bo4.5 ecr europe forum '08. breakthroughs in understanding in-store behavior shopping...
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Breakthroughs in understanding shopper
behaviour
2
Shopper marketing budgets are growing….
CAGR marketing budget growth
Total 2%
Shopper (manufacturer) 21%, (retailer) 26%*
…… creating a demand for better understanding of shopper behaviour
*Source : 2004-2010 estimated marketing budgets, source GMA/Deloitte Consulting LLP 2007 Shopper Marketing Study Results (Deloitte.com)
3
Agenda
• Development of a standardised in-store behavioural metric
• New approaches to collaboration in manufacturer / retailer shopper data sharing
• Situating shopper behaviours within 360° consumer understanding
4
P.R.I.S.MA Revolutionary, New In-Store
Behavioural Metric
Presented by Donna McCabe, Kraft Foods
George Wishart, The Nielsen Company
5
Dramatic shifts are taking place in the consumer marketplace…
video #1
Shortcut to ARC In-Store Jan '08Pt1.lnk
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According to Millward Brown:“In every CPG/FMCG category, the point of purchase is the critical moment of truth when a consumer facing a shelf of competing brands makes a decision to part with hard-earned money for just one of them.”
Nigel Hollis, Millward Brown, July 2006
Effective Shopper Marketing is crucial
7
So, what is “Shopper Marketing” ?The GMA (Grocery Manufacturers Association) defines Shopper Marketing as:
• All marketing stimuli, • developed based on a deep understanding of
shopper behavior,• designed to build brand equity, • engage the shopper (i.e., consumer in ‘shopping
mode’), • and lead him/her to make a purchase
GMA (Grocery Manufacturers Association) & Deloitte Consulting
8
Consumers
Retail
Brand
The relationship has changed, from…The paradigm has shifted from….
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Consumer
Retail Brand
Shopper
ENG
AGEM
ENT PREFERENCE
LEVERAGE
To a more integrated view….
10
SHOPPERPurchase Barriers
Retailer StrategyBrandEquity
In-StoreMarketing
Plan
Design
• Consistent promise• idea, • look and feel
• Brand equity fundamentals
• Reflecting Shopper Insights
Aisle
Promotion
Advertising
Display
Event/Sampling
Driving to a powerful instore marketing plan
11
Unfortunately, consumers are facing similar message overload in the retail
environment…
Shortcut to ARC In-Store Jan '08Pt2.lnk
video #2
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So, how can manufacturers & retailers determine the most effective, impactful
allocation of their marketing investment?
IntroducingP.R.I.S.M.
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Marketing has changed due to evolving consumer & industry dynamics
• Media fragmentation
14
• Consumers have evolved
Marketing has changed due to evolving consumer & industry dynamics
15
• Retailers have evolved
Marketing has changed due to evolving consumer & industry dynamics
16
With 70% of the purchase decision made in the store
17
Why More Why More Shopper Centric Shopper Centric
Stores?Stores?
Retailer Differentiation
Manufacturers Striving for Topline
More Demanding Shoppers
New Metrics
Source: Interscope, 2008
The timing is right to create truly shopper centric stores
18
The In-Store “Medium” is an unparalleled opportunity
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Challenge is – No Metric
20
P.R.I.S.M. – Pioneering Research for an In-Store Metric
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CONSORTIUM MEMBERSLEAD SPONSORS
CO-SPONSORS
SUPPORTING RETAILERS
CONSULTATIVE SPONSORS
The P.R.I.S.M. Consortium
22
Shopper Marketing is the next marketing frontier
Brand Management
Category Management
Shopper Marketing
1970s – 1980s
1980s – 1990s
Current & Future
Scanner Data
Loyalty Data
In-Store Audience Data
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A common industry metric to measure consumer reach in-store
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Auditor
Store Sensor
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P.R.I.S.M. measures the audience by location in store and understands shopper patterns by demographic
Retailer transaction-level
scan data
In-store audience
Household panel
In-store audits
P.R.I.S.M.P.R.I.S.M.
“Who’s in the store”Gross impressions/audience by demo &
daypart
•ROI •Measurement &
Applications – e.g. Closure rates
PredictiveModeling
“What’s in the store”Presence of in-store
promotions
+
+
+
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P.R.I.S.M. provides the foundation for in-store planning, execution & evaluation
• Who was in the store?
27
• What is in the store?
P.R.I.S.M. provides the foundation for in-store planning, execution & evaluation
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• Was the investment effective?
P.R.I.S.M. provides the foundation for in-store planning, execution & evaluation
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Retailing Applications1. Marketing/Merchandising2. Shopper Conversion3. Operations/Supply Chain4. Store Layout5. Shopper Segmentation
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Shopper Conversion - Retailer A66
27
4239 39
22
3436
34
26
51
36 35
30 2924 24 23
21 21
0
10
20
30
40
50
60
70SA
LTY
SNA
CK
S
BEE
R
REA
DY
TO E
AT
CER
EAL
FRES
H B
REA
DA
ND
RO
LLS
SHEL
F ST
AB
LEJU
ICES
AN
DD
RIN
KS W
INE
CR
AC
KER
S
WA
TER
CO
OK
IES
FRO
ZEN
EN
TREE
S
Shop
per C
onve
rsio
n
Food Retailer A
The Opportunity Gap
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The audience data can be analyzed by store part and time
Retailer A - Thursday
Store Part #29 had a highof 91% on Thursday but
a low of 13%on Wednesday
32
DWELL MAP
New Technology will track the shopping trip and monitor dwell time
33
Media & Marketing Applications1. In-Store Planning2. Evaluation3. Multi-Media Planning
34
The new In-Store metric will tie In-Store to other marketing spending and total investment analysis
35
Check Out
Pallet Displays
In-StoreTV
Case StackerDisplays
Shelf Talkers
Sampling Programs
Floor Graphics
In-Store Radio
End CapDisplays
In-StoreIn-Store
Advertising
Consumer Promotion
Trade Pricing
ROI
In-Store Activity Return On Investment Analysis
36
Check Out
Pallet Displays
In-StoreTV
Case StackerDisplays
Shelf Talkers
Sampling Programs
Floor Graphics
In-Store Radio
End CapDisplays
In-Store
In-Store Activity
Magazines
In-Store
Cinema
Outdoor Newspaper
Internet
EventMarketing
Radio
Television
CampaignRF
Overall Marketing Campaign
In-Store
Advertising
Consumer Promotion
Trade Pricing
ROI
Return On Investment Analysis
37
Source: Nielsen Media Research; Nielsen In-Store
Avg. Weekly Gross Impressions (000)Female 25-54 Northern California*
100
736
526
269
100
Front End/CheckoutIn-Store TV
Runway - RearWall Display
American Idol 30Second Spot
In-Aisle ShelfTalker
Women's ServiceMagazine
Impressions can be measured across multiple marketing options
Need to developappropriate CPMs
across thesevehicles
38
Extensive testing and early pilot programs confirm P.R.I.S.M. is valuable and ready for rollout
Dates • 2006 • 2007-early 2008 • 2008 and beyond
Scope • 10 stores, 4 retailers in U.S. • 169 stores, 17 retailers, 38 banners representing 62% Total U.S. ACV
• Projecting to 24,000(+) stores
• Syndicate the service in the U.S.
• Begin international expansion
Phase 1: Test
Phase 2: Scale and learn
Phase 3: Rollout
TodayToday
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Everybody Wins• CPG manufacturers
40
Everybody Wins• Agencies
41
Everybody Wins• Retailers
42
Everybody Wins• Media Companies
43
Bringing In-Store Measurement to Life
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P.R.I.S.M. -How can we use the data to further advance
shopper marketing understanding?
45
1. Audience measurement- who is in the store? - audience counts
2. In-store Marketing Presence- what was in the store?- presence of all in-store marketing stimuli- knowing whether and which marketing in-store vehicles are
present3. ROI/Efficiency/Effectiveness
- effectiveness/efficiency of in-store spending- conversion (from exposure to purchase)- planning and evaluation insights
P.R.I.S.M. offers unique insights and long-awaited information
46
• Gross impressions• Unduplicated impressions• Gross rating points• Frequency• % reach• Shopper conversion rate• # of stores in which marketing vehicle was present• % of stores in which marketing vehicle was present• Average # of weeks in which marketing vehicle was present
A range of unique in-store metrics
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P.R.I.S.M. Data - Actual Examples
48
P.R.I.S.M. audience size measurement
Total Store Females 55+ Males 25-54
Checkout Area Zone 17,877,042 3,721,803 3,166,048Runway - Front 99% 99% 99%Lobby Zone 96% 95% 96%In Aisle Zone 92% 92% 92%Runway - Rear Wall 72% 72% 72%Runway - Front Wall 61% 61% 61%Produce Zone 55% 57% 49%Dairy Zone 50% 44% 47%Runway - Rear 46% 46% 46%Meat & Poultry Zone 42% 37% 41%Runway - Perimeter 40% 40% 40%Runway - Split Aisle 34% 34% 34%Frozen Food Zone 28% 25% 26%Deli Zone 22% 19% 21%Bakery Zone 21% 19% 21%Seafood Zone 20% 18% 20%Promo-Seasonal Zone 13% 13% 13%Pharmacy Zone 9% 9% 9%Greeting Cards-Party Zone 6% 6% 6%Floral Zone 4% 4% 4%
Retailer A - 4 w/e 09/29/07Gross Impressions by Store Part
• P.R.I.S.M. can identify audience size by storepart
P.R.I.S.M. can highlight differences in impressions by demographic groups
P.R.I.S.M. data can be used to determine optimal placement of in-store display based on gross impressions
49
P.R.I.S.M. allows you to analyze a common metric (gross impressions) across all mediums
Female 25-54
One WeekTOTAL GROSS IMPRESSIONS 526,100
In-Store AudienceOne WeekRetailer A
Gross ImpressionsStorepart Female 25-54Lobby zone 1,155,489Runway – Rear Wall 871,880Runway – Front Wall 736,498Produce Zone 713,231Dairy Zone 676,542
Despite being the #1 Despite being the #1 rated US television rated US television
show, American Idol show, American Idol Gross Impressions Gross Impressions
lag behind a number lag behind a number of Retail Store Zones. of Retail Store Zones.
50
Shopper Conversion rates from P.R.I.S.M. can be analyzed week to week to assess changes
driven by in-store activityCookies Shopper Conversion Rates
Aug-Sept 2007
Retailer A
Retailer B
Retailer C
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P.R.I.S.M. can reveal how many shoppers had the opportunity to see various in-store executions
Impressions generated by a 1 week Impressions generated by a 1 week pallet display in the runway front pallet display in the runway front
generated nearly as many impressions generated nearly as many impressions as a 6 week shelf banner. as a 6 week shelf banner.
Kraft Bistro Deluxe
In-Store Activity # of store/weeks Impressions
Display – Pallet 1 5,393Runway Front
Shelf Banners 6 7,823Dry Dinner Mix Aisle
Total Impressions 13,216
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Kraft Deluxe Competitor# of store/weeks 5 6
Display Location Display Pallet EndcapsEndcapCase StackerWall & Slatwall
Locations Runway Front Runway Rear WallLobby Zone Runway Split Aisle
Impressions 31,961 28,039
More shoppers had the opportunity to see Kraft Deluxe More shoppers had the opportunity to see Kraft Deluxe displays in just 5 weeks driven by more display locations. displays in just 5 weeks driven by more display locations.
The in-store marketing activity of competitive brands can also be analyzed through P.R.I.S.M.
53
Can investment in aisle reinvention drive increases in aisle traffic and shopper conversion rates sufficient to result in positive ROI?
P.R.I.S.M. data may be applied to answer many additional questions such as…
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And… • Which aisle placement will drive the greatest exposure and shopper conversion rate for my mega display?
• Which type of display will yield the best ROI?
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• Is the execution of in-store media in line with targeted goals?• Are there other storepart locations that provide a more
favorable audience rating and alignment with category shopper traffic?
• Are there other in-store media types that should be used to drive brand volume and category closure rate?
• Is the ROI more favorable for one type of in-store execution than another?
• Are my in-store marketing activities as effective as my competitors?
And many other questions…
56
P.R.I.S.M. analytics …A powerful tool for retailers and manufacturers
• Keeping the Shopper at the center
• Delivering leveragable insights into Shopper in-store traffic, closure rates, and ROI for in-store spending
• Examining impressions, impact and ROI of media spending across all mediums, including the store
New approaches to collaboration in manufacturer / retailer shopper data sharing ECR Berlin 2008Koos Berkhout
Presentation overview
• Introduction
• Data challenges in collaboration
• Benefits of a single platform
• Case study
• Summary
Company Overview
• Own and operate customer loyalty programmes– Nectar UK– Air Miles Middle East– Aeroplan Canada
• International Business Development– Launched in: UK, Canada, Netherlands, Spain, Middle East– Grocers: Safeway, A&P, IGA, Sobeys, Albert Heijn, Eroski,
Spinneys, Sainsbury’s
• Insight & Communication– Customer analytics– Insight sharing– Customer targeting
LMG Insight & Communication Division
Data-driven collaboration can go wrong in many areas
• There is an abundance of data sources, each with its own limitations and data traps
• ePOS– Comprehensive, cross-retailer view– Does not provide insight into who
• Panel– Adds the customer dimension to the cross-sector view– Provides directional information only – becomes less
reliable in questions requiring granularity
• Loyalty Card– Accurate view of how what customers do on a very
granular level– No cross-retailer view, data provides limited insight into
why shoppers behave the way they do
• Market Research– Captures broader range of data can be providing better
insight into why– Shoppers don’t always do what they say they do, survey
content is subjective
• People working across companies introduce additional challenges
• Organisations tend to have their own product hierarchies and category definitions
• Different data sets can be used to answer (parts of) the same question
• Choosing the best analysis technique and which insights to show can be subjective
• Interpretation of results can vary
A single platform addresses many sources of inconsistencies
Manufacturer
LMG Analysts
Retailer
Uniform front-end guiding users through phrasing business questions in a consistent way
Uniform front-end guiding users through phrasing business questions in a consistent way Central set of modules
containing definitions, analysis methodologies
Central set of modules containing definitions, analysis methodologies
Single source containing 100% transactional and customer data
Single source containing 100% transactional and customer data
Self Serve Live Case Study
A single insight platform enables more effective collaboration between retailers and manufacturers
• Organisational alignment and data quality are critical
– Manufacturers and Retailer use the same system
– Agree on consistent definitions in order to make customer data common language
– 100% data available over a sufficient time period
• The right technology determines the success
– Quick – Reports built and delivered in minutes
– Fast – Data available 3 days after the end of each trading week
– Simple – Intuitive portal simple to use and provides actionable insight
– Intelligent – Portal structured around key business questions
Thank you
k.berkhout@loyalty.co.uk
Situating shopper behaviours within360° consumer understanding
Using this insight to drivedifferentiated strategies
Sandy Livingstone
BMRB / TGI EuropaECR Berlin 2008
Consumer
Retail Brand
Shopper
As discussed earlier . . .
In-store planning is still disconnected
In-store planning is frequently conducted without sufficiently close reference to:
central marketing communications strategy
other wider picture issues such as attitudinal and cultural differences across markets
At best this misses an opportunity to build differentiation with real value to the consumer
At worst it results in poorly directly activities which can undermine longer term brand health
A short story of Brand X
How, apparently this brand came to decide on its in-store targeting strategy
Why subsequent sales data disappointed and led to uncertainty
How 360° data revealed new levels of insights, comparable across countries
How this influenced future European strategy
How it inspired a platform for specific actions with a retail customer
Misunderstanding derived from an incomplete picture
Brand X, a new snack product was launched across 3 European markets in early 2005
Based on demographic data on category consumption, assumptions were made by the sales team as to the target market, for example:
that the core was 18-34 year old females
that the major competitor was a category leader
A post-launch analysis showed that this hypothesis was clearly incorrect leading to concern over direction of trade support
Could more detailed analysis of other data help find a way forward?
Brand X profile in France
A highly summarised example of output
Have more spare time than many with a third spending 2.5 hours a day on leisure activities. Most of their weekdays are at college, some work part time or spend a lot of time caring for children. Often use the Internet, some may use it at their campus for study or for staying connected with friends. They like to hang out with friends after school or work at fast food restaurants, cafés and bars are also into sports (football, swimming, badminton) and particularly sociable activities such as bowling, snooker etc. They rely on TV heavily or books and Bande Dessinées for relaxation. Some try to win some extra money from machines, scratch-cards or the lottery. Those with families are active theme-park goers (Parc Astérix, Walibi) and others attend cultural sites/events in Paris.
Brand X Users: 2.4 million in FranceR
egul
ar a
ctiv
ities
Abo
ut th
em
Two thirds are female, younger (spread within the 15-34 age group) and therefore more likely to be single and to be students. However some have started their families, and 44% have children in their household. An average number work, however given a quarter are in full time education and with skews towards homemakers and unemployed, they are slightly more likely to finding it hard on their personal income(though by background, HH income is above average). Marked skew to the north half of France with a core group living in larger cities and Paris.
Source: Enlightenment Europa TGI 2007 February (Oct05 - Sep06) Universe: All Adults 15+ in F Base: Brand X users
Reactive to and engagedwith ads and promotions
Spenders, not good at saving or managing money
Impulsive trialists – love anything even superficially new (e.g. packaging or gadgets)
Pleasure in everything; food, affection, shopping or their home
Forward-looking, ambitious and up for Challenges
Experiencing Enjoy diversity and difference
Try to affirm themselves through their
appearance
Out and about enjoy having a good night out
Music an important thing in life
Look for guilt free treats. Indulgethemselves but may feel tension being aware of calories
Impulsively driven by clothes, fashion and socialising
Source: Enlightenment Europa TGI 2007 February (Oct05 - Sep06) Universe: All Adults 15+ in F
Fashion is everything (and is disposable)
Compulsive shoppers / browsers / spenders
Aspire to gain esteem and stand out
Love being Young and Youthful
Top
conf
ectio
nary
br
ands
Other choc
Ice creamBreakfast cereal
Foods and Diet
Boxed choc
Mayonnaise
Food
str
ateg
y
Salad dressing
Sweets
RTE desserts
Connecting with friends and family through food in a non-traditional French manner (no structure/control). Sweet tooth, like to treat themselves without avoiding sugars/fats. They like fast food and pizza and many go for easy options such as takeaway. Many like experiencing new things and some eat in restaurants especially Greek/Turkish, Italian and exotic foods. Some opt to diet products or skip meals to keep their weight down. Many compensate with sport and overall keep fit.
Snack/ Foods more likely to consume often
FoodS
nack
Milk
Ice cream (bars & sticks)
MintsCereal bars
Savoury snacks
Source: Enlightenment Europa TGI 2007 February (Oct05 - Sep06) Universe: All Adults 15+ in F Base: Brand X users
Chewing gum
Bar choc
Sweet biscuit
Cheese in portion
Delicatessen
Meat & Poultry
Frozen vegetable
Brand Y comparative profile
Key values for each brand
Image conscious/ keeping up
Connecting
Spending
Similarities Key values pulling consumers apart
Diet tension
Superficial novelty
Culture
Environment
Home
Source: Enlightenment / Europa TGI 2007 February (Oct05 - Sep06) Universe: All Adults 15+ in F
Discoveries
Real differences exist between Brand X consumers and those of its competitors
Not just a challenger sub-set: these were evident throughout:
Demographics
Mindset
Lifestyle
This warranted a further investigation into attitudinal differences in greater depth
I always think of the calories in what I eat
I think fast food is all junk
I always look for the light/diet versions of food and drink
We rarely sit down to a meal together at homeI don't have time to spend preparing
and cooking food
I don't want responsibility I'd rather be told what to do
There's little I can do to change my life
I like taking risks
I would like to set up my own business one day
I loathe doing any form of housework
I find that I'm easily swayed by other people's views
My faith is really important to me
I consider myself to be a spiritual person
I find it difficult to say no to my kidsIt is important my household is equipped with the latest technology
A woman's place is in the home
Contraception is a woman's responsibility
Real men don't cry
I consider myself interested in the arts
The point of drinking is to get drunk
When doing the household shopping I budget for every
penny
I really enjoy any kind of shopping
I often enter competitions featured on packets or labels
I sometimes send off for goods services or info packs advertised in newspapers mags on TV or radio
It's worth paying more for organic food
To do my shopping by internet makes my life easier
Celebrity endorsement influence my purchase decision.
I would never think of taking a package holiday
Most of the time I'm trying to lose weight
A designer label improves a person's image
Enlightenment / Europa TGI 2007 February (Oct05 - Sep06)
Bounty
Brand L
Dove
Brand M
Tender
Milkinis
Brand X
Maltesers
Brand ABrand Y
Brand BNussini
Nutoka
Caramac
Mars Bar Kit Kat TwixSnickers
Kinder Maxi
Milky WayDaimPick up
Aldi - Other choc
Lion Bar
Duplo
Nuts
Banjo
Starting point: a map using 250+ attitudinal statements against category brands in Germany
Brands L and M are Brand X’s
closest competitors from
this axis of interpretation
Brand Positioning in Germany
Enlightenment Europa TGI 2007 February (Oct05 - Sep06)
Maltesers
Brand A
Mars Bar
Rolo
Kit Kat
Brand Y
Bounty
Twix
Lion Bar
Snickers
Brand L
Kinder MaxiBrand B
Duplo
Nuts
Milky WayDaim
DovePick up
Aldi - Other choc
Brand M
Banjo
NussiniNutoka
Caramac
Tender
Milkinis
Brand XPremiumisation Early adoptionSophistication
Price-oriented ConservatismReactivity
Masculine Values
FeminineValues
Distinctive niche
position is confirmed
ConservatismPremium / sophistication
Germany
Contrarian / Rebelling
Trialism based on promotion
France
ConventionFashion / materialism
Great Britain
Opposing valuesCore territory values
Observed differences by country
• Premium display• No price or “cheap” promotions• Competitions as link to
aspirational
• Support sophistication• Avoid carving small niche• Widen appeal outside core
Germany
• Rolling price promotions• Series of tie-ins with other trial
increasers in other categories
• Refresh novelty value• Permanent new interest• Increase penetration
France
• Glamour magazine• Range away from main• Checkout displays
• Reinforce fashion values• Leader of its own category• Increase frequency
Great Britain
Potential tacticsIn-store strategy
Recommendations by country
Generating new sales from this insight
A retailer/manufacturer partnership approach built on differentiation
The potential amongst non-users is sized by creating a closely matched “look-alike” group . . .
63% of Brand X
consumers have at least
7 of these variables in their profile
Among snacks consumers, people who have at least 7 of these variables in their profile are 43% more likely to be Brand X consumers
I like to treat myself to foods that are not good for me I avoid sugar (no)I often eat between meals, I keep eating snacksI think fast food is all junk (disagree)I don't pay sufficient attention to what I eatI really look after my health (no)Because of my busy lifestyle, I don't take care of myself as well as I should Our family spends a lot on food I often buy useless things I often buy, on impulse, products I hadn't thought of I dress in a young style I like to keep up with the latest fashions I like others to look at meI spend a lot of my spare time with friends every dayI want to get to the very top in my careerMarital status: Single/Living alone
Brand X
. . . Creating a potential of 16.5m consumers
Among other snacks eaters 39% have a very similarattitudinal profile to Brand X’s users
Snacking consumers who are non-users of Brand
X
Potential of 16.5m extra consumers
The opportunity for Brand X / Retailer A No particular affinity between these
consumers identified and any specific brands.
Their consumption of competitive products is average
Their potential affinity with Brand X is quite unique making this a promising
target market
Stronger likelihood to be Retailer A shoppers
Opportunity to create a differentiated platform from which to drive consumption
/ sales
Eating is a short break to fuel and escape pressure
• Convenient / easy solutions / quick fix
• Often on the go
• Follow impulsions / avoid rules
Not really about quality for its own sake
• Notion is more one of extravagance
• Usually expressed only on occasions
Indulgence is not really achieved via sensorial pleasure
• Rather it is through the notion of having transgressed
• Treating generates feelings of guilt as well as of pleasure
Creating a shared, differentiated platform:Brand X / Retailer A in partnership
Health and diet Indulgence Premiumisation
Pleasure obtained from the category positioned as a well-being treat / mental break necessary to a healthy and balanced lifestyle
(similar function as a massage or some down-time in a Starbucks etc.)
• No relation to premium quality snacks or to healthy options
Conclusions
Conclusions
Survey data can provide the missing insight vital to maximise in-store differentiation and ROI.
We recognise that relatively few make intelligent use of it:The volume of data being processed from other sources can be overwhelming and gives the illusion of completeness
There is an inherent difficulty in reconciling findings with other data sources
We are hopeful that in future these barriers will be reduced:we have already worked with P&G on a project to tie into Nielsen data
we are investigating ways of working with loyalty card systems
Meanwhile make use of differentiating insight already available
89
Panel Q&A
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