Definitive Shopper Marketing Guide

The Essential
Playbook
THE ESSENTIAL SHOPPER MARKETING PLAYBOOK
Table of Contents
Shopper Marketing Tool Index 3 4 Exploring the Future of Shopper Marketing 66
1 Introduction: The Evolution of Shopper Marketing 4 Neuromarketing and Behavioral Insights 67
2 The Essence of Shopper Marketing 11 Tracking, Testing and Simulations 69

Seamless Shopping Experiences 71
What Shopper really is, what it isn’t, and who’s profiting 12
The key differences between consumers and shoppers 15 5 Final Thoughts 72
The incredible importance of shopper insights/analytics 17 Acknowledgements 75

The Non-Linear Omni-Channel Shopper Journey 21 Bibliography 77
Powerful statistics that make the business case 26
Case Study: Scotch Tape 31 Shopper Marketing Action Plan & Toolkit 78
3 The Nuts and Bolts of Shopper Marketing 35

Processes and best practices 36
Know your shopper(s) before you begin 39
Channels, trends, seasonal events and tactics 41
Common challenges in the Shopper Marketing world 43
Watching your competition closely for insights 46
Case Study: Allegra 47
What you need to succeed 49
Digital & Social Acumen 49
Budget, Roles & Organization 50 Looking for a quick video overview? Check
Partnership with all levels (Retailer, Brand, and Agency) 55 out our Shopper Marketing Video
Essential Metrics you need to track 60
Infographic for a quick overview on the
Case Study: Alcon Eyecare 64 latest research.
SHOPPER MARKETING T L INDEX
The following list is a toolkit that will be mentioned throughout each section and is available as an action plan at the end of this Playbook.
Get access to all of these resources and more by visiting the Shopper Marketing Solutions Set.
LEARN ANALYZE PLAN TECHNOLOGY EXECUTE MEASURE
THE ESSENTIAL SHOPPER SHOPPER MARKETING SHOPPER MARKETING SHOPPER MARKETING SHOPPER MARKETING SHOPPER MARKETING
MARKETING PLAYBOOK CAPABILITIES APP PROFILE TEMPLATE VENDORS MATRIX PROGRAM STRATEGIES METRICS DASHBOARD
SHOPPER MARKETING SHOPPER MARKETING SHOPPER MARKETING SHOPPER MARKETING SHOPPER MARKETING
RESEARCH REPORT PEER BENCHMARKS APP PROFILE INTERVIEW VENDOR TOOL COUPON PRACTICES
SHOPPER MARKETING SHOPPER PARTNERSHIP SHOPPER MARKETING SHOPPER MARKETING SHOPPER MARKETING
IMAGE INFOGRAPHIC PRIORTIZATION TOOL COMPETITION TRACKING SYSTEM RFP CONTEST PRACTICES
SHOPPER MARKETING SHOPPER MARKETING SHOPPER MARKETING SHOPPER MARKETING

VIDEO INFOGRAPHIC BUDGET TEMPLATE INSIGHTS DATABASE SIGNAGE PRACTICES
SHOPPER MARKETING SHOPPER MARKETING SHOPPER MARKETING SHOPPER MARKETING

MATURITY MODEL BUSINESS CASE JOURNEY TEMPLATE MOBILE PRACTICES
SHOPPER MARKETING SHOPPER MARKETING

ROLES FRAMEWORK STRATEGY WORKBOOK
SHOPPER MARKETING
PROJECT PLAN
SHOPPER MARKETING
JOB DESCRIPTION
PROCESS STAGES PRACTICAL TOOLS
PLAYBOOKS RESEARCH TRAINING

Introduction
The Evolution of Shopper Marketing
THE EVOLUTION OF SHOPPER MARKETING THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | INTRODUCTION 5
The Evolution of Shopper Marketing

In an age where we no longer grow our own food, and where we rely
In the age of the Internet, the influence of on sophisticated technology such as smart phones to communicate with
Shopper Marketing is everywhere you go. each other, it’s very clear that we need Shopper Marketing and the prod-
ucts and services it offers, as much as it needs us.
It’s at the grocery store, in your email inbox, on your social media feed, it noti-
But how did we get here?
fies you on your mobile phone, and if it was truly successful, it’s sitting deep
inside your subconscious mind. We are inundated with offers, trials, and new
products at every turn, from the more modern vehicles such as YouTube video There was a time when the world was different, when advertisements
ads, to traditional approaches like flyers in your home’s mailbox. were only in the newspapers, and catalogs were the dominant form of
product discovery.
What they all have in common is a hope that you will give up some of your
most valuable commodity: time and attention. Sure, they want your money There wasn’t a Walmart with every item ready for immediate purchase, and
too, but it doesn’t start there. They are looking to become part of your the product selection was tiny. The manufacturers of consumer products
plans, your thoughts, and ultimately your shopping list. They want you to had a monopoly of sorts. A monopoly in the market but also a monopoly
take action, they want to inspire a need within you to purchase immedi- of the market’s attention.
ately, and can we really blame them?
Then again, once radio advertising hit the marketing world,
The world has become one big shopping mall and things began to change.
everyone has something to sell, but everyone is also too
Radio shows were directly sponsored by companies, such
distracted and too busy to hear these sales messages
as soap manufacturers, that openly promoted their products
through the noise.
exclusively and attracted millions of consumers with free
Yet, we all rely on the incredible convenience of consumer entertainment.
products and services to live our modern lifestyles, helping
us save time by providing solutions to our everyday prob-
lems in life.
In fact, the ‘soap opera’ was such an invention that housewives would People became both consumers of products but also consumers of tele-
listen to these dramas during the day, and then became hooked in by vision content. It became easier to influence people and inspire them on
the story lines while they cleaned the home and prepared dinner for their what their lifestyle could be like if they enhanced it with modern products
families. With only a few stations available, the advertisers really had a and technology.
captive market.
In fact, in the early days of the consumer revolution, demand was so high
That said, people actually enjoyed hearing about products that could help retailers couldn’t keep the products on the shelves, and manufacturers
them get results in their lives. As more technology began helping take had the upper-hand in supplying what the people wanted; they owned the
the workload off of everyday life, from modern washing machines and most popular brands.
blenders, to synthetic rubber tires and aerosol cans, society started to
As time passed, the number of television channels increased where
become ‘consumers’ of these products that made life ‘easier’.
brands could advertise and single shows would no longer have exclusives
As time passed, and the television found its way into our homes, the radio for a product. Instead, commercials began running in between shows, to
shows became visual, and the advertisements went from jingles you allow multiple sponsors to share what they had to offer, and the majority
heard, to logos, mascots and demonstrations you could actually see. of consumers were watching them daily.
By the time cable television became unregulated in the 70’s, the number of
channels became too diverse and the television ad models power
began to evaporate. By the time the 80’s arrived, giant retailers such
as Walmart and Tesco had strengthened their position in the market,
and were no longer begging manufacturers to stock their shelves.
The tables had turned, and now retailers had the upper hand.
Not only did they have the ability to choose which brands they
could fill their aisles with, but they also created generic private
label products, built often by the same factories that built the brand
name products.
The game was changing rapidly, and the margins for manufacturers were With the right negotiation and team effort, brands could take over this
evaporating even faster. Retailers expected brands to advertise their prod- effort and in partnership with the retailer, help to grow the category while
ucts on television, and with rising tv ad costs, manufacturers margins focusing on their individual brands. It was a win-win relationship, and this
became even slimmer. What started for manufacturers as an easy win, tradition continues to this day. In fact, this relationship is at the core of
became a game of cat and mouse, chasing for space within the stores they what we call Shopper Marketing.
once took for granted.
By the early 2000’s, brands discovered just how incredibly important and
By the early 90’s ‘category management’ was a dominant force in driving valuable all of the powerful insights they collected were that they derived
in-store activity, which was a discipline focused on facts and powered by from their analytical data on shopping. As these insights were utilized to
the data from retailers. During this time sales had a greater role, which build even more powerful targeted marketing, brands and retailers real-
may also contribute to the middle ground between marketing and sales ized that working together to optimize their strategy around specific shop-
that still exists today. pers, using these insights as the foundation, generated incredible results.
Over time, brands realized that to have a fighting chance at getting their prod- With the arrival of the disruptive force we know as the internet and the
ucts in the hands of consumers, they would need to start looking at things mainstream acceptance of e-commerce, everything began to change.
differently. They would need to coordinate promotions, along with retailers,
to actively market their products together as a team with the common goal of
providing value and making a profit in the process.
They would need to try new ways of presenting their products, in different
locations both in store and out to increase sales; which was something
everyone could agree on.
This level of coordination and proactive strategic orientation became the

central force for success for both retailers and brands. In the end, they really
did need each other. A retailer couldn’t focus their time or resources required
on each individual category within its store on its own (such as ‘Beauty Care’).
Stores no longer had to rely exclusively on selling and promoting in-store, In this guide, you will discover a distilled best practice approach to
on tv, or with print ads. Not only did the options for buying change, but so Shopper Marketing that will superpower your strategy and lead you in
did the behavior of the shoppers. the direction of success.
They now had the ability to research and discover the best deals, share
their opinions on products, and purchase from a distance thanks to To achieve this we have partnered with some of
increased capacity for worldwide shipping, in a way the old catalogs of the best industry experts, authors and speakers on
the 1800’s would drool over.
Shopper Marketing, to include their valuable input,
We now find ourselves in a modern world filled with incredible possibility. experience and insight.
Never before has there been more ways to reach and influence shoppers
to add a retailer or brand to their shopping list. Although the captive audi-
ences of the past are now gone, we now have tools and insight collec-
tion that help us understand how to rapidly optimize our approaches
for increasing revenue growth in a way our ancestors could have only
dreamed. THE
From virtual reality stores used to test product placement strategies, to RESEARCHER
eye tracking technology used to gauge emotional engagement with a
particular offer, the opportunities for marketers seem endless.
Sarah Gleason is a senior executive at Gfk, and is a master at
developing and institutionalizing actionable consumer and
shopper marketing strategies. Gleason spent 18 years in brand
management, new product development and strategy at General
Mills and Kraft General Foods. She was recently honored as one
of 100 ‘Women of Excellence’ in the Shopper Marketing field.
THE THE
PROFESSOR MARKETER
Daniel J. Flint is Professor and Director of the Shopper Marketing Carl MacInnes is a senior executive responsible for global shopper
Forum in the Department of Marketing and Supply Chain Manage- marketing practice at Fonterra, the world’s largest dairy exporter,
ment at The University of Tennessee, Knoxville. He is co-author where he supports the building of billion dollar brands by the
of the book “Shopper Marketing: Profiting from the Place Where introducing of neuromarketing practices in key global markets,
Suppliers, Brand Manufacturers, and Retailers Connect”, and and as co-author of the book, “Shopper Marketing: Neuromar-
regularly presents at global conferences. keting Strategies to Win the Battle at the Shelf”.
THE
THE ANALYTICS GURUS

Rick Abens has been helping companies improve marketing Cory Rosenfield is the co-founder of Qoints, which uses real live
productivity with practical analytics for over 25 years. Prior to digital marketing data from campaigns of many of the world’s
founding Foresight ROI, the leading supplier of Shopper Marketing largest brands, and provides statistics to advertising agencies and
ROI measurement, he was Director of Global Marketing Analytics brand marketers, helping executives set truly objective campaign
at ConAgra Foods, where he built the corporate marketing benchmarks. A serial entrepreneur, Cory had his first exit at the
analytics function and measured return on marketing investment. age of 21 in the IT services space.
THE THE
AGENCY REPS CONSULTANTS

April Carlisle, Senior Vice President, Global Shopper Marketing, is Toby Desforges is an author, consultant, speaker and business
Retail Strategy leader for the Shopper Marketing practice for various leader with over 25 years’ experience working with leading
clients within the agency, Leo Burnett/Arc Worldwide, including consumer goods businesses including Mars, PepsiCo, Sony,
Procter & Gamble, Coca-Cola, 3M, Kellogg’s, and Kraft, as well as Unilever, Danone, Fonterra and Kao. As the co-author of “The
new business initiatives and global training. April has been named Shopper Marketing Revolution”, he is a globally recognised expert
“Who’s Who in Shopper Marketing” four years in a row. in Shopper Marketing and Customer Development.
Elizabeth Harris is the EVP Strategy Director at Leo Burnett/Arc Christopher Brace founded Syntegrate Consulting with a
Worldwide, working across their brand and shopper marketing 360-degree view of the challenges marketers face. He has
groups. She has 25 years of experience in developing insight- held management positions in Brand Management, Adver-
based marketing and advertising programs for clients such as tising, Shopper Marketing, and Promotions on both the client
Procter & Gamble, Walgreens, Kraft, and Sears. Elizabeth was also and agency sides of the business, providing him a truly inte-
named “Who’s Who in Shopper Marketing” for the past four years. grated foundation.
Tammy Brumfield is Senior Vice President of Retail Marketing
Practice at The Mars Agency. An accomplished Shopper
Marketing Executive with extensive experience providing leader-
ship in the Consumer Packaged Goods industry, Tammy has led
and developed high-impact Shopper Marketing organizations for
the world’s most visible brands.
Sales Tools THE ESSENTIAL SHOPPER MARKETINGTHE ESSENTIAL SHOPPER MARKETING PLAYBOOK | INTRODUCTION
PLAYBOOK 11
Integration
The Essence of Shopper Marketing

WHAT SHOPPER REALLY IS, WHAT IT ISN’T, AND WHO’S PROFITING THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE ESSENCE OF SHOPPER MARKETING 12
What Shopper Really Is, What it isn’t, and Who’s Profiting

So what is Shopper Marketing? Retail marketing
No retailer involvement
Co-Op Marketing
Minor retailer involvement
“Shopper Marketing is the delivery
category and channel solutions that Account specific promotion
create a win-win-win for brands, retailers Limited retailer involvement
and shoppers based on shopper insights.”
Co-Marketing
Association of National Advertisers (ANA) Increased retailer involvement
Customer Marketing
Shopper Marketing isn’t as new as some may think; it has evolved over Increased manufacturer investment
time and has been called a lot of other things. (Perhaps a few of these
terms listed in the corresponding chart sound familiar). Shopper Marketing
You may recognize that some companies still call their shopper depart- Build equity for both brand and retailer
ments ‘Customer Marketing’ or ‘Retail Marketing,’ but ultimately the shift Source: Arc Worldwide/Leo Burnett
towards an integrated strategy and partnership between both the
brand, and the retailer, has truly become the biggest differentiation in
Many different industries have jumped aboard the shopper marketing
‘Shopper Marketing’, no matter what the department is called.
train, including travel & leisure, banking, insurance, and automotive. A
It’s also important to note that although the consumer packaged goods shopper marketing strategy is truly applicable for any type of commerce
industry (CPG) has been at the forefront of shopper marketing since its for any industry, whether they are selling a product or service, and this is
inception, they are no longer alone. no longer just for CPG brands.
All in all, Shopper Marketing is a sophisticated form of integrated marketing

between retailers and brands, which run campaigns based on shopper Everything you want to achieve is seen
insights and segmentation, using social and digital, apps, websites, online through the perspective of the shopper,
brand experiences, live experiences/events (in store, or at location), in-store and what is most important to them.
visibility/POS (point of sale), as well as brand interaction and activation.
Unlike other marketing programs which focus solely on the compa-

ny’s brand, in the world of Shopper Marketing, everything you want to
achieve is seen through the perspective of the shopper, and what is most
important to them. The focus is no longer primarily on the retailer, as more
brands sell directly to shoppers via the internet and e-commerce. Thanks
to the advent of modern technology and online shopping, the shopper has
complete freedom to make the choice of where they complete their final
purchase. That said, in most cases, brands do not work alone, and so a
positive relationship between brands and retailers (or e-tailers) are often
at the core of any successful Shopper program.
Ultimately, there are four levels of engagement within Shopper

Marketing that need to be separated, distinguished and understood
before we can continue.
If some of these terms are new, or you just want to understand the main terminology used in Shopper Marketing, check out
the Shopper Marketing Glossary tool found in the Tool Index or Action Plan in this Playbook.
The Four Levels of Shopper Marketing Engagement
3. Agencies
To add to this mix, we have the consultants and agencies who often
1. Brands represent the retailers and brands, aiding them in crafting insightful
First, we have the brands that create the products or services that campaigns that are designed to build engagement within shoppers
will be sold. Their main goal is to build the brand awareness around seeking solutions. Although some brands and retailers have internal
their offerings, and promote them so that they can increase sales and teams, more often than not, they require outside help to scale their
ensure continuous consumption occurs. Brands not only need to build a marketing abilities. Agencies see shopper marketing as a technical
successful product or service, but in many cases, they also need to build program they bring to life for their clients.
strong relationships with retailers. Ultimately, brands have the most at
stake ensuring they get their product or service to market.
4. Shoppers
Lastly, we have the Shoppers themselves. These are the individuals
2. Retailers / E-tailers who take the time to visit the retailer, choose a brand, and make a
Next, we have the retailers (and e-tailers) who sell these products to purchase. Every shopper is different. Some shoppers are quick to run
the shoppers. Retailers see shopper marketing as a tool to drive sales. through the store and grab whatever they see on sale, and others take
Their main goal is to grow the success of product categories at their the time to look at different brands to make their eventual choice. Some
stores, and build loyalty from the shoppers, so that their store (whether shoppers use planned shopping lists, and others are completely spon-
online e-commerce, offline brick and mortar or a combination of both) taneous, but both are looking to solve problems using products, from
is the primary place the shopper will purchase from, and that every- shampoo to coffee filters, running shoes to rechargeable batteries;
thing they need is available. This includes non-traditional retail loca- everyone has different consumption habits and needs.
tions where shopper marketing takes place such as at banks, hotels,
or insurance companies.
So what about consumers?
Are they the same as shoppers?
THE KEY DIFFERENCES BETWEEN CONSUMERS AND SHOPPERS THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE ESSENCE OF SHOPPER MARKETING 15
The Key Differences Between Consumers and Shoppers

There is a big difference between a shopper and a consumer.
While the consumer is the one who actually uses the product or service,
it’s the shopper that makes the decision on what to ultimately buy.
Although they can be the same individual, many times they are not. “Consumers and shoppers are
not the same thing. They may be
For example, babies consume diapers, and pets consume pet food, but the same individual, but when you
they will never directly influence a specific purchase (outside of their are consuming you have a set of
dietary or health needs and preferences which are interpreted by the behaviors that are different from when
shopper). In the end it’s the mindset of an individual that changes whether you are shopping.”
they are behaving as a shopper or consumer.
Toby Desforges, the Consultant
Behavior is a key differentiator between consumers and shoppers.
Consumer behavior is focused on your needs, what is happening in your

life, the things you desire, whatever is around you that you can access,
and your likes and dislikes.
Shopper: active intent and/or direct

Consumer: User of a product category
ability to make a purchase
Consumes Purchases
Brand focused Choice focused
Desires a product Shops for a product
Influences attitudes of shopper Influences shopping behavior
Source: Arc Worldwide/Leo Burnett

THE KEY DIFFERENCES BETWEEN CONSUMERS AND SHOPPERS THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE ESSENCE OF SHOPPER MARKETING 16
Consumers don’t drive brand awareness or build brand equity. Consuming If you think about it for a moment this shouldn’t be too much of a surprise.
is easy, and often gratifying. In fact, consumption drives shopping, as It’s often women who purchase the groceries, or who go shopping in
renewal products such as hand soap get depleted, and other products stores for their families. That said, those women often fully understand
such as cellphones become outdated or require replacement. and are aware of the manipulation these kinds of ads are trying to influ-
ence on the men in their lives, and they may even resent it. It’s situations
On the other hand, shopping can be time consuming, and possibly even
like these that show just how important it is to understand and apply the
frustrating. Shoppers have a behavior that is focused on solving problems,
unique behavioral differences between shoppers and consumers in any
they are searching for products or services that they, or others, will eventu-
Shopper Marketing strategy.
ally consume, and they are ultimately the people who make the purchase
decision(s). In fact, it’s these insights about how people shop, who is shopping, where
they shop and why they shop, that most often drive the decisions in a
They must make many more decisions than someone who is just consuming
best practice Shopper Marketing program.
a product or service, including but not limited to, deciding on price, features,
and availability. Sometimes, marketers themselves confuse who is the Collecting and analyzing these insights is where the real magic of Shopper
shopper and who is the consumer. For example, a well-known beer brand, Marketing unfolds.
while promoting it’s beer within stores, uses an image of a beautiful woman
wearing a short dress (and often as a life size display).
In some markets 95% of beer
On the surface, considering men are the likely consumers of the product,
purchased for home consumption is
this strategy seems logical: men are attracted to women and beer has
long been sold using women to motivate men to purchase the product bought by women, whereas 90% of
(with the implied experience of increased social confidence, and being beer consumed in the home is by men.
seen as attractive by the opposite sex).
The problem with this strategy is that, according to Consultant Toby

Source: Flint, Hoyt, Swift. 2014.
Desforges research, in some markets 95% of beer purchased for home
consumption is bought by women, whereas 90% of beer consumed in the
home is by men.
THE INCREDIBLE IMPORTANCE OF SHOPPER INSIGHTS/ANALYTICS THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE ESSENCE OF SHOPPER MARKETING 17
The Incredible Importance of Shopper Insights/Analytics

Analyzing and applying behavioral insights, on not only how people shop,
but also factors such as those based on their values and the perceived
benefits of the purchase, are an essential part of any successful Shopper
Insights can be gathered in a myriad of
Marketing program, and are in many cases a big part of the overall budget. different ways, but all lead towards the
These insights have become equity in the negotiations and collaborations same goal of understanding behavior
between brands and retailers/e-tailers.
in such a way that a campaign, product,
Collecting more insights about shoppers at the category level, is some- service or any other variable can be opti-
thing that all retailers/e-tailers are doing independently, and so collabo-
mized to increase the possibility of a
rating with brands to gather more data is an enticing proposition.
purchase being made.
The ultimate goal for these insights is to drive strategy according to how
shoppers can be influenced at key points along their shopping journey.
Insights can be gathered in a myriad of different ways, but all lead towards
the same goal of understanding behavior in such a way that a campaign,
product, service or any other variable can be optimized to increase the
possibility of a purchase being made.
For example, you may be familiar with how analytics are used to evaluate
the success of a webpage. Using software tools such as Google Analytics,
marketers are able to see how long a visitor was on any given page, what
pages they went to next, where they came from to begin with, and whether
they ended up actually making a purchase.
This data can also be used to split test between two different page
layouts for a landing page, splitting traffic equally in what is often called
an A/B split-test, to determine which layout is the best at getting the
desired outcome.
Insights can be gathered both in and out of the store, from methods such
as loyalty cards used during checkout, online behavior collected within a
“To start building a powerful Shopper brand’s omni-channel environment, or from cameras tracking the move-
Marketing program, you must first ment of people in stores, and how long they stand in front of a specific
have powerful insights.” display to understand engagement. That said, interpreting data is an art,
as well as a science.
Carl MacInnes, the Marketer
Perhaps someone is standing in front of that display because something
they saw actually offended them in some way. On the other hand, maybe
Shopper insights follow the same logic. The more you know about how the messaging wasn’t very clear, or they weren’t looking at the display at
shoppers are reacting to your products both in a physical or online all, but just happened to stop there for a moment to check their phone.
store, and how they are reacting to the layout of the store or webpage There is always more than meets the eye to what we see in terms of shop-
itself, the better decisions can actually be made. ping behaviors. According to Professor Daniel Flint’s research, 70% of
Researcher Sarah Gleason explained that in almost every case, A/B testing grocery purchases are made or influenced by women, even if the men
on its own is far too basic an approach for an effective shopper marketing are doing the actual purchasing. This research comes from the study of
strategy. Instead she shared that companies should be thinking about neurology, or more specifically, Neuromarketing.
the whole shopping purchase journey, and understanding key points of As Daniel shares, male and female brains are significantly different on how
insight along that journey at specific phases (such as early on, or close to they process information, so marketing has to be very, very different for
making a decision). each. Due to the high percentage of female influence on purchasing deci-
This can include a shopper travelling within a companies omni-channel sions, this alone is a very big reason why there is more emphasis on HER
system, from physical store to online presence, back and forth. The ques- vs HIM in the shopping world, even though they are both often in the role
tion naturally arises, on which part of the journey has greatest influence of shopper.
for a shopper in that company’s category. This includes understanding at Although neuromarketing shows the influence women have on purchasing
what location the purchasing behaviors are decided, whether in a physical decisions, Sarah Gleason, shared that this dynamic of focusing on the
store, online store or different location. female buyer is changing depending on the category and channel.
“Consumers can give rationally 70% of grocery purchases are made or

sounding answers, where they believe influenced by women, even if the men are
they know how they came to their
doing the actual purchasing.
shopping conclusions, even though
it may not actually be true; but with
the help of neurological research, the
marketer knows why.”
Daniel Flint PhD, the Professor
We now have the ability to speak to shoppers more specifically one

on one, and this is causing marketing strategies to move beyond mass
marketing (where you must choose one target over the other). In the past
it was easy to assume the female would be buying or influence buying
in most categories, but now its possible to customize and personalize
marketing messages for a specific age or gender.
Sarah mentioned that this now goes far beyond gender, into areas such as Source: Flint, Hoyt, Swift. 2014.
ethnicity, and generations such as millennials compared to baby boomers,

as it is more possible to see who is the core target.
Digital technology is allowing marketers to speak directly to shoppers and

individuals in a more tailored way, whereas in the past companies had to
rely purely on a CRM or database marketing approach.
That said it’s the shoppers subconscious mind that is reading, analyzing Gathering and analyzing insights are a crucial part of ensuring Shopper
and making decisions, which can be difficult but not impossible to track, Marketing success because results are driven by the ability to affect
using sophisticated measurement tools and techniques. behaviors. That said, there are companies who are collecting data but
aren’t quite sure what insights are hiding within.
For example, Professor Flint shared that Pilot (a large truck stop company
operating in the USA, that also owns Flying J, known as the Walmart of Later in this report we will be sharing some of the metrics you should
truck stops), a place for cars to get gas and buy convenience items such consider tracking to start this important practice. The information in the
as potato chips or beverages did some interesting tests. data often leads to the fundamental understanding that many variables
lead to a purchase, and in this age of the internet, many of these variables
18 Wheelers use these locations to get supplies for a long trip, and even
are no longer actually in the store the product is purchased; they’re in the
have a shower. Several tests were conducted on what drives people to do
omni-channel universe.
certain things within the stores.
Pilot was interested in measuring digital signage within the store, and
located a digital sign near the showers that told customers what they
“If you don’t understand shopper
could expect in the store in the future.
behaviors and how they are affected,
In the end, customers were sharing what they loved about the store, and you can’t change them. Shopping
were sharing information that was only available on these digital signs. insights give you an understanding of
When asked about digital signage, the customers were unaware of any what motivates change.”
digital signs in the store; it was in their mind’s eye.
Sarah Gleason, the Researcher
If you’re looking for a place to store your consumer insights and behaviors, with some popular behaviors already filled out,
check out the Shopper Marketing Insights Database tool.
THE NON-LINEAR OMNI-CHANNEL SHOPPER JOURNEY THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE ESSENCE OF SHOPPER MARKETING 21
The Non-Linear Omni-Channel Shopper Journey

Purchases don’t just happen within a brick
and mortar store anymore. “Omnichannel Marketing (also spelled
omni-channel) is a multichannel approach
to sales that seeks to provide the customer
A customer may start their journey on your website sitting in front of their with a seamless shopping experience,
desktop computer at home, which leads them to call your support team whether the customer is shopping online
via phone, and then follow up on their mobile device, in their hand, as they from a desktop or mobile device, by
walk into your store with a digital coupon they got from an email, sent to telephone, or in a bricks and mortar store.”
them by the support agent. This journey can take many forms.
A shopper could also start on a mobile phone to gather preliminary infor-

mation on the subway, later moving to a bigger screen to get more detailed
information (perhaps finding a coupon, or sale).
Pre-Shopping
If they end up, in the store, they might realize they are actually choosing
between two different products, and want to pull up more information on
their phone to decide.
You need to be ready to affect shopper behavior in every possible situa-

tion. This is at the core of omni-channel marketing. Shopping
Researcher Sarah Gleason shared that multi-channel marketing differs
from Omni-channel marketing, in that multi-channel marketing’s focus is
on different kinds of retail outlets such as club, drug and grocery stores.
Post-Shopping
Those channels tend to fulfill different trip types or categories, for example
you might do a weekly grocery store fill-up trip and monthly stock up at
club store (such as Costco).
On the other hand, omni-channel marketing is a combination of digital and Omni-Channel Experience
physical shopping, using both digital and physical assets and influences
to affect shopper behavior. SOCIAL WEB
Although marketers have worked with both digital and physical shopping
MOBILE AGENT
for some time now, sophistication in the technology running these systems
have allowed for full and complete integration between online and offline
purchasing.
The backend remembers all the customer information so that anyone,

Knowledge
both in store, on the phone, or even the customer online can access the Management
Case Guided
same information about past purchases. Omni-channel marketing is the Management Scripting
ultimate integration possible for any store, and is essential for effective
Shopper Marketing in the age of the Internet. Telephony
Integration
Document
Management
By having all systems working in synchronization, it is possible for the

customer to use their mobile phone to check inventory at a specific location E-mail & Secure Experience
Messaging Community
of a store, or check insurance rates, while the shopper is sitting in a coffee KNOWLEDGE
- INFUSED
shop preparing for their next purchase. They could even make a purchase PROCESS
Experience Outbound
Campaigns
using their phone, either by using the ecommerce cart on the mobile website, Analytics
or by calling a support number, and have the product set aside for pickup at Web
Self-Service
Live Chat &
the store, to save time looking for the item and waiting in line when they arrive. Co-Browse
Agent
Desktop
Omni-channel marketing also helps greatly with collecting shopper
insights, as past behaviors on the website, including pages visited, or
support staff contacted, can now be used to add detail on how the ultimate
purchase decision was made, and what the preferences of the shopper
were throughout the shopping journey. Source: Kana
Shopper marketing using an omni-channel marketing approach has a big Pre-Shopping
1
effect on all stages of the shopping journey.
In this stage you are gathering information, and there is something
Although most shopper marketing strategy has largely been centered that is the catalyst that moves you into active shopping mode. Typi-
on a linear approach or traditional ‘path-to-purchase’, the truth is that cally used as a pre-store activity (pre-shopping is homework you’re
doing before visiting a store) it could also be before visiting an online
shoppers often travel between stages and steps in a non-linear fashion,
store to purchase. To further clarify, Sarah shared that pre-shopping
moving back and forth as they make their decisions.
is before shopping, and pre-store is the activities you do before
Looking beyond old-school thinking, shopper marketing is actually based visiting a store.
directly on feedback, integration, and loops with respect to any pre-shop-
ping, shopping, and post-shopping activities. Each shopper journey is Shopping
really cyclical and is more about loops than straight lines.
2 This is the actual active shopping process, including what you’re
doing while gathering information in store.
This journey is not limited to a linear journey, but is a non-linear, cyclical
process where shoppers will repeat and loop multiple steps until they are
Post-Shopping
3
ready to proceed to a different stage of the journey.
This is the experience (often called the consumer experience), once
Sarah Gleason shared that this journey is simply not linear because
you purchase and utilize the product or service.
you can be shopping for one item or service and go into a physical store
or online shop, and then see something different, and start shopping for
something else altogether.
You may get part way through information gathering, and may start again,
expanding your consideration set, gathering more information and doing If you’re looking to customize your organizations
more research. specific shopper journey, leverage the Shopper
Marketing Journey Stages Template.
She broke this cyclical journey down into 3 key stages (as shown on page 21).
According to Consultant Christopher Brace, although the journey can be To add some additional detail, Leo Burnett researched and surveyed 15,000
the same at a conceptual level: how fast someone moves through that path consumers that recently completed a purchase journey within the omni-
changes based on the industry. While the journey to purchase CPG (Consumer channel structure, for a wide range of shopper categories, and over 146 varied
Packaged Goods) is generally fast paced, purchasing a vacation can take touch points. The result was called ‘Decision DNA’ and it yielded a 12 step
much longer, while buying a car or house can often span over 6 months or shopper journey based on motivations, and not the touch points themselves.
longer. No matter the length of the journey, the fundamentals remain the As you review this list, think of it not as a linear journey, but as a non-linear
same, and with the advent of omni-channel marketing we have more data- process, that can contain loops and jumps from one stage to another.
driven insights then ever to understand this non-linear shopping behavior.
The results were an interesting view of the Omni-channel marketing
experience:
Decision DNA: 12 Step Non-Linear Shopper Journey
1 2 3 4 5 6
Explore Sift and Sort Get Comfortable Take Control Get It Done Seek Inspiration
Gathering information Weighing product pros and Getting comfortable with Checking out trends and Reaching closure on pur- Looking to find or experi-
and asking questions to cons, comparing prices, the likely purchase choice insider information in order chase decision, including ence something new to be
functionality and availability to gain an advantage acting on a deal advantage inspired or motivated
satisfy curiosity
7 8 9 10 11
Celebrate and Savor
12
Provoke a Reaction
Anticipate Assess Firsthand Act On Inpulse Advocate
Anticipating the purchase Honestly assessing Taking a chance and act- Championing a product Savoring the experience Showing off via the prod-
experience be inspired or product post-purchase ing on impulse; going with and sharing one’s of using the product in cel- uct, aligning oneself with
motivated advantage advantage feelings over facts perspective on it with ebration of the purchase exclusivity the purchase
others
Source: ANA/Leo Burnett
Although omni-channel marketing is a massive undertaking, it has the

ability to offer not only an amazing customer purchasing and support
experience, but also offer an incredible amount of detail into the behav- Disney’s Magic Band allows you to enter your
iors that ultimately lead to a purchase. One great example of sophisti- hotel room, order food, utilize your pre-chosen
cated omni-channel marketing is what the team at Disney has achieved. fast pass choices, and even store images taken
The experience begins at their mobile responsive website, which allows of you within the park with Disney characters.
shoppers to purchase everything from exclusive merchandise to a trip to
Disney World with a single integrated account. The entire trip-planning
experience works perfectly, even on a mobile device, and allows shoppers
to fully customize their trip using the ‘My Disney Experience’ tool, which
also has it’s own discreet mobile app. Using this tool, you can plan every-
thing from dining experiences to choosing which ‘Fast Pass’ you’d like to
secure when you visit the park to avoid lineups at popular attractions.
When you arrive at Walt Disney World, they have a ‘Magic Band’ which acts
as a bracelet with an RFID chip connected to your account. This allows you to
enter your hotel room, order food, utilize your pre-chosen fast pass choices,
and even store images taken of you within the park with Disney characters. You
can also use the app to see wait times for each attraction as well as the ability
to locate each attraction with directions on how to get there. Later when you
get home from your vacation, the engagement continues with special offers to
buy items on the Disney store website or to help you plan your next trip.
In fact, effective data management is at the core of successful Shopper

Marketing. Let’s take a look at what this data says about Shopper
Marketing, as an industry, overall.
POWERFUL STATISTICS THAT MAKE THE BUSINESS CASE THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE ESSENCE OF SHOPPER MARKETING 26
Powerful Statistics that Make the Business Case

Not only is data important to gather during any Shopper Marketing Investment in shopper marketing continues to grow.
1
program, it’s also important to understand what the data about Shopper
Per PQ Media’s spending study, between now and 2020, investment in
Marketing says overall. The ANA (Association of National Advertisers)
shopper marketing is expected to expand 5.8 percent to $18.64 billion,
commissioned research, with the help of PQ Media, to understand how outperforming total brand marketing spend.
extensive the Shopper Marketing landscape looks like across both B-to-B
Source: ANA/pqmedia U.S. Brand Activation Forecast 2016
and B-to-C companies. Separately ANA worked with GfK to conduct
research among marketers about the future of Shopper Marketing.
2016
Shopper Marketing*
spend expected to expand
Seven key findings were discovered. to
6.4% CAGR to
1 Investment in shopper marketing continues to grow. 2020 $18.64 billion in 2020
The role of shopper marketing has progressed from driving
2 Shopper Marketing*
short-term sales to motivating shopper behavior.
spend expected to grow
3
A dedicated shopper marketing team is more likely to be viewed
as a competitive advantage today than it was in the past. 2016 6.4% to
When shopper marketing reports to marketing, it tends to be more
$14.95 billion
4
strategic and is valued more highly within the organization.
Shopper insights are crucial to overcoming purchase barriers Shopper Marketing*

5
but are underfunded in many organizations. spend rose
6
Shoppers are gaining more control over the purchase occasion 2015 6.6% to
via mobile/digital.
$14.04 billion
Shopper marketing has to be more informed, integrated, and
7 *Represents Shopper Marketing Analysis channel within Retail Marketing Platform
focused on the overall customer experience.
The role of shopper marketing has progressed A dedicated shopper marketing team is more likely
2 from driving short-term sales to motivating shopper
behavior.
3 to be viewed as a competitive advantage today
than it was in the past.
While the primary role of shopper marketing has always been to convert It takes focus and time to build an effective shopper marketing depart-
shoppers, it now has to deliver a combination of short- and long- term ment, but it’s worth the effort. Of the respondents in organizations that
benefits, including driving conversion among shoppers, motivating have a dedicated shopper marketing team, 51 percent believed that
shopper behavior through levers beyond price, and executing solutions shopper marketing was a competitive advantage, and 55 percent
to customer challenges. believed that shopper marketing reflected the convergence of brands,
Source: ANA/GfK 2016 Research: The Future of Shopper Marketing shoppers, and retailers.
Source: ANA/GfK 2016 Research: The Future of Shopper Marketing
Primarily drive conversion
among shoppers 41%
Motivate shopper behavior 32% 42%

through levers beyond price
35% Supported by Dedicated person/
other team for more than
Executive solutions on need states existing 3 years
29% departments
and causes shoppers actions
17%
Drive short-term sales volume 26% Person/team
9% established
within the last 3 years
Build brand equity of Shopper Marketing
brand and retailer
21% is entirely outsourced
Build retailer and manufacturer

20%
collaboration/relationships
Grow categories by leveraging Shopper Marketing is a

51%
shopper solutions 19% competitive advantage
for my organization 55% Shopper Marketing reflects
the convergence of brand
Drive profitable long term growth 18% shopper and retailer
When shopper marketing reports to marketing, Shopper insights are crucial to overcoming
4 it tends to be more strategic and is valued more
highly within the organization.
5 purchase barriers but are underfunded in many
organizations.
The category began to change dramatically as shopper marketers Shopper insights can drive program development, but only four in ten
became more strategic and began leveraging shopper insights. As a study respondents believed their organizations were adequately
result, it began reporting directly into marketing, which created greater investing in shopper insights, which have been identified as the fuel
opportunity for integration. The focus of shopper marketing shifted for shopper marketing success and have been influential in shifting the
from the retailer to the shopper, and the percentage of marketers who perspective on the strategic value of shopper marketing.
felt that shopper marketing was a strategic initiative in their companies Source: ANA/pqmedia U.S. Brand Activation Forecast 2016
increased.
Source: ANA/GfK 2016 Research: The Future of Shopper Marketing Insights are used to develop programs designed to
overcome shopper purchase barriers
Where Does Shopper Marketing Report Into? Insights into a retailer’s shopper drive
program development
70%
Marketing Sales
Insights into a category’s shopper drive
2009 27% 39% program development
2011 38% 25%
2013 26% 40%

My organization is investing adequately
40%
in its shopper insights foundation
2016 53% 42%
Shoppers are gaining more control over the Shopper marketing has to be more informed,
6 purchase occasion via mobile/digital. 7 integrated, and focused on the overall customer
experience.
To connect with consumers, the brand strategy has to permeate through
every touchpoint, digital and in-store. While most shopper marketers The research predicts that shopper marketing will be more informed
recognize that digital technologies are shifting the power to consumers, by insights based on actual versus claimed behavior, will better reflect
almost half have not established a digital/mobile team focused on the that the shopping experience is part of the overall customer experience,
shopper space. and will include post-purchase communications to build loyalty.
Source: ANA/GfK 2016 Research: The Future of Shopper Marketing Source: ANA/pqmedia U.S. Brand Activation Forecast 2016
8% 45% Shopper Marketing will be more informed by

insights based on actual versus claimed behavior 51%
Yes, part of Have NOT
another group established a digital/
Shopper Marketing will better reflect that the shopping
mobile group
experience is part of the overall customer experience
43%
25% Shopper Marketing will include post-purchase
Yes, this is a 40%
communications to build loyalty
separate group
22%
Yes, part of Shopper Shopper Marketing will drive increased joint business
Marketing planning with key retailer partners
39%
New technologies such as facial recognition, beacons,
and the Internet of Things will dramatically reshape 33%
Shopper Marketing
Digital/mobile technologies are shifting Brand plans and shopper plans will be fully integrated 30%
82% the balance of power to shoppers and
away from retailers and manufacturers Shopper Marketing will be well integrated into my
27%
organization’s annual and/or strategic planning process
Shopper Marketing will become a required functional

rotation to advance in the organization
20%
All in all, these findings define shopper marketing as a discipline at

the intersection of marketing and sales with the primary purpose of
creating a win-win-win for brands, retailers, and shoppers.
Sarah Gleason, SVP from Gfk who wrote the report on this data, shares:
Six key actions from the research that can elevate the
strategic impact of your Shopper Marketing.
1 Crystalize how you define shopper marketing and its role.
Establish a dedicated shopper marketing team that reports to or is

2
closely aligned with marketing.
3 Adequately fund shopper insights to understand the inflection

point when consumers ove come purchase barriers and become
shoppers.
4 Ground your shopper marketing programs and solutions in

shopper insights; change the focus to include long term business
building as well as short-term sales.
Integrate digital and mobile into your shopper marketing program

5
while staying on top of the changing lan scape and acquiring the Looking to leverage these statistics? Utilize the
necessary skills. Shopper Marketing Business Case presentation
to help gain senior approval for a shopper
Carefully consider the future and its implications for how your
6 marketing program.
organization needs to be prepared.
CASE STUDY: SCOTCH TAPE THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE ESSENCE OF SHOPPER MARKETING 31
Case Study: Scotch Tape
In the end, it is the Customer Experience that every Shopper Marketing

program is looking to maximize.
To understand what successful Shopper Marketing looks like, let’s

take an in-depth look at a REGGIE Award Winning ‘National Consumer
Campaign,’ courtesy of April Carlisle and Elizabeth Harris from the agency
Leo Burnett/Arc Worldwide.
The campaign was called ‘The Most Gifted Wrapper.’
Scotch tape wanted to grow their unit share, and the overall relevancy of
their Scotch brand tape during their key season: the holidays. In fact, 80%
of sales for tape are in October, November and December as people buy
tape during the holidays. That tape can last for the rest of the year (before
it is fully consumed).
Through the use of shopper insights the agency team knew that shoppers,
although savvy to the fact they need tape, often forget to buy it and it ends
up as an afterthought, even when they’re inside a store that sells tape.
Courtesy of Arc Worldwide/Leo Burnett

They also knew that the shopper felt that beautifully wrapped gifts showed
others how much they cared, and that what was on the outside of the gift
was often as important as the gift inside (as it was the first impression the
receiver of the gift would have).
From their insights, they also knew that the shopper is often also the
consumer of the tape. Amongst the different possible types of shoppers,
they chose not to concentrate on the shopper looking to run in and
out of the store, but rather a brand aspirational, who appreciates the
Scotch brand, and who is looking for gift wrapping inspiration and can be
confused by the plethora of Scotch tape types.
In the past, Scotch ran a public relations (PR) contest called the ‘World’s
Most Gifted Wrapper Contest’. The contest was focused on rewarding
Scotch tape consumers who loved wrapping presents in unique ways, with
a chance to win a trip to New York City. The PR event was focused solely on
brand awareness, and did not specifically or directly drive any in-store sales.
In-store, there were in-aisle display units with the message ‘Don’t forget the
Scotch Tape’. The tape was an afterthought once the consumer was in retailer
shopping mode. The client wanted to both enhance their retail strategy, while
still running the wrapping contest (which was a 20 year tradition).
The strategy Arc/Leo Burnett focused on was to provide gift wrapping

inspiration and ideas, to encourage shoppers to buy ‘one more roll’ of
Scotch tape earlier in the holiday season.

Furthermore, they wanted to overcome the “choice confusion” shopper

barrier to ensure shoppers could match the correct tape(s) with their wrap-
ping project.
The agency team decided that the ‘Most gifted wrappers’ weren’t just
one person here or there, but they were actually elves at the North Pole
because they wrap more presents than anyone. The clever tagline they
ended up going with was: “The Most Gifted Wrappers, use the most gifted
tape” to further encourage the superior quality of the Scotch brand.
The team discovered that each tape style (double sided, transparent etc.)
was not fully understood by the market, so they designed a character for
each style of tape and created unique content for each elf/tape on how to
inspire their shoppers/consumers to wrap their presents in different and
interesting ways, using different tapes, or even using multiple tapes (to
encourage purchase of more than one roll).
The team also designed a fully integrated marketing communica-

tions program that included POS (point of sale) and Display Activa-
tion in-store, a micro-site, videos, blogger content, social media posts,
e-books and the original wrapping contest.
Each elf had their own e-book and their own unique approach/style. Each
elf also had their own workshop and a different type of present to wrap.
They each had animated wrapping examples on social media (such as
Pinterest) for further consumer engagement and to provide tips and tricks
to the market at large, and bring further awareness to their campaign.

They ran ads on Facebook that were designed to teach their market how
to wrap their gifts beautifully, and to extend their reach past what Scotch
had organically on their Facebook Page.
Using each retailer’s specific style guide, the in-store POS and display acti-
vations were customized to meet the retailer’s expectations, while offering
300%
the brand continuity for the entire campaign. This required managing increase in retailer
multiple relationships with different retailers to get their final buy-in and adoption and execution
32%
approval for the assets being deployed, and the campaign details overall. of their campaigns
In the end, the results were phenomenal, especially when compared to

the previous year:
additional
incremental sales
The agency team took home the ‘National Consumer Campaign’ award
at the 2015 REGGIE Awards, a top industry award show presented by
40%
the ANA. increase in
unit sales
Truth be told, there are an unlimited number of possible ways to execute
850,000
a successful campaign, but they often share common best practices that
guide the way.
extra rolls of tapes

Let’s discover how Shopper Marketing sold vs. the previous year
really works.
Sales Tools THEGUIDE
THE ESSENTIAL SHOPPER MARKETING ESSENTIAL SHOPPER MARKETING PLAYBOOK | INTRODUCTION 35
Integration
The Nuts and Bolts

of Shopper Marketing
PROCESSES AND BEST PRACTICES THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE NUTS AND BOLTS OF SHOPPER MARKETING 36
Processes and Best Practices

When it comes to Shopper Marketing, there is no single approach or It’s worth noting that, in Dr.Flint’s experience, without the proper amount
process to quantify, but it is crucial to understand that a successful program of upfront insight development, a Shopper Marketing program simply
ultimately relies on a strong process based on best practice research. would not have the information required to succeed.
We asked our experts to share their experiences and research on how Consultant Toby Desforges has his own four phases to integrate shopper
they see the fundamental processes working within Shopper Marketing. into marketing (which he suggests should be “used by every consumer
goods company on the planet”).
Professor Daniel Flint, based on his research, shares:
Simple 4 phase process to any successful Shopper

Marketing program:
“Shopper Marketing is a business
1 Insight development/research (business/shopper insights, and
process that is integrated into the
consumer insights)
work of marketing and sales, it has a
2 Strategic collaboration (between retailers and brand) logical sequence and outcome, and
that outcome is designed to influence
3 Executing the plan purchase behavior.”
4 Metrics/measurement of the program
Looking for a step-by-step overview of the stages and steps, required to launch a successful Shopper Marketing program? Check out
the Shopper Marketing Action Plan and Shopper Marketing Tool Index for practical tools and step-by-step instructions.
Please note, Toby’s process is linear, requiring the first phase to be It is worth noting that the last step also includes everything you want to
completed before moving to the second. achieve in both digital and traditional retail, including how you will incen-
tivize retailers to make it happen.
1 Identify what your consumer priorities are. (ie. Growth consump-

tion based on insights) Both of these processes concentrate on the same principal; you must
2 Understand which Shopper behavior you need to create. (ie. understand where the shopper is (and be able to support that with data-
Change purchase behavior in order for that purchase to happen) driven insights) in order to properly plan the steps ahead.
3 Ask yourself: “In which channels are we going to create that behavior?” That said, it’s also incredibly important when beginning to discuss a
Shopper Marketing program to start by fully understanding what level of
4
Create a marketing mix that addresses the consumers, shop- maturity you are currently operating within. This chart below comes cour-
pers, and the channels we want to target. (ie. Develop effective
tesy of Arc Worldwide/Leo Burnett. They use this spectrum when asking
marketing mixes that’s implemented to give that outcome)
their clients where they are in terms of their Shopper Marketing maturity:
Where do you stand?
Sophistication of Shopper Marketing Strategies
- Less More
Trade Promotions Customized National Promotional Alignment Differentiated Brand Shopper Driven
Promotions Platform Marketing
Offers customized by Alligns manufacturer
retailer, but POS is usually Leverage national brand activity to retailer’s busi- Brand communication Comprised of promotional
prescriptive or off-the-shelf promotions with some ness priorities andretailer’s platform that is unique to and non-promotional
custom retailer offers own promotional programs the retailer solutions
Agency reps April and Elizabeth shared that although a lot of clients
still only do basic trade promotions (which are not usually associated or
defined as part of a true shopper marketing program), it’s important to
note that Shopper Marketing efforts are often happening in all or only
some parts of this spectrum, it’s not a clear progression from left to
right (from less maturity to more).
Any brand could technically be doing all of these stages in a non-linear

fashion, but it’s safe to say that if they’re only doing baseline trade promo-
tions, they have lots of room to grow if their objective is to apply a larger
shopper marketing approach to their marketing mix.
No matter your maturity level, and level of program sophistication, all of

our experts agreed that it all starts with truly understanding your shopper.
Are you looking for a deeper maturity

assessment and/or maturity model? Check
out the Shopper Marketing Capabilities
Assessment App tool, and Shopper
Marketing Maturity Model to help you and
your team benchmark your capabilities as you
grow your shopper marketing program.
KNOW YOUR SHOPPER(S) BEFORE YOU BEGIN THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE NUTS AND BOLTS OF SHOPPER MARKETING 39
Know Your Shopper(s) Before You Begin These insights are based on data that not only validate the assumptions you
may already have but may also give indications about otherwise unseen
Just as you must know your ideal buyer before constructing a targeted Demand behavioral trends that you could leverage in an upcoming shopper campaign.
Generation campaign, you must know your ideal shopper to build a successful
Shopper Marketing program. Each shopper can be on a radically different shop-
ping journey, as discussed in the earlier section on Non-Linear Omni-Channel
Shopper Journeys. It’s important to start by planning out the stages of how
each shopper will move along their shopping journey (keeping in mind that
this journey, although seemingly linear, is actually non-linear in nature).
Different companies profile shopper segments differently, but all of them

are based on insights and behaviors.
This can become complicated very quickly as a company can have many
$50
different brands, and retailers have many different product categories, with
each attracting a variety of possible shoppers. That said, in many cases,
you may have a specific shopper that overlaps multiple brands and/or
categories, that you may want to target.
In the world of Shopper Marketing, there is no escaping the process of gath-

ering insights about the shopper or shoppers you suspect, or already have
some evidence, are most interested in your product, service, or category.
Are you looking to define your Shopper profile and journey? Check out the Shopper Marketing Profile Template,
Shopper Marketing Profile Interview Questions and Shopper Marketing Journey Stages Template to help your teams
quickly leverage this best practice approach.
KNOW YOUR SHOPPER(S) BEFORE YOU BEGIN THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE NUTS AND BOLTS OF SHOPPER MARKETING 40
In many cases, there are multiple shoppers that you must take into account At any rate, it’s important to take the time to understand the shopper(s)
that have different reasons for using a product, service, or category. For for your brands and categories, and connecting data fueled insights to
example, in an earlier example in regards to the purchasing of beer in a their profiles, to help your Shopper Marketing team (potentially with
store, 95% of the shoppers were women. team members from the brand, retailer/e-tailer and agency working
together in tandem) target the right individuals for their campaigns.
These women may only be buying the beer for their partner to consume,
but some of them may also be interested in consuming the product It’s important to note that shopper insights strategy work should be
themselves. done first by the brand, and then leveraged together with the retailer/e-
tailer to enhance and collaborate on the best strategy to apply for a true
Each of these women are different shoppers with unique behavioral attri-
win-win-win outcome.
butes, and who are going to be driven by different triggers when seeing
the beer.
95% of beer
To add to this mix, we also have the men who traditionally buy this type of
beer as well. If the male shopper goes to purchase the beer, he is travel-
sold in stores is
ling with that specific purpose in mind, and he is another unique shopper purchased by
worth tracking and understanding. women.
A shopper who visits a store to purchase alcohol is focused on that cate-
gory more specifically and could be enticed to try other types of beer
and perhaps purchase something else instead, or in addition, to their
favorite beer.
Source: Flint, Hoyt, Swift. 2014,
This purchase decision could just as easily occur on-premise, at a bar or
restaurant, instead of off-premise in a grocery store aisle.
CHANNELS, TRENDS, SEASONAL EVENTS AND TACTICS THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE NUTS AND BOLTS OF SHOPPER MARKETING 41
Channels, Trends, Seasonal Events and Tactics

It should also come as no surprise that Shoppers can have a radically That same person becomes a ‘smart shopper’ when shopping at a club, like
contrasting mindset when they are operating within different channels. Costco, and takes on an adventurous shopping persona looking for free
The same person, placed into a specific shopping environment, will samples and new arrivals.
behave differently depending on where they are.
To aid in this discovery process, Leo Burnett/Arc Worldwide has shared
For example, when shopping at a drugstore, as a ‘caretaker’, the motivation is their Shopper Mindset model which illustrates the changes in shoppers
centered on concern for your family’s well-being. behavior in much more detail.
GROCERY DRUG MASS CLUB DOLLAR C-STORE
THRIFTY SMART VALUE IMPULSE

ASPIRATION PROVIDER CARETAKER
PROVIDER SHOPPER SHOPPER SHOPPER
Anticipated weekly task;

MOTIVATION Concern for family well-being Value & lifestyle Adventure shopping Value & need Convenience
routine
Planned purchases - moderate

Fresh food driven; moving to The deal, the steal; bulk Predictably low
MODE price impulse purchases - avg EDLP Fair but not a deal
mass for commodity savings Size controlled
to high price
Low absorption, habitual Label reading high Low on commodity; high on Open to value oriented deals
OPENNESS Opportunistic Only if it’s right in front of me
shopping patterns absorption lifestyle only; need driven
LOCATION
Within neighborhood Within neighborhood Up to 10 mile radius Up to 10 mile radius Within neighborhood On commute path
IMPORTANCE
SERVICE
IMPORTANCE
CHOICE Breadth and depth Limited to top 2-3 Generic with 1-2 brand Limited breadth &
Essentials High choice expectations
IMPORTANCE or exclusive brands per category leaders size selection
Navigational signage; clear-

Navigational signage; brand
ly identified brand blocks; Cluttered, overwhelming Very small footprint, merchan- Small footprint; smaller pack
blocks difficult due to lack of Controlled flow; opportunistic
ENVIRONMENT information at shelf; branded aisles; little opportunity to dise adjacencies confusing; sizes; immediate consump-
depth; seens as expert and finds, sampling
“destination departments” in stand out as brand little visual opportunity tion oriented
service oriented
certain banners

CHANNELS, TRENDS, SEASONAL EVENTS AND TACTICS THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE NUTS AND BOLTS OF SHOPPER MARKETING 42
In the world of Shopper Marketing, each channel provides a different CHANNELS TRENDS/SEASONAL TACTICS
opportunity. Apparel April Fools’ Day Account-Specific
Club Stores Back to School Co-Marketing
To further illustrate the incredibly diverse variety of opportunities, take
Convenience Stores Black Friday Coupons/ Rebates/ Pricing
a look at this additional chart which summarizes the channels, trends,
seasonal events, and tactics that can be used as part of a Shopper Department Stores Breast Cancer Awareness Cross-Merchandising
Marketing program. Dollar Stores Cinco De Mayo Digital Marketing

Drugstores Cyber Monday Displays & Signs
E-commerce Easter Entertainment Tie-ins / Licensing
Electronics Earth Day Events
Fashion Accessories Father’s Day Games/ Contests/ Sweepstakes
Footwear Halloween In-store Media
Health and Beauty Independence Day Interactive vending
Housewares Memorial Day Loyalty Marketing
Centers/Hardware Mother’s Day Mobile Marketing
Mass Merchants Movember Packaging
Office Supply New Product Launches Paid Media
Pet Stores New Years Eve Premiums/ Incentives
Services Summer Holidays Product Placement
Get your campaign planned out with set Specialty/Other Super Bowl & Football Private Label
objectives, KPI’s and timeframes using the Sporting Goods Thanksgiving Relationship Marketing
Shopper Marketing Strategy Workbook, Supermarkets Valentines Day Sampling
and lay out your overall plan using the Shopper Toy Stores Veterans Day Social Media
Marketing Project Plan presentation to gain Warehouse Clubs Winter Holidays Video Displays
approval from senior leadership for your ideas.

COMMON CHALLENGES IN THE SHOPPER MARKETING WORLD THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE NUTS AND BOLTS OF SHOPPER MARKETING 43
Common Challenges in the Shopper Marketing World

No matter which channels, trends, and tactics are employed, each Shopper On the other hand, some of the experts we interviewed, have their own
Marketing program comes with it’s own unique issues and challenges; specific concerns and areas they look out for in ensuring a Shopper
some clear, and others not. From new product launches to visibility, Marketing program is successful.
capturing shopper attention to being in context to shopper needs, there
Marketer Carl MacInnes shared that the lack of organizational under-
are a lot of areas that need careful attention for a Shopper Marketing
standing of how powerful Shopper Marketing can actually be is a major
program to have success.
issue, where Shopper becomes a forgotten discipline (even given infor-
mation on how much decisions are made in store, and how consumers
According to the research in a recent ANA report and shoppers can be nudged in-store towards different brands). It’s critical
entitled ‘Shopper Marketing: The Next Generation’, to engage senior management in understanding the strategic importance
the key challenges of Shopper Marketing are: of Shopper Marketing at the CMO level and below.
1 Taking an omnichannel approach to reach end users at all Consultant Toby Desforges agreed that the biggest issues often lie within
touchpoints the organization, and in his case, he specifically focused on the C-Suite’s
reluctance to support a Shopper Marketing function. He shared that the
Making brick-and-mortar visits mirror the effectiveness of the
2 C-suite gets bombarded with new buzzwords or new ways of doing things,
online environment
and Shopper Marketing is thrown into this confusion, asking questions
Using social media to drive traffic to retailers and develop online like: Why should we do it?, What does it deliver? and, How do we deliver
3
communities afterward results using it?
Tapping into mobile in shopper marketing campaigns, to engage Professor Daniel Flint added more specifically that there are two very
4
consumers pre-store, in-store, and post visit targeted problems within the simple four step process he shared earlier
(which included Insight development/research, Strategic collaboration,
Utilizing software solutions to monitor shopper marketing
5 Execution and Metrics/Measurement). According to his research and expe-
campaigns and help drive ROI metrics
rience, the last two steps in his process are causing the biggest problems:
Execution
Metrics/Measurement
When it comes to ‘Execution’, strategic collaboration, and trying to get

multiple functions and silos (such as brand and sales) working together, Shopper Marketing is only executed
not to mention multiple agencies, it can be a daunting task.
correctly 45% of the time.
On top of all of this, coordination within the brand’s team and resources
is required, and there is still the very important job of working with the
retailers/e-tailers team to execute the events and be on the same page
regarding objectives. Getting all the digital media (social, websites etc.)
and print media integrated and playing nice together, and then executing
the project correctly in a store is also not easy. It’s key to engage and
discuss all of this early on during the planning process.
Professor Flint shared that according to Sorenson’s data, just in brick-and-

mortar stores, Shopper Marketing is only executed correctly an average
of 45% of the time.
Researcher Sarah Gleason shared that often this happens because the
campaign is not insight driven, or there is not a perspective or under-
standing that the team is trying to target, including what is truly meaningful
to the shopper. For example, a parent buying a birthday or Christmas
present for their own child may visit a specialty store, whereas if that same
Source: Flint, Hoyt,
individual is buying a gift for a childs friend they may have a budget in Swift. 2014
mind and shop at a different location.
Simplicity in communication can also be an issue, as often point of sale

material is trying to say too much and do too much, with competing visuals
and copy.
There can be a creative execution element that can cause the campaign
to fail, and often this may not have been pre-tested as most companies do The other big challenge in any
not pre-test their copy.
Shopper Marketing process is the
The truth is, that getting what was planned by/with the retailer/e-tailer, Metrics and Measurement required
to actually happen in store, is very challenging, because sometimes the
to truly understand what is going on.
store manager has a different idea on what would work in that local market,
or other time because multiple ideas were sold to the retailer at the same
time, and both teams didn’t know it, causing overlapping or redundant
campaigns.
Professor Daniel Flint also shared that the other big challenge in any
Shopper Marketing process is the Metrics and Measurement required to
truly understand what is going on, with lingering questions such as: How
do I justify my budget in shopper? And, How do I show that this is as effec-
tive or more effective than doing something else?
Ultimately collecting the appropriate metrics to answer these questions

can be the saving grace to justify the decisions made.
WATCHING YOUR COMPETITION CLOSELY FOR INSIGHTS THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE NUTS AND BOLTS OF SHOPPER MARKETING 46
Watching Your Competition Closely for Insights

Another important area to measure and track is the activity of your There is no need to always reinvent the wheel, especially if according
competition. The ideas they execute via shopper marketing campaigns to your tracking documentation of competitor behavior, a campaign has
(which are around us at all times in the marketplace) are great places to been repeated.
validate an approach you may have not yet tried.
If your competitor is running a campaign a second time, even if it is a
For example, when a new Call of Duty video game was released, Target’s variation on the first campaign, this is an indication the first campaign was
team, knowing the ideal shopper was a gamer who would be playing on successful in some regard.
their couch and eating snacks, placed bags of Doritos chips and cans of
Mountain Dew soda directly beside the game in the electronics section.
They also repeated the same setup in the grocery area including the game
itself alongside the chips and soft drinks. By tracking your competitions behavior, you
can discover crucial insights into their behavior,
Although it is difficult to adequately track the results of a competitor’s
and perhaps even forecast or anticipate their
campaign like this (especially while watching it from the outside), it does
next move, allowing you to position yourself in
lend to an idea that could be used again either in that exact category
a way that is not overshadowed by their next
(gaming and snacks) or even inspire a different combination altogether
competing campaign.
such as pairing furniture such as a shoe rack, in the shoe section (where
it will be in context when noticed), or placing batteries beside a popular
toy that does not have batteries included (to ensure the batteries are
purchased with the toy, and not lost to a later purchase in a dollar store
when it is realized that batteries were missing).
Are you looking for a fast way to track your competition? Check out the Shopper Marketing Competition Tracking
Database to help you and your team keep track of the ideas and insights you discover from analyzing your competitors.
CASE STUDY: ALLEGRA THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE NUTS AND BOLTS OF SHOPPER MARKETING 47
Case Study: Allegra
When you encounter strong competition, it’s important to stand out.
Tammy Brumfield, from The Mars Agency, shared a case study that show-
cases how being aware of competitor marketing activity can be incredibly
helpful in launching a new product.
After Allegra went over-the-counter, making it the fourth Allergy Rx to OTC

switch following Benadryl, Claritin, and Zyrtec, they knew would need to
step up their game in order to fend off the competition, grow their brand
and ultimately the category.
Existing competition already was dominating the category, and this

provided The Mars Agency and Chattem the opportunity to find a
niche-messaging opportunity that the others were not currently pursuing.
Beyond national marketing efforts, Allegra partnered directly with CVS to

achieve their goals.
The Mars Agency targeted allergy sufferers shopping in the beauty aisle,
and taught CVS shoppers that Allegra is their new “not so obvious beauty
secret”.
CASE STUDY: ALLEGRA THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE NUTS AND BOLTS OF SHOPPER MARKETING 48
This unique angle offered a disruption to the normal shopping behavior

in the beauty aisle and a non-competitive space to announce Allegra’s
over-the-counter availability to female shoppers who want to both look
and feel good.
The Mars Agency’s objective was to capture the CVS shopper’s atten-
tion for Allegra and gain incremental sales in May to round out the allergy
season.
Their KPIs were Allegra brand impressions and sales during the month of
May. Allergy sufferers often seek lower cost options from other channels,
so their challenge was to interrupt their ideal shopper while she was shop-
ping at CVS and give her a reason to buy Allegra.
Program results were driven by Allegra brand impressions and sales.

In-store Allegra/Lumene partnership displays created a compelling expe-
rience while a comprehensive 360 pre-media campaign including the
Allegra Makeover Video Game, blogger outreach, direct mail, Facebook
sharing and banner ads delivering over 143,000,000 impressions and
2,977 incremental displays.
This program exceeded goals at every touch point- Shoppers, Retailer

and Brand.
The Mars Agency’s big idea opened up the door to have a relevant conver-
sation with shoppers while growing the brand and ultimately the category.
DIGITAL & SOCIAL ACUMEN THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE NUTS AND BOLTS OF SHOPPER MARKETING 49
What You Need to Succeed

Digital solutions include the following technologies:
Digital & Social Acumen
It is no surprise that the digital revolution has fully taken over Shopper
Marketing. From mobile apps to social media platforms, and to email
coupons to virtual store simulations, the power of leveraging the latest Mobile Apps Social Media Analyze store Loyalty systems In-store behavior
Tracking and displays using analysis
technology has empowered the modern marketing team to push their Engagement algorithms
boundaries and integrate more heavily with other solutions.
It’s not only important to have access to this technology, but for your
marketing team members to be fluent in applying these digital tools to Digital Assistants Beacons Advanced VR Stimulation Customer profiling
(such as Alexa) couponing
solve a myriad of difficult problems such as tracking, automation and
data synchronization. Ensure your team is keeping on top of the latest
trends, and that they are given the time to occasionally test new solu-
tions to give your company a major competitive advantage. A/B and Eye-tracking Tracking cart Marketing
multivariate testing abandonment Automation (with
lead scoring)
In this modern age of Shopper Marketing, the advances in what is possible,
from gathering insights using eye tracking, to integrating all systems tightly
That said, choosing the right tools can be difficult, with many factors such
together into an omni-channel system, are all found in the software and
as scalability, data integration, and price, playing an important role in
hardware you utilize.
ultimate decision making. In the end, what is most important overall, is
These tools will be doing the heavy lifting for you and your Shopper that your team has a commitment to achieving on-going excellence in
Marketing program. both digital media and social media skills.
Looking to find and select the right Shopper Marketing vendor? Use the Shopper Marketing Vendors Matrix to start finding
leading vendors for selection, and then use the Shopper Marketing Vendor Selection Tool to compare them to each other
and discover which one suits you best.
BUDGET, RULES & ORGANIZATION THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE NUTS AND BOLTS OF SHOPPER MARKETING 50
Budget, Rules & Organization

Most people think that Shopper Marketing relies on an additional budget Her research discovered that a dedicated team with three or more years of
with a dedicated team that will support the program, and while this is defi- experience was more likely to embrace shopper marketing as a competi-
nitely helpful, there may be a lot of overlap and alignment within your tive advantage, and were more likely to see it as the convergence of brand,
existing marketing efforts and resources (including sales and consumer retailer, and shopper. In fact, she outlined new organizations should not
promotions). expect any immediate change, as three years was the critical milestone
in her study findings. It often took three years of team collaboration to
Some companies outsource all of their shopper marketing activities,
build out the processes, relationships and insights required.
to ensure they don’t miss anything important, and to leverage existing
experts and best practices as they begin to grow the function.
More often than not, your existing marketing or sales team is already able
to run a Shopper Marketing program for you, without any extra resources
“You don’t only need different
required.
roles and responsibilities for
This is only possible, of course, if you have the processes in place to successful Shopper Marketing, you
empower their efforts, and the insights needed to build an effective plan. also need different processes, and
attention to get the right insights.”
That said, depending on your company’s situation, you may need to hire
additional resources. Researcher Sarah Gleason, shared that nearly 60 Toby Desforges, the Consultant
percent of the organizations she recently surveyed had a dedicated
shopper marketing group.
Are you looking to hire a Shopper Marketing team? Check out the Shopper Marketing Roles Framework to build
your team, and use the Shopper Marketing Manager Job Description to hire them.
Demand Metric’s Shopper Marketing Roles Framework
ROLES RESPONSIBILITIES PROCESSES TECHNOLOGY CONTENT METRICS
Revenue Accountability
Budgeting & Planning Insights Dashboard Thought Leadership Blog Revenue by Channel
Staffing & Channel
Senior Management Reviews & Coaching Marketing Automation Webinar Presentations Shopper Lifetime Value, NPS
Management
Recruitment & Retention CRM Conference Keynotes Return on Customer (ROC)
Reporting to CEO/Board
Retail and Brand Strategy Shopper Marketing Budgeting Insights Dashboard Shopper Marketing Budget Market Share, Profitability
Shopping Marketing
Omni-channel Strategy Agency Management Omni-channel Systems Agency Contracts Brand Equity
Owner
Digital Marketing Strategy Communications Management Project Management Shopper Marketing Policy Omni-channel Usage
Brand Centric Activation Advertising/Sponsorship Insights Dashboard Advertising/SEO Campaign ROI, Email Metrics
Brand Marketing Brand Impact Analysis Lead Generation Marketing Automation Email Campaigns Marketing Qualified Leads
Campaign Creation Campaigns Digital Asset Management Print Media Contribution to Pipeline
Insights Dashboard
Insight Collection and Analysis Campaign Analysis Insight Reports Cost Rate, Market Reach
Virtual Store Simulation
Insights Simulations and Virtual Insights Campaign Scoring Insight-based Proposals Lift Rate, Sales Impact
Multivariate Metric
ROI Forecasting Measuring Historical Metrics A/B Split Test Results ROI, P&L Impact
Management
Omni-channel systems
Omni-channel Development Insights Dashboard Posts, Tweets, Photos User Engagement
Digital & Social Social Listening and
Social Channel Management Omni-channel Systems Forums, Chats, Comments Sentiment Analysis
Media Engagement
Mobile Channel Management Social and Mobile Platforms Articles, Community News Campaign ROI
Mobile apps and tools
Omni-channel Analysis Omni-channel Management Insights Dashboard Data Sheets, Whitepapers Channel Growth
Sales Management External Communications Influencer Identification Analytics & Reporting Case Studies/Testimonials Revenue by Channel
Retailer Channel Sales Relationship Cultivation Retail Contact Database Proposals, Presentations Market Share, Profitability
Customer Team Activation Product Launch nsights Dashboard Campaign Assets Avg. Revenue Per Retailer
Field and/or Account
Retailer Relations Product Positioning Project Management Campaign Channel Maps Avg. Order Value
Teams
Campaign Execution Competitive Analysis Competition Tracking Systems Competitive Analysis Conversion Rate, Renewal Rate
In-store Insights Shopper Experience Insights Dashboard Shopper Personas Shopper Satisfaction Index
Retail/Channel Sales
In-store Campaign Support Virtual Simulation and Testing Shopper Analysis Systems Shopper Journey Map Shopper Lifetime Value
Partners
Retail/Channel Sales Support In-Store Behavioral Analysis Omni-channel Systems Store Layout Map Net Promoter Score (NPS)
According to Consultant Christopher Brace, when organizations start Brand centric activation
with shopper marketing there is typically no shopper insight research or
1 All budgets, activations, and resources are controlled centrally by
research budget.
the brand
As the company becomes more progressive (Stage 2 of the Shopper
In some cases, national programs can have little retailer differ-
Marketing Maturity Model) no more then 10% of total research budget has 2
entiation other than merchandising vehicles (ie. club packs, OPP
ever been allocated.
(opening price point) brands, pricing, promotional) and in other
Once the company becomes more mature and even world class with cases it can require full branding for each retailer/e-tailer
shopper marketing (Stage 3 and 4 of the Shopper Marketing Maturity
Resources often organized by:
Model), that percentage goes up. 3
a. channel (food/drug/mass/speciality/ecommerce)
No matter the size, the organizational structure of a Shopper Marketing b. format (large store/small store/convenience)
team can lean towards either sales or marketing.
On one hand, you require sales to sell the shopper program into a specific
Customer team (sales) based activation
retailer, and on the other, you need to market your brand to build equity in
that retail environment. 1 Budgets come from brands to activate - can be a tax or tin cup
method
Either way, your program will often lean in one of two directions: Brand
centric (marketing) activation, or Customer team (sales) activation. 2 Brand delivers a “toolkit” of assets for activation / customization
Each of them comes with a different approach, but both of them can bring 3 Sales customizes and activates
you success. Resources often organized by:
4
a. Dedicated resources on top 3-5 retailers physically co-located
Which one is right for your team? with retailer and sales team
b. Shared resources on top 15 retailers located at brand hdq or
field-based - typically channel or region focused

When it comes to choosing a budget, you should determine the amount to Toby shares that 90% of the time, you can use the same gross budget
spend based on what you think you can achieve with a brand in a specific for research as you had before, yet you will also get more productivity out
environment. of those collected insights, all while building insight equity (all insights will
accumulate into a library of data useful for long-term analysis).
All in all, the most important item to budget for is insights so you can
gather data on how people are behaving when they are shopping. This These insights can be both related to the shopper or consumer, but it is
information is crucial for the entire Shopper Marketing programs success important to note that these insights are different and focus on different
and inception. In the case that you cannot create a new budget, you might stages of the overall shopping and product consumption journey.
be able to divert a budget from another area such as Market Research, to
Marketer Carl MacInnes explained that initially budgets should be heavily
get these insights collected instead.
weighted towards getting the right insights, and getting a way to test the
Consultant Toby Desforges shared that a good place to look for resources strategy (and sometimes this can be high risk).
to divert to gathering shopper insights, is any brand tracking taking place.
He suggests to ask “How much is brand tracking delivering actual busi- He shares that the three main buckets for a Shopper
ness value and how much is just managing metrics?” In many cases you
Marketing budget are the cost for:
may be able to remove some unnecessary existing tracking effort, and
focus your analysis on shopper insights instead, with the opportunity 1 Gathering insights/analytics
to develop insights that become a hypothesis about consumer and/or
shopper behavior that could grow your brand. 2 Building campaigns
3 Deployment
Are you looking to build your budget? Check out the Shopper Marketing Budget Template for an easy way to get
started planning the costs for your shopper program.
Fonterra, the company Carl MacInnes works for, also spends money in In a related note, Sarah Gleason shared that amongst her recent research
continuously understanding shopper psychology in-depth and trying new study participants there was an almost universal belief that proper
tools (digital tools, in store tools, ecommerce tools etc.) measuring of shopper marketing program effectiveness and ROI is
required for long-term success.
They invest heavily in technologies like ‘Virtual store’ and ‘Automatic
camera observations of behavior’ to gather these insights. That said, she explained that while the technology exists, the lack of a
defined and proven method for measuring ROI is seen as the biggest
Analytics guru Rick Abens explained that as budgets get bigger, there is
obstacle.
increased scrutiny on how the money is spent. He shared that according
to his research, 63% of marketers feel they don’t properly measure their
shopper marketing ROI.
Rick also explained that the top 3 reasons to measure “The budget goes, where
your metrics are as follows the ROI shows”
Justify Bigger Budgets Rick Abens, the Analytics Guru

1
a. This is really about accountability, for resources and money
you’ve been given
b. You need to prove that it works
c. Understand how much they should spend on Shopper
Marketing
Optimize Budgets
2
a. Where you should be spending it
b. What customers, brands, and platforms to spend it on
Marketing that works by testing more, to know what actually is

3
working
ESSENTIAL METRICS YOU NEED TO TRACK THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE NUTS AND BOLTS OF SHOPPER MARKETING 55
Essential Metrics Macro Metrics Micro Metrics

You Need to Track
1
Sales Lift
1 % of Shoppers Who Saw the Program
Tracking metrics is an essential part of any Please note that you should ensure you You can do this poll with some sampling
successful Shopper Marketing program. know when the sales lift occurred, where it panels such as mTurk on Amazon, or Niel-
was in the store, and what stores it ran in, sens panel, or you can do it with your own
With an unlimited potential for possible metrics
to ensure compliance was 100% executed proprietary data
to track, it’s a good idea to start with metrics
properly. Take these precautions so you can
that are already known, to help measure For Advertising
measure sales lift from that specific store, 2
results. # of impressions (they paid for)
to ensure it is actually attributed to your
# of things printed
This topic more than any other drew some big initiative.
# of shoppers who had the opportunity to
differences between those interviewed, with
Share Gain see it
some having very strong differing views on the 2
As a result of running an initiative, especially
matter.
if it is over months. Source: Arc Worldwide/Leo Burnett
Professor Daniel Flint shared that his research
Increased Collaboration
highlights Shopper Marketing metrics for both 3
Did working on projects together, increase
the macro and micro levels, where the macro
brand and retailer collaboration?
handles the big picture, and the micro focuses
on tactical aspects. Profitability and Growth
4
Did the campaign increase profitability?
Did it help the product category more
than before?
Are you looking for a Metrics Dashboard? Check out the Shopper Marketing Metrics Dashboard to help you and your
team track important metrics in your shopper program.
That said, not everyone agrees that impressions alone are a metric that
should be valued. A personal recommendation can go
Cory Rosenfield, co-founder of Qoints, collected all of the data from REGGIE a long way. An individual could only
award winners (an ANA run brand activation awards competition) to see if have 100 Twitter followers, but could
there was a correlation between the number of impressions on a campaign also be a micro influencer (in that there
and actual sales lift generated.
is significant activation from the number of
The results were interesting; there was no negative or positive effect. Cory impressions to their following).
shared that impressions are an old-school way to view campaign results,
from the days of TV and radio, but it doesn’t translate into digital.
Now that companies are tracking sales lift and volume lift, his data discov-
ered that impressions were not correlated to any effect on those metrics.
Cory makes the case for quality over quantity, and that it gets exponen-
tially greater when it comes to social channels.
For example, a personal recommendation can go a long way. An indi-

vidual could only have 100 Twitter followers, but could also be a micro
influencer (in that there is significant activation from the number of impres-
sions to their following).
A micro influencer is more respected then any broad media source, and
will drive way less impressions but could have an incredible sales lift,
download, or conversion rate.
Cory argues that you can’t just look at conversion rates with respect to
impressions. He asserts that having multiple messages, depending on To this end, Rick Abens has developed
what’s working with different audiences, leads to much greater success. an advanced multivariate metric
When it comes to metrics, many different factors are in play when any measuring process, which he uses
shopping decision is ultimately made, and some companies are focused with clients such as Clorox, Kraft-Heinz
on finding ways to organize the mountains of data into something
and Nestle that uses many variables
actionable and understand the impact they have collectively.
together at once to understand the
To this end, Rick Abens has developed an advanced multivariate metric
outcomes of multiple actions.
measuring process, which he uses with clients such as Clorox, Kraft-Heinz
and Nestle that uses many variables together at once to understand the
outcomes of multiple actions.
He calls these metrics his ‘Decision Metrics.’ Using past data from many
clients campaigns, Rick can simulate possible forecasted sales lifts
based on different variables or decisions.
This process represents how marketing actions are linked to the Profit and
Loss (P&L) impact using analytics. By using this approach, Rick says he
can use historical measurement to predict the P&L impact from marketing
options in order to help make the best marketing decisions.
Rick Abens explains this sophisticated analytics process as follows:
Decision Metrics
Marketing Cost Rate Market Lift Rate Sales Return Rate P&L
Action Reach Impact Impact
The Marketing Actions are the spending and All of these can be converted to a common measure In other words, volume sales that would not have
creative decisions made and implemented in the such as number of shoppers exposed to the market- happened without the marketing action. The lift
marketplace. There are both quantitative factors, ing tactic. The actual reach may be different than the rate is calculated from Sales Impact volume divid-
like marketing reach and cost (eg. buying 5 million planned amount of reach that was purchased due to ed by the Market Reach.
digital impressions for $25k or distributing 1 mil- execution and compliance levels.
This calculated Lift Rate can be used to forecast
lion direct mail coupons), and qualitative factors
The relationship between how much you spend expected Sales Impact from planned Market-
(like the copy used, timing or the target market).
and how much reach actually happened can be ing Actions. When conditions are expected to
These actions create Market Reach that quanti- quantified by Cost Rate, which is dollars per shop- change or trends are affecting the Lift Rates, this
fies the amount of marketing exposure that reach- per reached. Historical Cost Rates can be used effect can be justified. It is best to adjust the Lift
es shoppers. to evaluate the price of marketing tactics that are Rate to what is expected for a more realistic Sales
being considered for the future and can be used to Impact forecast.
Common measures for reach are: GRPs, TRPs,
forecast Market Reach for decision assessments.
Impressions, Coupon Circulation, Coupon Re- The P&L Impact is calculated based on the prof-
demptions Number of Stores and click-throughs. The Sales Impact is the amount of sales volume it and revenue per volume times the Sales Im-
resulting from the Marketing Action. pact volume.

The value of this measurement and forecast process is that the sales His belief is that instead of separating the impact of each dollar spent,
& profit impact forecast is more objective and reliable for better deci- companies should focus on the return of investment on the overall inte-
sion making. The impact forecast is based on actions you can control and grated spend, and to test variations of that same mix to see the changes
actual cost and lift rates from historical objective measurements. overall (take 0.50 from TV and put it into shopper to see if there is a lift).
That being said, not everyone agrees with a multivariate data analysis Opinions and strategies aside, there is no ignoring or disagreement that
approach. every company needs to measure their metrics to define success and
determine ROI.
Consultant Christopher Brace is skeptical about the marketing mix anal-
ysis industry. He shares an example that illustrates his concerns by setting
a marketing budget as $5, with $1 in each of the following: TV, print, digital, Funding often depends on proving that a
shopper marketing, and trade promotions. department is spending money more effec-
His problem is with how to separate the return of investment for the $1 tively then someone else in that organi-
spent on shopper marketing, from the other $4 in the budget. He explains zation or brand, and that compensation is
that when buying a product, some customers are buying based on their
own individual research, loyalty or discovery independent of any shopper
based on the ability to generate strong ROI
marketing program, and most shoppers do not know how they made a specific to that funded function.
specific purchase decision, and cannot say whether they were influenced
by TV, print, digital, shopper or trade promotions. His argument is that if
the shopper does not know, how could a computer algorithm?
Chris shares that although he understands why companies are searching

for the analytics holy grail, that it’s actually a systemic problem. He
explained that funding often depends on proving that a department is
spending money more effectively then someone else in that organization
or brand, and that compensation is based on the ability to generate strong
ROI specific to that funded function.
PARTNERSHIP WITH ALL LEVELS (RETAILER, BRAND, AND AGENCY) THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE NUTS AND BOLTS OF SHOPPER MARKETING 60
Partnership With All Levels (Retailer, Brand, and Agency)

Brands and retailers/e-tailers must have a solid relationship to ensure
a successful shopper marketing program. That said, the one selling the
product or service definitely has the upper hand in the relationship. “Shopper marketing is about
communicating and understanding why
According to Consultant Christopher Brace, collaborating with retailers someone is buying a particular product
is one of the most fundamental strategies required for success. He or service, and why he or she is going to
shared that the tendency is for brands to provide a fully-baked program that particular retailer/e-tailer.”
with insights before going to a retailer, which shuts the retailer out, and
doesn’t provide any collaboration. He recommends that for a best-in-class Sarah Gleason, the Researcher
approach, brands should sit down with the retailer and talk about what
they want to accomplish.
Chris says that going in knowing the brand has specific strategic growth
initiatives prioritized for that year and discussing strategy first including
what the retailer wants to accomplish is essential. Once the brand has
the retailers’ feedback, he recommends that they go back and then work
on insights to back the program up. His view is that any brand strategy
should be adequately aligned to each retailer’s unique needs and strategy.
In essence, the old model of shopper marketing is a brand telling a retailer

what they want, but the new model is asking retailers what they need so
the brand can shape their shopper initiatives to meet those needs.
For this reason alone, it’s very important to understand what challenges
retailers experience before you strategically approach them with your
Shopper Marketing objectives and strategies.
Retailers generally have problems with over-storing, multi-channel issues When it comes to what retailers want from brands,
where the brand is selling directly, zero growth in-store while ecommerce
they include:
is growing, and margin pressures. Agency reps April and Elizabeth shared
that retailers operate on slim margins due to cost overheads of labor and Best pricing
real estate vs. online merchants, so they look to manufacturer partners to Participation in retailer led programs
assist with their marketing efforts both in and out of store. Unique offerings (that are relevant to the retailers/e-tailers customer base)
Category Management
Insights
Besides margin, the following metrics are also Shopper Marketing programs (grounded in insights around their
important to retailers/e-tailers: shoppers, and their stores)
Top-line growth
Same store sales
Traffic
Share of wallet Retailers/e-tailers leverage a
Loyalty combination of marketing programs:
Trips/Baskets/Mix
Retailer-led marketing programs
Shopper conversion
Brand-led marketing programs
Are you looking for Partner Prioritization? Check out the Retail/Brand Partnership Prioritization Tool to help you and
your team prioritize your opportunities in context to your goals.
Retailer Led Marketing Brand Led marketing

In this scenario, the retailer creates the marketing program based on their In this scenario, the brand delivers a single or larger campaign in order
own ideas and concepts, and leads the effort. The retailer relies on the to drives sales and category growth for the brand, at multiple retailers.
manufacturer’s brand(s) to fund the campaign in exchange for merchan-
This kind of arrangement can often be funded by brand or sales organi-
dising (eg. If the brand participates in the retailer’s marketing program the
zation budgets in exchange for merchandising. These types of campaigns
retailer will give them display, merchandising or feature support).
are designed to maximize building brand equity, and are customized for
For example, Walmart runs a retailer-led program with brands partici- the retailer based on their style guide. For example, Coca-Cola ran a
pating called ‘Back on Track’ annually in early January, and is focused on music-based shopper campaign over the summer and took full respon-
helping you achieve your goals such as weight loss, completing taxes or sibility for building all banners and creative assets required, including
re-stocking the pantry. Brands participate as part of this program and are designs for Target’s website, and a unique in-store display in conjunction
featured predominantly in the store as part of this larger promotion. with the overall campaign themed for each retailer specifically. The Scotch
tape example shared earlier is another example of brand-led marketing.
Kellogg’s developed a shopper marketing program that integrated both diet
and exercise and helped drive traffic to Walmart stores through gift cards and No matter if your program is brand led, or retailer led, it’s important that
cross merchandising with exercise equipment. Kelloggs created special pack- your relationship stays win/win. The truth is that Shopper Marketing is a
aging exclusive for Walmart detailing the campaign in tandem with merchan- collaborative effort between manufacturer and retailer; both of them are
dising and signage in the store. This campaign built equity for both the Special equally important in the relationship.
K brand as a shape management brand as well as Walmart as a destination
For this reason, it’s important to measure both parties key performance
retailer to support your personal goals. This program was led by the retailer,
metrics to understand how both parties are doing at all times.
and funded by the brands featured and included in the special promotion.
Are you looking to select the best possible retail partner?

Check out the resources within the Agency Management Methodology & Toolkit.
Analytics expert Rick Abens measured 20,000 events (using a stan- Collaborative Planning Tools to
dardized model) across many of the large consumer packaged good
Win With Your Customers
companies, and looked for patterns in the data. He discovered that the
biggest category growth strategy is pre-store marketing tactics such as
coupons and banner ads. Pre-store Tactics Drive Category Growth Collaborate to Win
Category Growth
These tactics work because the coupons bring them to the store and give Retailer Win Brand &
a reason to put the brand on the shopping list. Negotiate Price Retailer Win
Rick also recommends measuring a retailer’s events and plotting them on
the matrix shown on the right. The goal is the top right corner (brand and
retailer win) where both the brand and retailer win equally. Low Brand ROI High
On this chart, a ‘Brand Win’ (in the bottom right corner) usually signifies a
pre-store strategy such as coupons or advertising. This approach will give
your brand a high ROI, but it won’t grow the category. Opportunity Brand Win
Events Change Tactics
In this scenario, you will need to change and add some category growth
tactics or the retailer may not get so excited about working with you and Retailer Support Drives Brand ROI
your team next time.
Source: Foresight ROI
If there is a ‘Retailer Win’, it means you spent quite a bit of money to grow
the category but didn’t get a good ROI for your brand. This gives you
negotiating leverage for the next event’s price or support.
All in all, it’s the partnership and collaboration between brands, retailers
(and sometimes agencies) that truly make shopper marketing a win-win
proposition for both sides.
CASE STUDY: ALCON EYECARE THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE NUTS AND BOLTS OF SHOPPER MARKETING 64
Case Study: Alcon
In this case study, both the retailer and brand were winners. This retailer
led program, which was created and executed by the Arc Worldwide
team, was also a winner of a REGGIE Award.
Every year Walmart runs their ‘Back-to-school’ program, and Alcon, an

eyecare company selling products such as eye drops and contact lens
solution, wanted to try something new to get attention from Walmart
shoppers.
They wanted to provide shoppers with a compelling reason to engage

with the eye care category while everyone was talking and shopping for
back-to-school supplies (such as folders, markers, etc.).
According to Alcon’s insight research, 80% of what a child learns in

school is provided via visual learning, which makes the eyes the most
powerful learning tool, especially compared to basic school supplies
and stationery.
The agency team created the Howard the Hedgehog character to help
take the fear out of having an eye exam.

CASE STUDY: ALCON EYECARE THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | THE NUTS AND BOLTS OF SHOPPER MARKETING 65
The marketing mix included an e-book which helped teach children why
getting an eye exam is so important. While reading the book with the child,
the book has tests for color blindness and dyslexia, and other problems
they would otherwise check for in an eye exam.
Alcon partnered with Walmart because supercenters have optical stores

inside the Walmart building. The purpose of the program was to help
self-diagnose your child, and get your childrens’ eyes looked at as a result.
There were handouts distributed by street teams, including Red/Blue

goggles for color blindness tests, and displays when you walk in the store,
as well as social media posts including additional images and videos.
The campaign brought the eye care category ‘into focus’ for retailers
during the crowded merchandising time frame and grew category and
brand sales.
The program was a success and won the Arc Worldwide team another
REGGIE award for Shopper Marketing excellence.

Sales Tools THE ESSENTIAL SHOPPER MARKETINGTHE ESSENTIAL SHOPPER MARKETING PLAYBOOK | INTRODUCTION 66
PLAYBOOK
Integration
Exploring the Future

of Shopper Marketing
NEUROMARKETING AND BEHAVIORAL INSIGHTS THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | EXPLORING THE FUTURE OF SHOPPER MARKETING 67
Neuromarketing and Behavioral Insights

Insights are driven by behavior; those insights can tell you the secrets to
success.
“Neuromarketing is a field that claims to
These observations are central to Shopper Marketing success and are
apply the principles of neuroscience to
studied closely by Neuromarketers such as Fonterra Marketer Carl
marketing research, studying consumers’
MacInnes. Carl uses sophisticated technology to track shopping behav-
sensorimotor, cognitive, and affective
iors in order to produce insights that can be used to optimize the shopper
response to marketing stimuli.”
program.
Along with his research partner, Dr. Peter Steidl, Carl believes that as we
face terror threats and financial volatility in this modern age of global
uncertainty, their research shows that we are embarking into a ‘fear
economy’ in which consumers seek comforting experiences to escape
from the ordinary.
According to Carl and Peter’s analysis, consumers will deal with the
emerging fear economy in a few unique ways.
During recessions, consumers are more likely to reconsider habitual

purchases to find more cost effective alternatives. For many, this choice
is not based on lack of income, but rather the uncertainty ‘in the air.’ On
the other hand, consumers tend to buy more inexpensive indulgences,
including candy and makeup to compensate.
When people fear the future, they are less likely to leave their home.
Peter and Carl expect in-home spending to increase, including home
improvements, spending more time online, entertaining guests, and on
home entertainment related purchases.
NEUROMARKETING AND BEHAVIORAL INSIGHTS THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | EXPLORING THE FUTURE OF SHOPPER MARKETING 68
Consumers are also more likely to engage with nostalgia, to invoke the
‘good old days’, and brands will begin leveraging this more to make their
consumers feel peaceful.
“The most agile organization that is
Other consumers will begin keeping a low profile, especially those who sensitive to indicators of change and
have purchased expensive luxuries that they don’t want others to learn able to adapt quickly and effectively
about, and judge them over. will gain a competitive advantage.”
Marketers should also consider unexpected rewards, as opposed to a

Carl MacInnes, the Marketer
traditional loyalty scheme, as any positive surprises lead to a substantial and Dr. Peter Steidl
release of dopamine, the feel-good transmitter.
Carl and Peter believe that those who accept and embrace this ‘fear
economy’, and leverage its insights in their shopper marketing plans, will
Consumers are also more likely to engage
be making a solid investment into their future. with nostalgia, to invoke the ‘good old days’,
and brands will begin leveraging this more to
It’s important to reiterate that these ideas are make their consumers feel peaceful.
theories based on research, and not statistical
fact, and although the insights they share may
have practical wisdom, some experts are skep-
tical of neuromarketing overall.
TRACKING, TESTING AND SIMULATIONS THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | EXPLORING THE FUTURE OF SHOPPER MARKETING 69
Tracking, Testing and Simulations

In-store, digital and omni-channel tracking technology is continuing His process includes taking the most successful store from his A/B split
to grow at an incredibly fast pace. From sophisticated eye tracking, to testing research of the ‘virtual stores’, and then travelling within that store
mobile phone tracking, and camera tracking, retailers and brands are in Virtual Reality within a ‘VR lab’ at Fonterra. Carl is following in the foot-
looking to these devices to secure strong consumer and shopper insights steps of others who have successfully leveraged virtual store technology
they can use to further optimize their campaigns. to test their ideas such as Walmart, Kimberly-Clark, and P&G.
Any technology that is linked directly to gathering insights in a more effi-

cient or powerful way, will continue to trend, as marketers crave data to From sophisticated eye tracking, to mobile phone
give them a competitive advantage. With augmented reality, mobile phone
tracking, and camera tracking, retailers and brands
users will be able to interact with digital environments and product demos,
from the palm of their hand. This technology includes ‘virtual store’ simu- are looking to these devices to secure strong
lations, augmented reality, and full blown virtual reality store testing. By consumer and shopper insights they can use to
testing in a virtual environment, insights can be gathered on a campaign further optimize their campaigns.
before it is even officially launched.
Marketer Carl MacInnes, is a big fan of the ‘Virtual store’. He claims it

is one of the biggest tools his company Fonterra utilizes. ‘Virtual Store’
allows A/B testing with massively high frequency, and quickly for poten-
tial impact on strategy. Fonterra builds virtual stores (like a Walmart) and
then sends a research panel filled with thousands of Walmart shoppers to
explore it. Carl and his team virtually change planograms, and get people
to shop in store using different POS information. He then A/B tests which
of those virtual stores generate the most category and brand impact (in
virtual stores, and virtual reality environments)
Carl’s next frontier is leveraging a full virtual reality store, with eye
tracking and emotional engagement tracking built in.
TRACKING, TESTING AND SIMULATIONS THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | EXPLORING THE FUTURE OF SHOPPER MARKETING 70
Researcher Sarah Gleason sees technology continuing to dominate the On the other hand, Consultant Toby Desforges is looking at the other side
view of the future landscape. She anticipates that the creation and adoption of AI simulations: the digital transformation of the work force.
of new digital and mobile tactics will continue to accelerate.
Sarah expects the future to be more about the total customer experi-
He had some chilling questions:
ence, both understanding and enhancing it. “How many people reading this guide will be redundant
because of purchase automation?”
She shares that for many, VR’s implications for shopper marketing seem
“At what point are the data analytics capabilities of marketers so
far off, but one aspect that distinguishes brick-and-mortar shopping from
far away from what would be needed to do micro-segmentation
online is the experience that can be delivered.
on a week-by-week basis, that we simply stop needing them?”
Her prediction is that as VR develops, it could transform the online and “At what point do we recognize that a sales force, is not neces-
in-store experiences alike, possibly creating the seamless merging of the sary to service an online purchase environment?”
two that has been envisioned for years. “How well are we embracing machine learning in our
marketing?”
According to Toby, when the same machine learning technology that’s
already in the banking and financial world, comes to marketing, AI (arti-
ficial intelligence) will reduce the marketing work force dramatically
(the volume of people employed and working in marketing and sales
globally will be reduced). “Machine learning is already a
reality. It’s not like it might come
Software and applications are already being deployed by Walmart and to the consumer goods industry,
Amazon’s distribution centers (and are already making micro decisions at it’s already in the consumer goods
a stunning pace). industry.”

SEAMLESS SHOPPING EXPERIENCES THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | EXPLORING THE FUTURE OF SHOPPER MARKETING 71
Seamless Shopping Experiences

Professor Daniel Flint believes in a more positive view of Shopper
Marketing’s future, with the goal of driving towards integration across
media. He loves the analogy of dropping bread crumbs meaning that no
matter when the shopper starts shopping (usually online), if they get into
a conversation with the brand, and engagement stays strong, they usually
keep shopping until a purchase is made.
For example, you need to get answers for some specific questions and
you’re driven to a website or Pinterest board, which drives you to Insta-
gram, which then drives you back to the website, and ultimately to the
online store; these are all breadcrumbs being dropped on your journey.
This is all part of an upcoming seamless shopping experience that includes

real-time shopping, in-store personalization based on data in the omni-
channel structure, and smart dressing rooms (which allow you to preview
multiple outfits digitally).
iBeacon couponing will add another layer to the omni-channel systems

design, as digital coupons are delivered to a shoppers device automatically.
Lastly, the Internet of Things is also becoming part of the omni-channel

universe, and included in this seamless experience, where fridges can
order groceries to be delivered.
Seamless shopping experiences will truly change everything we think we

know about retail.
Sales Tools THE ESSENTIAL SHOPPER MARKETINGTHE ESSENTIAL SHOPPER MARKETING PLAYBOOK | INTRODUCTION
PLAYBOOK 72
Integration
Final Thoughts
FINAL THOUGHTS THE ESSENTIAL SHOPPER MARKETING PLAYBOOK 73
Final Thoughts
The implications of the omni-channel world are far reaching within society.
Never before has purchasing a product been easier or more interactive.
For the shopper, this trend is like a dream come true. All of the complaints
and obstacles to purchase have begun to disappear; from understanding
inventory status and aisle location in a store without needing an employee
to guide you, to purchasing and placing the item on hold to avoid long
lineups in-person.
The omni-channel environment is a glimpse into what the future of

purchasing a product will be, and it’s only the beginning.
With the advent of drone-based delivery schemes coming from large

retailers like Amazon, the online shopping world will continue to threaten
traditional brick and mortar stores, pandering to the busy millennial who is
comfortable embracing technology in order to save precious time.
‘Click and collect’ programs are already rolling out with retailers such
as IKEA and Walmart, thus reducing the need for shoppers to navigate
the store itself. Google and Amazon are already aggressively pursuing
same-day delivery for small items purchased near large population
centers, such as New York City.
The Internet of Things, ordering what is missing in your pantry, some

laundry detergent, (so it can arrive in an hour or less), is just around the
corner.
FINAL THOUGHTS THE ESSENTIAL SHOPPER MARKETING PLAYBOOK 74
As retailers and brands continue to build their empires, it’s important In an effort to change the world and make it more automated, we may
that we all remember who is really in control: the shopper. Every one of have already done so.
us is a shopper, and we all hold the future of retail in our hands (often quite
Now that Amazon has a grocery store run by robots that requires very
literally when holding a mobile responsive website on a cell phone).
little human intervention and driverless cars are already hitting the streets,
It’s our preferences that these powerful analytical systems are trying to it’s becoming very clear that the world of the shopper and consumer will
understand. It’s our hopes and dreams that these products are looking never be the same again.
to fulfill, and we are empowered by the understanding that the world of
In a world where your fridge is able to automatically order you food, the
consumer goods needs us, as much as we need it.
role of the ‘shopper’ is changing forever.
We truly live in the future already. These sophisticated consumer prod-
ucts and services enrich our lives and give us immediately available solu- Welcome to the future.
tions to problems we may not even realize we have, yet there is a product
waiting to serve us.
These retailers, brands and manufacturers, while ensuring their own

success and profitability, also ensure ours, giving us a lifestyle that was
considered fantasy only 50 years ago.
That said, we need to watch what the future brings with a measured
approach, and ensure that the speed of progress really lines up with our
actual needs and wants as a society.
With deep machine learning beginning to become a reality in all aspects

of our life, the decisions that create our world are no longer being made
solely by human beings.
ACKNOWLEDGEMENTS THE ESSENTIAL SHOPPER MARKETING PLAYBOOK 75
Acknowledgements
THE ANA TEAM THE CONSULTANTS
Thank you to the following people for their unrelenting support and Toby Desforges is an author, consultant, speaker and business leader
enthusiasm throughout the production of this guide and toolkit: Kathleen with over 25 years’ experience working with leading consumer goods
Hunter, Jesse Feldman, Todd Kaiser, Mike Kaufman, Paul Robinson, Irene businesses including Mars, PepsiCo, Sony, Unilever, Danone, Fonterra
Pantazis, Kerry Breen and Lisa Guhanick and Kao. As the co-author of “The Shopper Marketing Revolution”, he
is a globally recognised expert in Shopper Marketing and Customer
Development.
THE DEMAND METRIC TEAM
Christopher Brace founded Syntegrate Consulting with a 360-degree
Much appreciation for the team at Demand Metric for their support
view of the challenges marketers face. He has held management posi-
throughout the creation of this guide and toolkit: Jesse Hopps, John
tions in Brand Management, advertising, Shopper Marketing, and promo-
Follett, and Jerry Rackley.
tions on both the client and agency sides of the business, providing him a
truly integrated foundation.
THE ANALYST
Phi Schmidt is the VP of Product Development at Demand Metric, and the
senior research analyst behind this guide and toolkit. Phi helps Demand
Metric build brand new toolsets, infographics, research reports, how-to
THE PROFESSOR
guides and video courses used to certify members including partners Daniel J. Flint is Professor and Director of the Shopper Marketing Forum
such as Microsoft and the ANA (Association of National Advertisers) on in the Department of Marketing and Supply Chain Management at The
topics such as Online Advertising, Demand Generation, Video Marketing, University of Tennessee, Knoxville. He is co-author of the book “Shopper
Content Marketing, Social Media Marketing, Search Engine Optimization Marketing: Profiting from the Place Where Suppliers, Brand Manufacturers,
and many other important marketing topics. and Retailers Connect”, and regularly presents at global conferences.
ACKNOWLEDGEMENTS THE ESSENTIAL SHOPPER MARKETING PLAYBOOK 76
THE MARKETER THE RESEARCHER

Carl MacInnes is a senior executive responsible for global shopper Sarah Gleason is a senior executive at Gfk, and is a master at developing
marketing practice at Fonterra, the world’s largest dairy exporter, where and institutionalizing actionable consumer and shopper marketing strategies.
he supports the building of billion dollar brands by the introducing of Gleason spent 18 years in brand management, new product development
neuromarketing practices in key global markets, and as co-author of the and strategy at General Mills and Kraft General Foods. She was recently
book, “Shopper Marketing: Neuromarketing Strategies to Win the Battle honored as a ‘Women of Excellence’ in the Shopper Marketing field.
at the Shelf”.
THE AGENCY REPS

THE ANALYTICS GURUS April Carlisle, Senior Vice President, Global Shopper Marketing, is Retail
Rick Abens has been helping companies improve marketing productivity Strategy leader for the Shopper Marketing practice for various clients
with practical analytics for over 25 years. Prior to founding Foresight within the agency, Leo Burnett/Arc Worldwide, including Procter &
ROI, the leading supplier of Shopper Marketing ROI measurement, he Gamble, Coca-Cola, 3M, Kellogg’s, and Kraft, as well as new business
was Director of Global Marketing Analytics at ConAgra Foods, where he initiatives and global training. Carlisle has been named “Who’s Who in
built the corporate marketing analytics function and measured return on Shopper Marketing” four years in a row.
marketing investment. Elizabeth Harris is the EVP Strategy Director at Leo Burnett/Arc Worldwide,
Cory Rosenfield is the co-founder of Qoints, which uses real live digital working across their brand and shopper marketing groups. She has 25 years
marketing data from campaigns of many of the world’s largest brands, and of experience in developing insight-based marketing and advertising programs
provides the statistics to advertising agencies and brand marketers, helping for clients such as Procter & Gamble, Walgreens, Kraft, and Sears. Elizabeth
executives set truly objective campaign benchmarks. A serial entrepreneur, was also named “Who’s Who in Shopper Marketing” for the past four years.
Cory had his first exit at the age of 21 in the IT services space. Tammy Brumfield is Senior Vice President of Retail Marketing Practice at The
Mars Agency. An accomplished Shopper Marketing Executive with exten-
sive experience providing leadership in the Consumer Packaged Goods
industry, Tammy has strong experience in leading and developing high-im-
pact Shopper Marketing organizations for the world’s most visible brands.
BIBLIOGRAPHY THE ESSENTIAL SHOPPER MARKETING PLAYBOOK 77
Bibliography
Omni-Channel - TechTarget Retail Dictionary - Vendhq
Omni-Channel Activation Conference - ANA Glossary of Key Retail and Retail Marketing Terms - Retailer Training Services
Shopper - ANA Marketer’s Edge “In some markets 95% of beer purchased for home consumption is bought by
females, where 90% is consumed in the home by males” (The Shopper Marketing
Shopper Marketing - ANA Revolution” Anthony and Desforges pages 28-29,32,61)
Fear Economy - Marketing Mag “70% of grocery purchases are made or influenced by women.” (POPAI 2012 Shop-
per Engagement Study)
Found At The End Of A Target Food Aisle - Reddit
“Shopper Marketing is only executed correctly an aver-
Neuromarketing - Wikipedia age of 45% of the time.” (Flint, Hoyt, Swift. 2014. Shopper Marketing: Profit-
ing from the place where suppliers, brand manufacturers and retailers con-
Shopper Marketing Increase Purchase Decisions - Amazon
nect. Pearson Education, Upper Saddle Ridge, NJ)
Shopper Marketing Revolution Consumer Retailer - Amazon
Shopper Marketing Neuromarketing Strategies Battle - Amazon
Shopper Marketing Profiting Suppliers Manufacturers - Amazon
Shopper Marketing Insights For Retailers - Slideshare
Best Buy Deploys QR Codes To Enhance Shopping Experience - Retailgeek
Shopper Marketing - Wikipedia
Shopper Marketing - WPP
Trends: Shopper Marketing - Warc
Unleashing The Shopper Marketing Engine - Atkearney
Shopper Marketing Best Practices Report - Retailhouse
Shopper Marketing In Store: An Introduction - Researchgate
Shopper Marketing PDF - GMA Online

SHOPPER MARKETING
ACTION PLAN & TOOLKIT
Follow this simple, step-by-step, methodology to develop a shopper marketing plan that increases sales,
builds shopper insights, and grows brand awareness.
THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | SHOPPER MARKETING ACTION PLAN & TOOLKIT 79
1 Learn About Shopper Introduction

In an economy surrounded by brands, retailers and never ending shopping opportunities, Shopper
2 Analyze Opportunities Marketing is an essential tool that brings brands and retailers together under a singular goal: increasing
sales.
From brand-led programs where the manufacturer works with numerous retailers under a unified
3 Strategic Planning
campaign, or retailer-led programs where brands join a retailer’s existing planned special, such as a back
to school sale, Shopper Marketing is all about the partnership between the manufacturers that produce
the brands people consume, and the retailers that sell these products to shoppers in their stores.
4
This methodology will take you through the 6 stages of an effective Shopper Marketing program,
Technology Selection providing you with best practices to empower any effort, and a toolkit to enable immediate practical
application of this knowledge. Although this methodology is meant to be applied from beginning to
end, in the sequence provided, it is possible that you may already be working on a Shopper Marketing
5 Campaign Execution program and some of these steps may not be necessary.
No matter where you are with Shopper Marketing, we recommend you take a look through all of the
stages, steps and tools provided so that they may lead you on the right path, or in some cases, fill any
6 Measure Results
GAP’s you may have in your existing program.
How to use this consulting methodology:

This methodology consists of six stages, each with a description, steps and action items. Action items
include using our premium tools & templates. Our intention with this methodology is to help you:
1 Understand shopper marketing and identify the audience and partners you should focus on.
Evaluate and select the technology that will be the backbone of your shopper marketing
2
strategy.
3 Plan and craft a strategy to increase sales, build shopper insights and grow brand awareness.
Discover how Shopper Marketing works, review the overall best 80
practices, and understand how to evaluate the roles and maturity of a
1
Shopper Marketing program.
Learn About Shopper
1 Review the foundation of shopper marketing best practices.
2
2 Inspect the latest research on shopper marketing programs
Analyze Opportunities
3 Understand the maturity of a shopper marketing program
3
4 Evaluate the roles required to achieve shopper marketing success
Strategic Planning
4 Technology Selection
STEP 1
Review Shopper Marketing Best Practices
Before you begin your journey into building a shopper marketing program, it is important that
5 Campaign Execution
everyone on your team is on the same page about what is possible and relevant within the context
of shopper marketing. Reviewing best practices is a practical way to quickly get current on the topic.
Action Item: Read ‘The Essential Shopper Marketing Playbook’ to get a broad overview of
6
shopper marketing best practices from leading industry experts. This is the document you
Measure Results are reading right now!
STEP 2
Inspect the Latest Research on Shopper Marketing
With a solid understanding of shopper marketing best practices, it is a good idea to further validate
this information with the latest statistical research about what is working in shopper marketing.
Action Item: Read the Shopper Marketing Research Report to get an updated view on the
trends and insights most relevant to shopper marketing.
TIP: Want to get the info faster? Watch our ‘Shopper Marketing Video Infographic’ or read our
‘Shopper Marketing Image Infographic’ for a quick overview of the research findings.
STEP 3
1 Learn About Shopper Understand Shopper Marketing Maturity
There are some critical components in any shopper marketing program that showcase how sophisti-
2
cated the operations, technology and strategy really are.
Analyze Opportunities Ensure you feel comfortable with the concepts behind the unique sections that make shopper
marketing what it is.
3
Action Item: Look at the Shopper Marketing Maturity Model to see what shopper marketing
Strategic Planning looks like in both its most unrefined and world-class levels of execution.
STEP 4
4 Technology Selection Evaluate the Roles Required for Success
Whether you are looking to add responsibilities to your existing sales and marketing team, or you are
5
looking for a dedicated team of human resources focused on shopper marketing, it is important to
Campaign Execution understand the roles and responsibilities required within a shopper marketing program.
Action Item: Review the Shopper Marketing Roles Framework to quickly understand the
team required to effectively execute on a shopper marketing program.
6 Measure Results
Assess your existing Shopper Marketing maturity, determine strategic
partnerships worth pursuing, while assessing budgets and building the
business case.
1 Learn About Shopper
1 Assess your existing shopper marketing maturity
2
2 Determine strategic partnerships worth pursuing
3 Define the budget for your shopper marketing program
3
4 Build the business case for shopper marketing
Strategic Planning
4 Technology Selection STEP 1

Assessing your Shopper Maturity
5
It’s a great idea to benchmark your current maturity with shopper marketing, so you can leverage
Campaign Execution your strengths and focus on growing any deficiencies.
By doing regular benchmarks you can track your team’s progress and be aware of what areas need
your attention as your program grows.
6 Measure Results Action Item: Fill out the ‘Shopper Marketing Capabilities App and the Shopper Marketing
Peer Benchmarks App’ for an interactive chart that will visually show you where you stand
with your current shopper marketing maturity.
STEP 2
Determine Strategic Partnerships
Shopper marketing is all about the partnership between brands and retailers.
Building these relationships is at the heart of what you are looking to achieve, and is where the
rubber hits the road with any shopper marketing program.
Action Item: Use the interactive Shopper Marketing Partnership Prioritization Tool to
understand which partners will be the best fit for your company
1
STEP 3
Learn About Shopper
Define the Budget for your Program
Without allocated resources, your shopper marketing program will never get off the ground.
2 Analyze Opportunities
Ensure a budget is established to plan expenses required to plan and execute your program.
Action Item: Leverage the Shopper Marketing Budget Template to get a visual idea on
current spending, to keep your program on track while it grows.
3 Strategic Planning STEP 4

Build the Business Case for Shopper
4
Now that you know more about what shopper marketing is, how it works and why it’s so powerful,
Technology Selection you will need to share these discoveries with leadership in your company to get approval to continue
with the shopper marketing program.
5
Action Item: Leverage the Shopper Marketing Business Case template for a slide
Campaign Execution presentation you can use to convince leadership to approve your ideas.
6 Measure Results
Plan your objectives and the metrics to measure their success, and begin
gathering the insights about your shoppers and competition to build
shopper profiles.
1 Learn About Shopper
1 Build a profile that represents your ideal shopper
2
2 Begin gathering the insights about your shoppers
3 Build your shopper marketing journey stages
3
4 Plan your objectives, and the metrics to measure their success
Strategic Planning
5 Complete and present your shopper marketing plan
6 Hire resources to manage the program
STEP 1
5 Campaign Execution Build a Profile that Represents your Shopper

Every marketing effort starts with the ideal buyer, and in the case of shopper marketing, your ideal
shopper or consumer. Ensure that you have a detailed profile for each shopper, so you can tailor your
6 Measure Results
marketing programs to their specific situation.
Action Item: Once you have collected enough info about your ideal shopper(s), use the
Shopper Marketing Profile Template to build specific profiles your team can utilize.
TIP: Leverage the Shopper Marketing Profile Interview Questions template to get the questions you
should consider asking anyone involved in a survey to research your ideal shoppers.
1
STEP 2
Learn About Shopper
Begin Gathering Insights about Shoppers
Insights about shopper behavior are critical to the success of any shopper marketing program. It is
critical that you and your team collect and analyze insights on a regular basis to empower decisions
you make about how to attract shoppers to your program.
Action Item: Fill out the Shopper Marketing Insights Database with any existing insights you
3
have, and use it as a place to store on-going discoveries about your shopper(s).
Strategic Planning TIP: Watch your competition to discover insights from their existing programs using the Shopper
Marketing Competition Tracking tool.
4 Technology Selection STEP 3

Build Your Shopper Journey Stages
Although most shopper marketing strategy has been centered on a linear approach, the truth is that
5 Campaign Execution shoppers often travel between stages and steps in a non-linear fashion, moving back and forth as
they make their decisions.
That said, it’s important to understand the stages shoppers can travel between to build the best
6
campaigns suited to their non-linear activity and behaviors.
Measure Results
Action Item: Utilize the Shopper Marketing Journey Stages Template to lay out the behav-
iors and insights for each stage of the non-linear shopping journey to plan your campaigns.
STEP 4
Plan your Objectives and Metrics
Before starting any marketing program it’s important to have a solid plan with specific objectives,
performance indicators, and a timeframe, to ensure the program is focused on specific results.
Action Item: Utilize the Shopper Marketing Strategy Workbook to help plan the high level
execution-related objectives and KPI’s for your shopper marketing program.
1
STEP 5
Learn About Shopper
Complete and Present your Plan
Getting approval on your initial plan, from leadership within your company, is an important step that
2 Analyze Opportunities will both help build your teams confidence on the work ahead, and secure the resources required to
bring the program to life.
Action Item: Modify and then present your Shopper Marketing Project Plan to senior lead-
3
ership to get the resources allocated to execute your program.
Strategic Planning
STEP 6
Hire Resources to Manage the Program
4 Technology Selection In most cases, you will need at least one dedicated human resource managing your shopper
marketing program.
5
Building a dedicated team will ensure the best results, but your program may need to start by
Campaign Execution assigning tasks to your existing sales and marketing teams to save budget.
Action Item: Utilize the Shopper Marketing Manager Job Description for your needs and
post it online to find someone who can help manage your shopper marketing program.
6 Measure Results
Evaluate technology solutions that enable your team to bring your
Shopper Marketing program to life.
1 Learn About Shopper 1
2
Discover shopper marketing vendors that provide solutions
Determine the best vendor(s) that suits your needs
3 Use an rfp to build your integrated shopper marketing system
3
STEP 1
Strategic Planning
Discover Shopper Marketing Vendors
Evaluate shopper marketing technology solutions that enable your team to bring your Shopper
Marketing program to life. These technologies can bring incredible insights, or provide a competitive
unique way to present your program to your ideal shopper(s).
Action Item: Review the Shopper Marketing Vendors Matrix to find technology solutions
5
that suit your needs.
Campaign Execution
STEP 2
Determine the Best Vendor(s)
6 Measure Results More often than not, there are multiple vendors you may be interested in pursuing for your shopper
marketing program. It’s important to score these vendors based on what your company needs most
to find the perfect fit.
Action Item: Use our interactive Shopper Marketing Vendor Selection Tool to discover the
best vendor(s) for your program based on what matters most to your company.
STEP 3
Build an Integrated Shopper System
Your CRM, Marketing Automation, Loyalty Card, Customer Service and other systems will need to
be integrated into a single Omni channel. Using an RFP template will help you get the ball rolling on
finding the right partners to bring this system to life.
Action Item: Use our Shopper Marketing System RFP to discover the best vendor(s) with the
skillset required to integrate all of your systems together into a single Shopper Marketing system.
Prepare and launch campaigns that are based on existing best practices.
1 Review the main strategies, tactics, and trends in shopper marketing
1 Learn About Shopper 2 Launch campaigns that are based on existing best practices
STEP 1
Review Main Strategies, Tactics & Trends
3 Strategic Planning It’s always helpful to constantly review the different approaches you can make in any shopper marketing
program, both as you build your campaigns, but also to help improve existing campaigns.
Action Item: Review the Shopper Marketing Program Strategies template for suggestions
4 Technology Selection on the most widely used tactics, trends and channels for a shopper marketing program.
STEP 2
5 Campaign Execution Launch Campaigns Based on Best Practices

During any shopper marketing program, ensure you are leveraging best practices for any specific
campaign approach to maximize your chances for success.
6 Measure Results At its core, if a shopper marketing program gathers insights and builds a relationship, it’s already
valuable even before direct ROI.
Action Item: Leverage the Coupon Best Practices, Contest Best Practices, Digital/Tradi-
tional Signage and Retail Mobile Best Practices checklists to ensure best practices are
Measure the results of your campaigns to determine return on
investment (ROI).
1 Learn About Shopper 1 Measure the results of your campaigns to determine roi.
STEP 1
Measure the Results of your Campaigns
3 Strategic Planning The final step in any shopper marketing program is ongoing.
You will need to carefully measure the results of your campaigns over time, to prove revenue impact,
and leverage insights gathered for future campaigns.
4 Technology Selection Action Item: Use the Shopper Marketing Metrics Dashboard to track key metrics in your
campaigns, so they can be easily and visually shared with senior leadership.
6 Measure Results
1 Learn About Shopper Conclusion
As you bring your shopper marketing program to life, continue to leverage the tools and resources
2 Analyze Opportunities in this methodology to benchmark, track and optimize your progress. For quick and easy access,
leverage the one-page Shopper Marketing Tool Index for immediate access to all the resources,
which is found at the start of this playbook.
3 Strategic Planning
If you need any additional help with your Shopper Marketing program,
4
reach out to the Ask-The-Expert research service within the ANA
Technology Selection Marketers Edge.
6 Measure Results
Sales Tools THE ESSENTIAL SHOPPER MARKETING PLAYBOOK | INTRODUCTION 91
Integration
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The Essential

1 Introduction: The Evolution of Shopper Marketing 4 Neuromarketing and Behavioral Insights 67

2 The Essence of Shopper Marketing 11 Tracking, Testing and Simulations 69

The incredible importance of shopper insights/analytics 17 Acknowledgements 75

3 The Nuts and Bolts of Shopper Marketing 35

LEARN ANALYZE PLAN TECHNOLOGY EXECUTE MEASURE

SHOPPER MARKETING SHOPPER MARKETING SHOPPER MARKETING SHOPPER MARKETING

SHOPPER MARKETING SHOPPER MARKETING SHOPPER MARKETING SHOPPER MARKETING

SHOPPER MARKETING SHOPPER MARKETING

PROCESS STAGES PRACTICAL TOOLS

PLAYBOOKS RESEARCH TRAINING

The Evolution of Shopper Marketing

This level of coordination and proactive strategic orientation became the

THE ANALYTICS GURUS

AGENCY REPS CONSULTANTS

The Essence of Shopper Marketing

What Shopper Really Is, What it isn’t, and Who’s Profiting

All in all, Shopper Marketing is a sophisticated form of integrated marketing

Unlike other marketing programs which focus solely on the compa-

Ultimately, there are four levels of engagement within Shopper

The Four Levels of Shopper Marketing Engagement

The Key Differences Between Consumers and Shoppers

Consumer behavior is focused on your needs, what is happening in your

Shopper: active intent and/or direct

Brand focused Choice focused

Desires a product Shops for a product

Influences attitudes of shopper Influences shopping behavior

Source: Arc Worldwide/Leo Burnett

The problem with this strategy is that, according to Consultant Toby

The Incredible Importance of Shopper Insights/Analytics

“Consumers can give rationally 70% of grocery purchases are made or

Daniel Flint PhD, the Professor

We now have the ability to speak to shoppers more specifically one

ethnicity, and generations such as millennials compared to baby boomers,

Digital technology is allowing marketers to speak directly to shoppers and

The Non-Linear Omni-Channel Shopper Journey

A shopper could also start on a mobile phone to gather preliminary infor-

You need to be ready to affect shopper behavior in every possible situa-

The backend remembers all the customer information so that anyone,

By having all systems working in synchronization, it is possible for the

Shopper marketing using an omni-channel marketing approach has a big Pre-Shopping

Decision DNA: 12 Step Non-Linear Shopper Journey

Although omni-channel marketing is a massive undertaking, it has the

In fact, effective data management is at the core of successful Shopper

Powerful Statistics that Make the Business Case

Shopper insights are crucial to overcoming purchase barriers Shopper Marketing*

Motivate shopper behavior 32% 42%

Build retailer and manufacturer

Grow categories by leveraging Shopper Marketing is a

2011 38% 25%

2013 26% 40%

8% 45% Shopper Marketing will be more informed by

Shopper Marketing will become a required functional

All in all, these findings define shopper marketing as a discipline at

1 Crystalize how you define shopper marketing and its role.

Establish a dedicated shopper marketing team that reports to or is

3 Adequately fund shopper insights to understand the inflection

4 Ground your shopper marketing programs and solutions in

Integrate digital and mobile into your shopper marketing program

Case Study: Scotch Tape

In the end, it is the Customer Experience that every Shopper Marketing

To understand what successful Shopper Marketing looks like, let’s

The campaign was called ‘The Most Gifted Wrapper.’

Courtesy of Arc Worldwide/Leo Burnett

All in all, these findings define shopper marketing as a discipline at