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In many parts of the world, in-store retail media has exploded, with once-reticent retailers now open to full branded bays in every aisle, and displays galore. This rapid increase has brough opportunities, but also high costs. It is rare that I see a branded display that really earns its fee. But this one, from Gillette in the UK is different. On the surface it appears to be just another branded display.
Im not a big fan of promotions. Well – that’s not strictly true. Some promotions are awesome, adding huge strategic value and moving plenty of volume. But I do believe that the consumer goods industry generally over-uses promotions; that many of them do not pay back in the short term, and even fewer pay back in the long run. Most brands seek the holy grail of growing brand penetration, yet most promotions do little to move the needle on this important metric.
There are a number of challenges in creating really effective shopper messaging in-store. But when we work with clients in projects or training workshops, one of the biggest challenges raised is this. How to speak the shoppers language but at the same time stay consistent with the brand’s consumer messaging? We might be able to convince the group that they need to use different approaches to communicate with shoppers, but the brand team believe that consistency is important, and so the brands ke
Growing a brand by driving penetration is nothing new. It got a lot more focus after Byron Sharp published ‘How Brands Grow’. But I’ve noticed an interesting quirk in the way marketers interpret ‘driving penetration’ that can lead to significant problems. The challenge? Most marketers when challenged to ‘increase penetration’ automatically focus on recruitment – adding new shoppers.
Getting promotional material about your brand located in a different category in a store is, for many shopper marketers, a highly sought-after prize. It is also notoriously difficult to achieve. So, when The Institute of Promotional Marketing posted this example of cross-category in-store signage, it attracted a lot of attention and a lot of well-deserved praise.
You’ve got a great brand. Consumers love it. Or they would. IF… If they had it in their hands at the right time: just at the point of consumption. Trouble is, it isn’t available to consume. Why? Because for some reason, a shopper didn’t buy it. Why not? Why not indeed! The most powerful question in all of marketing. Why not? Discover the shopper barriers – the reasons why a shopper didn’t buy your brand, and you have the keys to overcoming that barrier and triggering a purchase.
What do you typically expect from a training workshop? Better skills? That would be a start, for sure. But what if you could run a workshop that did much more than that? What if the training workshop built skills? And drove massive additional sales revenue? And profit? What if the workshop delivered a huge return on investment? What if it changed how different teams worked together, delivering a measurable change in cross-functional collaboration levels?
Retail is arguably changing faster than ever before. Every market I visit is changing in many ways, and while each country is different, there are a number of unifying trends that are hitting almost everywhere. Yes, the balance between the trends might vary, but each of these is hitting pretty much everywhere to some degree. But if retail is changing, then manufacturers and suppliers (as well as retailers) need to adjust their strategies and plans to address each of the trends, to realize the hu
Another week, and another set of bad financial reports from retailers. Big supermarket chains have been under pressure for some time as e-commerce, discounters and convenience stores and specialists all vie for share. Then inflation hits both store operation costs as well as cash-strapped shoppers. And all this at a time when there is a desire and a need to update and renovate stores, as well as investing in new channels.
“How much money should I spend on consumer marketing versus shopper marketing?” It’s a question I’m often asked by clients and at conferences. They question is sometimes phrased differently (“what percentage of my spend should go in-store”; “What is the best split between above-the-line and below-the-line spend?”). The answer is “it depends”: every situation is different.
We’ve all been there right? We’re watching the presentation from the agency. The data is new, but the conclusions are either something we’ve seen before, or are so blindingly obvious it barely needed researching. Ever been there? Of course you have! But there is a simple little hack you can use with pretty much any market research data that often uncovers a new insight.
Many retailers gather data about the people who shop in their stores. A lot of data. Whether it is transaction data from the point of sales (POS data) or data scraped from loyalty card members. And online retailers are collecting even more data, covering every step shoppers make through their sites. There is no doubt that it is potentially valuable.
Apparently, men and women are remarkably similar when it comes to shopping. Apparently that means that we can take a one-size-fits-all approach to how we market to shoppers. Really? If that were true, that would be amazing right? Our lives would be so simple! But before you dust off your beach clothes and plan to take the rest of the year off, maybe you should read the rest of this post first.
Most shopper marketers would agree that they strive to create effective activity. Yet what do we mean by effective? Often the measure of effectiveness will be ‘did it grow my sales?’. Whilst this is an admirable goal, is that single measure truly adequate to ascertain whether an activity was effective? Consumer marketers would (typically) set more than one objective for their activity (build loyalty, share, penetration, etc.) so why is this simplistic view of the world still the norm in the worl
Unless you’ve been living under a rock for the past year (and I know that is sometimes how it has felt!) you will have noticed that consumer and shopper behavior has changed significantly over the last twelve months. One of the challenges we face is to understand which new behaviors will stick, and which will change again, perhaps reverting to the way things were before.
The world of the shopper is changing rapidly, and that means that the playing field shopper marketers compete on is changing rapidly too. Shopper marketing forums, web pages and events buzz with the latest technology, heralding yet more ways for marketers to communicate with their targets. But whilst all of this new technology offers new shopper communication opportunities, experience suggests that there is a downside to every opportunity.
Take a look at the displays above. What do they all have in common? Yes, well spotted – they are all significant spirit brands. But that’s not it. And no, they are not all owned by the same company. So what is the connection? They are all a missed opportunity to effectively communicate with shoppers, drive shopper engagement, inspire shoppers , and create longer-term value for the retailer and the manufacturer.
I’m often asked why we need shopper marketing (thankfully less now than before). There are many possible answers. The consumer isn’t always the shopper , for one thing. And even if they are the same, their behavior and responses are different. But here is a difference that you might not have thought about: Shopper marketing exists because shoppers and consumers have fundamentally different relationships with brands.
We’ve all been there right? We’re watching the presentation from the agency. The data is new, but the conclusions are either something we’ve seen before, or are so blindingly obvious it barely needed researching. Ever been there? Of course you have! But there is a simple little hack you can use with pretty much any market research data that often uncovers a new insight.
Many retailers gather data about the people who shop in their stores. A lot of data. Whether it is transaction data from the point of sales (POS data) or data scraped from loyalty card members. And online retailers are collecting even more data, covering every step shoppers make through their sites. There is no doubt that it is potentially valuable.
Apparently, men and women are remarkably similar when it comes to shopping. Apparently that means that we can take a one-size-fits-all approach to how we market to shoppers. Really? If that were true, that would be amazing right? Our lives would be so simple! But before you dust off your beach clothes and plan to take the rest of the year off, maybe you should read the rest of this post first.
Most shopper marketers would agree that they strive to create effective activity. Yet what do we mean by effective? Often the measure of effectiveness will be ‘did it grow my sales?’. Whilst this is an admirable goal, is that single measure truly adequate to ascertain whether an activity was effective? Consumer marketers would (typically) set more than one objective for their activity (build loyalty, share, penetration, etc.) so why is this simplistic view of the world still the norm in the worl
Unless you’ve been living under a rock for the past year (and I know that is sometimes how it has felt!) you will have noticed that consumer and shopper behavior has changed significantly over the last twelve months. One of the challenges we face is to understand which new behaviors will stick, and which will change again, perhaps reverting to the way things were before.
The world of the shopper is changing rapidly, and that means that the playing field shopper marketers compete on is changing rapidly too. Shopper marketing forums, web pages and events buzz with the latest technology, heralding yet more ways for marketers to communicate with their targets. But whilst all of this new technology offers new shopper communication opportunities, experience suggests that there is a downside to every opportunity.
Take a look at the displays above. What do they all have in common? Yes, well spotted – they are all significant spirit brands. But that’s not it. And no, they are not all owned by the same company. So what is the connection? They are all a missed opportunity to effectively communicate with shoppers, drive shopper engagement, inspire shoppers , and create longer-term value for the retailer and the manufacturer.
I’m often asked why we need shopper marketing (thankfully less now than before). There are many possible answers. The consumer isn’t always the shopper , for one thing. And even if they are the same, their behavior and responses are different. But here is a difference that you might not have thought about: Shopper marketing exists because shoppers and consumers have fundamentally different relationships with brands.
What happens when you have a super cool consumer insight, but don’t consider the shopper? Or if you think about the shopper but don’t think about the consumer? A high chance of failure or at best, average. Why? Because we need to win with both consumers and shoppers to be successful. Activating a consumer insight needs more than just a powerful consumer insight!
If you like retail, especially grocery, you are going to love this! If you have a passion for shopper marketing and shoppers in general, this is going to be fun! And if you work in consumer goods, in marketing, sales or trade marketing – check this out now. Because somewhere in this article is the future of retail. Not everything will stick, but this store is so packed full of great shopper-centric thinking, some of this must be part of what comes next for bricks and mortar grocery retail.
Coaching is a form of development in which a person called a coach supports a learner or client in achieving a specific personal or professional goal by providing training and guidance.The learner is sometimes called a coachee. Occasionally, coaching may mean an informal relationship between two people, of whom one has more experience and expertise than the other and offers advice and guidance as the latter learns; but coaching differs from mentoring in focusing on specific tasks or objectives,
Coaching is a form of development in which a person called a coach supports a learner or client in achieving a specific personal or professional goal by providing training and guidance.The learner is sometimes called a coachee. Occasionally, coaching may mean an informal relationship between two people, of whom one has more experience and expertise than the other and offers advice and guidance as the latter learns; but coaching differs from mentoring in focusing on specific tasks or objectives,
Coaching is a form of development in which a person called a coach supports a learner or client in achieving a specific personal or professional goal by providing training and guidance.The learner is sometimes called a coachee. Occasionally, coaching may mean an informal relationship between two people, of whom one has more experience and expertise than the other and offers advice and guidance as the latter learns; but coaching differs from mentoring in focusing on specific tasks or objectives,
Coaching is a form of development in which a person called a coach supports a learner or client in achieving a specific personal or professional goal by providing training and guidance.The learner is sometimes called a coachee. Occasionally, coaching may mean an informal relationship between two people, of whom one has more experience and expertise than the other and offers advice and guidance as the latter learns; but coaching differs from mentoring in focusing on specific tasks or objectives,
Coaching is a form of development in which a person called a coach supports a learner or client in achieving a specific personal or professional goal by providing training and guidance.The learner is sometimes called a coachee. Occasionally, coaching may mean an informal relationship between two people, of whom one has more experience and expertise than the other and offers advice and guidance as the latter learns; but coaching differs from mentoring in focusing on specific tasks or objectives,
Coaching is a form of development in which a person called a coach supports a learner or client in achieving a specific personal or professional goal by providing training and guidance.The learner is sometimes called a coachee. Occasionally, coaching may mean an informal relationship between two people, of whom one has more experience and expertise than the other and offers advice and guidance as the latter learns; but coaching differs from mentoring in focusing on specific tasks or objectives,
Coaching is a form of development in which a person called a coach supports a learner or client in achieving a specific personal or professional goal by providing training and guidance.The learner is sometimes called a coachee. Occasionally, coaching may mean an informal relationship between two people, of whom one has more experience and expertise than the other and offers advice and guidance as the latter learns; but coaching differs from mentoring in focusing on specific tasks or objectives,
A podcast, or generically netcast, is an episodic series of digital audio or video files which a user can download and listen to. It is often available for subscription, so that new episodes are automatically downloaded via web syndication to the user’s own local computer, mobile application, or portable media player. It is distinct from Internet radio, which involves streaming rather than downloading.
A podcast, or generically netcast, is an episodic series of digital audio or video files which a user can download and listen to. It is often available for subscription, so that new episodes are automatically downloaded via web syndication to the user’s own local computer, mobile application, or portable media player. It is distinct from Internet radio, which involves streaming rather than downloading.
A podcast, or generically netcast, is an episodic series of digital audio or video files which a user can download and listen to. It is often available for subscription, so that new episodes are automatically downloaded via web syndication to the user’s own local computer, mobile application, or portable media player. It is distinct from Internet radio, which involves streaming rather than downloading.
We consistently get loads of requests from clients wanting for help with creating shopper insights. And as data becomes more and more available this demand seems to increase. When we speak, they share their frustrations: conducting research only to be disappointed by what the agency presents, and what their team is able to do with the data afterwards.
As e-commerce sales eat into physical retail numbers, questions about the viability of offline retail abound. Is this ‘Retail Armageddon’? No – but it is a significant shock to the retail ecosystem. A shock that has implications for retailers and brands alike. There is talk that stores must become ‘experiential’ – but what does that mean? Most shoppers, most of the time, don’t want ‘an experience’ when they shop!
Around the world, inflation is rising, putting pressure on the economy, and on consumer and shoppers. As I speak to business leaders of consumer goods companies and retailers alike, it is clear that the challenge of winning with shoppers during this economic uncertainty is now top of mind. And it is a challenge. Shoppers around the world have already become more price sensitive.
Articles and secondary reports are a critical part of any journey to get a better understanding of shopper behavior. This is true for everyone, but especially true if your shopper research budget is small or non-existent. Many of us have to rely on secondary data, found in reports discovered in our LinkedIn feed. But in my experience, some of what is shared is inaccurate or misleading.
In the battleground that is retail today , retailers are turning to new (and old) strategies to win. Private label has been around for decades, but in recent times, around the world, I’ve seen a significant rise in the use of private label as a key retail strategy ( check out this recent article about Target as an example ). We are seeing private label being used aggressively comparing prices versus leading brands (see image).
Yes. We’re all in the same boat. The last couple of years were unprecedented, unexpected and impossible to predict. But 2022 will be different, in that arguably the biggest challenge of 2022 is DEFINITELY something we can prepare for. In many parts of the world, inflation and other pressures mean that we are heading for a significant economic downturn.
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