school Pepsi cans near beverage as well as spectaculars near store entrances promoting its national “Buy, Play & Score” campaign and stocking a number of beverage and snack SKUs from the manufacturer.
Pfizer’s Nexium activated its tailgatingthemed platform for Walmart. Shelf trays inviting shoppers to “tackle heartburn” plugged $2 in savings and a text-in sweepstakes awarding Walmart gift cards.
More images at P2PI.org
Path to Purchase Institute members can view many more Super Bowl/football-related photos in the image vault at P2PI.org.
PepsiCo elevated its beverage portfolio throughout the football season at Walmart. Among the activity was regional signage (including window posters and bollard wraps) in Georgia touting Atlanta as the Super Bowl location and presenting Pepsi as the game’s official soft drink.
Snyder’s-Lance’s Cape Cod drew the eye of Walmart shoppers with a half-pallet display delivering recipes for a variety of dips (“spicy parmesan and onion,” “5-minute cheddar bacon ranch,” and “warm rosemary ricotta”) positioned as healthier alternatives.
Mondelez International’s Oreo leveraged its highly adaptable “cookie balls” theme at Walmart to present football- and helmetshaped takes on the dessert recipe on a custom, half-pallet display depicting the retailer’s official “Game Time” seasonal logo.
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SHOPPER MARKETING APRIL 2019
H O R I Z O N S
Break the Glass Ceiling (or Break the Law) By Sarah Alter
“ Pressure to increase gender diversity at the top is on the rise.” As counted just before the law passed, 377 California companies tracked by the Russell 3000 Index (the largest U.S. stocktraded companies) must add at least one woman to their boards to comply with the law, according to Board Governance Research LLC. In total, nearly 700 women must be seated in the next three years. These figures don’t reflect the scarcity of women on boards of smaller public companies Sarah Alter is president headquartered in the state, and CEO of the Network of many of which are likely to Executive Women, a learning have all-male boards, Board and leadership community of Governance Research representing more than 12,000 CEO A nnalisa Barrett members in 22 regional told The Associated Press. “Smaller companies haven’t groups in the United States had as much pressure on and Canada. Learn more at them to take advantage of newonline.org. the benefits of having a diversified board,” she noted. What does it say about deeply enwith five members. There must be at least three women on boards with six or more trenched bias in corporate America that members. Companies that fail to comply the threat of a $300,000 penalty will do face fines between $100,000 and $300,000. more to move the needle on gender equal“People would prefer that you wouldn’t ity than the myriad proven competitive have to mandate,” Tierney Remick, vice and bottom-line benefits associated with chairman and co-leader of Korn Ferry’s women’s leadership? Scores of studies have Board and CEO Services practice said at shown the business benefits of greater repthe time the law passed. “But in reality, resentation of women at the most senior levels. Gender diversity and inclusion [progress is] not moving fast.” Last fall, California became the first state to pass a law requiring publicly traded corporations to add women to their boards. Hmm, “All male? Go to jail.” Not quite. The state law requires publicly traded companies headquartered in California to appoint at least one woman to their boards by the end of this year. By the end of 2021, a minimum of two women must sit on boards
bring better decision-making, higher returns on investment, improved efficiency and lower turnover. One report – by Lehigh University’s Corinne Post and Georgia State University’s Kris Byron – found that women tend to think more broadly and holistically and companies with women board members are more socially responsible. When that type of thinking is brought to the boardroom, decision-making implications for employees and the communities where companies do business are more likely to be given a voice. Women’s preparedness – fueled by feelings that their qualifications may be questioned – has an effect on male board members, Post told Forbes.com. “When women participate on boards, the attendance of male directors goes up too,” she said. “There might be some type of contagion effect where if women come better prepared, then everybody starts preparing better. That can help in making better decisions overall.” PRESSURE FOR PROGRESS At the current rate of progress, though, true equality at the senior level is decades away. The glacial movement is caused, in part, by the many men and women who are satisfied with so little progress. Nearly half the men and a third of the women surveyed for McKinsey’s Women in the Workplace 2018 study believe women are well represented at the senior level when they fill just one in 10 roles.
Even so, the California law comes at a time when public, shareholder and institutional investor pressure to increase gender diversity at the top is on the rise. Other states – including Illinois, Massachusetts, Pennsylvania, Ohio and Colorado – have issued resolutions encouraging gender diversity on corporate boards. More than 80% of institutional investors surveyed by the EY Center for Board Matters reported board composition, with a focus on diversity, would be a top priority last year. “This may include gender, race and ethnicity, age, nationality and geography, socio-economic backgrounds or other forms of diversity, but gender was most commonly cited, partly due to the lack of consistent disclosure on any other characteristic,” EY reported. In February 2018, BlackRock Inc., the world’s largest asset manager, announced it wanted its portfolio companies to have diverse boards, noting “we would normally expect to see at least two women directors on every board.” The firm also asked some 300 companies in the Russell 1000 that have fewer than two women on their boards to disclose their approach to boardroom and employee diversity. Still, California’s law has been opposed by nearly three dozen business groups and will most certainly be challenged in court, likely by the California Chamber of Commerce. But if it takes a state mandate and fine to break down barriers and move toward gender equality, I say, “One down, 49 to go.” SM
PERSONNEL APPOINTMENTS BRAND MARKETERS
Erich Fritz was named executive vice president and chief supply chain officer, Jordan Greenberg was named EVP and chief commercial officer and Ellen Schum was named EVP and chief customer officer. Vanessa Maskal, EVP of sales and marketing, recently retired from the company.
to vice president of analytics and business performance management. In this role, Krupa leads the group’s analytics team in providing clients accurate visibility into their shopper marketing program results. Under Krupa’s leadership, the organization has increased its analytic offerings by developing a cloudbased analytics platform applying best-inclass business intelligence. Read Avid’s “Who’s Who” profiles on page 16.
Frank Mayer and Associates, Grafton, Wisconsin
B&G Foods, Parsippany, New Jersey
Publix, Lakeland, Florida
Director of manufacturing Doug Harris was named vice president of manufacturing effective May 1. In his new role, Harris will oversee the efforts of Publix’s manufacturing businesses, which include seven fresh production plants and printing services. Harris began his Publix career in 1998 as an industrial engineer in Lakeland, Florida. He worked in various positions in logistics within manufacturing before transferring to the Atlanta dairy plant in 2006 as a production operations manager. In 2013, he was promoted to general manager of the Atlanta dairy plant. Harris transferred back to Lakeland last year, when he was promoted to his current role.
Avid Marketing Group, Rocky Hill, Connecticut Analytics Director Ken Krupa was promoted
Eric Roth was named an account executive. Roth has more than 16 years of in-store merchandise and P-O-P experience. He has partnered with industry-leading global brands to create eye-catching, experiential marketing campaigns that target clients’ needs and help give businesses an edge at retail. Roth has extensive knowledge of branded retail environments, full-store rollouts, electronic kiosks, individual display programs and everything in between.
Momentum Worldwide, Chicago
Former MKTG senior vice president Kevin Collins was named Momentum managing director, Midwest. In his new role, Collins leads Momentum’s growing Chicago office building upon its positive culture, supporting the development of great work, and establishing a foundation for continued growth. With full responsibility for the
leadership and development of the talent, work and culture, Collins plays a key role in the growth and commercial success of the Midwest region. Showcasing Momentum’s continued dedication to expanding its footprint across the region, Collins also has oversight of the St. Louis operation and is responsible for driving the growth and commercial success of that office. He reports directly to Donnalyn Smith, Momentum president, North America.
OSI Creative, Irvine, California
Chief operating officer John Kellogg succeeded president and CEO Joe Baksha after Baksha concluded a 50-year career in the industry. Kellogg joined OSI Creative as chief operating officer in October. He has 28 years of experience in the printing, packaging, distribution and display industries. Kellogg has extensive experience in building effective teams, differentiating product offerings, creating rapid and scalable growth, private equity, and mergers and acquisitions. Baksha’s career includes decades of experience in executive positions with companies providing supply chain management solutions for displays, promotions, consumer products, printing and packaging.
Symphony CPG/AI, Addison, Texas
Adeel Najmi and Rahul Bhattacharya were named chief product officer and chief analytics officer, respectively. Najmi and Bhattacharya bring with them close to 50 collective years of experience in consumer goods and retail execution. The two will work alongside CEO Steven Hornyak to deliver AI-enabled solutions that empower CPG companies to improve revenues and margins through more robust, complete analysis of real-time data.
Please send information regarding personnel appointments to managing editor Charlie Menchaca at email@example.com
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UNLOCKING THE FUTURE OF COMMERCE FOR ENTERPRISE GROWTH
November 12-14, 2019 Hyatt Regency Chicago An official event of:
Path2PurchaseExpo.com 19EXP_ADV_SM04.indd 1 SM1904_040_041NH_PA.indd 41
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SHOPPER MARKETING APRIL 2019
INSTITUTE STRATEGIST More info at
Surfing the Rising Pet Tide Petco rolls out new campaign as it removes pet food/treat products that fall below nutrition standards By Patrycja Malinowska
Petco rolled out a comprehensive marketing campaign to support the nutrition standards it recently introduced as part of a broader repositioning that addresses changes in the marketplace. The retailer began removing pet food and treat products that fall below its new standards from shelves in January and will complete the process by May. Products with artificial ingredients such as benzaldehyde, FD&C Red No. 3, methyl anthranilate, butylated hydroxyanisole and others are getting the axe. That includes items from dog brands Nestle-Purina’s Beggin’, Mars Inc.’s Pedigree and J.M. Smucker Co./Big Heart Pet’s classic Milk-Bone, as well as cat brands such as Mars’ Sheba and Purina’s Friskies, Fancy Feast and Whisker Lickin’s. A “Better Nutrition” page within Petco. com details the merchandising evolution, offering a letter from chief executive officer and “pet parent” Ron Coughlin, who took the helm last June. In stores, a lineup of window posters plugs the new nutrition standards and promises healthier pets. Aisle violators check off the positive nutritional attributes (such as “no artificial flavors,” “grain-free” and “high quality proteins”) of the brands remaining on shelves, letting shoppers easily compare and contrast the products based on nutrition. One endcap corrals “fresh new options for even more healthiness,” including bone broths and freeze-dried raw mixers from brands such as Solid Gold Pet’s flagship and Nature’s Variety’s Instinct. Upfront, brands such as Tyson Pet Products’ True Chews, Nestle’s Merrick, Mars’ Royal Canin and Central Garden & Pet Co.’s Nylabone (for its natural “healthy edibles”) earn prime secondary merchandising space on rolling racks and floorstands. Brands such as Canidae (which launched a company farm to be directly involved in growing its own ingredients) get extensive in-line displays. Petco also is promoting new additions to its lineup that meet higher standards. Most recently in March, the retailer added Champion Petfoods’ Acana and Orijen dog and cat foods to all stores and Petco. com. Email blasts and social media activity touted the brands’ arrivals. Petco’s own Wholehearted private label
also gets the spotlight with prime merchandising space on upfront rolling racks as well as on endcaps and in-line, with plenty of supporting signage. Online, a variety of digital activity including social media activation supports. The repositioning differentiates Petco as the first and only major pet retailer to take a stand against artificial ingredients and reflects the growing importance of nutrition as a top concern of pet owners. According to a recent survey by Rockville, MD-based market research firm Packaged Facts, 57% of dog owners and 55% of cat owners agreed that “fear of pet food contamination/product safety is a key consideration in the dog foods/ cat foods I buy,” while more than 60% of dog and cat owners admitted that they’re worried about the safety of the pet food, treats and chews they purchase. Even Walmart is improving its pet food game, this year adding General Mills’ Blue Buffalo Co. pet food to its lineup and giving it a dedicated endcap display. The premium brand sold exclusively at pet specialty retailers and online until 2017, when it first entered the mass market by expanding distribution of its entry-level Life Protection Formula line to Target, Meijer, Kroger and Publix. As the pet nutrition tide rises, Petco
wants to remain on the top. The retailer still doesn’t stock specialty brands like Fromm Family Foods’ flagship and dehydrated, human-grade dog food brand The Honest Kitchen, but today shoppers can find raw, freeze-dried and even vegan pet food in the chain’s aisles. Driving Petco’s continued retail and marketing transformation efforts are chief stores officer Justin Tichy and chief marketing officer Tariq Hassan, both of whom stepped into the positions last fall. The retailer gains support from newly selected strategic media agency of record
Editorial Index Companies named in the editorial columns of this issue are listed below. Albertsons Cos. . . . . . . . . . . . . . . 38 Anamoly . . . . . . . . . . . . . . . . . . . . . . 42 Arc Worldwide . . . . . . . . . . . . . . . 22 Beam Suntory . . . . . . . . . . . . . . . . 38 Bimbo Bakeries USA . . . . . . . . . . . 32 Breaktime Media . . . . . . . . . . . . . . . 6 ByteDance . . . . . . . . . . . . . . . . . . . 34 Canidae . . . . . . . . . . . . . . . . . . . . . . . 42 Central Garden & Pet . . . . . . . . . . 42 Champion Petfoods . . . . . . . . . . . 42 Coca Cola Co., The . . . . . . . . 1, 8, 38 Collaborative Marketing Group . . . 30
CVS/pharmacy . . . . . . . . . . . . . . . . . 6 Digimarc . . . . . . . . . . . . . . . . . . . . . . 35 Edelman . . . . . . . . . . . . . . . . . . . . . . 42 Edge by Ascential . . . . . . . . . . . . . 32 Epsilon . . . . . . . . . . . . . . . . . . . . . . . 14 Explorer.ai . . . . . . . . . . . . . . . . . . . 34 Express Scripts . . . . . . . . . . . . . . . . 42 Fromm Family Foods . . . . . . . . . . 42 General Mills . . . . . . . . . . . . . . 38, 42 Grabango . . . . . . . . . . . . . . . . . . . . . 35 GSK . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Herr’s Food . . . . . . . . . . . . . . . . . . 38
Honest Kitchen, The . . . . . . . . . . . 42 HMT Associates . . . . . . . . . . . . . . 28 Horizon Media . . . . . . . . . . . . . . . . 42 iCabbi . . . . . . . . . . . . . . . . . . . . . . . . 35 Imagine Group, The . . . . . . . . . . . . 4 IKEA . . . . . . . . . . . . . . . . . . . . . . . . . 36 J.M. Smucker Co., The . . . . . . . . . 42 Johnson & Johnson . . . . . . . . . 6, 32 Kroger . . . . . . . . . . . . . . . . . . . . 38, 42 Marketing Arm, The . . . . . . . . . . . 24 Mars Inc. . . . . . . . . . . . . . . . . . 38, 42 Meijer . . . . . . . . . . . . . . . . . . . . 38, 42
MOjO Marketing . . . . . . . . . . . . . . . 6 Mondelez International . . . . 38, 39 Nature’s Variety . . . . . . . . . . . . . . . 42 Nestle-Purina . . . . . . . . . . . . . . . . . 42 Network of Executive Women . . . 40 New Dimensions Research Corp. . . . . . . . . . . . . . . . . . . . . . . . . 6 Nielsen . . . . . . . . . . . . . . . . . . . . . . . . 6 NPD . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Quotient Technology . . . . . . . . . . . 6 Omnivert . . . . . . . . . . . . . . . . . . . . . 35 OSI Creative . . . . . . . . . . . . . . . . . . . . 6
Horizon Media, New York. Horizon will combine data and technology to deliver fully integrated media planning and buying across paid channels, and strategic integration with the retailer’s new creative agency of record, Los Angeles-based Anomaly, as well as Chicago-based Edelman, Petco’s PR agency of record. Anomaly is charged with delivering bold creative ideas and counsel on Petco’s omnichannel and consumer engagement strategies, with a targeted focus on digital – where change is also taking place. Most recently, Petco absorbed the Drs. Fosters and Smith e-commerce business it had acquired in 2015 into Petco.com. Founded as a mail order seller of canine medications, Drs. Fosters and Smith at the time of the acquisition had grown to be one of the largest online pet retailers in the U.S. The change streamlines operations to allow Petco to better focus on its core business, and the retailer is continuing to offer home delivery of pet prescriptions though a new alliance with healthcare company SM Express Scripts.
Packaged Facts . . . . . . . . . . . . . . . . 42 PepsiCo/Frito-Lay . . . . . . . . . 34, 39 Petco . . . . . . . . . . . . . . . . . . . . . . . . . 42 Pfizer . . . . . . . . . . . . . . . . . . . . . . . . 39 Pretty Big Monster . . . . . . . . . . . . 35 Profitero . . . . . . . . . . . . . . . . . . . . . . 32 Propac Agency . . . . . . . . . . . . . . . . 18 Publix . . . . . . . . . . . . . . . . . . . . . . . . 42 Redbox . . . . . . . . . . . . . . . . . . . . . . 34 Rite Aid . . . . . . . . . . . . . . . . . . . . . . . . 6 Royal Canin . . . . . . . . . . . . . . . . . . . 42 Smarter Every Day . . . . . . . . . . . . . . 1 Snyder’s-Lance . . . . . . . . . . . . . . . 39
Solid Gold Pet . . . . . . . . . . . . . . . . . 42 Sony Pictures . . . . . . . . . . . . . . . . . 35 Standard Cognition . . . . . . . . . . 34 Stop & Shop . . . . . . . . . . . . . . . . . . 38 Stradella Road . . . . . . . . . . . . . . . . 35 Target . . . . . . . . . . . . . . . . . . 6, 35, 42 TerraCycle . . . . . . . . . . . . . . . . . . . . . . 1 Velocity . . . . . . . . . . . . . . . . . . . . . . . 6 Vita Coco . . . . . . . . . . . . . . . . . . . . . 32 Voucherify . . . . . . . . . . . . . . . . . . . . 35 Walgreens . . . . . . . . . . . . . . . . . . . . . 6 Walmart . . . . . . . . . . . . . . 1, 6, 38, 39 Winn-Dixie . . . . . . . . . . . . . . . . . . . 39
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