shopper marketing magazine - june \'11 e-issue

$: Shopper Marketing magazine - June \'11 e-issue$
Vol. 24, No. 6 • June 2011 / An Official News Publication of the

Mills Partners with GrouponMINNEAPOLIS — General Mills became the first major con-sumer packaged goods maker to run an offer through Chica-go-based Groupon’s collective-purchasing website. Staged in Minneapolis and San Francisco on April 21, the offer entailed a “sampler” of 12 Mills products

from brands such as Fiber One, Cinnamon Toast Crunch and Fruit Roll-Ups for $20, which the CPG billed as a 50% discount. The deal also included a coupon book providing $15 in savings on various Mills products. The packages were shipped directly to buyers’ homes. General Mills told The Wall Street Journal that it would evaluate results from the test before deciding to use Groupon again. The offer sold through 4,500 boxes by mid-morning. Within a week of that offer, TotalBeauty.com launched its fi rst Groupon deal, offering $25 worth of E.L.F. cosmetics for $10 redeemable through EyesLipsFace.com.

See Mattel, Page 18

Category Report: CANDY AND SNACKS

See Page 42

Dole Learns from Mobile Club PilotBy Dan OchwatWESTLAKE VILLAGE, CALIF. — Dole Foods completed an eight-week pilot program with East Coast supermarket chain Price Chopper to test the mobile marketing waters. The retailer and manufacturer partnered to create the Dole Salad Mobile Club, a loyalty program where shoppers signed up for SMS text-message recipes and offers. Dole and Price Chopper started promoting the club in November 2010 through targeted direct mail pieces with QR codes, circular ads, a mobile site, Facebook posts and banner ads.

“We wanted to discover who, how, when and where consumers wanted to use their mobile device,” says CarrieAnn Arias, senior manager of shopper marketing at Dole. “We also wanted to create a path for future communications. We accomplished all of our goals and gained some unexpected – and heavily guarded – insights into how mobile interacts with other marketing mediums.”

So while the program worked to get shoppers more involved in shopping for salads, the pilot really helped inform Dole and Price Chopper on mobile practices, according to Arias. “You

Mattel Brings Barbie & Ken Back Together Playing off ‘breakup,’ campaign targets multiple generationsBy Joe BushEL SEGUNDO, CALIF. — Mattel Inc. used a multifaceted marketing campaign that included social media activity on Face-book and Twitter, and event marketing to publicize the “reunion” of its Barbie and Ken dolls.

The backstory of the dolls includes a “breakup” seven years ago. It wasn’t un-til the pair appeared together in Pixar Animation Studios’ Toy Story 3 in 2010 that the rematch gained momentum. The theatrical appearance was not of Mattel’s doing, says vice president of marketing Lisa McKnight, but served as an unoffi cial kickoff for the reunion campaign.

“The brand reaches multiple genera-tions,” McKnight says. “Ken has not been in our product line since 2004, so we wanted girls to reconnect with Ken and to understand his role in Barbie’s world, that he’s the perfect boyfriend for every occasion, and to ultimately buy Ken to ac-company Barbie and play out stories with them together.”

On Valentine’s Day 2011, Barbie’s Face-book page announced the pair was back together. McKnight says Mattel wanted to simultaneously bring Ken back into the spotlight and mark his 50th anniversary (March 11) with new dolls.

A special-edition gift set printed with the words “She Said Yes!” included Ken and Barbie together. Mattel recommended that retailers sell it for $5 for one week. All creative work was done in-house, says McKnight.

A fi ve-week print campaign in US Week-ly and a month-long billboard campaign (digital and traditional) in Los Angeles and New York preceded Valentine’s Day.

Report: Mobile Apps/Technology

Page 26

See Dole, Page 16

Integrating Shopper & CatMan

SEE PAGE 20

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That internal struggle between making a purchase or not making a purchase. That’s what we help create.

We go beyond the typical production role and combine retail expertise with strategic creative capabilities. Add in

unimaginable options and you have visual communications that lead shoppers into temptation. Powered by

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Editorial Director Bill Schober (ext. 132)

Senior Editor Tim Binder (ext. 149)

Managing Editor Anne Downes (ext. 160)

Art Director/Production Mgr. Sonja Lundquist (ext. 138)

Contributing Editors Peter Breen, Rob Mahoney, Patrycja Malinowska, Maggie Shea

Contributing Writers Dan Alaimo, Riki Altman, Paula Andruss, Michael Applebaum, Aaron Baar, Joe Bush, Tricia Despres, Ed Finkel, Jeff Fleischer, Erika Flynn, Deborah Garbato, Sarah Hamaker, Lisa Kass, Dawn Klingensmith, April Miller, Dan Ochwat, Lorna Pappas, Craig Shutt, Al Urbanski

Managing Director/Group Publisher John Bold (847) 675-7400, ext. 118; [email protected]

ADVERTISING SALESRich Zelvin, (847) 675-7400, ext. 117; [email protected]: AL, CT, DE, FL, GA, IL (Chicago only), IN, KY, MA, MD, ME, MI, MS, NC, NH, NJ, NY, OH, PA, RI, SC, TN, VA, VT, WV

Rob Hanson, (847) 675-7400, ext. 116 ; [email protected]: AR, AZ, CA, CO, IA, ID, IL (outside Chicago), KS, LA, MN, MO, MT, ND, NE, NM, NV, OK, OR, SD, TX, UT, WA, WI, WY

Need help finding a supplier? We may be able to help. Send your e-mail to [email protected] and be sure to include a daytime phone number.

Shopper Marketing (ISSN 1040-8169) is published monthly by the In-Store Marketing Institute, 7400 Skokie Blvd., Skokie, IL 60077-3339. Periodicals Postage Paid at Skokie, IL and at additional mailing offices.

POSTMASTER: Send address changes to Shopper Marketing, P.O. Box 1763, Lowell, MA 01853-1763. Entire contents copyright © 2011 by the In-Store Marketing Institute. Canada Post International Publications Mail Product (Canadian Distribution) Sales Agreement No. 40025274. Return undeliverable Canadian addresses to: Station A, P.O. Box 54, Windsor, ON N9A 6J5 or Email: [email protected]

CHANGE OF ADDRESS and other circulation correspondence should be mailed to: Shopper Marketing, P.O. Box 1763, Lowell, MA 01853-1763, or call (847) 675-7400, ext. 111 for customer service. (Include your address label with all correspondence.)

WHERE TO WRITE: Please direct all letters to the editor and other business/advertising correspondence to: Shopper Marketing, 7400 Skokie Blvd., Skokie, IL 60077-3339.

ARTICLE REPRINTS & E-PRINTS: Contact Scott Easton at (770) 888-8301 or [email protected].

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

CONTENTS

Executive Director – Chief Executive Offi cerPeter W. Hoyt (ext. 121)

Managing Director – Chief Operating & Financial Offi cerChris Stark (ext. 197)

Managing Director – Member Services & EventsMaureen Macke (ext. 127)

Managing Director – Strategy & Member DevelopmentSteve Frenda (ext. 178)

Managing Director – Content & EditorialBill Schober (ext. 132)

PRODUCTION Director – ProductionEd Ward (ext. 144)

Art Director/Production ManagerSonja Lundquist (ext. 138)

Art DirectorStephanie Beling (ext. 134)

MARKETING Director – MarketingMichele Weston-Rowe (ext. 123)

Marketing AnalystPaul Pace (ext. 165)

Senior Marketing AssociateJulie Andrusyk (ext. 162)

EVENTS & EDUCATIONManager – EventsPeggy Milbrandt (ext. 141)

Sales Manager – EventsScott Easton (ext. 119)

Director – Education & Faculty AdministrationRonit Lawlor (201-297-1570)

MEMBER DEVELOPMENT & SERVICESDirector – Business DevelopmentJulie Companey (ext. 171)

Director – New Product DevelopmentChuck Billups (ext. 176)

Manager – Member DevelopmentLisa Kass (ext. 175)

Coordinator – Member Services & EventsAnn Estey (ext. 173)

INFORMATION TECHNOLOGY Director – Information TechnologyJack Dare (ext. 172)

Web DeveloperEsther Strom (ext. 157)

OPERATIONSDirector – Finance & AccountingMike Bernal (ext. 135)

Manager – H.R./Offi ce ServicesJeanine Caughlin (ext. 104)

Staff AccountantSajan Kuriakose (ext. 133)

Administrative AssistantCindy Hahn (ext. 166)

INSTOREMARKETER.ORG Managing Director – ContentPeter Breen (203-852-8912)

Associate Director – ContentRob Mahoney (ext. 113)

Managing Editor – ContentPatrycja Malinowska (ext. 142)

Associate Editor – ContentMaggie Shea (ext. 145)

POPDESIGN.COMManaging Director/Group PublisherJohn Bold (ext. 118)

Regional Sales ManagerRich Zelvin (ext. 117)

Regional Sales ManagerRob Hanson (ext. 116)

Editorial and Executive Offices7400 Skokie Blvd. Skokie, IL 60077-3339 PHONE: (847) 675-7400 FAX: (847) 675-7494

14 Bosco Goes to the BarBosco Products says new chocolate bar has wider appeal than its flagship syrup.

20 Feature: Category ManagementHow does category management co-exist with shopper marketing?

26 Report: Mobile MarketingIt’s not about what’s “cool,” but rather what’s useful to shoppers on the path to purchase.

32 Ricci At RetailJoe finds beverages getting creative placement:• Diageo• Gnarly Head• Dr Pepper• Arbor Mist• Jack Daniels

34 Products: Popdesign.com

36 Gallery: Digital Marketing

42 Report: Candy & SnacksManufacturers and retailers use research to understand and connect with consumers.

48 Personnel Appointments

50 In-Store StrategistFlu shot campaign helps position Walgreens as a healthcare provider to shoppers.

Page 32

6 Rawlings Turns to TechnologySporting goods company uses QR code tactics to demonstrate baseball training tools line.

6 Coming to AmericaKellogg’s Crunchy Nut cereal launches in U.S. with “It’s Morning Somewhere” theme.

8 See How They Do It Aunt Jemima posts videos on Facebook that demonstrate how it makes its frozen pancakes.

10 Let’s Work TogetherWith a new corporate culture, Supervalu seeks stronger collaboration with manufacturers.

11 PepsiCo RevitalizedBeverage company discloses how it has improved its shopper marketing capabilities.

11 People as MediaMosaic CEO says consumers can be evangelists for brands through social media.

12 Banfi Vintners Says ‘Hello’Company uses mobile app to help novice wine shoppers.

12 A Brand MakeoverHyde Tools rebranded its products, packaging and displays based on consumer research.

Page 8

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4 SHOPPER MARKETING JUNE 2011

EDITORIAL

I was laid up with an illness during April’s Shopper Marketing Summit. However, by fi ring up the ol’ iPad, I was able to fol-low the proceedings via attendee Twit-ter postings. (See www.instoremarketer.org/tweetable.) Of course, monitoring a stream of 140-character tweets is a lot like eavesdropping on concession-line chatter during an intermission. You over-hear a lot of factoids, assertions, kudos and complaints, but there’s little room for elaboration or context.

So when the statement Facebook ‘Likes’ are worth $3.60 tweeted through the Twitterverse, I noticed that not a sin-gle one of its many re-Tweeters disagreed. And that might have been that, until I Google’d it and discovered a fl ash mob of virtual Doubting Thomases out there claiming that this statistic is fl awed, too high, too low and/or meaningless.

The average American is exposed to more than 3,000 advertising messages a day. That, too, sounded both authorita-tive and useful (hone your messaging, people), but upon further review, it seems odd that a data point that predates the Dotcom Bubble and the proliferation of “screens” in our lives hasn’t budged in 15+ years. And think about it: Even at a mere fi ve seconds of exposure apiece,

3,000 ads would consume four hours of your life, every day.

The linear path-to-purchase model is dead. Again, at first blush, it’s hard to disagree. Disruptor shopping tech-nologies (geo-targeting, social media, crowdsourcing, to name just a few) are fl ooding the marketplace. Some will be game-changers, some will be vaporware, and some will get your CEO subpoenaed before Congress. But at the moment, it’s all coming in an asymmetrical avalanche, and I know more than a few hardcore early adopters who are getting fatigued with all the test-driving.

So dead dead? As in doornail, dodo, duck or OBL? Come on. I’m all for open-ing our minds, but I suspect that a few of these speakers are just trying to make our heads explode.

We can all use reality checks, and in my

An In-Store Marketing Museum

• Daniel Abramowicz, Ph.D., EVP, Technology, Crown Holdings Inc., & President, Crown Packaging Technol-ogy Inc., Crown Holdings Inc.

• Michelle Adams, VP, Shopper & Customer Insights, PepsiCo

• Candace Adams, President, Global Retail Strategy, SmartRevenue

• Alexei Agratchev, CEO, BVI Networks• Bob Anderson, Director, CSM,

Stop & Shop Supermarket• Charlie Anderson, CEO, North

America, Saatchi & Saatchi X• Evan Anthony, VP, Corporate

Marketing & Advertising, Kroger• Jonathan Asher, VP, Perception

Research Services• Don Baker, VP, Pricing & Category

Selling Strategies, Sara Lee Food & Beverage

• Steve Bava, Director Of Strategic Development, WhittmanHart

• Bernard Beary, AVP, Category Manager, Hy-Vee Food Stores

• James Beck, General Manager, Walmart Smart Network, Walmart Stores Inc.

• Chris Borek, Senior Manager, Interactive Multichannel Experience, Target

• Thomas Brown, EVP, Minneapolis, D.L. Ryan Companies

• Stephen Brown, VP of Innovation, Merchandising Displays, RockTenn Merchandising Displays

• Raymond Burke, E.W. Kelley Professor of Business Administration, Indiana University

• John Burn, Director, Channel Marketing, MillerCoors LLC

• Rich Butwinick, President, MarketingLab

• Alison Chaltas, EVP, GfK Interscope• Anne Chambers, CEO, The Capre

Group

• Michael Chase, VP of Marketing & Creative, St. Joseph Content

• Laurie M. Clark, Senior Customer Media & Interactive Manager, Coca-Cola Co.

• Peter Cloutier, Group President, Catapult Marketing

• John Clutts, Practice Leader for Retail, The Partnering Group

• Terry Collier, Ph.D., Marketing Manager, 3M

• Tom Conti, President, G2• David DeBusk, VP, Client Solutions,

DS-IQ• Giovanni DeMeo, Director,

Global Brand Development, Daymon Worldwide

• Ben DiSanti, SVP, Planning & Perspectives, TPN

• Tanya Domier, President, Marketing Services, Integrated Marketing Services

• Kelly Downey, VP, Customer Marketing, Unilever

• Philip Duncan, Global Design Officer Corporate Design, Procter & Gamble

• Mark Edwards, President, Founder, Red Dot Square Solutions

• Matthew Egol, VP, Consumer, Media & Digital Practice, Booz & Company Inc.

• Craig Elston, SVP, Insight & Strategy, The Integer Group

• Maria Emmer-Aanes, Director of Marketing and Communications, Nature’s Path Foods

• Patrick Fitzmaurice, Principal, The Capre Group

• Ted Flinn, Brand to Retail Strategy Director, TracyLocke

• Jim Fuqua, Director, Shopper Marketing, Supervalu

• Craig Geiger, Director, Category Development & Shopper Insights, Barilla America

• Bryan Gildenberg, Chief Knowledge Officer, Management Ventures Inc.

• Sarah Gleason, Consultant, GfK Interscope

• Mary Goggans, Director, Customer Business Development, Kimberly-Clark

• Terri Goldstein, Principal/CEO, The Goldstein Group

• Nicole Green, SVP, Brand Evangelist, Mullen/Frank About Women

• Brian F. Harris, Ph.D., Founder & Co-Chairman, The Partnering Group

• Doug Healy, Senior Market Research Analyst, Barilla America

• Dave Henderson, VP, Customer Strategic Marketing, Hasbro

• Mack Hoopes, Manager of Shopper Insights, Henkel North America

• Anne Howe, Founder, Anne Howe Associates LLC

• Geoff Jackson, Director, Integrated Shopper Marketing, Campbell Soup/Pepperidge Farm

• Valerie Jacobs, VP, Group Director, Director of Trend Analysis, LPK - Libby Perszyk Kathman

• Curt Johnson, SVP, Consumer Goods Division, Miller Zell Inc.

• Jason Katz, EVP, Emerging Media, Catapult Marketing

• Kevin Kells, National Industry Director, CPG, Google Inc.

• Kat Kozitza, Director, Interactive Marketing, Supervalu

• Jon Kramer, CMO, RockTenn Merchandising Displays

• Ed Kuehnle, President, Catalina Marketing Corp.

• Paul Lieberman, Director of Merchandising & Shopper Marketing - Drugstore Channel, Mars Chocolate NA LLC

• Wendy Liebmann, CEO & Chief Shopper, WSL Strategic Retail

• Catherine Lindner, VP, Retail Market-ing, Walgreen Co.

• Mary Lorson, Director, Business Solutions, Pavone

• Jim Lucas, Global Retail Insight & Strategy, Draftfcb

• Chuck Luckenbill, VP, Visual Merchandising, Offi ceMax

• Darren Marshall, VP, Global Shopper Development, Coca-Cola Co.

• Anthony Massa, Chief Creative Officer, TPN

• Sonja Mathews, VP, Market Research & Competitive Intelligence, USAA

• Kent McCuddin, Senior Manager, Marketing Communications, Wells’ Dairy Inc.

• Elissa Moses, Chief Analytics Officer, EmSense

• Tyler Murray, Global Digital Practice Lead, Saatchi & Saatchi X

• Terry Nannie, Senior Director, Marketing, Walmart Stores Inc.

• Robert Osmond, President & CEO, Benchmarc Display Inc.

• John Paulson, CEO, US, G2 • Brian Pear, VP & General Manager,

Shopper Events LLC• Hugh Phillips, Ph.D., President,

Phillips Foster & Boucher Inc.• David Plante, Senior Marketing

Manager, Target• Daniel Prince, Digital & In-Store

Marketing Manager, Hewlett-Packard Co.

• David Rich, President/CEO, ICC/Decision Services

• Sven Risom, Managing Director, Cannondale Associates

• Joe Robinson, President, RPM Connect, D.L. Ryan Companies

• Catherine Roe, Head of Consumer Packaged Goods, Google Inc.

• Sherri Rosenberg, Media Director, Blue Chip Marketing and Communications

• Sarah Rottenberg, Relationship Lead and Directing Associate, Jump Associates

• Masha Sajdeh, Chief Shopper Strategist, Arc Worldwide

• Bob Samples, Director, Category Planning and Sales Support, Hormel Foods Corp.

• Paul Schaut, CEO, Modiv Media• Mark Scott, EVP, Marketing Service

Operations, Acosta Sales & Marketing

• Suzy Sharpe, Founder & Principal Consultant, Sharpe Insights

• Lily Lev-Glick, Founder, Shopper Sense

• Russ Napolitano, EVP/Partner, Wallace Church Inc.

• Joe Ricci, President, Beacon Concepts Inc.

• Patrick Rodmell, President & CEO, Watt International

• Rob Wallace, Managing Partner, Strategy, Wallace Church Inc.

• Scott Young, President, Perception Research Services

INSTITUTE FACULTY

■ Distinguished Faculty and Institute Faculty are the highest-rated speakers, based on a 4-point scale, by past attendees of our various speaking engagements. Distinguished faculty have consistently scored high at four or more events. Faculty have scored high, presenting at least once.

• Alicia Smestad, EVP, RPM Connect & President, Nsight Connect, D.L. Ryan Companies

• Alex Sodek, SVP, Research, Decision Insight Inc.

• David Sommer, CPG, Retail and Shopper Marketing, Facebook

• Herb Sorensen, Ph.D., Scientifi c Advisor, TNS Global Retail & Shopper Practice, TNS

• Jesse Spungin, VP & General Manager Popcorn Brands, ConAgra Foods

• Brian Stankiewicz, Ph.D., Vision Scientist, 3M

• Phil Stanley, VP, Customer Marketing, Hershey Foods

• Cathy Stauffer, EVP, Market Develop-ment, Premier Retail Networks

• John Stermer, EVP, Sales & Marketing, PromoWorks

• Rich Tarrant, CEO, MyWebGrocer• Marla Thompson, VP, National

Accounts - Central, Catalina Marketing Corp.

• Aidan Tracey, CEO, Mosaic• AnnaMaria Turano, Founding

Partner/Executive Director, MCAworks LLC

• David VanderWaal, Director, In-Store Shopper Marketing, LG Electronics

• Randy Wahl, EVP, M/A/R/C Research • Todd Walls, EVP, Buxton• Kamela Warren, E-Business

Customer Manager, Kellogg Co.• Brad Williams, Shopper Marketing

Consultant, Coca-Cola Co.• Cheryl Williams, VP, Marketing,

Shoprite• Caroline Winnett, CMO,

NeuroFocus Inc.• Al Wittemen, EVP, Integrated Mar-

keting, Acosta Sales & Marketing• Jay Zemke, VP, Strategic Develop-

ment, BARD Advertising• Mark Zwicker, VP, Business Develop-

ment, St. Joseph Content

JUNE 201110 Design of the Times Entry Deadlineshoppermarketexpo.com/dot

17 Design of the Times Entry Extended Deadlineshoppermarketexpo.com/dot

21-22 StratConn: Custom MerchandisingThe Westin O’Hare • Rosemont, IL

AUGUST 20113 Design of the Times Round 1 JudgingDOT judges will meet at Target HQ for the fi rst round of judging.

OCTOBER 201118-20 Shopper Marketing ExpoNavy Pier • Chicago, IL

18 Design of the Times Round 2 Judging

19 Design of the Times Awards Dinner

DECEMBER 20118-9 StratConn: Strategic ResourcesShopper marketing agencies and strategic consultants.The Westin O’Hare • Rosemont, IL

THROUGHOUT 2011I-SeminarsIndustry webinar presentations. See the website for topics and schedules.

2011 Events

DISTINGUISHED FACULTY

humble opinion, that is one of the great values of events such as our Design of the Times (DOT) Competition. Don’t be misled by the name. Yes, I’ve seen a few agency execs and consultants roll their eyes at the prospect of a “display design” contest. (Although why, over the years, have I seen virtually every one of them in our DOT Gallery, furiously scribbling away? You know who you are.)

They should take another gander at the rules at www.ShopperMarketExpo.com/dot. The DOT Competition embraces both the linear and the asymmetrical, with 14 activation categories spread over eight retail channels. We take submissions from the biggest of CPGs, retail chains, agencies and producing fi rms as well as start-up P2P shops working with digital, mobile, coupons, events, sampling and other media. And the entry questionnaire once again incorporates the very popular “Four C’s” shopping paradigm.

In August, a large team of brand mar-

keters and retailing execs will conduct the first round of judging at Target’s headquarters in Minneapolis. Through their evaluations, they will “curate” how the DOT Gallery is arranged at October’s Shopper Marketing Expo, as only fi nal-ists will be set up for the fi nal judging on Oct. 18.

Entrants please note: this is a BIG proce-dural change from years past.

Thus, the DOT Gallery will be an in-store marketing “museum” with only the best of the best (Gold, Silver and Bronze) on view, and plenty of elbow room to peruse, debate and scribble down notes, sketches, names and phone numbers. The Gold, Platinum and Best of Times winners will be announced at the DOT Awards Dinner on Oct. 19 at Navy Pier. Bottom line: Get your entries in before June 10, 2011 (the late deadline – with penalty – is June 17.)

P.S. We’ll print the winners, both here and throughout the Twitterverse.

Rendering by Keith Arndt, Mechtronics

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PROGRAMS6 SHOPPER MARKETING JUNE 2011

By Dan AlaimoST. LOUIS — Rawlings Sporting Goods is trying to simplify the process of shopping for its baseball training equipment by using various digital shopper marketing tactics, including QR codes, and updated displays at Modell’s Sporting Goods.

Rawlings knew that there are many types of shoppers who purchase these products, including parents, coaches and the athletes themselves. The company sought to make the shopping experience as easy as pos-sible for those less knowledgeable about its 5-Tool Training line, especially moms, says Lindsey Naber, Rawlings brand manager, spring sports.

“In a lot of cases, some people aren’t as informed when it comes to sporting goods equipment,” says Naber. “They don’t un-derstand what separates a $200 piece of equipment from a $50 piece of equipment. So you have to do a little more work at the point of sale.”

The line, which debuted in February 2010, came back to Modell’s stores in Feb-ruary 2011 with an endorsement from Hall of Fame baseball player Cal Ripken Jr. and his Baltimore-based company, Ripken Baseball. Ripken’s image appears prominently on P-O-P materials designed by Inner Workings, Chicago. The per-manent displays highlight five athletic “tools” needed for baseball: arm strength, a balanced swing, foot speed, hand-eye coordination, and strength for a powerful swing. The products, according to Naber, consist of agility hurdles, small training gloves, weighted baseballs, hitting tees, resistance bands, swing shoots and curve trainers. Rawlings partnered with New York-based Modell’s to launch the line at

140-plus stores in the Northeast and Mid-Atlantic states.

This year’s campaign adds mobile-based marketing by way of QR codes on packaging. By scanning the codes with a smartphone, shoppers can access a video of Ripken ex-plaining and using the product. “Especially in our sector of the sporting goods business, it’s hard to sell a batting tee if you are not showing exactly how to use it,” Naber says. In ordinary circumstances, it is impractical to set up a batting tee in a store and have someone demonstrate how to swing a bat. “Now we can show a video of that,” she says. “That’s a cost-effective way to sell the fea-tures, the drills and the experience associ-ated with the product.”

The digital marketing campaign also in-cludes email, Facebook and a redesigned website.

Using Modell’s email database, “We are going to explore doing some geo-segmen-tation where we will talk to segments of their audience that the product line would appeal to,” says Naber. “Also, we will look at previous purchases of the 5-Tool Training line to continue that conversation.”

The Facebook promotion, set to launch this month, enables Rawlings to expand its advisory staff beyond top athletes and col-legiate coaches to include more consumers. Rawlings will use the social media site to “so-licit feedback from the people actually using the brand,” says Naber. “We won’t be talking at them, we will be talking with them.”

A newly designed website includes a sec-tion dedicated to the 5-Tool Training line that “will be heavy on tips and drills,” she says. “It’s not as simple as just showcas-ing the product. It’s putting the tips with

the items necessary to carve out a training program.”

Naber says the Internet is the ultimate source of information for shoppers, “So if you are unable to get the information you need in-store, it’s going to be the des-tination where you can go home and learn more about it,” she says.

Summing up Rawlings’ approach, Naber says: “We want to become the single source for all things baseball.” There has to be a “cohesive fl ow of information. We have to make sure each element is in place; oth-erwise, you lose the consumer to a com-petitor. So we are constantly exploring new ways of how to use technology to reach different segments of consumers.”

Rawlings Turns to Digital to Simplify Shopping Experience

BRAND: Rawlings

KEY INSIGHT: There are many types of shoppers who purchase baseball training tools, including parents, coaches and the athletes themselves, and some are less knowledgeable about the tools’ features.

ACTIVATION: QR codes on packaging link to demos of the training equipment.

By Joe BushBATTLE CREEK, MICH. — Hoping to build on the success of Kellogg’s Crunchy Nut cereal in England and Ireland, Kellogg Co. launched the brand in the U.S. in January using an “It’s Morning Somewhere”-themed campaign.

Kellogg says consumer feedback has shown that consumers like the taste of the cereal. “In other markets where Kellogg sells Crunchy Nut cereal (including Austra-lia), there are passionate fan bases that have made the brand extremely successful,” says Jeff Delonis, brand manager.

Trumpeting the idea that cereal simply tastes good and doesn’t have to be for break-fast only, Kellogg showcased the product’s arrival – and drove awareness of the brand – with a 24-hour event in Los Angeles that featured a 66-by-28-foot cuckoo clock. At the top of each hour, actors impersonating people from countries where it was morn-ing at that time emerged from the clock.

The theme was sup-ported by packaging that included a QR code de-veloped by Augme Tech-nologies, New York. Consumers who scanned the code accessed a video on Kellogg’s mobile site. The video’s content car-ried the “It’s Morning Somewhere” theme and varied depending on the time of day.

The launch was supported by TV spots created by the Chicago offi ce of Leo Bur-nett, a dedicated website, a Facebook page that also hosts videos, in-pack rebate offers, FSIs, direct mail and in-store activity such as sampling (without milk), at-shelf video and dedicated fl oorstands.

At Walmart, Crunchy Nut garnered endcap space that incorporated the Wal-mart Smart Network. A co-op ad from the retailer and manufacturer in Parade maga-zine and circular features touted its avail-ability at the mass merchant.

“We enjoyed very broad retailer support for this innovation and together were able to use retailers’ shopper marketing oppor-tunities,” says Jamie LaRue, Kellogg’s senior director of shopper marketing. “For some retailers this included in-store sampling, and for others digital inclusion, direct mail and other customer media opportunities. Additionally, we did many scale events, and Crunchy Nut was one of the heroes of those events.”

Kellogg used The Integer Group, Den-ver, for in-store creative, while Menasha Packaging, Neenah, Wis., handled POS production.

Rawlings is using QR codes and account-specifi c displays at Modell’s Sporting Goods to market its 5-Tool Training line, which is endorsed by Cal Ripken Jr.

Kellogg Introduces Cereal in New Market Integrated Crunchy Nut campaign tries to convert U.S. consumers

BRAND: Kellogg’s Crunchy Nut

KEY INSIGHT: A passionate fan base can make a cereal brand successful.

ACTIVATION: Use an integrated cam-paign to promote the cereal as some-thing you can eat at any time of day.

A Facebook page and account-specifi c retailer activity supported the U.S. launch of Kellogg’s Crunchy Nut. Walmart gave Kellogg a co-op ad in Parade magazine as well as dedicated endcap space that incorporated the Walmart Smart Network. Supervalu’s Jewel-Osco, far left, placed fl oorstands near milk coolers.


INGENIO SRETAIL

ESIGN.Amazing things happen when you add UD.

At retail, if you don’t get the shopper’s attention, you don’t survive for long.

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By Aaron BaarMOUNTAIN LAKES, N.J. — Pinnacle Foods’ Aunt Jemima has embarked on a yearlong program to demonstrate that its frozen pancakes, waffl es and French toast prod-ucts are not that different from the ones people make at home.

Through a series of videos viewable through the Aunt Jemima Facebook page, the company (along with PR agency Weber Shandwick, New York) is pulling back the curtain on the process it uses to create its frozen breakfast foods. The videos depict employees at the company’s Jackson, Tenn., plant making the Aunt Jemima products.

“Our unique point of difference is who makes our products, how we make them and what we put in them,” says Andy Re-ichgut, vice president of marketing for Pin-nacle Foods. “The whole message is every batch is made from scratch.”

The idea resulted from a trip Reichgut and other members of the marketing department took to the plant to familiarize themselves with the company’s production process and the people who worked there. “We realized at the end of the day that if people could see what we had just seen, we’d have tremen-dous brand affi nity,” he says.

The videos depict plant employees Jen-nifer Franklin, Charley Schumaker and Susie Tomlinson – the company now calls them “brand ambassadors” – talking about the way they make the product. As the em-ployees narrate, the video shows batter be-ing squirted onto a “hot cast-iron griddle,” cooked on one side until bubbling and then fl ipped. “They’re just like what I make at home,” Schumaker says.

The company did not conduct heavy shopper marketing studies before embark-ing on the campaign. “We knew where the brand stood in the minds of consumers,” Reichgut says. “The message we came up with just strengthened what we already knew. They really have curiosity about how their products are made and who’s making them.”

The videos were a perfect fi t for Face-book, Reichgut says. “We realized this was the type of thing that [would allow us] to have a conversation with consumers. We have such an authentic voice [in the vid-eos]. It’s just the truth, and that tone and manner works well in social media chan-nels.”

As an added incentive, after the video plays, the company provided a printable coupon for a free box of frozen pancakes. That coupon disappears after 56 minutes and is replaced by a $1 coupon.

Reichgut says the company planned to complement the online videos with a com-prehensive marketing program that would include some in-store promotions (possi-bly with the brand ambassadors attending events around the U.S.), and dedicating an area of the product packaging to a message from the brand ambassadors.

Aunt Jemima Reveals Process Behind Pancakes

BRAND: Aunt Jemima

KEY INSIGHT: Consumers are curious about their food and who makes it.

ACTIVATION: Launch a series of behind-the-scenes videos depicting how its frozen breakfast products are made and provide a free product coupon.

Aunt Jemima is using its Facebook page to show consumers how its frozen breakfast foods are made. After playing the video, consumers can print a coupon for a free product.

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SHOPPER MARKETING SUMMIT10 SHOPPER MARKETING JUNE 2011

By Peter BreenROSEMONT, ILL. — This summer, more than 50% of in-store merchandising in Super-valu stores will be directly related to the retailer’s seasonal shopper marketing pro-gram. That represents a milestone in the retailer’s development of a shopper market-ing strategy that has aligned its marketing and merchandising departments around a common goal and, now, is seeking stron-ger collaboration with consumer product manufacturers.

In the “Fresh Summertime Fun” program, “We’ve got the right brands, we’ve got the right prices, we’ve got the right time and then we’ve got the right marketing behind it,” said Eric Hymas, Supervalu’s group vice president of center store merchandising. “And we really think that’s going to step up our sales and our growth.”

But that wouldn’t have been possible if the retailer’s executives hadn’t spent the last two years crafting a new corporate culture in which “solving problems” for shoppers provides the common ground for market-ing and merchandising to work together, said Hymas, who joined with Supervalu shopper marketing director Jim Fuqua in April for a keynote presentation at the Shopper Marketing Summit.

“I’ve been doing merchan-dising for 30 years, and I can tell you that we don’t like people playing in our sand-box – and by ‘sandbox’ I mean in-store displays,” said Hymas. “We control that. And we re-ally didn’t need marketing tell-ing us how to do that.”

By operating in separate si-los, however, “We weren’t only confusing ourselves, but we

were confusing our supplier partners and, ultimately, our joint shopper,” said Fuqua. “We were fi shing in dif-ferent holes … using different bait [but] trying to go after the same fi sh.”

The company thus undertook a concerted effort to break down the walls between the two functions – along with the ones separating them from operations, fi nance and other departments – to bring greater clarity to the marketplace.

After gaining a fi rm commitment from leadership within (not to men-tion above) the two departments, the executives began a “discovery phase” entailing interviews with product vendors and roughly 80 Supervalu employ-ees. “We needed to share the story of what we were trying to do, and understand the differences between marketing and mer-chandising at Supervalu,” Fuqua said.

The goal was to create a culture for pro-gram planning that would “start with the consumer, what she’s looking for, what drives her behavior, and how we can help change that behavior and drive more sales,” said Hymas.

Sharing the SandboxHaving worked hard to gain internal alignment, Supervalu now ready for collaborative shopper marketing

Supervalu partners with brands such as ConAgra Foods’ Ro-Tel and Hunt’s for its annual “Taste of Black History” program.

Shopper marketing director Jim Fuqua, right, talks about Supervalu’s transformation during a keynote presentation at the Shopper Marketing Summit in April. At left is Eric Hymas, group vice president of center store merchandising.

The two executives also offered the fol-lowing advice for potential partners:• Provide actionable insights. “We’ve got

so much data that we can’t mine it all. We need to identify [shopper] problems and use shopper marketing to solve those problems,” said Hymas. “If you can’t do anything with [your insights], then just don’t bring them,” added Fuqua.

• Get aligned internally. “There are many times when marketing is pitching some-thing to our marketing department … and the account executive is calling on my team and pitching something totally different,” said Hymas. “We need every-one to head down that same path.” At some CPGs, Hymas continued, market-ing and sales seem hesitant to both dedi-cate funding to the same program, under the belief that staggered investments will get “more on the fl oor.” “It’s really the wrong approach,” he said. “We’ve had some partners that have fi gured it out, and we’re really starting to generate some good return for them.”

• Look beyond the store: “For us, it’s re-ally about understanding that path to purchase,” Fuqua said. “In-store is im-portant, because that’s where the rubber meets the road. But in today’s world, you really need to have that complete view.”

• Be flexible. “Brands are very different in how they want to be portrayed” and what types of programs they want to fund, Fuqua said. But everyone should be will-ing to accept tradeoffs. “If we come into a planning session, and we’re only after what we want, we’re not going to win for the shopper,” Hymas said.

• Keep concepts simple. Hymas advised against “scope creep,” the habit of “mak-ing a program too big or complicated to manage or execute at the store level,” or too confusing for the shopper to easily understand or participate in.

• Stay informed. Fuqua pitched Super-valu’s BrandFusion supplier portal as a “one-stop shop” for tracking the retailer’s promotional calendar and managing participation in its programs. The “collaborative genius that we need

to get to” will result from Supervalu and its suppliers working together to focus on the shopper, Fuqua said. “We know what our shoppers want, and you know what your customers want. How do we fi nd that middle ground to build the best programs?”

Setting the VisionThe discovery phase informed the develop-ment of a corporate vision: “To establish and grow an industry-leading shopper market-ing program [that would] move Supervalu to a singular-focused organization to meet customers’ needs,” according to Fuqua.

That vision requires a full commitment from all parties involved; the determination to “ground everything in shopper insights,” Fuqua said; and a true desire for collabo-ration both inside the company and with national-brand partners.

And it can be attained if, according to Fuqua, the company’s shopper marketing programs can achieve four key objectives:• “Make it inviting and easy for shoppers

to fi nd and buy supplier brands that are important to them.”

• “Build the brand equity for Supervalu banners as well as our supplier part-ners.”

• “Provide a source of differentiation for both of us.”• “Inspire purchase by en-gaging and delighting our customers.”

“If we can deliver on that, we will all be suc-cessful,” Fuqua said.

Partnering with Brands Fuqua said that Supervalu is “moving toward being more consistent with how we look and feel” through its marketing and mer-chandising. “We’re still giving the brands the op-portunity to have a voice, and to have a visual in our stores, but certainly it’s

not going to be as overt as it used to be. “We’ve made a conscious effort within

our corporate programs to allow for brand messaging as a key element of participa-tion,” Fuqua said. “We know that you guys have objectives for your brands, and we want to give you the opportunity to partici-pate in our program in that way.”

In return, however, suppliers must have an “understanding of what the strategy is” behind the program and “the objectives that we’re trying to achieve,” Hymas said. “We still get a lot of stuff coming in from a lot of our supplier partners that really doesn’t meet what we’re trying to go after.”

Supervalu’s “Growing Local Learning” program with General Mills taps into Mills’ “Box Tops for Education” platform.It includes in-store elements and a dedicated website.


JUNE 2011 SHOPPER MARKETING SHOPPER MARKETING SUMMIT 11

By Michael ApplebaumROSEMONT, ILL. — When PepsiCo offi cial-ly changed Gatorade’s distribution from warehouse to direct-store delivery on Jan. 1 in such retail channels as convenience and dollar stores, talk of the change had been largely confi ned to beverage indus-try trade circles. It is clear now, however, that the switch was a sign of a much larger paradigm shift that initially wasn’t fully understood outside the company.

In the past two years, PepsiCo has been on a mission to become more nimble in adapting to changing market forces. To that

end, the company has revitalized nearly all facets of its business, including its broad ar-ray of shopper marketing capabilities. The far-reaching implications of PepsiCo’s new ethos were on display during a keynote address given by four elite members of its shopper marketing team at the Shopper Marketing Summit in April.

The catalyst for the Gatorade decision dates to the announcement of Pepsi’s $6 billion merger with two of its largest North American bottling groups, Pepsi Bottling Group and Pepsi Americas, in August 2009.

“We took the opportunity that the merger gave us to really listen to all of our customers,” said Tracey Doucette, vice president of customer strategy and shopper marketing. “We have significantly enhanced our insights group and added more resources, tools and capabilities than we had prior to the merger. All of this is intended to deliver better solu-tions for our shopper in the store.”

The PepsiCo Beverages shopper marketing team identified several

overarching consumer trends that are impacting its business. For example, the company sees the shift to lower-calorie bev-erages and an increase in at-home usage oc-casions as positive drivers for its diversifi ed beverage portfolio. “Health and wellness is not a fad; it’s here to stay,” said Scott Fin-low, vice president of shopper and channel insights. “And with more people dining out less and eating at home, it’s important for us to partner with our own Frito-Lay and Quaker teams to develop meal solutions that address those needs.”

On the negative side, Finlow noted con-sumers’ increasing resistance to artifi cial sweeteners, as well as the increase in the number of quick trips and correspond-ing decrease in pantry stocking of today’s shoppers. “Consumers are doing more cherry picking of items,” he said. “We need to better understand why these behaviors are playing out.” Toward that end, Pepsi overlays shopper segmentation models onto traditional category management sales charts as part of its assessment of market opportunities for any given retailer.

An Integrated Approach: PepsiCo Team Puts It All TogetherMike Gervasio, vice president of category

management, said that Pepsi looks beyond its core beverage categories and into total food and beverage sales, learning, for ex-ample, that those sales were down last year among traditional Gen X shoppers at one major retailer. “The market was growing 5%, but Gen X was only growing 1%,” said Gervasio. “There’s a $60 million opportu-nity if we just met the market level in terms of expectations with Gen X shoppers.”

Gervasio also examines underperform-ing food and beverage categories to identify opportunities to increase basket size and share of wallet among consumer groups who have shopped at a particular retailer within the past year. “If consumers are already in your store but for some reason they’re spending 22.4% of their dollars on total food and beverage purchases and only 12.2% on carbonated soft drinks, we’ve de-termined that’s a $30 million gap that you could fi ll,” he said. “The key, of course, is to gain a better understanding of the levers that drive the trips and why the products are bought at one retailer over another.”

The team’s discussions as to how to develop market solutions based on such insights often start with a simple “brand unity” scratch-pad exercise. “The question we look at is: How are we going to ladder up the retailer brand and the manufacturer brand to something bigger than either one of us can easily achieve on our own?” said Bryan Welsh, vice president of marketing and merchandising solutions.

For example, Pepsi recently determined a synergy between the brand purpose of Gatorade (to be a complete sports nutri-tion drink) and the retailer purpose of Walgreens (to be a complete health and wellness provider) that led to an account-specific in-store marketing solution for G Series Fit products.

“I would just ask all retailers in the audi-ence: Can you just replace the programs that you’re being served up with another retailer’s name?” Welsh said. “If you can, and you think the program would work just as well, it’s probably not optimized.”

Walgreens executed an exclusive program with Gatorade’s G Series Fit in the spring that included dedicated endcaps. At right, PepsiCo vice president of marketing and merchandising solutions Bryan Welsh presents during the Shopper Marketing Summit alongside, from left to right, Mike Gervasio, Scott Finlow and Tracey Doucette.

Agency Says Consumers Control Marketing; Engage and Help Them Be Brand EvangelistsBy Erika FlynnROSEMONT, ILL. — The days of corporate communications departments controlling your company’s messages are long gone. The way Aidan Tracey sees it, it’s the con-sumer who is now in charge, and marketers need to embrace people as “media” in order to effectively drive sales at retail.

“Everyone has an Internet-connected de-vice in their pocket, and they can download an app, get real pricing, real strategy – what-ever they need on hand to change the rules of the game,” said Tracey, chief executive of-fi cer of agency Mosaic, Irving, Texas, during a presentation at the Shopper Marketing Summit in April. Tracey said consumers are in the process of wresting marketing control away from retailers, much like re-tailers did from manufacturers and brands some 40 years ago; therefore consumers are a growing resource for companies.

Using consumers in the marketing mix is a way to embrace the change. “In a world dominated by social technologies, tradi-tional marketing no longer dictates cus-tomer cares,” Tracey said. “People learn from and infl uence each other.” Engaging consumers on Facebook or getting them to talk about your brand on Twitter is crucial. “We’re seeing a lot of leading companies fi guring out ways to create that true en-gagement and to drive their brands for-ward,” he said.

Tracey illustrated how he believes social media is intersecting with the power of people to become a new medium with a few tangible examples, including how India-based Parle Agro asked passionate con-sumers of its Hippo potato chips, who are heavily engaged in social media, to Tweet when they found out-of-stocks. When the

consumers did, sales went through the roof. The consumers became extremely valuable brand evangelists.

Microsoft, similarly, used people and word of mouth as a big part of its launch strategy for Kinect when it cre-ated pop-up stores in major North American cities eight weeks prior to the launch, re-sulting in sales that “blew away” all expectations, he said. Once a message starts to go out about a new launch, product or experi-ence, the marginal cost of distribution of the message is zero, he said. “When you can amplify your message through social media, mobile and other means, there’s an entirely new ROI model.”

Tracey encouraged companies to change their thought processes and start with as-

sociate-level training, sampling and ads in social media, and only then fi gure out what the media-mix budget needs to be. He also suggested spring-boarding off Facebook, Twitter and other social platforms rather than trying to build new communities.

Within the traditional media mix, the most crucial part in the years to come will be trial. “We’ve all known this is important, it’s just disproportionately more so than it ever was before,” he said. “There’s a tremen-

dous need for consumers to understand your product, and when they do, they will evangelize about it. Then you’ll start to see this ‘People as media’ concept come to life. But in order for them to do it, you need to drive experiences that are memorable, engaging and worthy of discussion.”

“When you can amplify your

message through social media,

there’s an entirely new ROI model.”

Aidan Tracey, CEO, Mosiac


PROGRAMS12

By Aaron BaarOLD BROOKVILLE, N.Y. — Banfi Vintners promoted several of its South American wine brands through an app that lets shop-pers select wine by certain criteria such as occasion or type of food. Banfi targeted shoppers who may not be up to speed on varietals, vintage and vineyards and want that information while standing in the wine aisle.

Available for both Android and iPhone smartphones, Hello Vino’s app lets con-sumers select wines from different brands based on a variety of factors, including meal selection, special occasion, taste preference and price, says Jim Kopp, Hello Vino’s vice president of strategic development.

“Wineries have been spending a lot of money on point-of-purchase materials,” says Kopp. “[This program] is a modern way to reach people.”

For Banfi , the promotion was a way to reach technologically savvy Millennial consumers while taking advantage of the growing trend of people using the Internet to research purchases from within a store. “They’re more educated than previous gen-erations, and they’re doing more research,” says Ed Barden, Banfi ’s new world portfolio director. “The more we read about them, we discovered they really like to research the wines, and they do it online.”

Throughout December, Banfi promoted several of its South American wine varietals through the app, which operates much like Google’s pay-per-click advertising system, pushing promoted brands to the top of its recommendations. As with Google, those results are clearly marked as part of a paid sponsorship, says Kopp. When a con-sumer got results showing specifi c types of wines – for instance, Chardonnay and Pinot Grigio – Banfi ’s wines appeared at the top of the list. According to Hello Vino, Banfi ’s Chardonnay saw a 526% increase in impressions and 443% increase in clicks, compared to non-sponsored spots within the app.

Banfi distributed tags to be hung on bottles in retail outlets across the coun-try (with store personnel placing the tags on the bottles). The bottle neck tags di-rected in-store customers to use the Hello Vino app. Through the partnership, Banfi ’s wines – including brands such as Bolla, Concha y Toro and Trivento – were likely to reach the top of the promotional list. Other promotions included mentioning the app in Facebook and other social media feeds, Barden says.

The result: Banfi ’s brands experienced an average 245% increase in awareness and a 213% increase in consumer engagement.

Those numbers were enough to merit another look at how the company can use the mo-bile app in other ways, Barden says.

“We see other ways to take what they’re doing and add additional elements to prompt consumers to our brands,” he says, declining to offer specifics. “With each generation, they like to adopt their own wines, and this whole new generation is going to be looking for their own products. It’s a good time to seed our products with them.”

Mobile App Boosts Banfi AwarenessWine app promoted in-store with on-pack messaging

By Craig A. Shutt SOUTHBRIDGE, MASS. — A series of research studies helped Hyde Tools redefine its product line and bet-ter position them in the store with new packaging, in-store materials and prod-uct design for putty knives and scrapers. The program includes revamped products and merchandising aimed at better target-ing the brand’s con-sumers.

“Research was the key to the design and pricing,” says Corey Talbot, vice president of market ing and product development. “The full lineup was created to refl ect what we learned from end

users and retailers during extensive research. Every feature, from the handle size and over-mold placement to the blade thickness and size, to the pricing and profi t margins, were designed to match the expectations of our retail partners and their custom-ers.” The program also in-cludes a new merchandising unit aimed at gaining higher visibility.

The program is the latest effort in the company’s re-branding strategy, which has included a new logo, colors and other packaging points. “Our previous rebranding ef-fort focused on packaging, but it hadn’t evaluated the prod-ucts themselves,” says Talbot. “We had no good process for improving our products or developing new ones.”

To change that, Talbot fo-cused on the putty knife and scraper category. “Those are the products most consum-ers know us for out of all of our products.” The effort began with benchline re-search performed with The

Farnsworth Group, Indianapolis, to iden-tify key customer groups and determine where they shop, how they shop the aisle, and what features and benefi ts they need.

That work led Hyde to focus on three key customer groups:

Contractors, who were broken further • into high-activity users, such as drywall subcontractors who use one tool con-stantly.Remodelers and maintenance/repair • contractors, who use multiple tools on a regular basis. High-end do-it-yourselfers, defi ned as • those who undertake at least fi ve major household projects per year.With these groups targeted, the compa-

ny then did “shadow shopping” with select customers. Working with Group 4, Avon, Conn., and on its own, Hyde’s marketers went with customers to big-box stores and watched how they shopped. Afterward, they reviewed the experience. “We asked how they found the products they wanted, whether the signage was helpful and other things,” says Talbot.

The result was a realignment of the prod-ucts into four tiers: good, better, best and premium. The 32 new and revamped tools focus the most attention on stainless-steel products at the top of the line for high-end users that need products that will resist rust. “All of the stainless-steel products will have their own family look to emphasize this feature,” he says.

Over-molding of handles, in which grips are built up for better handling, is being re-duced on many products, either to slim the handles or make the over-mold more ergo-nomically effi cient. “Our research found that a large percentage of our products are

BRAND: Hyde

KEY INSIGHT: A large percentage of Hyde’s tools are bought by women and Hispanics, many who typically have smaller hands and would benefi t from easier-to-use tools.

ACTIVATION: Revamped products and merchandising with the goal of better targeting the brand’s customers.

being bought by women and Hispanics, and they typically have smaller hands,” he says. Women purchase 45% of all putty knives and scrapers, he notes, while His-panics make up 44% of construction la-borers, 40% of all painters and 57% of all drywallers. The company worked with Proteus Design, Boston, to create the fi nal handle designs.

The new merchandiser consists of a spinning floorstand shaped like a giant putty knife. The company works through Springfield, Mass.-based Six Point Cre-ative for its merchandising programs. “The goal is to help customers quickly identify where our products are,” says Talbot. Cut cases and corrugated displays also are used where possible.

The company also is developing QR codes for its packaging, which will allow contractors to watch a video in the store on their smartphone. “Our research indicates that about 70% of professionals who work on the job site have smartphones,” Talbot says. The QR code “allows an actual pro to be talking to the customer while he’s mak-ing the purchase decision.”

Copy on packaging also has been sim-plifi ed, including fewer bullet points and a focus on the product’s size, steel composi-tion, type of job it’s intended for and similar aspects.

Research Guides Hyde Tool’s RebrandingRedesign focuses on materials, product composition and merchandising

COMPANY: Banfi Vintners

KEY INSIGHT: Some consumers may not be up to speed on varietals, vintage and vineyards and want that information while standing in the wine aisle.

ACTIVATION: Partner with a mobile app that lets the shopper fi nd specifi c wines by occasion or meal type.

SHOPPER MARKETING JUNE 2011

The Hello Vino app, which allows shoppers to research wines, put Banfi varietals at the top of lists during December 2010. Bottle neck tags, at left, promoted the app in stores.

Hyde Tools’ rebranding strategy fi rst focused on the packaging before shifting to the products themselves. The result was redesigned putty knives and scrapers.


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By Tricia DespresTOWACO, N.J. — Relying on consumers’ love of both nostalgia and chocolate, Bosco Products Co. partnered with food licensor The Praim Group, Salem, Mass., to launch a new line of Bosco chocolate bars.

The 3.5-ounce Bosco bar uses the same design as the packaging for its Bosco chocolate syrup line. “There wasn’t nec-essarily any hard research that went into our decision,” says Steve Sanders, CEO of Bosco Products. “However, we have been well aware that our consumers are getting

older, and there has always been existing research to prove that the chocolate bar has a fl at appeal across a much broader spec-trum of people compared to chocolate syrups.”

Backed by an advertising push that has incorporated email marketing and vari-ous social media sites, Bosco made exclusive agreements with Dylan’s Candy Bar in New York and online retailer Candy.com

to carry the Bosco bar through January. The logo-driven displays were designed by independent graphic designers and created by Manchester, N.H.-based Ever-green Packaging, a company that Praim has worked with in the past.

“(Dylan’s) had carved out counter space with a fl ip-top display that we were able to slide right in,” says Paul Pruett, CEO of The Praim Group. “The displays were designed as a background framework for the bars themselves and to have an all-natural look and eco-friendly feel to the consumer.”

Bosco and Praim are expanding distri-bution of the Bosco bar into various con-venience, grocery and drug stores on the East Coast, and plan to expand across the country. Current retailers carrying the bar include Cracker Barrel, Cost Plus World Market, TJX Companies (including T.J. Maxx and Marshalls) and Big Lots.

“We have heard from a number of ma-jor retailers that are showing interest in the Bosco Bar,” says Pruett. “Right now, we have just one SKU but we are considering the possibility of extending to more. We are looking into the possibility of looping old Bosco commercials in-store along with the possibility of promotions where stores can co-merchandise the Bosco bar with our syrup. I certainly could envision some sort of 70-count fl oor display that could be used in the short term to merchandise the products together.”

Bosco Solidifies Chocolate ProductsChocolate bars appeal to older consumers

BRAND: Bosco

KEY INSIGHT: Chocolate bars have broader appeal than chocolate syrup, the brand’s fl agship product.

ACTIVATION: Create a chocolate bar that uses the brand’s iconic package design, and launch it at a specialty candy store in New York and online at Candy.com.

Bosco displays, created by Evergreen Packaging, featured the brand’s iconic logo. The manufacturer used a partnership with Candy.com to help get the word out about the launch.



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will see a variety of campaigns from Dole in 2011 both national and retailer-specifi c with mobile integrated into them,” says Arias.

As mobile campaigns are increasingly being adopted by CPG companies, Arias says, there is a lot of information about how mobile is becoming part of the shopping experience. Deciding what is right for Dole is the challenge.

“There is a tremendous amount of specu-lation about the role mobile will play in the future, but until you try it with your own

consumers you will just be guessing.” For the initial test of the Dole Salad

Mobile Club, Dole leveraged Price Chop-per’s “extremely sophisticated targeting methodology based on their shopper card data,” she says. The campaign targeted consumers loyal to Dole’s packaged salads and consumers who have lapsed from the category.

Arias says Dole partners with Price Chopper on a regular basis for shopper marketing initiatives, and printed thou-sands of direct mail pieces that included a QR code. The messaging differed based on whether Dole was targeting lapsed or loyal consumers. The pieces promoted us-ing Dole for the holidays and the QR code drove consumers to receive holiday recipes and sign up for the Dole Salad Mobile Club. Banner ads online also included the QR code, and Facebook posts and ads in the Price Chopper circular drove registration into the Mobile Club.

The elements aimed to reach consumers where they want to be reached, Arias says. “We looked at which points of entry were used and how. We are also able to track how long consumers looked at the sections of the site and if they returned to the site.”

Cincinnati-based RGI Design, Dole’s shopper marketing agency, created the ma-terials. One Media Group, Sacramento, Calif., advised and worked on the mobile marketing platform.

DoleContinued from Page 1

BRAND: Dole

KEY INSIGHT: A pilot mobile marketing program would inform Dole as to what mobile strategy is best for the brand, and also create an avenue for future commu-nications with its shoppers.

ACTIVATION: Use diff erent methods such as QR codes and direct mail to boost enrollment in a loyalty club, where shop-pers can fi nd recipes and off ers for Dole bagged salads.

Dole used direct mail pieces and a mobile site to encourage consumers to join its club. Those who signed up also received entry into a sweepstakes.



Simultaneously, there were events pro-moting Ken. Models dressed as Ken (in four date outfi ts) stood in oversized packaging and posed for pictures in New York’s Times Square and The Grove shopping area in Los Angeles. “Together Again!” signage and reunion gift sets accompanied the events as well. A Kmart store in New York’s Penn Plaza also hosted the giant packages and live Ken dolls.

Target dedicated an endcap with the gift set as a focal point, surrounded by other Ken and Barbie products.

The campaign also targeted adult con-sumers, mainly with its online and social media presence. In partnership with Los Angeles-based Hudsun Media, Mattel cre-ated an eight-episode reality show titled “Genuine Ken: The Search for the Great American Boyfriend” that debuted on Hulu in mid-January.

McKnight said the words “Barbie” and “Ken” were tweeted every 18 seconds on Valentine’s Day, and the campaign im-pressions number in the millions. “A lot of girls infl uence purchase and demand brands, but because so many moms grew up with Barbie it’s also very helpful to have them aware of the latest products,” she says. “By just letting them know Ken’s on the scene again, it helps. We do have some nice sales results, so not only has the gift set performed really well but also there’s been a halo effect. The Ken products that are everyday-priced are do-ing really well, and the whole brand had some very nice sales results during that Valentine’s week.”

BRAND: Barbie

KEY INSIGHT: In addition to moms who grew up with Barbie and Ken, the brand can also reach a new set of moms as well as the girls who infl uence purchases.

ACTIVATION: Promote the return of the Ken doll through special packaging, social media and events.

MattelContinued from Page 1

Mattel promoted the Barbie and Ken reunion with an event at Times Square in New York, at left. Among the retailers supporting the launch was Kmart , above. Mattel sold both dolls together in a special-edition gift set, below, that sold for $5 dur-ing the fi rst week of availability.

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the customer team can then adjust for their assortment and their shelf space.”

The teams connect on a daily basis, he says, adding that whenever a new member joins either team, they are given a docu-ment laying out how the two coexist. “It will say, ‘Here’s what you’re responsible for and shopper [marketing] follows, and here’s what shopper is responsible for and here’s where you follow.” It’s centered around the “Four P’s,” he says. The straight-up plano-gramming is category management, and shopper marketing then overlays onto that, with insights, learnings and educational messaging.

“If a shelf is set as X, it’s not just because we want J&J products to be at eye level,” Meyer-Hanover says. “It’s because we did this shopper work that showed that this brand within our portfolio is a beacon brand and as such, should be here. That’s where we link.”

FEATURE: CATEGORY MANAGEMENT20 SHOPPER MARKETING JUNE 2011

By Erika FlynnTwo years ago, as the In-Store Marketing Institute’s “Retail Commission on Shop-per Marketing” was just ramping up, Chris Hoyt, a veteran marketing expert, fi red off a salvo: The Commission and other indus-try groups, he charged, were “championing the idea that shopper marketing should be integrated into the … category man-agement process” and that “retailers ought to be seriously concerned with the major push … to fold this ‘marketing stuff’ into business-as-usual category management.”

Clearly, a nerve was struck, although as the Commission’s work progressed, no such rough mash-up was ever proposed. “Shopper marketing and category manage-ment are not the same,” says Brian Harris, founder of The Partnering Group and a Commission chairman. “They come from different roots and from different perspec-tives.”

Separate, yes, but as a practical matter, are they equal? When asked if category management and shopper marketing con-fl ict with or complement each other inside Nestlé USA, 2011 Hall of Fame inductee Joe Radabaugh said, “We defi nitely wrestle with this one. And I love getting into this

discussion with folks, since one’s answer can quickly reveal their perspective – on many fronts.”

Roles & Responsibilities“Where the train goes off the tracks is the ambiguity of who owns what and who does what,” says Joe Beier, principal at Westport, Conn.-based GfK Interscope. “Organiza-tions churn and start tripping over them-selves.”

Don Baker, vice president of pricing and category selling strategies at Sara Lee, Downers Grove, Ill., says that while the disciplines are separate at his company, the intention is for them to overlap. All prac-tices are driven through Sara Lee’s category management practices, and the company coordinates brand strategies to the category strategies. Category strategies are defi ned separately and objectively from brand strategies, he says, using a cross-functional team. “Every activity we do below that will then align, including the shopper market-ing approach.”

Baker believes that if the path to purchase “is truly to come to life, it has to be planned organically – not just ‘bolted on’ after the

category management work is done.” In consumer marketing, he says, a strategy must be devised that’s central to the con-sumer before any tactical activities take place. “Similarly with shopper marketing, category shoppers must be defi ned and the strategic approach must be developed be-fore the tactics of activation are developed.”

The two disciplines also are in different groups at Morris Plains, N.J.-based John-son & Johnson, but they are aligned, says Charles Meyer-Hanover, director of the U.S. shopper team. Category management is within the company’s sales strategy depart-ment, a trade-marketing group. Since sales strategy is responsible for working with the company’s marketing organization and its fi eld sales group to launch new items, the category management group can stay con-nected to that, he says. “They put together either gold standard recommendations or the 30,000-foot recommendations, which

As these two disciplines evolve, brand marketers

devise management structures to align the work

“ Instead of looking at the basic elements of pure volume and value, we delve into a deep understanding of shopper preferences.”

Sarah Lonorgan, knowledge and insights director, The Coca-Cola Co.

Sara Lee’s reinvention of the bread aisle uses recognizable appetite-appeal visuals in segment headers to help shoppers navigate the category.

Shopper & CatMan:LET’S PLAY NICE

SM1106_020_025category3.indd 20SM1106_020_025category3.indd 20 5/11/11 10:04:23 AM5/11/11 10:04:23 AM

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Traditions EvolveAt Neenah, Wis.-based Kimberly-Clark, Anne Jones, vice president of shopper mar-keting and business development, oversees both disciplines. “They are two distinct areas of expertise, but the insights coming out of category management inform great shopper marketing execution, so they work collaboratively and there’s a lot of joint sharing of knowledge.”

She believes the “strong interaction” be-tween the two will continue to grow be-cause of the greater demand from retailers to provide a higher level of total shopper and consumer insights. “That’s an area we’re trying to ramp up,” she says. “We can’t walk away from the traditional tenets of category management, which are still very critical. But now we also have to be bringing stronger insights about how the consumer shops the category and, impor-tantly, make that relevant to the retailer by putting it into a solution they can act on.”

As the vice president of North America customer marketing for Shelton, Conn.-based Energizer Personal Care, Frank Coughlin oversees both category manage-ment and shopper insights. The company’s primary vision, he says, is to be the pre-ferred partner for developing in-store solu-tions that will grow both the category and the store.

His internal teams work with their own external category development personnel, who provide information on the key strate-gic drivers within customer organizations. “Our job is determining how to align on the best ways to drive the category based on shopper and category dynamics,” says Coughlin. “A lot of the work is done inter-nally, but then we face up to the customer with our internal and external groups to-gether in terms of bringing those in-store solutions forward. We don’t just come up

with a solution, hand it to the external people and tell them to go.”

While the teams “com-plement each other great-ly,” there isn’t unnecessary overlap, Coughlin says. “There’s an understand-ing of roles. We’re the ones providing the insights to plug into the customers’ category strategy, based on research or other data requirements. When we build a learning plan, we build it in conjunction with the customer, even as their strategies are evolving.”

Identifying untapped needs through the pro-cess has proven an effec-tive “opportunity to pro-vide a way in,” Coughlin says, noting that initially the category development people were skeptical be-cause traditionally they owned that interface with the customer. “What we really had to impress upon the teams is that this will continue, but there is now additional benefi t. I think we’ll continue to see the greater value that will be driven by it.”

The groups will succeed or fail together, he notes. “We’ve created a relationship of dependency for success. There may be dif-ferent parts along the development of any project, whether short- or long-term, where one team may have a greater role, but both teams own it from beginning to end. To try to tease them apart would be disastrous.”

Some executives believe that the basic skill sets differ, with a mix of science and

creativity required for shopper marketing and heavy-duty ana-lytical thinking for CatMan. Sara Lee’s Baker, however, doesn’t see much of a difference. “They’re just broader for two reasons [that are holdovers] from the ‘pre-shopper marketing’ era,” he says. “First, category management is now broad-er than just the four P’s right at the shelf. It’s the defi ning blueprint for unlocking the path to purchase, which requires a deeper understanding than fi rst-generation catego-ry management. Second, data and research about shoppers and the ever-growing tool-box (digital, store clustering, etc.) for at-tacking the insights that are uncovered is deeper and better.”

Baker believes that whatever approach is adopted, organizational alignment must be a priority: “Giving license to separate dis-ciplines without an organizational mecha-nism will cause different execution in the marketplace, [resulting in] mixed messages and wasted resources.”

Shoppers FirstCasting aside some of the technical defi ni-tions and constraints of category manage-ment, The Coca-Cola Co., Atlanta, instead focuses on the task at hand. “We believe that you have to worry about how prod-ucts are merchandised and displayed, and make sure they’re provided in an effi cient way,” says Sarah Lonorgan, knowledge and insights director, based in London. “But at the end of the day, if you don’t do it with an eye on the shopper, it’s irrelevant.”

The beverage giant’s term for how cat-egory management and shopper marketing coexist is a fl ashy one – “shopper-driven

category management” – but the principles are pretty simple. “It’s our way of help-ing our businesses better understand and respond to the needs of our consumers, shoppers and retailers,” says Lonorgan. “If you don’t put the consumer, shopper and customer needs at the heart of everything you do, it doesn’t matter what you call the technical discipline.”

The company launched shopper-driven category management globally about three years ago, and Lonorgan says the principles of category management still apply, but there’s an increased focus on pulling that need all the way through the path to pur-chase. The company focuses on enhancing the shopping experience through practical ways of leveraging its shopper insights to optimize assortment and availability, on- and off-shelf space, and its promotion ef-fectiveness, irrespective of the type of store or location in the world, she says.

“Instead of looking at the basic elements of pure volume and value, we delve into a deep understanding of shopper preferences to ensure that our in-store execution is re-ally tailored against what they need,” she says, adding that it doesn’t matter whether they have basic or advanced data from dif-ferent parts of the world; the principles are the same. “They’re all focused on how the company can deliver excellent in-store ex-ecution that better improves the shopping experience for shoppers while also improv-ing the effi ciency and category growth for retailers.”

In Your Opinion, Shopper Marketing is …A variation of co-marketing 42.1%A variation of category management 30.3%Something new 23.3%Other 4.3%

Source: In-Store Marketing Institute/Shopper Marketing Trends 2011

Dedicated Shopper Marketing Groups Report into… 2010 2009Executive 24% 27%Marketing 25% 19%Sales 23% 17%Category management 10% 8%Shopper insights 6% 6%Trade marketing 6% 5%Strategy/planning 2% 5%Other 4% 13%

Functional Groups that Support Shopper Marketing Activities When No Dedicated SM Group is EstablishedCategory management 72%Sales 62%Marketing 51%Trade marketing 46% Market research 40%Consumer promotion 38%Shopper insights 37%

Source: GfK Custom Research North America

“ We’ve created a relationship of dependency for success. To try to tease the teams apart would be disastrous.”

Frank Coughlin, vice president of North America customer marketing, Energizer Personal Care

Recognizing the trends among consumers to reduce spending on groceries and seek convenient meal solutions – as well as the fact that retailers often ignore the center store when trying to connect with shoppers – ConAgra Foods created a destination for shelf-stable microwave meals such as pasta, soup and chili.

PepsiCo’s Quaker Oats division initiated a category reset for hot cereal in 2010. The program began with the goal of better understanding shopping behavior. It used research to identify key shopper needs and wants.



You might have noticed QR codes on several ads in this issue. Take advantage — scan them with your smartphone for an interactive experience that will deliver even more information about the solutions or services of interest.

Thinking vs. DoingLike Coca-Cola, Hostess Brands focuses on the category through the lens of the con-sumer. Its category management functions fall under what it has termed “category leadership” because it sees it as a bigger entity than traditional category manage-ment, also incorporating shopper market-ing or brand marketing insights against two things: how a consumer thinks about cake and bread, and also how a consumer purchases those items.

Rob Colarossi, vice president of category leadership, says the main goal is to leverage the best of traditional category management with the best of shopper marketing, working “very closely with the marketing team in ev-erything we do.” He admits his philosophy of talking category over individual brands is an aggressive one, but he believes his brands will win if the company does what’s right for the category. In the past 18 months, with a strong focus on driving solutions with in-

sights, the company has seen success. “I work with the senior vice president of

marketing, Stephany Verstraete, leveraging all of her proprietary studies, consumer seg-mentation, market structure and all the con-sumer trends,” Colarossi says. He estimates that 80% of his insights come from market-ing. “I convert them into something mean-ingful so a salesperson can go in and sell.”

The future is in bringing the two togeth-er, he believes. “We’re absolutely blending the two when we go to a retailer with our category leadership capabilities. That’s re-ally important.” As retailers continue to bring stronger P-O-P insights, research on purchase patterns and even local knowl-edge the manufacturer doesn’t have access to, and when the knowledge from both per-spectives is combined, the teams at Hostess believe a stronger and more cost-effi cient plan can be developed and executed.

“We have realized that shopper market-ing is critical to category management suc-

cess, and marketing has realized that it’s critical to their success,” Colarossi says. “That’s the linkage: Shopper marketing has brought marketing and category manage-ment together under what we call category leadership.”

Mike DuBoise, senior vice president, customer marketing and category man-agement, for NBCUniversal’s Universal Studios Home Entertainment in Universal City, Calif., agrees that when it comes to role clarity and go-to-market, “it takes a few years to fi nd your way.” In his mind, the ideal relationship coordinates objec-tives around what needs to be accomplished with shoppers and at retail, as well as clear communication. “In terms of goals, roles and responsibilities, we need to be really clear on our objectives and, importantly, whose role it is to deliver it.”

Under one umbrella, the groups comple-

ment each other more. “I think we’re much more effective and seamless in how we interface with the customer and the end-to-end solution of the programs we bring to retail,” he says. “We hear it from our customers. That’s how we know it’s work-ing. We’re getting very positive feedback because things work more effi ciently and more seamlessly, and it’s allowed us to be viewed much more as a thought leader in this space as well.”

“Preaching and practicing one message through category management and shop-per marketing is key to success,” says Sara Lee’s Baker. “I think when the same catego-ry insights and strategies drive our brand shopper fundamentals, they will drive all of our key decisions: How to innovate, price, promote, shelve and activate in-store. The idea of joint business planning is really starting to penetrate our company.”

“We can’t walk away from the traditional tenets of category management, which are still very critical.”

Anne Jones, vice president of shopper marketing and business development, Kimberly-Clark

“Giving license to separate disciplines causes different executions, mixed messages and wasted resources.”

Don Baker, vice president of pricing and category selling strategies, Sara Lee


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REPORT: MOBILE APPS/TECHNOLOGY26 SHOPPER MARKETING JUNE 2011

about its use and effectiveness. One is that “cool” and “popular” do not equal “most likely to succeed.” The other is to crawl before you walk.

“In approaching mobile strategically, we con-tinue to fight a daily battle between harnessing clients’ excitement and effectively managing their expectations as they relate to the latest shiny mo-bile offering,” says Ben Kennedy, who directs the mobile group for the global promotional, retail and shopper marketing agency The Integer Group, Denver. “What started with Bluetooth in 2006 has progressed through the application obsession, cur-rently bringing to play a QR code epidemic.”

“Leaning toward things that seem to be the most innovative is not always best for consumers,” says Jason Rogers, an executive vice president with glob-al agency Catapult Marketing, Westport, Conn. “In the case of QR codes, for example, they can work, but there are barriers” that make them a questionable choice for retail environments like grocery stores, where people want to get in and out as fast as possible. “Odds are,” Rogers says, “most folks barely understand what a QR code is, let alone the value of using one.”

All That Glitters Is Not GoldThere has been what some have called a “stampede of brands onto the iPhone” via downloadable apps. A lot of “novelty apps” were created for the purpose of building awareness and creating a “coolness fac-

tor” for brands, especially lifestyle brands whose devotees are early adopters, says Bhanote.

The stampede continued, with lots of “life of the party” types of apps garnering press coverage and, in some cases, successfully building brand awareness and equity. (Examples: The Coca-Cola Co. came out with a “Spin the Bottle” app, and Heineken introduced a “breathalyzer” so you could demonstrate to friends that their drinking was transforming them into, say, an exhibitionist or a stumbler.) But though marketers and consumers alike may initially be drawn to “buzz-worthy” uses of mobile technology – such as game-like apps and augmented reality – in the end, most consumers will look to mobile shopper marketing tools and initiatives to save time rather than kill it.

“Last year was the year of the app, and frank-ly, for some of the brands an app did not make sense,” says Jennifer Mathissen, senior vice presi-dent of digital strategy for the marketing agency Ryan Partnership, Wilton, Conn. “Many brand-ed apps try to accomplish too many user goals, or push out content that does not ultimately support shoppers’ needs.”

The “cool” mobile shopper marketing initiatives aren’t necessarily the ones that succeed. “Apps to me are disposable,” says Matt McKenna, president, Red Fish Media, Miami Beach, Fla. Their novelty wears off, he says, and their popularity seldom persists.

DynamicMOBILE

To keep pace, marketers need to see past the ‘cool’ and develop

a mobile strategy that saves time rather than kills it

By Dawn KlingensmithMobile shopper marketing, no longer in its infancy, has reached a developmental stage in which “things are moving so fast” that efforts to keep up are like “painting a moving train,” says Sandeep Bhanote, chief executive offi cer of Global Bay Mobile Tech-nologies, South Plainfi eld, N.J.

Risks are taken, mistakes are made, and lessons are learned. Mobile technology has been around long enough to provide two fundamental lessons

The aisle411 app lets users locate products in stores, access product reviews, manage shop-ping lists and share experiences with friends via social media integration. Shoppers receive reward points and coupons for using the service.

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john, who points to aisle411’s program with Coca-Cola to prove his point. For those who have pretzels on their shopping lists, aisle411’s app suggests that a Coke product might go well with the salty snack, inducing them to make the purchase merely by suggestion, rather than with a dollar-off coupon sent at a less opportune time.

“There currently is no category-killer app avail-able that offers the full suite of utilities needed to gain widespread adoption,” Mathissen says. In or-der to win, she adds, a shopping app needs to be:• integrated with coupons and offers, preferably

via loyalty card;• sharable and manageable across household mem-

bers;• able to tell shoppers where to fi nd items in-store;

and• integrated with recipes and product reviews.

In the future, apps will “facilitate the transaction via mobile payment,” Mathissen concludes.

Shopping list apps can also drive switching and trial behavior as they deliver real-time, location-sensitive offers in-store.

Turning Deliberators into Doers“Higher-involvement purchases are where mobile is delivering on its promise a lot more effectively,” says Tyler Murray, digital practice lead for the shopper marketing agency Saatchi & Saatchi X, Spring-dale, Ark.

This is particularly true where QR codes come into play. A survey from New York-based Accen-ture found that 73% of smartphone users prefer using their mobile device rather than interacting with a store employee for basic information. QR codes enable them to access product information and reviews, and select the right product without relying on sales staff. Shoppers’ phones use a reader application to recognize the QR code and convert it to a small amount of data (the “payload”), most commonly a URL pointing to a mobile Web page.

The Home Depot in March launched a QR code initiative with mobile bar code platform developer Scanbuy, New York, enabling shoppers to scan codes with their smartphone camera for product information such as how-to guides. Prior to that, Best Buy added QR codes to product fact tags in all of its U.S. retail stores.

LG Electronics opted not to use QR codes with its “Discovery Zone,” a store-within-a-store con-

cept at Sears with a mobile component developed by Saatchi X. Instead, shelf sig-nage directed shoppers to a wireless application protocol (WAP) site, which is a Web page that can be viewed on mobile phones, including fea-ture phones that cannot ac-cess standard HTML pages. Unlike QR codes, WAP sites do not require a camera or a reader app and are therefore

more widely and readily accessible.The mobile initiative was based on the insight

that people in the market for a new home appliance generally have not purchased one in so long that the product features, and the language describing those features, would be unfamiliar and perhaps intimi-dating. The path to purchase is a “long cycle,” start-ing with online research, Murray says. The mobile website enables consumers to continue and complete

JUNE 2011 SHOPPER MARKETING REPORT: MOBILE APPS/TECHNOLOGY 27

Simplify and StreamlineAt its best, mobile shopper marketing saves consum-ers time and money, reduces frustrations and helps clear barriers along the path the purchase without erecting new ones. Particularly in CPG channels, mobile shopper marketing in general, and apps in particular, should center on convenience and util-ity, and arise out of shopper insights. The programs that tend to provide value to the consumer and ROI to retail-ers or brand marketers are not particularly sexy.

It’s not about using aug-mented reality to make a swimsuit model greet beer drinkers in the liquor sec-tion, though that is certainly possible. Instead, “They address everyday needs, realities and incon-veniences that shoppers have always dealt with and always will: list making, navigation and trusted, relevant recommendations,” says Nathan Petty-john, CEO of St. Louis-based aisle411.

Aisle411 helps shoppers locate items in the store down to the specifi c section of an aisle, provides them with product reviews and price comparisons, manages their shopping lists, and allows them to share experiences with friends via social media integration. Users receive reward points and mo-bile coupons for using the service. “Based on your shopping list, aisle411 can plot the most effi cient route through the store, and then give you recom-mendations along the way based on where you are,” Pettyjohn says.

Aisle411 is driven by shopper insights (collected since 2008) such as:• 24% of retailers’ revenue is lost due to customers

not fi nding what they came to buy, according to a Wall Street Journal report.

• 83% of shoppers have trouble fi nding what they are looking for, according to national consumer data from Bryles Research, Mokena, Ill., and 67% say they would leverage mobile technologies to navigate stores.

• 43% of general market shoppers “always” rely on a shopping list while in the store, according to a survey conducted by The Integer Group and M/A/R/C Research, Irving, Texas.Aisle411 benefi ts retailers by capturing sales that

might otherwise be lost, freeing sales associates to do other things besides helping shoppers fi nd items, and building basket size through product recommendations and cross-selling. For example, based on purchases of chips and nuts, the software might deduce the shopper is throwing a party and recommend other items to round out the menu.

Similar “shopping assistant” types of apps are linked to loyalty cards “that understand how I shop and give me offers that are meaningful to me based on my previous purchases,” Rogers says, adding that

Kroger, Meijer and Stop & Shop are using mobile to their best advantage, making “smart use of a data-driven platform to give value to customers.” Branded apps like Kraft Foods’ iFood Assistant make recipe and meal-planning suggestions, along with storing shopping lists and offering coupons.

However, “If you talk to shoppers at the exact right moment in the exact right place, you don’t necessarily need to incentivize them,” says Petty-

“ Higher-involvement purchases are where mobile is delivering on its promise.”

Tyler Murray, digital practice lead, Saatchi & Saatchi X

“ Last year was the year of the app, and frankly, for some of the brands an app did not make sense.”

Jennifer Mathissen, senior vice president of digital strategy, Ryan Partnership



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their research right in the store, rather than going home to deliberate. “It helps the shop-per, and it helps retailers close the sale right then and there,” Murray says.

For high-consideration purchases, an in-store mobile component “can get consumers away from deliberating and into doing,” he says, provided it “answers all their delibera-tion points. Are all their questions answered? Is the terminology explained? Can consum-ers see how this fi ts in with their lifestyle?”

Consumers who aren’t ready to pur-chase an appliance on the spot can email product specifi cations to themselves via the mobile site.

Getting Started in Mobile MarketingThe starting point and cornerstone of any mobile strategy is usually a mobile website – either a mobile version of an existing site, adapted for a handset, or a dedicated mobile site designed to meet the needs of folks who

are on the go. “The No. 1 thing I do with cli-ents who are thinking about getting into mo-bile is at least get them mobile-friendly,” says Sarah VanHeirseele, director of digital, Blue Chip Marketing, Northbrook, Ill.

Mobile Web pages are specially formatted to be legible and easily navigable on mobile browsers. Images are kept to a minimum so pages load quickly, and Flash is eliminated because most mobile phones don’t support it. Traditional websites can detect when some-one is using a mobile device and automati-cally redirect the user to the mobile version.

“The intent of a mobile-optimized site is to scale down and simplify not only the visual design to be easily viewed and ac-cessed by mobile phones but also to defi ne the navigation and content accessible on that site to deliver on the needs of the user on the go,” Rogers says. “Typically, this is less information than the full site,” with mobile-friendly features like a store fi nder and a means of opting in to receive special offers and alerts via text.

Other mobile marketing tactics in addition to mobile Web pages and apps include:• Short messaging service (SMS), which

sends text-based messages to mobile de-vices.

• Multimedia messaging service (MMS), which can include richer content such as video.

• Voice, accessible via a mobile phone’s click-to-call functionality. (Kimberly-Clark’s Huggies Pull-Ups ran a voice campaign involving the Disney princess-es and other characters, offering potty training support to kids.)

• Proximity marketing, which uses GPS technology to deliver content and offers to mobile users in specifi c locations (near brick-and-mortar stores, for example).

• Branded content such as ringtones and videos.

• Email.“The way to drive revenue, response and

customer engagement is through text,” says McKenna, adding that text alerts and offers drive traffi c to stores and form the basis of mobile loyalty clubs. Mobile marketing channels like SMS are the “connective tis-sue” between traditional retail and Internet commerce, says Michael Becker of the Mo-bile Marketing Association, New York.

For example, a brand or retail website can invite visitors to send a text to receive an encoded game piece via a mobile device, which is then taken to a brick-and-mortar location where Red Fish Media’s MobiDe-coder reveals an offer redeemable in-store.

Mobile marketing should integrate with other channels and tactics, including tradi-tional in-store marketing, to form a cross-platform strategy. Despite all the preplan-ning being done by shoppers, “There’s still quite a bit of brand switching in-store,”

“ Most folks barely understand what a QR code is, let alone the value of using one.”

Jason Rogers, executive vice president, Catapult Marketing



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“”

Murray says. “That’s why having good endcap displays and shelf messaging still matters. You can do all this work to get on the shopping list and then lose out” at the point of purchase.

Location, Location, LocationProximity or location-based marketing

platforms detect when consumers are with-in close range of a retail or brand presence, and therefore primed to buy, and then send relevant content such as coupons to their mobile devices. Some platforms use GPS, and others seek out Bluetooth-enabled phones within a certain range. RFID tech-nology and handheld scanners can also be

used to track shoppers in the store and pro-vide them with offers based on their loca-tion and what they are buying.

Applications like Shopkick reward con-sumers just for check-ing in at certain retail-

ers and for scanning particular items in the store. Reward points can be redeemed for things like gift cards, song downloads or donations to charities.

Whereas check-ins were once primarily social, consumers these days expect more than social badging or Foursquare’s may-oral status for essentially broadcasting their whereabouts. When, for example, a check-in automatically appears in your Facebook status, “You’re advertising or advocating the brand, and if you do that, you expect value in return” like a coupon or freebie, Rogers says.

Smartphone GPS has an error radius, prompting Shopkick to develop a signaling device for retailers that verifi es users are ac-tually in the store before reward points are given. Aisle411 uses a retailer’s inventory database and syncs it to proprietary map-ping software using UPC location codes; that way, if products get moved around, the store map will automatically update.

AT&T is testing “geo-fencing” around participating retailers in four cities that al-lows them to send messages to consumers in a defi ned geographic area. AT&T cus-tomers can opt into the ShopAlerts pro-gram to receive deals and promotions from nearby stores, or for products within those stores. Partners include Hewlett-Packard, Kmart and SC Johnson. [Editor’s Note: Shopper Marketing will cover geo-fencing in a future issue.]

“Over time, it’s possible that location-based marketing may evolve to alert shoppers of any discount on a specifi c brand at a retailer nearby,” Mathissen says, “but this would re-quire such coordination across retailers that it’s unlikely to be a near-term reality.”

Moving Forward“I see social and mobile connecting,” says Mathissen, adding that people will use their online networks to guide and validate purchasing decisions. Product reviews will be sorted so that recommendations made by Facebook friends will rise to the top, she predicts.

Augmented reality may fi nd its footing in practical uses like helping shoppers lo-cate items in a store by looking through their phone’s camera screen for a fl ashing beacon.

Mobile devices will morph into “digital wallets,” eliminating the need to carry lists, coupons and currency, Mathissen says.

McKenna agrees: “Mobile commerce is the next big piece in the mobile ecosystem,” and SMS will be a major medium. “A retailer could reach out via text and say, ‘Would you like this scarf to go with the sweater you bought last month,’ and you’d just reply, ‘Yes,’” and it’s bought and paid for.

“ Mobile commerce is the next big piece in the mobile ecosystem.”

Matt McKenna, president, Red Fish Media


Technology Solution #1: Shopkick can prove customers are coming through the doors of its retail partners. It is the only location-based app that is able to do this. They’ve achieved this by introducing a piece of technology installed in-store that emits an audio frequency the app picks up via your phone’s microphone. When shoppers walk in, they are rewarded.

Technology Solution #2: Tight integration with retail partners allows for virtually seamless redemption of offers that are preprogrammed into their systems. In the case of Target, they’ve incorporated their mobile coupon system into the app, allowing the retailer to scan coupons straight off of a shopper’s phone as they would a paper coupon. This type of integration is the key to the best user experience possible.

I really like the idea of being able to save moneyand get incentives from location-based apps. What I do not like is an inconsistent experience when doing so. Technology has brought us a long way, but I feel we have a way to go still. I’m not completely sold on social-heavy applications tying in discounts and incentives. GPS-based check-ins aren’t accurate by any stretch of the imagination, and I’m not interested in who the mayor of an establishment is. Sure, businesses might care how many people are checking in, but are those people really in the store and can businesses prove an increase in sales? Most likely not.

Open any of your favorite location-based apps and search for nearby places to check in to. You’ll quickly realize that you can check in to them and “unlock” deals without even having to set foot near the establishment. You can raise your social bragging rights but for what? On top of all that, why should I have to “mention this deal to an in-store associate”? You start with technology, but it all comes crashing down when it comes time to redeem.

MY PHONE SAYS I CAN SAVE –BUT IF IT’S NOT EASY, FORGET IT!

needs. At first glance, one might think it’s just like foursquare or any of the other “check in” type apps, but shopkick has chosen to focus its features on different areas than the others. Instead of focusing on the social aspect, it focuses on the shopper’s experience – part of which includes rewarding them via a point system called “kickbucks.” Kickbucks are awarded oftentimes to shoppers who simply walk in the door and to shoppers who scan the UPC of featured items or sample items in-store. This unique system brings the shopper through the store and drives hands-on awareness of products. Kickbucks can be redeemed through the app for a wide variety of virtual goods ranging from $10 to $15 gift cards to larger prizes like a Sony TV or even a cruise!

There is nothing more discouraging than when you go to redeem an offer at the register and either the promotion hasn’t been updated, the employee/manager doesn’t know about it, or they don’t know how to key it into the point-of-sale system for the savings. There is a technology solve for this two-part problem of redemption and verifying that people are walking through the retailer’s door.

One company is making a good effort to do just that and much, much more. Shopkick is a location-based application with a small but continually growing list of supported retailers. The size of the list, however, is balanced out by some big names such as Best Buy, Macy’s and Target, which cover a lot of consumer

Matt Espinoza is the Manager of Creative Technology at TracyLocke Wilton. He works closely with brands on ways to engage consumers through ideas involving technology. He and his team enjoy solving creative problems with technology by means of testing existing solutions and, in some cases, creating new ones. He has a wife, a dog and a race car.

Target mobile coupon within shopkick

Big names right out of the gates

Checking in doesn’t mean I’m there – so what good is being the mayor?

Tight integration with retail partners

allows for virtually seamless

redemption of offers.“

Brand retailers want results, and technology is making them easier to deliver. Solving the problems that exist with platforms today is making it simpler and more intuitive for consumers to engage and redeem. Keep it simple, and they’ll use it!

”



Thirst QuenchersSummer drinks get creative placement

DiageoThis beautifully decorated beach chair ties into the bright colors of Smirnoff and Captain Morgan summertime drinks. The chair really catches your eye and sets a tropical mood that just shouts out for some liquid refreshment. Coke products even get in on the cross-merchandising action.

Gnarly HeadThis arbor wooden display from Gnarly Head is certainly impossible to miss, espe-cially with a complete assortment of cut cases of wine in and around this 8-foot-tall unit. I like the wooden eff ect and the fl ow of the curved elements, but the wheel-barrow on the top threw me for a loop. Other than an additional place to get the Gnarly Head name in front of shoppers, it really looks out of place up there. On the other hand, I noticed it (and so did other shoppers), so it was doing a good job of attracting attention.

Dr PepperAt the start of the pro football season, my local Fry’s stores seemed to build their versions of this Dr Pepper display in sup-port of the Arizona Cardinals. The route man obviously supplied some of the ma-terials to make the running fi gure, but the rest was built from 12-packs of product. The Cardinals logo was positioned in a contrasting fi eld of colors, and the “run-ner” was in full stride heading for the goal.

Arbor MistThis case stack display for Seagram’s Arbor Mist is made far more eye-catching and has great shopper impact due to the com-pact peach-colored umbrella covering almost the entire area. Toss in an “enjoy the escape”-themed header, and you get the brand’s message to enjoy the breeze and the summer warmth with an icy Arbor Mist Cooler.

Minis I can remember when alcoholic drinks were free on your cross-country fl ights, and you were given little miniature bottles of your favorite libation. This is an ironic display in that it is absolutely huge in size and structure, and all it says is “Minis.” It must hold over 600 little bottles, all on divided metal shelves, and it is as solid as a rock.

Jack Daniels Here’s another example of a branded um-brella covering an array of summertime beverages. The old barrel, the No. 7 on the umbrella, the black labels and square bottles ... it’s my old friend Jack, as in Jack Daniels. This Fry’s store has done a great job of using brand-supplied materials as well as a great imagination to create a big, bold display.

Joe Ricci is an industry expert in P-O-P merchandising. He is the founder of Beacon Concepts Inc., Surprise, Ariz. Please off er your comments to him at [email protected].

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Branded TagsElastitag, Elastitote, Elastiband and Elastinote tags add product information, coupons and promotional messages to packaged goods. Bedford Industries partners with HarvestMark to print 2-D bar codes on tags so shoppers can scan for additional product information. Diff erent tag and loop sizes are available, and are grouped according to shape and size. Digital or fl exographic printing is available on one or both sides.

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GfK Interscope is a practice area of GfK, focusing on building brands at retail. We lead our clients to identify uncommon customer and shopper insights, translate them into creative retail strategies and solutions, and execute them with excellence. Contact Alison Chaltas at 203.571.1444 or [email protected]

Navigating Shopper MarketingInsights LeadershipSetting the courseOperating effectively in a complex retail environment is tremendously challenging. Even as retailers and manufacturers strive to understand their core targets more clearly, shopper dynamics continue to change and evolve. Navigating the path toward retail leadership requires ever-increasing data sophistication and an ability to course-correct to capitalize on emerging shopper trends.

Shopper centricity is the keyWhile in-market performance matters, it is not always the biggest nor even the fastest growing that will drive long-term profitability and market leadership. Long-term winners are usually the thought leaders—those with a clear vision of where the category is headed, and clear understanding of how the retailer can uniquely drive that vision through their shoppers. Shopper centricity is the name of the game, and shopper insights are the currency for game-changing retail strategy.

Building shopper insights – one step at a timeMany organizations find navigating the data and information landscape a daunting task. The myriad of data sources and research approaches available can feel overwhelming to even the experienced research manager. The challenge is to bring order to the chaos, and avoid fielding a series of one-off studies that under-deliver on meaningful insights.

Where to begin? The road to thought leadership must start by defining strategic priorities and brand roles. Choosing where to play and what spaces to “own” are critical in defining clear direction. Often a well-defined strategy can lead to an efficient path toward insight leadership.

Companies must establish a centralized inventory of shopper and consumer insights that can be leveraged across the organization. Treasure troves of important insights often hide in siloed functions and channel groups, and some become lost as organizations change. A clear catalog of key insights and data, along with a process by which to add to these insights, is imperative to assessing and building knowledge.

Leaders then benchmark insights inventories against industry best practices to create a gap assessment. Clear best practice scorecards help drive what is needed to turn insights into a competitive advantage.

Finally a learning roadmap can be created to prioritize studies needed to close those insight gaps. The roadmap should provide a detailed plan of priority research that will drive the learning that will make a difference with shoppers, across trading partners and internally.

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The GfK Interscope Difference

At GfK Interscope we help companies large and small develop their own unique learning roadmaps using our proven methods and veteran experience. As experts in integrating consumer and shopper insights, we are uniquely positioned to help companies benchmark their insights against leading shopper marketing players across a range of industries and develop the research blueprint that provides a clear path toward thought leadership, enabling true retailer partnerships.

As needed, we can also leverage the broader resources of our tremendous global GfK network to make sure our clients get the right tools for the job. We ensure the process is truly collaborative, with an eye toward maximizing return on investment for their research dollar.

Importance of Robust Shopper Insights Foundation to Shopper Marketing Success

Insights Leadership Path

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Digital Shopper MarketingIn this increasingly digital world we live in, it has become commonplace

and expected that brands and retailers integrate digital components into

their shopper marketing programs. Shoppers are “connected” all along the

path to purchase from the Zero Moment of Truth, as Google coined it, to the

store shelf. In this issue, Shopper Marketing showcases some “best in class”

examples of digital shopper marketing. Look for a second installment of the

digital gallery in the December issue.

WALMART The “In Stores Now” section of the mass merchant’s website (operated by Tampa, Fla.-based Triad Retail Media) gives manufacturers/brands the opportu-nity to reach the 34 million unique visitors per month to Walmart.com through dedicated brand pages. Among current/recent activity:■ Nestlé-Purina’s “Purina Pet Park” presents a pet name generator, games and

videos about animal adoptions while also promoting an iPhone app that helps users locate pet-friendly places while they’re on the go.

■ The Kraft Foods’ “Quest” allows users to learn about products, watch videos and get recipes by navigating through a virtual “town” that features a produce stand, sandwich shop, cafe, etc.

■ McCormick & Co. provides a “McCormick Meal Planner” that off ers meal ideas and recipes using its products, as well as a promotional video.

■ Hallmark Cards’ “Connections” page included a countdown clock to Mother’s Day in addition to product information, including videos and TV spots.

G SERIES FIT PepsiCo’s Gatorade launched the G Series Fit line, which was devel-oped specifi cally for fi tness athletes, in April and supported it with activity on the brand’s web-site and the line’s Facebook page. On the social media site, G Series Fit identifi es athletes and trainers who endorse the prod-uct. G Series Fit also collaborated with Ubisoft to co-promote the fi tness beverage with the “Your Shape Fitness Evolved” video game. Game packaging includes codes to be entered on a Gatorade microsite for additional content. In stores, account-specifi c activity at Walgreens has secured dedicated endcaps that include video.


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P&G FUTURE FRIENDLYThrough its Future Friendly platform, Procter & Gamble off ers ways for consumers to adopt environmentally friendly practices. P&G designates its eco-friendly products with a Future Friendly seal, including Tide Coldwater detergent, Duracell rechargeable batteries and Cascade Action Pac dish-washing soap. A conservation-themed quiz on the Future Friendly Facebook page earns the consumer Recyclebank points on purchases of P&G products. The My Carbon Footprint app for iPhone, iPad and Droid lets consumers gauge their carbon footprint and get points for P&G products. In stores, shelf talkers and tags on products like Tide Coldwater call out the Future Friendly program.

ALLEGRA Sanofi -Aventis launched a multifaceted campaign in February to support the March 3 launch of Allegra as an over-the-counter allergy medication. Among the most visible components of the campaign were account-specifi c activity with such retailers as Wal-greens and Walmart. Allegra’s website and brand pages on retailer microsites contained videos and off ered coupons while linking to Allegra’s presence on social media sites Face-book and Twitter. In stores, Allegra secured prime space, including aisle archways at Wal-greens and Action Alley displays at Walmart.

SEARS CRAFTSMAN The department store chain uses a microsite to support its “Turf Wars” price guarantee campaign aimed at the two big home centers. All marketing materials – including TV spots, circular features and signage in lawn and garden depart-ments – employ the slogan, “Fighting the Home Depot & Lowe’s for the right to be on your lawn.” Among the cam-paign’s strategy is a promise to match competitive prices, and awarding store gift cards worth $50 to $100 to shoppers who present an ad containing a price lower than the one posted for a comparable private-label Craftsman tractor or mower. Sears also posted videos on YouTube to support.


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RITE AIDThe drugstore chain has been running a paid “Video Values” program on its site since August 2009. Operated by AdPerk, San Francisco, the program awards printable coupons to consumers who watch informational videos about participating products. The products are identifi ed in stores with special shelf tags. Among the brands recently participating were GlaxoSmithKline’s Nicorette and Tums. Rite Aid primarily groups the off ers according to a theme, such as NASCAR or oral care.

HUGGIES PULL-UPS Kimberly-Clark found out that moms see potty training as a stressful time. To make it more fun for mom and child, the Huggies Pull-Ups training diaper uses a potty-training kit and Disney-themed pants and packaging surrounding the Potty Dance theme. Pull-Ups housed a page on Walmart’s “In Stores Now,” highlighting the training kit and links to potty training videos. The iGo Potty app provides a progress tracker, reminders and a built-in tutorial. Pull-ups.com features Potty Dance gear, videos and print-able coupons.


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CATEGORY REPORT: CANDY AND SNACKS42 SHOPPER MARKETING JUNE 2011

By Joe BushAn angel with a celery stalk on one shoulder; a devil with a candy bar on the other. It’s an eternal struggle, and we all know which side usually wins at home, at work, and especially while shopping.

Even highly health-conscious shoppers who head to the store with a locked-down list are susceptible. “When they walk down that snack aisle, the emotional element of snacking takes over,” says Alison Chaltas, executive vice president at research and consulting fi rm GfK Interscope, Westport, Conn. “People might go in with the intent of buying a better-for-you cracker product, and they’ll buy that for the kids, but they’ll then get enticed to buy a sweet chocolate or a more indulgent product because something struck their fancy.”

Manufacturers and retailers need to know how to strike the right balance when weighing impulse appeal, immedi-ate consumption, trip missions and consumer concerns about value in a society technically out of a recession yet still fi scally conservative.

“It’s not a functional purchase; for the most part, it’s an emotional purchase. Those brands and retailers that can combine the emotional desire for snacking with the more intellectual hope of better-for-you products are the ones that are going to win,” says Chaltas. “We are seeing from a shopper research standpoint an awful lot of both retail-ers and manufacturers investing in total snacking shopper research: observing shoppers and understanding why they went into the store, what was on their list, and when they decided to buy that snack either deliberately or on impulse, intercepting them to understand why. In-store is defi nitely the best methodology for immediate consumption research because it is very diffi cult to ask people online or in fo-

cus groups why they buy certain immediate consumption snacks. It’s such an impulse-oriented decision.”

The Hershey Co., Hershey, Pa., in the past year has trumpeted a consumer-research initiative called Insight Driven Performance (IDP), which the company says will guide its future. Melding proprietary consumer-behavior studies with retailer knowledge, IDP can best be identi-fi ed in stores through Hershey’s collaboration with Kraft Foods for a S’mores campaign, which began in 2007 when Hershey identifi ed a lull in chocolate purchases in the May through August period.

“We’ve researched the category on how the con-sumers act and behave within the confection category and created the demand landscape based on shopper activities,” says Mike Depanfilis, Hershey’s vice president of shopper marketing. “Then we’ve taken the next step with trip missions and usage occasions. Now that you un-derstand who’s buying and what they’re buying and why they’re buying, you then get into a deeper understanding where they’re going to buy. That will allow us to target more effectively and create crisper communication that resonates with shoppers because we better understand who they are, where they’re going and why they’re going there.

“It’s an evolution of our category management approach. This is not scratching the surface of a demographic segmen-tation study. It centers around this notion of customer col-laborative planning. It’s really about changing how we plan

the category with our customers. It’s a longer-term vision than the quarterly plan of what items or what brands you’re going to promote this month or next month and at what rate. This is about what drives the category demand and how we can partner with our retailers to capture that demand.”

The S’mores promotion is designed so that retailers with private-label graham crackers and/or marshmallows can feature them with Hershey’s custom display units and pal-lets. If the retailer does not have those products, Hershey and Kraft have a separate display, featuring six-packs of Hershey’s milk chocolate bars alongside Kraft’s Honey

Maid graham crackers and Jet-Puffed marshmallows. Depanfi lis explains IDP with another example, the Easter

holiday. Hershey’s strategy is to feature different items at different times during the eight-week Easter window after Valentine’s Day. “When you’re in the beginning of the sea-son, candy ball items, like wrapped candy, Kisses, Hershey Miniatures, are more popular as you’re farther out from the season, as people start to decorate and get into the seasonal mode,” he says. “As you get closer to the season that’s where Easter baskets start to occur. And as consumers shift from one mode of shopping to another they will now start to pick up the novelty items, the instant consumable: the Reese’s

“ Why are you giving it away when you could be connecting with consumers in other ways?”

Susan Viamari, Times and Trends editor, SymphonyIRI Group

Marketers of snacks and candy fi nd ways to

connect with shoppers beyond price promotions

Second to that

Emotion

Hershey Co.’s annual S’mores campaign, which launched in 2007 and includes

a partnership with Kraft Foods, has addressed a typical lull in chocolate pur-

chases during the summer months.

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Link Snacks collaborated with MillerCoors on a “Play It Smooth” campaign that promoted a bag-tossing game using Jack Link’s beef jerky and Keystone Light beer packaging. The eff ort utilized Keystone Light character Keith Stone, right, and Jack Link’s Sasquatch.


do move the needle, but what we found is this price-only type action is not moving the needle as much as it had in the past,” Viamari says. “What we’re trying to impart to CPG marketers is there are other options that are also very powerful. If you look at [sales] lift on price-only action, only 1% of categories got lift of 100% or more, but if you look at feature and display combined, 85% of categories saw lift of 100% or more. That says to marketers don’t just slash prices. A, you’re not going to get the lift you would from other tactics, but, B, you’re eroding razor-thin margins and probably brand equity as well because you’re training con-sumers to seek your product out at a lower price, saying it’s not worth as much. Why are you giving it away when you could be connecting with consumers in other ways?”

Somerset, N.J.-based Ferrero, manufacturer of Tic Tac mints, connects with consumers with its annual “Shake, Share & Care” promotion, which benefi ts New York-based nonprofi t CancerCare and originated with a brand man-ager who had a family member battling cancer. Taking ad-vantage of Tic Tac’s see-through packaging and the power of social media in its quest for arresting and secondary placements, Ferrero uses the pink-colored, pink grapefruit-flavored mints, which were fi rst created in 2008 for a Women’s Health-care Month promotion at Walmart. In the fall of 2010, Ferrero asked its Facebook fans to share stories of their experiences with cancer, whether as a victim or caregiver. Ferrero then donated $5 in the name of each storyteller (up to $100,000) to CancerCare in addition to making a one-time $100,000 donation. Freestanding inserts spread the word and carried coupons, while in-store Ferrero used themed fl oor displays and counter units. New York-based MSLGroup Americas handled the creative.

Ferrero also used its see-through packaging for a “Holiday Twist” promotion. Ordering the

displays was the only way for retailers to get the CancerCare and Holiday Twist products, says Tic Tac category man-ager J. Noah Szporn. “What’s driven the gum/mint category the last three years was both fl avor and fl avor sen-sation. The great thing about what Tic Tac’s able to do is the color of our product is almost as impactful as the fl avors. We’re one of the few gum, mint or candy products you can actually see the product through the packaging. We’re able to really leverage that color

to help with a seasonal or in-store display. We’ve done Easter programs in years past where we had orangey-green pastel colors.

“We’re able to add that to the whole in-store impact. So not only do you have a themed display and a themed consumer event, but the product is actually visually tied to the event, which helps with the sell-through because it’s something unique and different,” says Szporn. “For us, it’s critical because the challenge is, how do we get out of the front end and into incremental locations in the store? It is such an impulse purchase, and the impulse can occur at the register, but the impulse can also occur when you’re walking at the end of the beverage aisle and you see a Tic Tac [display] and say, ‘I want that.’”

Connecting with ConsumersAs another example of manufacturers connecting with consumers, Minong, Wis.-based Link Snacks, makers of Jack Link’s beef jerky, cross-promoted with Chicago-based MillerCoors’ Keystone Light beer in the spring for a “Play It Smooth” campaign. Consumers could punch out

a perforated hole on the top of packages of 30-, 24-, and 12-packs of Keystone Light and make a game of tossing in a small bag of Jack Link’s. Inserts featured “Canhole” tournament brackets, details on the game, and “coaching” tips from Keith Stone, a character featured in Keystone’s “Always Smooth” campaign. Additional promotional sup-port included an online Canhole game with Keith Stone and Sasquatch from Jack Link’s “Messin’ With Sasquatch” campaign, banner ads, social media support, out-of-home and radio advertising, and an in-store Jack Link’s coupon.

“Our goal is to really understand the consumer dynamic here,” says Jeff LeFever, marketing director for Jack Link’s. “Although beef jerky has become a much more mainstream snack, it can also be viewed as an impulse purchase. In light of that, we need to continuously generate excitement to help trigger purchase in-store. We are continually providing retailers with a variety of merchandising options including special racks, endcap displays, point-of-purchase counter displays, eye-catching temporary shipper displays, door and fl oor clings, danglers and a variety of other POS, all to help attract consumer attention, increase impulse sales, and ultimately increase rings at the register.”

Mars Inc.’s Wrigley business invests heavily in attracting convenience store consumers, says Jennifer Jackson-Luth, senior manager of marketing communications for Wrigley. A busy 2011 includes a “MyExtra” campaign for customiz-able packs of Extra gum, and promotional partnerships with

“ The color of our product is almost as impactful as the flavors.”

J. Noah Szporn, Tic Tac category manager, Ferrero

Tic Tac’s pink displays and see-through packaging pro-moted a limited-edition fl avor that supported nonprofi t CancerCare. FSI activity supported the campaign.

eggs, the Cadbury eggs, the chocolate bunny. In an ideal world you’d love to have prominence of the items that are more relevant during the eight-week window of the season, so eight weeks out, seven weeks out, six weeks out, you may see more wrapped candy, the candy dish items, and as you get closer in you see more emphasis on more novelty and single-serve items.”

While supermarkets and mass merchants have the space for displays focused on the building of Easter baskets, con-venience stores do not. “They’ll focus on the novelty and the instant consumable, so what we’ll do is merchandise our Cadbury eggs and Reese’s eggs very early in the year because we know they have a different usage occasion, they deliver a different eat,” says Depanfi lis. “We can grow incre-mental sales by having items that deliver against a different usage occasion. Reese’s eggs for Easter do not necessarily cannibalize at a very high rate to Reese’s peanut butter cups, so we can go to the retailer with a strategy of leveraging the power of Reese’s with the core brand advertising and the Easter-specifi c advertising, utilize both those items, grow them incrementally because the occasions are different, insulate the interaction between them. C-stores use this strategy very aggressively, and they will use it around our Reese’s eggs for Easter and our Cadbury eggs.”

Options Other than PriceMarketing research and consulting firm SymphonyIRI Group, Chicago, which has conducted separate studies in the past year about merchandising and the snacks category, identifi ed a diminishing effectiveness of price-only promo-tions. Susan Viamari, editor of SymphonyIRI’s Times and Trends newsletter, says manufacturers and retailers can keep some of their margin with just a little more creativity. Choco-late candy and salty snacks ranked second and third behind carbonated beverages in merchandising activity in the 52 weeks ending Oct. 31, 2010, while crackers were seventh.

“Price-only actions are grabbing consumers and they



Viacom’s MTV and Marvel Studios/Para-mount Pictures’ “Captain America: The First Avenger”, which releases July 22. In addition to counter and fl oor displays, standees, shelf danglers, ATM signage, cooler clings, and beverage fountain signage, Wrigley recently began advertising on soda fountain beverage cups as well as using 3-D lenticular printing on some of the in-store signage.

Kraft/Nabisco’s Wheat Thins crunch stix leverage the product’s unique packaging in merchandising. The box can be manipu-lated with foldouts to form a wide-mouth bowl. New York-based Momentum World-wide helped with the project, says Melissa Renny, senior associate brand manager for Wheat Thins. She says the Wheat Thins brand has shifted its target demographic younger (to ages 25-45) and has been active on Facebook and Twitter. “We knew from research that the shape of the packaging was compelling to consumers and so we chose to highlight it in-store at the point-of-purchase.” Renny says the brand is cur-rently sampling Wheat Thins “crunch stix” in almost 4,000 stores across the country as part of launching two new fl avors.

ConAgra Foods, Omaha, Neb., is us-ing QR codes with its “Pop Up Bowl” cam-paign for Orville Redenbacher. Consumers can scan the code to “see what pops up,”

says Mary Westerhaus, senior director of in-store marketing. Much like the box for Wheat Thins, the popcorn’s packaging be-comes the bowl when heated.

“We have an internal guiding principle we call ‘Display with a Purpose,’” Westerhaus says. “We create our displays with purpose – understanding the value, the measure-ment of success and the margin profi le. We have creative principles that follow the 3, 4

and 5 concept; 3 seconds to understand, 4 paces away to engage, and 5 words or less. Every display we put in the marketplace goes through a gate process and, with a few exceptions, refl ects our purpose and core creative principles. It is important for the consumer to see our products as meal solu-tions – to see beyond the product to the end product. When she sees a can of tomatoes, she sees endless meal possibilities: pasta, chili and more.”

Among retailers, Target used its Face-book and Twitter sites to build awareness of an exclusive Easter collaboration with Go-diva Chocolatier, New York. The creative centerpiece of the in-store signage for Tar-get’s “Bunnylicious” program was the lim-

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ited-edition Godiva milk chocolate Easter bunny, which could be found only at Target beginning March 13. Godiva’s existing line of premium chocolates was also available during the promotion, which ended on Eas-ter (April 24). The Godiva Easter assortment was prominently displayed in the seasonal department of stores, with its own endcap display. There was a print campaign from Target to support the collection, with ads running in publications such as Vanity Fair and InStyle. For three weeks prior to Easter, there was a Godiva microsite on Target.com that showed the full assortment and offered printable coupons. Additionally, the limit-ed-edition chocolate bunny was featured on the cover of Target’s circular.

Orville Redenbacher’s used account-specifi c displays at Walmart, above, that supp-ported its “Pop Up Bowl” campaign.Godiva’s activity at Target for Easter, at left, included dedicated endcaps, in-store signage and exclusive products that supported the mass merchant’s “Bunnylicious” theme.


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Doug Leeds: 1947-2011 It is with deep sadness that the Institute notes the death of Doug Leeds, founder and chief executive officer of StoreBoard Media, after a long and courageous battle with cancer. A long-time supporter of the In-Store Marketing Institute and its predecessor, Hoyt Publishing, Leeds is best known in the marketing world as CEO of Thomson-Leeds, a leading P-O-P firm that he guided for more than 30 years. “Doug was a true legend in the in-store media and marketing industry,” said Rick Sirvaitis, president of StoreBoard Media, New York. “Doug was like a brother to me and I will miss him dearly. I join my StoreBoard colleagues and all those whose lives Doug touched in extending deepest condolences to his wife Anki, daughter Victoria, mother Nancy and sister Connie on their loss. I will continue to work closely with the outstanding team that Doug helped assemble, and we will continue to build on his vision and add to his legacy,” Servaitis said.

PRODUCT MARKETERSKellogg Co., Battle Creek, Mich. Steven Sterling joined the company as senior vice president, global supply chain. He spent 26 years with PepsiCo, most recently as group vice president, operations for PepsiCo’s Frito-Lay, and also spent time with PepsiCo’s Latin America division, and at Procter & Gamble.

Toys “R” Us, Wayne, N.J.Neil Friedman joined the company as president. Friedman will oversee all merchandising, marketing, store operations, merchandise presentation, global sourcing and product development. Friedman was formerly Mattel Brands’ president, and was Tyco’s president, preschool, when that company was acquired by Mattel in 1997.

Microsoft, Redmond, Wash.Chris Capossela assumes the role of chief marketing officer, and will head the Consumer Channels and Central Marketing Group as senior vice president. He’ll oversee programs for Windows, Windows Phone, Xbox and Office.

U.S. Cellular, ChicagoCarter Elenz took on a newly created role at the company as executive vice president, sales and customer service. He has held senior-level positions with Seventh Generation, Stonyfield Farms and Quaker Oats.

Alan Ferber was named executive vice president, chief strategy and brand officer. He recently led the company’s loyalty and customer experience-based Belief Project.

RETAILERSBlockbuster Inc., DallasDISH Network Corp.’s bid for the assets of Blockbuster Inc. was the top bid in a bankruptcy court auction. The bid was valued at about $320 million, and DISH may pay about $228 million after adjustments for cash and inventory.

OfficeMax, Naperville, Ill.Michael Lewis was named executive vice president and

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Rite Aid, Camp Hill, Pa.The chain promoted Tony Montini to executive vice president-merchandising to oversee field merchandising and new store format development. Bryan Shirtliff took the role of senior vice president-merchandising to handle store segmentation initiatives and front-end merchandising.

AGENCIESCatapult Action-Biased Marketing, Westport, Conn.The company hired Dave Fiore as vice president, digital creative director, to oversee all digital creative for the marketing services agency including programs with Web, mobile, social media and location-based marketing.

dunnhumbyUSA, CincinnatiThe agency named Matt Nitzberg executive vice president of the firm’s communications and media practice. He replaces Mark Wilmot, who moved on to dunnhumby’s U.K. office. Nitzberg had handled dunnhumbyUSA’s global strategy for CPG clients. Prior to joining dunnhumby he held senior positions with Procter & Gamble, Borden Foods and IRI.

The Marketing Arm, Greenwich, Conn.The agency hired Ines Henrich and Kristin Stevens to head its new office in Greenwich. The two will lead a team to focus on executing and measuring shopper marketing programs. Henrich, vice president/account service, came from Catapult. Stevens, vice president/planning, manages shopper insights.

TPN, Dallas The agency promoted Wesley Porter to group creative director in the Dallas office. He has worked with such clients as The Hershey Co. and 7-Eleven as creative director.

RETAIL MEDIAMaxPoint Interactive, Cary, N.C. The digital agency expanded its team with four new hires. Chris Kozloski was named vice president of sales, Lynn Vitello was hired as vice president of marketing, Eric Thorne is now director of sales for the New York office, and Mark Ailsworth is director of sales for a newly opened Chicago office.

Mood Media Corp., Toronto The in-store media company acquired music and voice provider Muzak Holdings, Fort Mill, S.C. The acquisition creates

an in-store media services company that will service more than 470,000 commercial locations, including retail and quick-service restaurants. The U.S. headquarters will be in Fort Mill.

Pelago, SeattleGroupon Inc. acquired the location-based service (LBS) social app developer Pelago. Pelago shut down its check-in service app Whrrl, and CEO Jeff Holden will continue on at Groupon to oversee product development. Other Pelago staff will stay on at Groupon in various roles.

PRODUCERSDCI Marketing, MilwaukeeMike Doody was named president. In his 10 years with the company, he has served as account executive, sector lead of consumer electronics, and senior vice president of sales.

Chuck Russo was named executive president of marketing and digital merchandising to oversee IT, marketing services and customer insights. He spent eight years with digital marketing company Organic Inc. (part of Omnicom).

Kendal King Group, Kansas City, Mo. The company opened an office in Minneapolis to help its clients who work with Target and Best Buy. Luke Vossen joined Kendal King as account manager in the Minneapolis office. He spent two years with Graphic Systems.

Meyers, MinneapolisThe company hired Dave Salkin, Mary Donovan and Christine Fiori as senior account executives. The hires come on the heels of Meyers’ capital expansion project, including installation of new KBA and Durst printing presses.

Anne Howe Associates, Beverly Hills, Mich.Anne Howe is launching ShopperSparks to assist brand and shopper marketers. Customized workshop sessions provide exercises to study shopper research that clients already have completed. Sessions and meetings take place in various locations; instead of onsite at a client’s office, they hold them at unusual meeting spaces. Clients can test concepts based on the shopper behaviors studied. Howe spent 18 years with MARS Advertising in various roles, most recently as senior vice president, market intelligence.

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Making the Best of IntentionsWalgreens’ ‘Arm Yourself’ flu-shot program changed behavior by the millions

IN-STORE STRATEGIST

By Peter BreenSomehow, Walgreens was able to make an entire arm fi t like a glove into its marketing strategy.

The drugstore chain’s 2009 “Arm Yourself for the Ones You Love” program was hugely successful in its own right. But the campaign also worked on a broader level, helping Walgreens position itself as a trustworthy and convenient source of health care for the communities it serves. “Since we’re literally in the neighborhood, we can be in the fi rst line of primary care,” chief marketing offi cer Kim Feil explains.

Walgreens has offered flu shots in stores for some years, and in 2008 set a company record by adminis-tering roughly 1.2 million vaccinations. Although the service does generate revenue (at $24.95 or so per shot), it’s also a means of driving store traffi c and front-end sales, and perhaps most importantly is integral to the company’s efforts to be viewed as a full-fl edged health resource rather than just a purveyor of health-related products.

After undertaking a training program to get all 17,000 pharmacists certifi ed to administer vaccinations, Wal-greens set a goal to dispense 5 million fl u shots in 2009. The objective was “aggressive, but reasonable,” given national vaccination trends and the chain’s new-found ability to offer the service on a widespread basis, Feil says.

The retailer worked with Chicago-based Arc World-wide, its retail agency of record, to develop a plan that would achieve the ambitious goal. Using “desk research” that profi led consumers who obtain fl u shots, and quali-tative studies that ascertained why others didn’t, they identifi ed a large population of “Intender Moms” who want to get vaccinated each fall but aren’t able to make time amidst “the three dozen other things they need to do” as the school season begins, says Leslie Meredith, executive vice president-account director at Arc.

The “big idea” that was created involved positioning fl u shots not as a self-centered act but as “the best thing she could do for her family. If she’s healthy, she can take better care of them,” Meredith says. With that concept established, Walgreens then could be pitched as the ideal place to get vaccinated quickly and conveniently.

The “Arm Yourself” tagline, therefore, was a literal call to action, and also spawned the visual that would serve as the centerpiece in marketing creative: vaccinated consumers fl exing their arms to show off a heart-shaped bandage inscribed with the name of a loved one benefi t-ting from their action. (Each shot recipient ultimately received a similar sticker to personalize.)

That imagery was employed throughout a massive, multi-million dollar campaign that stretched from TV to the shelf edge to spread the message as widely as possible. In addition to ad spots (from Downtown Part-ners, Chicago), the TV plan entailed appearances by

Editorial Index Companies named in the editorial columns of this issue are listed below.Accenture . . . . . . . . . . . . . . . . 27

Acrilex . . . . . . . . . . . . . . . . . . . 34

aisle411. . . . . . . . . . . . . . . . . . 27

Arc Worldwide. . . . . . . . . . . . 50

AT&T. . . . . . . . . . . . . . . . . . . . . 30

Augme Technologies . . . . . . . .6

Banfi Vintners . . . . . . . . . . . . .12

Bedford Industries . . . . . . . . 34

Best Buy . . . . . . . . . . . . . . . . . 27

Big Lots . . . . . . . . . . . . . . . . . . .14

Blue Chip Marketing. . . . . . . 28

Bosco Products Co. . . . . . . . . .14

Bryles Research . . . . . . . . . . . 27

Candy.com . . . . . . . . . . . . . . . .14

CancerCare . . . . . . . . . . . . . . . 44

Catapult Marketing. . . . . . . . 26

Coca-Cola Co., The. . . . . . 22, 26

ConAgra . . . . . . . . . . . . . . . . . 46

Cost Plus World Market . . . . .14

Cracker Barrel Old Country

Store . . . . . . . . . . . . . . . . . . . . 14

Diageo. . . . . . . . . . . . . . . . . . . .32

Dole Foods . . . . . . . . . . . . . . . . .1

Downtown Partners . . . . . . . 50

Dr Pepper . . . . . . . . . . . . . . . . .32

Dylan’s Candy Bar . . . . . . . . . .14

Energizer Personal Care . . . . 22

Evergreen Packaging . . . . . . .14

Farnsworth Group, The . . . . .12

Ferrero . . . . . . . . . . . . . . . . . . 44

Flexcon . . . . . . . . . . . . . . . . . . 34

Foursquare . . . . . . . . . . . . . . . 30

Fry’s . . . . . . . . . . . . . . . . . . . . . .32

General Mills . . . . . . . . . . . . . . .1

GfK Interscope . . . . . . . . . 20, 42

Global Bay Mobile

Technologies . . . . . . . . . . . . 26

Gnarly Head . . . . . . . . . . . . . . .32

Godiva Chocolatier . . . . . . . . 46

Group 4 . . . . . . . . . . . . . . . . . . .12

Groupon . . . . . . . . . . . . . . . . . . .1

Hallmark Cards . . . . . . . . . . . 36

HarvestMark . . . . . . . . . . . . . 34

Heineken. . . . . . . . . . . . . . . . . 26

Hello Vino . . . . . . . . . . . . . . . . .12

Hershey Co., The . . . . . . . . . . 42

Hewlett-Packard . . . . . . . . . . 30

Home Depot, The . . . . . . . . . 27

Hostess Brands . . . . . . . . . . . .24

Hudsun Media . . . . . . . . . . . . .18

Hyde Tools . . . . . . . . . . . . . . . .12

Integer Group, The . . . . . . 6, 26

Inner Workings . . . . . . . . . . . . .6

Jack Daniels . . . . . . . . . . . . . . .32

Johnson & Johnson. . . . . . . . 20

Kellogg Co. . . . . . . . . . . . . . . . .6

Kimberly-Clark . . . . . 22, 28, 40

Kmart . . . . . . . . . . . . . . . . . . . 30

Kraft Foods. . . . . . . . . 27, 36, 42

Kroger . . . . . . . . . . . . . . . . . . . 27

Leo Burnett . . . . . . . . . . . . . . . .6

LG Electronics . . . . . . . . . . . . 27

Link Snacks. . . . . . . . . . . . . . . 44

M/A/R/C Research. . . . . . . . . 27

Mars Inc. . . . . . . . . . . . . . . . . 44

Marvel Studios/Paramount

Pictures . . . . . . . . . . . . . . . 46

Mattel Inc. . . . . . . . . . . . . . . . . .1

McCormick & Co. . . . . . . . . . . 36

Meijer . . . . . . . . . . . . . . . . . . . 27

Menasha Packaging . . . . . . . . .6

Merchandising Inventives Inc. . . 34

Microsoft . . . . . . . . . . . . . . . . .11

MillerCoors . . . . . . . . . . . . . . . 44

Mobile Marketing

Association . . . . . . . . . . . . 28

Modell’s Sporting Goods . . . . .6

Momentum Worldwide . . . . 46

Mosaic . . . . . . . . . . . . . . . . . . . .11

MSL Group Americas. . . . . . . 44

NBCUniversal . . . . . . . . . . . . . .24

Nestle USA . . . . . . . . . . . . . . . 20

Nestle-Purina. . . . . . . . . . . . . 36

One Media Group . . . . . . . . . .16

Parle Agro. . . . . . . . . . . . . . . . .11

Partnering Group, The . . . . . 20

More info at

pharmacists on national cable networks such as CNN and MSNBC to administer shots on-air and discuss their benefi ts; that schedule included a segment on the popu-lar “Dr. Oz Show,” where host Mehmet Oz endorsed the Walgreens program.

The media plan also encompassed radio spots, regional print ads that sometimes depicted “Armed” local celebri-ties, digital and social media efforts to fuel viral activity, and out-of-home advertising at bus stops, airports, hospi-tals and other high-traffi c or highly relevant locations. The P-O-P package included storefront A-boards, stanchion signs, endcap headers, counter mats and shelf talkers.

To drive front-end sales, stores distributed booklets delivering roughly $31 in coupons for fl u-related prod-ucts from both national and store brands.

The program not only surpassed its lofty goal by 400,000 shots, it did so in fi ve weeks, allowing Wal-greens to reallocate several months of media inventory to other efforts (and, thereby, improve ROI by reducing the campaign’s total cost). Unaided consumer awareness of Walgreens as a destination for fl u shots rose 22 percent-

age points and as a “provider of health services that are easy to access” 11 points to 56% (the highest among any retailer tested). The campaign also earned the “Super Reggie” (and other accolades) this spring as the best campaign of 2009-2010 in the Promotion Marketing Association’s annual awards competition.

Overall success benefi tted from strong in-store ex-ecution, which was due in large part to a development timeline that started one year out, providing ample op-portunity to obtain feedback from all involved parties and “get everyone organized,” Feil says. It also helped that store operators “just liked the program,” she adds.

They liked it even more in 2010, when Walgreens added a corresponding “Get It Before You Get It” cam-paign that enlisted support from national cough and cold brands for a stronger front-end sales push, Feil says. Meanwhile, Dr. Oz was enlisted to be the primary “arm” used in creative for the fl u-shot campaign, which sparked more vaccinations than the prior year while again attracting new shoppers and boosting front-end sales.

Walgreens has another program ready for 2011, says Feil, declining to provide details. The marketplace “will have to wait to see how we’ve upped the ante one more time,” she says.

PepsiCo . . . . . . . . . . . . . . . 11, 36

Pinnacle Foods. . . . . . . . . . . . . .8

Pixar Animation Studios . . . . .1

Praim Group, The . . . . . . . . . .14

Price Chopper. . . . . . . . . . . . . . .1

Procter & Gamble . . . . . . . . . 38

Proteus Design. . . . . . . . . . . . .12

Rawlings . . . . . . . . . . . . . . . . . . .6

Red Fish Media . . . . . . . . . . . 26

RGI Design . . . . . . . . . . . . . . . .16

Rite Aid . . . . . . . . . . . . . . . . . . 40

Ryan Partnership . . . . . . . . . 26

Saatchi & Saatchi X . . . . . . . . 27

Sanofi-Aventis . . . . . . . . . . . . 38

Sara Lee . . . . . . . . . . . . . . . . . 20

In-store execution played a key role in the success of Walgreens “Arm Yourself” campaign in 2009. The P-O-P package included storefront A-boards, stanchion signs, endcap headers, counter mats and shelf talkers. CMO Kim Feil says store operators “just liked the program.”

SC Johnson . . . . . . . . . . . . . . . 30

Scanbuy . . . . . . . . . . . . . . . . . 27

Seagram’s . . . . . . . . . . . . . . . .32

Sears . . . . . . . . . . . . . . . . . 27, 38

Shopkick . . . . . . . . . . . . . . . . . 30

Six Point Creative . . . . . . . . . .12

Stop & Shop . . . . . . . . . . . . . . 27

Supervalu . . . . . . . . . . . . . . . . .10

SymphonyIRI Group . . . . . . . 44

Target . . . . . . . . . . . . . . . . 18, 46

TJX Cos. . . . . . . . . . . . . . . . . . . .14

Viacom . . . . . . . . . . . . . . . . . . 46

Walgreens . . . . . . . . . 11, 36, 50

Walmart . . . . . . . . . . . . 6, 36, 50

Weber Shandwick . . . . . . . . . . .8

SM1106_050strat.indd 50SM1106_050strat.indd 50 5/16/11 9:27:46 AM5/16/11 9:27:46 AM

Imagine a peg display set up in less than half the time as usual.Now imagine the impact of that time savings on your sales.

Vestcom’s newest solution is here; pegAssist® cuts your peg sectionset up time by more than 50%. The sooner your customers can get toyour products, the sooner they’ll buy them. And that’s why we callpegAssist…

An industry revolutionpegAssist is so revolutionary, so ground-breaking, it will completelychange your business:• You’ll set up faster – so you can sell faster• You’ll virtually eliminate down-time and clutter, especially infast-moving seasonal sections

• You can incorporate marketing messages – so your entire aisle will becoordinated and easy to navigate

• Simple to use – so anyone, even completely inexperienced personnel– can set up successfully

• Integrate Vestcom’s innovative shelfStrips® to multiply the benefits!

The numbers are amazing and you can see foryourself at www.pegAssistSavings.comVisit www.pegAssistSavings.com to see actual pegAssist set upsin action. While you’re there, you can calculate – in 60 seconds orless – the savings you’ll gain by using pegAssist. Just punch in acouple of numbers to compute the savings you can expect whenyou use pegAssist.

Let us show you how to shorten set-up timeeven moreCombine pegAssist with additional Vestcom solutions – likeshelfStrips – and your savings are even greater. Give us a call now.We’ll show you how the math works for you and get you started onquick set ups and even quicker sales!

800.264.0965 www.pegAssistSavings.comwww.vestcom.com

Here’s how to cut your setup time by over half!

Faster setup = Faster sales

Scotch™Multipurpose Scissors and the Plaid Design are the worldwide trademarks of 3M.


shopper marketing magazine - june \'11 e-issue

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