Shopper Marketing magazine - December 2013

Lewis Moves to J&JNEW BRUNSWICK, N.J. — John-son & Johnson has lured Alison Lewis, formerly SVP, marketing, North America, at the Coca-Cola Co., to be global chief marketing of� cer of its consumer companies.

Safeway’s Aamir Joins Coupons.comMOUNTAIN VIEW, CALIF. — Mir Aamir, formerly president of customer loyalty and digital technologies at Safeway Inc., has joined Coupons.com Inc. as chief finan-cial officer and chief operating officer. In addi-tion to oversee-ing all financial and accounting functions, Aamir will lead the company’s operations and the international business. A 2013 Path to Purchase Institute/Shop-per Marketing Hall of Fame in-ductee, Aamir helped establish and lead Safeway’s “Just for U” digital marketing platform, which takes advantage of the retailer’s loyalty-card data to deliver personalized offers. His prior experience includes time with A.T. Kearney and Procter & Gamble.

Vol. 26, No. 12 • December 2013

INSIDERetail Intimacy, Part 5The series fi nale focuses on successful CPG initiatives at Dollar General.

Big Data, Part 2A two-part series examining how data can translate into shopper success.

Design of the TimesThe spotlight shines on the contest’s Platinum and Best of the Times winners.

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Truvia Renews Focus on TrialIntegrated campaign moves past education to sampling, coupons and a money-back guarantee By Dan OchwatWAYZATA, MINN. — Having already run several cam-paigns to educate consumers about its Truvia natural sweetener, Cargill launched a new effort in Septem-ber that pushes consumers to experience the prod-uct. The campaign is supported by a money-back guarantee and Truvia’s largest in-store push to date.

Mark Brooks, global business director for Truvia Consumer Products, says this new campaign, which will run through the second quarter of 2014, re-quired a heavier push at the shelf. “We have probably doubled the weight of our marketing media mix at store vs. previous years.”

Truvia was introduced in 2008, and early market-ing focused mainly on the stevia plant (of which Tru-via is made). But ongoing consumer panel research and shopalongs helped show that the sugar/sugar substitute category is very “low involvement,” Brooks says, often housed in the low-involvement baking aisle. “So we’ll really be pushing shopper marketing through,” he says. “When you get to the aisle, there will be many more retail demos than we’ve ever done

Meyer Corp. Bakes With the ‘Cake Boss’New product line leverages celebrity, brings excitement to conservative categoryBy Michael ApplebaumVALLEJO, CALIF. — Through a licensing agreement with Discovery Communications, cookware manufac-turer Meyer Corp. recently launched a bakeware line that leverages the popularity of TLC reality series “Cake Boss.” The Cake Boss-branded products are be-ing sold at craft stores, department stores and mass re-tailers nationwide, including Michaels and Walmart.

According to TLC research, “Cake Boss” viewers are more likely than the average female consumer to bake for fun. Given that insight, Meyer (which also licenses Rachael Ray and Paula Deen products) saw an opportunity to bring some excitement to the typi-cally conservative bakeware category. “Cake Boss” star Buddy Valastro worked closely with Meyer on

See Truvia, Page 8

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Editorial Director Bill Schober, (773) 992-4430

Executive Editor Tim Binder, (773) 992-4437

Managing Editor Anne Downes, (773) 992-4432

Art Director/Production Manager Sonja Lundquist, (773) 992-4419

Contributing Editors Peter Breen, Emily Hatton, Rob Mahoney, Patrycja Malinowska, Samantha Nelson, Rebecca Susmarski

Contributing Writers Dan Alaimo, Michael Applebaum, Joe Bush, Ed Finkel, Erika Flynn, Chris Gelbach, Sharon Goldman, Laura Heller, Dawn Klingensmith, April Miller, Dan Ochwat

Publisher Chuck Bolkcom, (773) 992-4420; [email protected]

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ADVERTISING SALESRob Hanson, (773) 992-4423; [email protected] the Eastern United States, Canada, International

Rich Zelvin, (773) 992-4425; [email protected] the Western United States

Need help finding a supplier? We may be able to help. Send your email to [email protected] and be sure to include a daytime phone number.Shopper Marketing (ISSN 1040-8169) is published monthly by the Path to Purchase Institute, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731. Periodicals Postage Paid at Chicago, IL, and at additional mailing offices.

POSTMASTER: Send address changes to Shopper Marketing, Creative Data Services, 440 Quadrangle Dr., Suite E, Bolingbrook, IL 60440. Entire contents copyright © 2013 by the Path to Purchase Institute. Canada Post International Publications Mail Product (Canadian Distribution) Sales Agreement No. 40025274. Return undeliverable Canadian addresses to: Station A, P.O. Box 54, Windsor, ON N9A 6J5 or Email: [email protected]

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WHERE TO WRITE: Please direct all letters to the editor and other business/advertising correspondence to: Shopper Marketing, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731.

ARTICLE REPRINTS & E-PRINTS: Contact Scott Easton at (773) 992-4421 or [email protected].

NOTICE: The Path to Purchase Institute occasionally uses the logos of various companies in its marketing materials. These include promotional brochures for events such as the Shopper Marketing Expo, the Shopper 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 as such.

Executive Director – Chief Executive O� cerPeter W. Hoyt, (773) 992-4456

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6 Toys in the SpotlightSesame Workshop implements a packaging refresh for all of its licensed Sesame Street consumer products.

6 Solution Provider News

6 The View from OASIS

8 Expo KeynoteOfficeMax’s Kim Feil, IN Marketing Services’ Lisa Klauser and Arc Worldwide’s April Carlisle discuss how to strengthen manufacturer-retailer collaboration.

10 Expo KeynoteFamily Dollar’s Jocelyn Wong and Coca-Cola’s Alison Lewis explain how their companies have allied to compare insights, develop strategies and achieve shared objectives.

22 Global Case StudyA Unilever campaign from Turkey is featured in a case study pulled from the Path to Purchase Institute’s “Global Perspectives on Shopper Marketing,” which published in October.

24 So-Lo-MoA roundup of social, local and mobile marketing activity at retail from:• Snipp Interactive• Instacart• CVS/pharmacy• Ibotta• MappedIn• GroundCntrl

28 Gallery: DOT WinnersThe spotlight shines on the Best of the Times and the Platinum winners of the Path to Purchase Institute’s annual Design of the Times contest.

30 Ricci at RetailJoe finds that large displays offer variety:• Glade• Rayovac• Energizer• Duracell

12 People to WatchOur annual report singles out up-and-coming individuals from Anheuser-Busch, Coca-Cola, Del Monte, Hillshire Brands, Procter & Gamble and Walmart.

18 Retail Intimacy, Part 5This five-part series examines best practices for shop-per marketing collaboration. In the finale, we examine successful CPG initiatives at Dollar General, a chain that maintains an unwavering focus on its customers across a diverse slate of programs.

26 Big Data, Part 2The second article in this two-part series examines how translating the promise of big data into shopper market-ing success remains a tricky proposition. The industry is only in the early stages of being able to harness the data.

SPECIAL REPORTS

CONTENTS

Best of the Times, Page 28

32 Products: Popdesign.com

33 Personnel Appointments

34 Institute StrategistDollar General’s collaborative marketing programs often involve either a NASCAR sponsorship, a country music tie-in or education advocacy.

SnippCheck at Walmart, Page 24

4 SHOPPER MARKETING DECEMBER 2013

EDITORIAL

You’ll see a lot of dollar store coverage (pages 10, 18 and 34) in this issue, which brings to mind one of those big questions

that often get asked at conferences: Just how enduring are the penny-pinching behaviors of shoppers that became so evident during “The Great Recession” of 2007-2009? It’s a tricky question because some suspect that these behaviors were there and quite perva-sive all along, but simply missed by CPG mar-keters who viewed things through an upper-middle-class perspective. We know of at least one CEO who actually scolded his marketing army for this sort of myopia.

IRI’s MarketPulse survey suggests that consumers have indeed settled into a “new normal” when it comes to CPG (primarily gro-cery) shopping. In this “conservative” mindset:

■ budgeting is now routine; ■ more decisions get locked in before leaving

the home; ■ interest in coupons remains high; ■ comparison shopping via circulars, store

checks and/or retailer websites remains high. Certain store-based tactics have become

more in� uential in determining brand deci-sions as well:

■ Shopper loyalty card discounts: 48%■ In-store circulars: 44%■ Signs/displays in store: 28%■ In-store kiosks: 10%IRI’s “Shopper Sentiment Index” is on the

upswing, which sounds like good news ex-cept that its analysts caution that “there are

Happy New Normal!

• Kristine Abrahamson, Senior Director, Global Innovation, PepsiCo

• Keith Anderson, VP, Digital Advisory Practice, RetailNet Group

• Rob Barrish, SVP, GfK Digital Technology, GfK

• Valerie Bernstein, VP, Client Services, IN Marketing Services

• Spencer M. Blaker, Global Director, Retail Marketing, Burt’s Bees

• Blake Boulden, Director, Shopper Marketing, Walmart, Kimberly-Clark

• Evan Brody, Senior Manager, Digital Guest Experience, 7-Eleven

• Suzie Brown, EVP, Sales & Marketing, Valassis

• Sally Buckley, Manager, Shopper Insights, Del Monte Foods Co.

• Douglas Busk, Mobile Brand Strategy, Global Connections, The Coca-Cola Co.

• Erin Byron, AVP, Shopper Marketing, The Coca-Cola Co.

• Steve Carlin, Senior Director, Shopper Marketing & Insights, Ubisoft

• John Caron, VP, Marketing, Catalina• Jeff Ceccarelli, Team Manager, Category

Adivsory Services, Burt’s Bees• Anne Chambers, CEO, Capre Group• Michael Chase, CMO,

St. Joseph Communications• Will Clarke, Executive Creative

Director, The Integer Group• Leslie Clifford, Executive Director,

Strategic Planning & Insights, Geometry Global

• Brian Cohen, Director of Digital Shopper Marketing, Catapult

• Rachel Cohn, Global Customer Marketing Strategist, Facebook

• Daniel Cooke, Director, Digital Shopper Marketing, Kellogg Co.

• Liz Crawford VP, Strategy & Insight, Match Drive

• Sandra Creamer, Strategy Director, CBX• Marty Cregg, President, Chase Design• Sean Dana, Creative Director,

Geometry Global• Suchit Dash, Co-Founder, VP of

Product, IFeelGoods• Agustin De Dios, Senior Director,

Global Syndicated Data & Analytics, GlaxoSmithKline

• Jeff Dec, Senior Director, Beverage Shopper Marketing, Mass and Club, PepsiCo

• Michael Depanfilis, VP, Shopper Marketing, The Hershey Co.

• Seth Diamond, EVP, Insights, Catapult

• Ben DiSanti, Retail Evangelist, The Marketing Store Worldwide LP

• Tim Dorgan, VP, Managing Director, Peapod LLC

• Tracey Doucette, SVP, Customer Strategy, Field & Shopper Marketing, PepsiCo

• Walt Doyle, General Manager, Paypal Media Network

• Elle Duncan, Head of Industry, Home & Personal Care, Google Inc.

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

• Aaron Elleman, Director, Shopper Marketing, Walmart, Kellogg Co.

• Malcolm Faulds, SVP, Marketing, BzzAgent Inc.

• Kim Feil, Chief Marketing Officer, OfficeMax Inc.

• Michelle Fenstermaker, Executive Director, Consumer Insights, WD Partners

• Ken Fenyo, CEO, You Technology• Scott Finlow, VP, Shopper Insights

North America Beverages, PepsiCo• Nicole Flavin, Senior Director,

Drug/C&G/Dollar, PepsiCo• Elizabeth Fogerty, SVP,

Strategic Planning and Insights, IN Marketing Services

• Nick Fotis, Director, Digital Strategy, Arc Worldwide

• Karyn Froseth, Director, Shopper Marketing Capability, The Coca-Cola Co.

• Gian Fulgoni, Executive Chairman & Co-Founder, comScore

• Doug Galen, Chief Revenue Officer, Shopkick

• Monica Garaitonandia, AVP, Director of New Product Development & Multicultural Marketing, Brown-Forman Corp.

• Katie Geraty, VP, Director of Insight & Strategy, The Integer Group

• Mike Gervasio, VP, Category Management, PepsiCo

• Sarah Gleason, SVP, Shopper & Retail Strategy, GfK

• Alistair Goodman, CEO, Placecast• Dr. Christopher Gray, VP, Shopper

Psychology, Saatchi & Saatchi X• Elizabeth Harris, SVP,

Strategy Director, Arc Worldwide• Jeff Hasen, CMO, Hipcricket• John Hawkins, President & CEO,

Pathfinder Management Consulting

• Henry Hendrix, Director, Shopper Marketing & In-Store Merchandising, Henkel North America

• Rob Holland, GM, DLX Consumer Products, Datalogix Inc.

• Adam Holyk, Group VP, Insights and Analytics, Walgreen Co.

• Steve Horowitz, Chief Technology Officer, Coupons.com Inc.

• James House, CEO, 5one USA LLC• Ron Hughes, Director, Shopper

Experience Innovation, The Coca-Cola Co.

• Sterling Jackson, Senior Market Research Manager, Hewlett-Packard Co.

• Anne Jenkins, Director, Shopper Marketing Strategic Specialty Retail/Enterprise, Kimberly-Clark

• Becky Johnson, Account Executive, Google Inc.

• Anne M. Jones, VP, Shopper Marketing & Business Development, Kimberly-Clark

• Bryan Jones, Senior Director, Beverage Shopper Marketing, Grocery, PepsiCo

• Ed Kaczmarek, Director of Innovation & Emerging Technology, Mondelez International

• Jason Katz, SVP, Digital, AMG – Acosta Mosaic Group

• Jeremy Keenan, Director of Shopper Marketing, Henkel, RockTenn Merchandising Displays

• Erik Keptner, EVP, Marketing, Ahold USA

• Donald King, Senior Associate Consultant, Pathfinder Management Consulting

• Lisa Klauser, President, Consumer & Shopper Marketing, IN Marketing Services

• Gil Krakowsky, Principal, A.T. Kearney Inc.

• Jon Kramer, CMO, RockTenn Merchandising Displays

• Ken Krasnow, Senior Director, Grocery, PepsiCo

• Dave Krause, SVP, Category Management, Brookshire Grocery Company

• Dave Kuhn, SVP, Research Director, Leo Burnett

• Wendy Lanchin, Planning & Strategy Director, The Marketing Store Worldwide LP

• Brandon Leck, AVP, Shopper Marketing, The Coca-Cola Co.

• Lily Lev-Glick, Founder & Chief Insights Officer, ShopperSense

• Larry Levin, EVP & GM of Consumer Insights, IRI

• Margaret Lewis, SVP, Catapult• Wendy Liebmann, CEO & Chief

Shopper, WSL Strategic Retail• Catherine Lindner,

Sagres Consulting LLC• Jim Lucas, EVP, Global Insights and

Strategy, SGK• Chuck Luckenbill, VP, Visual

Merchandising, O� ceMax Inc.

• Christopher Brace, Owner, Shopper Intelligence

• Rich Butwinick, President, MarketingLab

• April Carlisle, SVP, Director of Strategy for Global Shopper Marketing, Arc Worldwide

• Alison Chaltas, EVP, Shopper & Retail Strategy, GfK

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

• Patrick Fitzmaurice, Principal, Capre Group

• David Sommer, Partnership Leader/Global Marketing Solutions, Facebook

• Aidan Tracey, CEO, AMG – Acosta Mosaic Group

• 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.

• Ken Madden, EVP, Head of Digital, North America and Analytics, Global at JWT/Ogilvy Action, Geometry Global

• Ken Mantel, Senior Director, Marketing, Walmart Stores Inc.

• Jennifer Marchant, VP, Customer Marketing, Time/Warner Retail Sales & Marketing

• Tony Marlow, Director, Strategic Insights, Yahoo! Inc.

• Clint McClain, Senior Director of Marketing, Walmart Stores Inc.

• Philip McGee, Director, CCID, Beverages and Portfolio Analytics, Campbell Soup/Pepperidge Farm

• Ann McGrath, Group Director, Shopper2Buyer, Kinetic Worldwide

• Sheila McKay, Customer & Channel Insights, Hewlett-Packard Co.

• Kathi McKenzie, SVP, Decision Analyst Inc.

• Andrew McMillin, VP, GM Coca-Cola Trademark, The Coca-Cola Co.

• Liz Mohr, Director of Shopper Insights & Analytics, ConAgra Foods

• Johanna Mooney, Director, Health & Beauty, Disney Consumer Products

• Patrick Moorhead, VP, Mobile Sales, Catalina

• Graham Mudd, Head of Measurement Market Development, Facebook

• Angela Myers SVP, Retail Consulting, Spire LLC

• Linda Nash, VP, Marketing, POP Displays

• Lynn Neal, NA Retail Strategy Leader, Procter & Gamble

• Alec Newcomb, CEO, indri• Matt Nitzberg, EVP, Communications

& Media, dunnhumby USA• Sarah Ortman, Senior Group

Manager, Consumer & Shopper Promotions, The Clorox Co.

• Diane Oshin, Publisher, ALL YOU• Matthew Parry, Project Director,

OxfordSM• Allan Peretz,SVP, Client Service,

MARS Advertising Inc.• William C. Pink, Senior Partner,

Client Solutions, Millward Brown • Mary Jean Pogoda, Senior Manager,

Shopper Insights, Campbell Soup, Campbell Soup/Pepperidge Farm

• Cheryl Policastro, Director, Shopper Insights & Marketing, Grocery Channel, Novartis

p2pi.org

DISTINGUISHED FACULTY

• Brian Priest, SVP, Creative Services, Creative Shopper Practice Lead, Upshot Inc.

• Julie Quick, VP, Shopper Marketing, Shoptology

• Joe Radabaugh, Divisional VP, Category and Shopper Excellence, Nestlé USA

• Alexis Rask, VP & GM, Brand Partnerships, Shopkick

• Karuna Rawal, EVP, Retail Strategy Director, Arc Worldwide

• Lauventria Robinson, VP, Multicultural Marketing, The Coca-Cola Co.

• Catherine Roe, CPG Client Partner, Datalogix Inc.

• Tony Rogers, SVP, Marketing, Walmart Stores Inc.

• Kristi Ross, Engagement Director, Capre Group

• John Ross, President Decision Analytics & EVP Inmar Corporate, Inmar Inc.

• Masha Sajdeh, Chief Shopper Strategist, SVP of Insights & Strategy, Arc Worldwide

• Alexandra Samuel, VP Social Media, Vision Critical

• Corrine Sandler, CEO, Fresh Intelligence Research Corp.

• Mike Scriven, VP, Client Marketing, Coupons.com Inc.

• Art Sebastian, Customer VP, Category Leadership & Shopper Insights, Kraft Foods Global Inc.

• Darren Seifer, Food & Beverage Industry Analyst, NPD Group

• Brett Sengbusch, Director of Customer Development, Kimberly-Clark

• David Sevitt, VP Consumer Insights, Vision Critical

• Roberto Siewczynski, EVP, Business Development & Strategy, PanaVista Inc.

• Greg Silverman, CEO, Concentric• Alicia Smestad, President

(Nsight Connect), Ryan Partnership• James Sorensen, SVP, Retailer &

Shopper, TNS

• Daren Sorenson, Director, Knowledge and Insights, North America, The Coca-Cola Co.

• Dan Stanek, EVP, Big Red Rooster• Paul Sternhell, General Manager,

OpenX• John Stichweh, Director, Digital &

Social Shopper Marketing, ConAgra Foods

• Doug Stovall, EVP, Sales & Services, Hipcricket

• Julian Tan, Senior Manager, Digital & Regimen Solutions, Bayer HealthCare

• Janice Tennant, Director, Integrated Marketing Planning Enterprise, Kimberly-Clark

• Matthew Tullman, President, Merchant Mechanics Inc.

• Elizabeth Ubell, VP, Strategy, Customer and Marketing Services, Newell Rubbermaid

• David VanderWaal, Director, Brand Marketing, Home Appliances, LG Electronics

• Bruce Vierck, VP, RTC• Vince Voron, VP, Executive Creative

Director, Dolby Laboratories• Wendy Warus, VP of Sales, Winning

In Store, Henkel North America• Jeff Weidauer, VP, Marketing & Strategy,

Vestcom International Inc.• Bryan Welsh, VP, Shopper Marketing,

PepsiCo• Mark Weslar, CMO, Gizmo Beverages• George Wishart, EVP & Chief

Commercial Officer, Vestcom International Inc.

• Don Wortley, Digital Marketing Manager, Best Buy Co. Inc.

• Robert Yau, Director of Product Management & Social Commerce, @WalmartLabs

• Donna Zambo, Manager, eCommerce and Digital Innovation, Shoprite

• Stephen Zhawred, Group Account Director, TracyLocke

• Mark Zwicker, VP, Business Development, St. Joseph Communications

Bill Schober is editorial director of the Path to Purchase Institute. He can be reached via e-mail: [email protected] or phone: (773) 992-4430.

so many balls in the � scal air that consumer sentiment could easily be tracked not only daily but hourly.” I suspect that the real “new normal” is that nobody really knows.

One barometer of shopper sentiment that I’ve kept an eye on is private-label/store-brand unit sales relative to national brands. Sure, private labels are not a perfect proxy for price-con-sciousness – they’re no longer the “generics” of years past given the proliferation of premium store brands at places like Trader Joe’s and Costco. But historically, there’s been a correla-tion between private-label sales growth and hard times. According to the Private Label Manufacturers Association (PLMA), private la-bels rose to 15% of unit sales during the 1980-82 recession but fell back to 12% during the recovery; in the 1990-91 downturn, it went to 20%; in the 2001 recession, it grew to 21%.

In 2009, in the throes of the most recent slump, there was a big debate, with one side asserting that private labels were on a per-manent upswing, had a share somewhere in the mid-20s already, and might be headed

Diageo); Terrie Wendricks (to C+R Research from Hillshire); and Janet Carter-Smith (to Crossmark from GlaxoSmithKline). Crossmark, by the way, has been shaking things up in Chicagoland by acquiring both PromoWorks and Marketing Werks in recent weeks.

Whenever we walk industry execs through our annual “Trends Report” data, the response is never anything less than, “Wow! Where do you guys get this stuff?” Our next report will be in our January 2014 issue, which will arrive sometime during the Christmas/New Year’s rush. Since I don’t want you to miss it, I’m going to tease you with some of the intriguing new questions we’ve posed this year:

■ If you had to choose only one tactic to make your numbers – in-store or digital – which would it be?

■ If you were forced to sell through just one e-commerce site, which would it be?

■ Which retailers give manufacturers the most useful data?

■ Which chains can’t activate based on the insights manufacturers bring them?

■ Which chains are amenable to brand displays these days?

And a whole bunch more. The info will be in the magazine, on our website, and later on in a special reprint courtesy, as always, of Menasha Packaging.

toward European levels where private-label shares can exceed 50%-60%. The other side said, don’t worry – everything will settle down “once this recession is over.” Neither was ex-actly prescient, it turns out. PLMA says that private-label unit share in supermarkets was just 23.1% last year. That surprises me. Just from eyeballing store shelves, I would have guessed that it was closer to 30% by now. Since 2009, private-label sales in supermar-kets have grown at a 2.6% annual rate com-pared to 0.9% for national brands, which is signi� cant, although no one looks like a Tesco quite yet either.

This is our annual “People to Watch” issue (see page 12) in which we pro� le some of the rising stars of shopper marketing. Apparently, though, it’s also our “People to Keep Track Of” issue as a host of Institute contributors are on the move:

■ Alison Lewis, until recently an SVP at Coca-Cola (featured on page 10 of this issue) is on the move to J&J, where she will serve as global chief marketing o� cer of its con-sumer companies.

■ Mir Aamir, a 2013 Hall of Fame inductee at Safeway, is joining Coupons.com as CFO/COO.

■ Mark Scott, a Hall of Famer with Kimberly-Clark and most recently Acosta, is moving to Medline Industries, best known for the Curad brand.

■ Laura Moser, who served as content devel-oper on our newest book, “Global Perspec-tives on Shopper Marketing” (it’ll be avail-able in January) is moving to Momentum as a SVP and shopper marketing practice lead.

■ Other “Who’s Who” honorees on the move include Dirk de Vos (to Heineken from

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PROGRAMS6 SHOPPER MARKETING DECEMBER 2013

SOLUTION PROVIDER NEWS

Henschel Steinau Tests with Food LionHenschel Steinau’s EZ Slide tray is in tests with Food Lion stores. The merchandising tray organizes pouch products on gondola shelving. The tray is sized to � t round and square single-serve pouch packages for brand and private-label items, such as baby food.

Chobani Picks Mars Advertising: Yogurt maker Cho-bani tapped South� eld, Mich.-based Mars Advertising as its shopper marketing agency of record. Mars says it will provide strategic planning, shopper insights and creative development for the brand.

GNC Selects Dunnhumby: Health and wellness re-tailer GNC Holdings has contracted with dunnhumby, Cincinnati, for customer engagement strategies. The services cover GNC’s more than 6,000 retail outlets and online retail at GNC.com, including personalized communication to shoppers online and o� ine.

Crossmark Acquires PromoWorks: Plano, Texas-based Crossmark added to its in-store engagement services by acquiring the assets of in-store sampling and demonstration � rm PromoWorks, Schaumburg, Ill. Julie Beck will head PromoWorks as general manager.

Market Track Acquires Competitrack: Retail analyt-ics � rm Market Track, Chicago, has acquired New York-based Competitrack, a provider of product and image advertising data across media channels including on-line display, social and mobile advertising.

Mars Advertising Adds Digital Creative Services: Mars Advertising has partnered with digital creative � rm Nomadic Agency, Scottsdale, Ariz., on shopper-oriented digital services such as brand websites, advertising-fo-cused games, mobile apps and touch installation.

Send your solution provider news – new projects and programs with brands and retailers – to [email protected].

Sesame Street Refreshes its Packaging Research leads brand to employ a cleaner, simpler look for licensed productsBy Erika FlynnNEW YORK — Sesame Workshop implemented a packag-ing refresh for all of its licensed Sesame Street consumer products earlier this year. All packages across every prod-uct category now feature up-close images of the Muppets characters’ faces, while educational and developmental information has been moved to the back of the packaging.

Working with New York-based agency Parham San-tana, Sesame Workshop used existing research and con-ducted “Coffee Conversations” with moms to gain more insight into what they really want and need for their children. The agency also met with several of Sesame Workshop’s partners to understand category-specific concerns and challenges, includ-ing the need to bring forth the educational component that lives within the brand.

Based on its learnings, Sesame Workshop now uses the tagline “Let’s Grow!” on the back of most packaging. “That is a setup to talk about the developmental, enrich-ment bene� ts of a particular product,” says John Parham, president/director of branding, Parham Santana. “We put it on the back because moms told us we didn’t need to sledgehammer it on the front. They already know this.”

Moving the educational information to the back of the packaging allowed for more white space on the front. “We brought forward evidence that said white in other categories is consumer code for ‘good for you’ and ‘wholesome,’” says Parham. “Sesame Street has some of the most iconic assets on the planet. We believed that if we removed excess copy, the characters would shine. And research shows that consumers want cleaner, simpler packaging. We wanted to present the characters when they are at their furry, heartfelt best.”

Sesame Workshop’s Maura Regan, senior vice presi-dent and general manager, global consumer products, says it had been nearly � ve years since the company had refreshed its retail experience. “Every season on ‘Sesame Street’ [the TV program] is all new, so we feel that the expe-rience our consumers have with our brand off-air needs to be as refreshed, up-to-date and as topical as possible.” She says the new packaging can help the target market of par-ents of preschool-aged kids, tweens and teens, as well as grandparents, navigate the aisles more quickly and easily.

Toys from Hasbro featuring the new packaging were � rst to hit shelves last spring, followed by the rest of Ses-ame Street’s licensed products. “While we say packaging, it’s the full retail experience – on-shelf and off-shelf,” Regan

says. “Everything going forward will be developed using the iconography of the refresh.”

Regan is quick to point out that shoppers won’t notice a drastic change in-aisle. “Because of the nature of retail, we developed the program so two looks could live side by side, complementing each other as this rolls out so the packag-ing doesn’t look disconnected,” she says. “We wanted to make sure our retail narrative was constant and not broken by a sharp redesign.”

Comprehensive packaging guidelines are now in place for all Sesame Street products, unifying and streamlining packaging and merchandising design for hundreds of product types and partners – accommodating all markets and languages.

Parham Santana handled all aspects of the global assign-ment, including the packaging, point-of-sale and merchan-dising for all licensed products in a variety of different cat-egories, from toys and food products to health and beauty aids, apparel and DVDs. “The emotional connection that consumers have with the characters is very strong,” Parham says. “Their faces are like beacons on the shelf.”

BRAND: Sesame Street

KEY INSIGHTS: Moms already know and understand the developmental and enrichment bene� ts of Sesame Street products. White space on packaging is consumer code for “good for you” and “wholesome.”

NEW PACKAGING: Employ packaging that showcases Muppets characters, without cluttering up the space with too many details about the products’ educational aspects.

educational component that lives within the brand. says. “Everything going forward will be developed using

Sesame Street updated its packaging after surveying moms about their toy-buying needs. The product itself anchors the design of the package.

THE VIEW FROM

LEADING CATEGORIESCarbonated beverages 11%Corporate promotions 10%Pet care 6%Laundry 5%Candy 5%Paper products 5%Personal care 4%Juices 4%Drink mixes 3%Hair care 3%

(Total captured ad appearances: 676,589)

DOLLAR GENERAL.COMINSTITUTE ANALYSIS: In both the laundry and paper products categories, OASIS captured approximately four times more ad appearances on DollarGeneral.com than on Walmart.com from Jan. 1 through Oct. 14. Paper products include paper towels, tissues, toilet paper and disposable tableware.

In the laundry category, Sun Products accounted for the majority of ad appearances on DollarGeneral.com, promoting Wisk and Snuggle in addition to All. Walmart and Family Dollar sites saw only All ads from Sun Products.

Three manufacturers – Georgia-Paci� c, Kimberly-Clark and Procter & Gamble – accounted for all the advertising in the paper products category on these three sites. K-C advertised four different brands on Dollar General’s site: Cottonelle, Kleenex, Scott and Viva. Walmart.com only advertised Cottonelle, Kleenex and Scott, while FamilyDollar.com only Cottonelle and Scott.

On DollarGeneral.com in the spring, an ad for the “Everyday Clean Savings” sweepstakes brought the paper products and laundry categories together. It featured brands from Clorox Co., Sun Products and Kimberly-Clark.

The Path to Purchase Institute’s Online Advertising Survey & Insights Service (OASIS) monitors leading retailer websites to collect digital advertising content and organize it for competitive, reporting and intelligence needs.

SHARE OF DIGITAL AD APPEARANCES DollarGeneral.com FamilyDollar.com Walmart.comLaundry 5.47% 0.27% 0.70%Paper products 5.2 9% 0.10% 0.72%

LAUNDRYSun Products 66%Procter & Gamble 20%Church & Dwight 14%(Total captured ad appearances: 37,020)

PAPER PRODUCTSKimberly-Clark 54%Georgia-Paci� c 25%Procter & Gamble 21%(Total captured ad appearances: 35,805)

Share of Digital Ad Appearances(January through October 14, 2013)

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Untitled-1 1 10/6/13 10:35 PM

investment is to be able to do those together.” Shared insights fuel innovation and allow for precise

targeting, Feil continued, holding up Of� ceMax’s recently launched “Services Center” for small-business owners as an example. The offering marshals vendor partners such as LoJack, Carbonite and MiMedia to offer a full kit of solutions spanning marketing, promotion, technical and Web service. The partners also provide content for the retailer’s � rst-ever magazine for small businesses.

“What astounded me was what came out of it in the way of joint creation with these vendors,” Feil said. “We asked them how these services really work; what these custom-ers really care about; who they target when they’re selling these services. And we worked with them to shape our messages, offering, deals, kickoff announcements … They


By Patrycja MalinowskaCHICAGO — The best collaboration between manufacturers and retailers occurs when the partners are fully transpar-ent and align their focus clearly on the shopper, posited a trio of shopper marketing veterans during a panel discus-sion at the 2013 Shopper Marketing Expo.

“Much of the stuff that’s happening in the [shopper marketing] industry could potentially be confused with trade promotion,” said Lisa Klauser, president, consumer & shopper marketing, IN Marketing Services. “We have to think about how we evolve the relationship from this tactical place and take it to a much more joint, demand creation-focused conversation.”

Klauser shared the stage with Kim Feil, chief marketing and strategy of� cer, Of� ceMax; and April Carlisle, SVP, director of strategy for global shopper marketing, Arc Worldwide. Patrick Fitzmaurice, principal, The Capre Group, moderated the discussion.

Klauser said that shopper marketing today is still very much planned in isolation, disconnected from a lot of other business drivers. “The old model would be the sales teams who have the relationships with the buyers or with whomever they happen to be working with,” she said. The new model is about cross-functional teams working much more in partnership.

Getting organizational alignment unlocks an ongoing commitment of resources that lets partners build sustain-able capabilities. “It’s really easy to see shopper marketers come when it’s promotion season, but when they go away in between, they’re not really engaging,” Feil said. Get away from having a discussion that stems from a pre-de� ned budget and what can be done with it, she urged. Rather, “Hey, let’s talk about the real growth opportuni-ties of this business and � gure out what the right level of

were involved in every single part of this.” As retailers and manufacturers stretch their capabilities,

they need to agree on clear objectives and joint measures that speak to all tactics. “I think it’s now the new frontier of measurement,” said Carlisle, citing growing digital shop-per marketing efforts that require measurement beyond traditional sales and compliance metrics. “No tactic is a good tactic if you can’t measure it.”

Feil concluded the discussion with a call to action: “Pick one thing you’re going to do that is not tactical,

and one retailer you’re going to do that with this coming year, and get on it right now. Get it in both the retailer’s and your plans and hold it up as evidence of moving yourself and your department one step further” toward effective collaboration.

Panelists Discuss How to Strengthen Collaboration

TruviaContinued from Page 1

before – 4,000 this year. We will be giving away 1½ million samples. We’re really trying to get that point of purchase, even with the early-stage media, the awareness-driving media, TV, digital, social media. When you’re in the aisle, you have an opportunity to see the product.”

The campaign includes two 30-second TV spots and two 15-second cut-downs. The ads end with a call to action: “Love us or your money back,” referring to the money-back guarantee that’s pushed hard in-store. Shelf signage and every 40-count box of Truvia will call out the money-back guarantee. The packages carry a sticker that folds back with di-rections on how to receive money back, should the consum-er go that route.

In addition to the increased sam-pling and retailer demonstrations us-ing Truvia brand ambassadors and the retailer’s staff, custom displays will be placed at top national retail-ers. Truvia will par-ticipate in existing programs at retail, such as Walmart’s baking display, and freestanding ship-pers will be custom-ized to each retailer’s needs. Co-branded displays and shared demos with the likes of Folgers, Seattle’s

Best and Smuckers will complement the promotion.Truvia’s social media effort includes Facebook, Twitter

and Pinterest. The impetus is user-generated content, with coupons and samples as incentives. A #sweetswitch hashtag

will accompany posts. The brand will spread FSI coupons along with digital coupons. Digital banner ads will support the effort, along with video on sites such as Hulu. Behind-the-scenes footage of the commercials can be found on YouTube and the Truvia website (the commercials use stop-motion animation). Martha Stewart will have videos featuring recipes for the holiday on the Truvia website.

Throughout the integrated campaign, there is a strong sense of design, Brooks says. “The clean, negative white space of the packaging runs throughout.” Truvia has a 75% unaided awareness rate with consumers, he says, so the look and feel of the packaging and brand already com-municates a lot.

Truvia felt con� dent offering the money-back guarantee because panel research told them that once consumers try Truvia, they love it. He knows not everyone will turn. They like their coffee a very speci� c way, and on average it takes 10 tries before a consumer may change, he says. But this new campaign is engineered to get consumers to try.

“There’s much more generous couponing here than in the past,” Brooks says. “There are so many choices ahead of ours. How do we become a staple on the list? We think this campaign will help encourage people to take that moment, reconsider and then switch.”

Mars Advertising, South� eld, Mich., led the charge in-store. Other campaign partners included: Creature, Seattle; Universal McCann, New York; and Periscope, Minneapolis.

SHOPPER MARKETING EXPO

BRAND: Truvia

KEY INSIGHT: The sugar/sugar substitute category is low involvement, and the product is often shelved in the low-visibility baking aisle.

ACTIVATION: After focusing previous campaigns on edu-cation, use sampling and in-store demonstrations, as well as a money-back guarantee and coupons, to get shoppers to purchase the product. Support with a fully integrated e� ort that includes social media.

IN Marketing Services’ Lisa Klauser, O� ceMax’s Kim Feil and Arc World-wide’s April Carlisle, from left to right, stress that taking a shopper-centric approach will strengthen collaboration.

Truvia supports the campaign with a variety of in-store and online/social media activity, including videos (below), shelf talkers (right) and digital coupons.

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Do you have a shopper voice?PRE-T ES T FOR D ISPL AY OP T IM I Z AT ION

Untitled-2 1 11/1/13 4:41 PM

book signing at the Texas State Fair. The event was part of a Michaels 40th anniversary mobile tour. He also conducted a workshop at the Carlo’s Bakery facility in Jersey City, N.J., challenging attendees with their icing skills at the “Who’s Afraid of Fondant?” promotional event. “The art of decorating with fondant is still somewhat intimidating

to the U.S. consumer,” says Ellerbrock. “Buddy is a master at fondant and makes it accessible to the home baker.”

The product hit Michaels stores in mid-September. The retailer supported the launch with circular features while also conducting in-store “Cake Roulette” demonstrations. While learning more about the items, shoppers who spun an interactive wheel received recipe cards and had a chance to win prizes such as a Cake Boss cookie cutter.


By Samantha NelsonCHICAGO — Brands were once true marketing powerhous-es, since trips were largely driven by demand for their products. But in recent years, says Family Dollar chief marketing of� cer Jocelyn Wong, the industry has seen a dynamic shift as retailers and shoppers become more empowered. “No longer can CPGs come in with their big national programs,” she said in October during a Shopper Marketing Expo keynote presentation. “Retailers are start-ing to demand customization.”

Wong shared the stage with Alison Lewis, then-senior vice president, Coca-Cola N.A., who explained how the manufacturer has allied with the dollar store chain to compare insights, develop strategies and achieve shared objectives. “We think about the retailer, the brand and the shopper, and it has to be a three-way win,” Lewis said.

Increasingly, retailers are becoming loyalty-inspiring brands in their own right. Wong pointed out the success of Whole Foods Market as an example. “They have created such a brand, it’s almost a way of life,” she said. “Retailers are now really trying to evolve themselves.”

While Family Dollar was founded more than 50 years ago, Wong said most brands still don’t understand the dollar store’s objectives and customer base. Wong played a video introducing the Family Dollar shopper, who is price conscious but still wants quality; feels good about getting deals; and will clip and trade coupons and even attend coupon classes despite working multiple jobs. “People tend to think of her as poor,” Wong said. “You tend to feel sorry for her. But when you actually get to know our customer, you � nd that she’s tough, proud, smart and resilient.”

A Family Dollar study that looked at the efficacy of various touchpoints at driving purchases found that the retailer should ramp up its Twitter and Facebook activity as well as radio and bus ads, but also that circulars, digital activity, receipt offers, shelf signs and the retailer’s website were still very important. Family Dollar shared all of these

from Mondelez International, encouraging shoppers to buy for an occasion: snack time while you’re relaxing at home. Security wraps supported the effort. Coke used geo-fencing to message My Coke Rewards members near Fam-ily Dollar stores. Store receipts contained codes that shop-pers could text to receive a reward. Twitter (#yestohappy hashtag) and Facebook provided an outlet for consumers to talk about their rewards.

Beyond the sharing of insights to develop a program, the co-creation philosophy sees the retailer and brand work-ing together to measure success and learn from it. In this case, the partners collaborated to track traf� c, conversion, frequency, size of purchase and ROI for the campaign.

“Collaboration has to be foundational in what we do,” Lewis concluded. “What we have to do going forward is go for the win-win-win and do it every time we build or co-create a shopper marketing program.”


Family Dollar, Coca-Cola Take Fresh Approach

Cake BossContinued from Page 1

the design of the items, which come imprinted with the Cake Boss name.

“Anyone can do the kind of baking and decorating that Buddy does in their own home – if they have the right tools,” says Ingrid Ellerbrock, director of consumer and shopper marketing at Meyer. For example, the line in-cludes a cake-decorating kit that allows bakers to create a miniature version of the “Groovy Girl” cake – one of Va-lastro’s signature items at Carlo’s Bakery in Hoboken, N.J.

Valastro promoted the products in September during a

Subsequent activation included a custom pallet display at Walmart produced by Rogers, Ark.-based Corr Design, and a wire spinning rack produced by Southern Imperial,

Rockford, Ill., that was available to participating retailers including Target, Macy’s and Kohl’s.

Meyer used consumer data provided by Dis-covery Communications to develop a targeted retailer activation schedule, Ellerbrock says. “We had insights as to whether the ‘Cake Boss’ viewer is more likely to shop at a particular retailer, bake for fun or cook for fun, and have made recent bakeware purchases. The data has supported the relevancy of the Cake Boss brand to our customers and [each retailer’s] shoppers, and also the potential for higher basket size and

category purchases.”Meyer also tapped the digital space, working with Va-

lastro to produce a series of instructional videos that are housed on its Cakebossbaking.com website and brand pages on retailer sites. Banner ads on retailer websites (via Evolution Bureau, San Francisco) drove shoppers to stores.

Social media also provided a key awareness builder as the combined Facebook communities of Meyer and “Cake Boss” reach more than 6 million fans, per Ellerbrock. “When you start to layer in the partnerships with Michaels, where they post on their properties, it’s closer to 8 million,” she says.

insights with Coca-Cola to drive a recent campaign, which Lewis said embodied their philosophy of “co-creation.”

The goal was to establish Family Dollar as a destination for low-price Coke and national brand snacks. Coke is an important trip driver for Family Dollar shoppers, who often purchase it for their kids, but Family Dollar only captures 3% of the brand’s share of wallet.

The campaign focused on getting people to the store rather than increasing basket sizes. Coke used an email blast and enlisted bloggers to raise awareness of its My Coke Rewards loyalty program. The brand used bus shelter ads for the same purpose, employing consumer data that � nds 25% of Family Dollar customers use public transit.

In stores, custom racks merchandised Coke with snacks

Jocelyn Wong details Family Dollar and Coca-Cola’s co-creation e� orts.

BRAND: Cake Boss

KEY INSIGHT: “Cake Boss” cable reality show viewers are more likely than the average female consumer to bake for fun. Bakeware is typically a conservative category.

ACTIVATION: Partner with the show’s star, Buddy Valas-tro, to create and promote a line of bakeware. Support the product launch at Michaels with in-store demonstrations, social media activity and circular ads.

Rockford, Ill., that was available to participating retailers including Target, Macy’s and Kohl’s.

covery Communications to develop a targeted retailer activation schedule, Ellerbrock says. “We had insights as to whether the ‘Cake Boss’ viewer is more likely to shop at a particular retailer, bake for fun or cook for fun, and have made recent bakeware purchases. The data has supported the relevancy of the Cake Boss brand to our customers and [each retailer’s] shoppers, and also the potential for higher basket size and

category purchases.”

Meyer is leveraging “Cake Boss” star Buddy Valastro online, in-store and in person to promote its new bakeware line.

to the U.S. consumer,” says Ellerbrock. “Buddy is a master

Meyer is leveraging “Cake Boss”

Sponsored by:

I N N O V A T I V E B Y D E S I G N

And the winner is…

Platinum Winners

Congratulations to the winners of the 2013 Design of the Times Awards

Competition for their exemplary display of effective in-store activations and tactics!

Wii U Interactive Retail Display ProgramCreated For: Nintendo of America

Submitted By: Frank Mayer and Associates Inc. and AGI In-Store

Category: Mass Merchandisers

In conjunction with:

Nabisco Brighten Your Holiday TraditionsCreated For: Mondelēz InternationalSubmitted By: Eastwest Marketing Group and International PaperCategory: Supermarket/Grocery

EA Sports Interactive In-Line DisplayCreated For: Electronic ArtsSubmitted By: RockTenn Merchandising DisplaysCategory: Consumer Electronics

Axe Apollo Easel Astronaut FloorstandCreated For: Unilever NASubmitted By: RockTenn Merchandising DisplaysCategory: Drug

Take Note of Color EndcapCreated For: 3M CompanySubmitted By: Great Northern Consumer Packaging & Display and Go EastCategory: Specialty

2013

13DOT_ADV_SM12.indd 1 11/7/13 1:42 PM

PEOPLE TO WATCH12 SHOPPER MARKETING DECEMBER 2013

hen Edith Drew joined Hillshire Brands in August 2012, she was charged with helping to build out the shopper insights function within a new organization. As a successor to Sara Lee Corp.’s North American Business, Hillshire began operating independently in

July of that year. With an analytical background and a creative nature –

she also owns a photography business and photographed herself for this feature – Drew was ready to take on a new challenge. “The foundation was still being laid, and I was being given the chance to impact that, which I saw as an amazing opportunity,” she says.

Just months into her position, Drew helped develop the underpinnings of a landmark study that ultimately led to a deeper understanding of shopper behavior at the shelf. Leveraging insights of a previous study, Hillshire began the new study in April 2013. In conjunction with the Smart Learning Center in Dallas, Drew led execution and development of the study, which entailed talking to and observing shoppers at the shelf, and carefully taking a brand-agnostic view to help not only Hillshire’s brands, but also retailers and the category in general.

“We leveraged insights from a piece of quantitative video research to design and execute a shopper study to de-termine the optimal shopping experience and shelf ex-ecution,” she says. The Hillshire team installed 48 feet of refrigeration, recruited more than 300 shoppers and had more than 40 one-on-one conversations about the aisle and their experience with it over a three-week period.

The results, she says, are helping lead new internal and external strategies. “Many of the insights we uncovered

are extremely actionable and a perfect opportunity to help drive what we’re going to be doing for the next year,” she says. “It has given us a solid understanding of what shop-pers are doing from a category level and how they react to us at a brand level.”

While Drew thrives on contributing to Hillshire’s vi-sion to be the most innovative meat-centric food company in the U.S., she says there are a lot of questions yet to be answered within shopper insights. “I’d love to be able to answer every one, but strategically that can’t always hap-pen,” she says. The team is building and maintaining a library of secondary research. “So while I can’t do primary research for every question that comes across my desk, we can provide some level of guidance by leveraging the secondary research we have.”

Her goal for her second year on the job is to ensure that Hillshire Brands is seen as an insights leader for the categories in which it plays. “We want to make sure we continue to talk to our customers’ shoppers because every retailer loves when we have grounded solutions,” Drew says. “Shoppers are inherently different across retailers, so we need to make sure we’re helping support what’s hap-pening at each retailer.”

Six individuals represent this year’s

class of People to Watch. Nominated

by their colleagues and friends of

Shopper Marketing and the Path to

Purchase Institute, these rising stars

are making a name for themselves

by doing work for their brands and

categories that’s worthy of attention.

hen Edith Drew joined Hillshire Brands in August 2012, she was charged with helping to build out the shopper insights function within a new organization. As a successor to Sara Lee Corp.’s North American Business, Hillshire began operating independently in

July of that year. W

PEOPLEto WATCH EDITH DREW

COMPANY: Hillshire Brands

TITLE: Shopper Insights Manager

AGE: 31

EDUCATION: DePaul University (B.S., Commerce, Finance)

Photo by Edith Drew

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Untitled-2 1 10/31/13 4:01 PM


anting to dive right into a career in market-ing, Atima Lui in August 2012 accepted a job at the world’s largest retailer: Walmart. Her resume includes summer internship experi-ence at Google and YouTube, as well as own-ing her own business while in college.

Lui’s current work centers on Walmart’s “Save Money. Live Better” positioning. She helps create consumer mes-saging that “drives total box traf� c to Walmart stores” and manages brand compliance.

The environment in which she works every day is simi-lar to what she experienced at Google. “It was so fast-paced and entrepreneurial, and the retail environment at Walmart feels very much like that,” Lui says. “We move very quickly here, just like they do in Silicon Valley. We’re always thinking ahead and trying to do something bigger and better than last year.”

She also sees similarities to how Google focused on the user and making sure consumers get the best user experience. “The customer is No. 1 at Walmart,” she says. “We’re custom-er-centric in our marketing, especially on the innovation side.”

Her work at Google was very analytical and data-focused, which pairs well with the massive amount of data that Walmart has. “We made decisions based on data at Google,” she says, “and Walmart is de� nitely no different.” She thrives when being able to mix analytics and strategy with creativity.

In her � rst year at Walmart, Lui identi� ed a need for the retailer to speak to its Millennial customer base and spear-headed the launch of the retailer’s Instagram account, work-ing with a colleague on the social media team. With little sec-ondary information available, she developed and presented a strategy to Walmart’s marketing executives that was largely informed by a quantitative research study she commissioned as well as a competitive review of other brands and retailers currently on Instagram. “Since this is a fairly new channel, there’s not a lot of insight out there, and no one has demo-graphic data,” Lui says. “We had to do our own research, which was somewhat groundbreaking and proprietary.” That included quantitative studies in partnership with Walmart’s insights team that focused on asking the right questions to

get the answers they needed to build a strategy. Lui points to her work with the customer insights team

as a growth opportunity. She served as a “brand cop” for a few months into her tenure, answering questions about and providing approvals for store creative, signage, com-munications, etc. That gave her the chance to interact with nearly every department in the organization.

She says that creating targeted messages is a challenge considering the scope that Walmart has. The goal is to take a mass approach while speaking to consumers in different ways: She and her marketing counterparts touch all channels in several languages, and determine the right places.

Lui says that a secret initiative is underway to increase Walmart’s proof-of-price leadership. “I’ve transitioned to working in an area of marketing that really focuses on that,” she says. “There are some cool technologies coming to market from my team next year, and I can’t wait for it to be launched.”

anting to dive right into a career in market-ing, Atima Lui in August 2012 accepted a job at the world’s largest retailer: Walmart. Her resume includes summer internship experi-ence at Google and YouTube, as well as own-ing her own business while in college.

Lui’s current work centers on Walmart’s “Save Money. W

lessandra Cascino began her career at Coca-Cola just weeks after earning her college diploma – a rarity at Coca-Cola. She attributes much of her early success to time spent studying abroad at the University of Oxford in England, an experience that gave her “great insight into better reading

and researching.”Cascino started as a contractor for the beverage giant’s

commercial execution team three years ago. She says she’s had several mentors and the opportunity to work with different teams, which has expanded her knowledge base. With a budding passion for looking through a shopper lens, Cascino has focused on the path to purchase, speci� -cally considering teens and young adults.

She eventually moved into the emerging shopper technolo-gies group. Today, as shopper technology manager, Cascino focuses on how Coca-Cola is using technology along the path to purchase to drive incremental transactions. “We’re testing a wide variety of technologies to solve our key business needs,” she says. “We try to � nd proven solutions and technologies, and then work across the globe to scale out those learnings.”

Cascino works with many technology startups to ad-vance the company’s efforts in digital shopper marketing. “We work most closely with North America since that’s where many of these startups and applications are taking place, but also with our counterparts in Northwest Europe and the United Kingdom,” she says. She also interacts with other corporate teams, such as the global connections team, which concentrates more on pure mobile marketing.

Earlier this year, Cascino honed her skills at a conference for startups. “We worked with these companies to help think about how we drive some of our key business met-rics,” she says. “They have a nimbleness and quickness that sometimes a large company like Coca-Cola might not have. We’re constantly being pushed to innovate, and one way we look at new innovation is through the startup space.”

Cascino is a Gen Y employee among many Gen Xers and Baby Boomers. “A lot of the work we do is targeted around demographics,” she says. “I’m a digital native, having grown up immersed in technology and now learning how to pep-per in shopping with that. That’s different from a digital immigrant, who has always known how to shop and now is learning how to integrate technology into that shop. When both parties coalesce and come together around an idea, it usually brings forth the most business traction for us.”

She recently returned from the One Young World Summit in Johannesburg, South Africa, a conference for global youth leadership with 1,300 delegates from 190 countries. One of only seven Coca-Cola representatives to attend this event, Cascino says discussions centered on important world issues.

just weeks after earning her college diploma – a

and researching.”A

ATIMA LUICOMPANY: Walmart Stores Inc.

TITLE: Assistant Marketing Manager – Brand

AGE: 23

EDUCATION: Washington University (B.S.B.A., International Business, Marketing, Spanish)

ALESSANDRA CASCINOCOMPANY: The Coca-Cola Co.

TITLE: Shopper Technology Manager

AGE: 25

EDUCATION: University of Georgia (B.A., Journalism)

Photo by James Keltner

Photo by Todd McQ

ueen

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tephanie Headley is working her way up at Procter & Gamble. She began as an intern, and then held assistant brand manager positions with Febreze Fabric Refresher and Febreze Air Effects. She became

a Family Dollar customer team marketing manager in 2006 and then served as an emerging channels marketing leader. She also was a global brand manager for Herbal Essences before assuming her current role as associate director, shopper marketing and scale.

Headley credits the shopper marketing lessons she learned early in her career for her success. She learned the fundamentals of brand management and developed an understanding of how retailers can accel-erate brand results. As Family Dollar cus-tomer team marketing manager, Headley learned the importance of shopper market-ing in building equities for P&G brands. “Still one of my favorite assignments, I gained an understanding of shoppers, par-ticularly ethnic shoppers, and how P&G’s brands, innovation and scale can deliver on the retailer’s needs to drive category growth,” she says.

When she returned to P&G’s Cincinnati headquarters in 2010 as the Herbal Essenc-es global design manager, she worked on renewing the brand fundamentals, includ-ing equity and innovation strategy. “My ability to effectively deliver results for Herb-al Essences was directly impacted by my experiences with customers and in shopper marketing,” she says.

Headley is particularly proud of her work with Family Dollar on marketing Luvs dia-pers. She used the recognizable Luvs brand name to “improve shopper quality and pur-chase intent of Family Dollar’s high-margin baby accessories, and to secure incremental merchandising and support for the Luvs diapers business,” she says.

“This is an example of how shopper marketing can uniquely create joint val-ue that bene� ts retailers, consumers and the company. In this case, Family Dollar gained profitable sales growth behind a differentiated solution that built shopper loyalty. For P&G, not only did we grow the Luvs business, but we also learned how our brands can play a broader role with retail-ers beyond only our SKU assortment. And for consumers, we delivered value for Luvs moms who want trusted brands to care for her baby.”

tephanie Headley is working her way up at Procter & Gamble. She began as an intern, and then held assistant brand manager positions with Febreze Fabric Refresher and Febreze Air Effects. She became

a Family Dollar customer team marketing S

STEPHANIE HEADLEYCOMPANY: Procter & Gamble

TITLE: Associate Director, Shopper Marketing & Scale

AGE: 37

EDUCATION: University of North Carolina at Chapel Hill, Kenan-Flagler Business School (MBA); University of Richmond (B.A., Mathematics)

Photo by Chris Cone


atrick Arminio’s role at Anheuser-Busch includes discovering how digital and mobile technology can assist with research and sales. A recent ex-ample is the use of a mobile crowdsourcing ap-plication to run store audits and determine the out-of-stock rate within a retail channel. Con-

sumers with the app visit assigned stores to answer survey questions and take pictures of speci� c brands or promo-tions. The data is then linked with potential lost sales to spur corrective measures.

“Eliminating out-of-stocks presents an opportunity for any retailer to increase sales,” says Arminio. “In this par-ticular study, we were able to quantify the percentage of out-of-stocks in a signi� cant number of stores. The mobile portion of the study provided a quick survey with visual evidence of the out-of-stocks. From there we were able to partner with the retailer and identify an action plan to lower that number.”

Arminio calls his job fascinating and challenging because it’s a marriage of cold, hard facts and humanity. “The beer category is one that has a lot of emotion around it, and a lot of opinions that go with the emotions,” he says. “I love be-ing able to listen to shoppers and translate that into strategy. The hardest part of my job is translating research results to show the business implications and ultimately drive action.

“Often, researchers love to talk about methodology, statistical signi� cance, etcetera, but it is becoming increas-ingly important to step out of the research role and clearly communicate what the numbers mean, painting a clear picture that allows for action to be taken.”

Arminio sees no slowing of the pace of new technology in research, and the insight possibilities that provides. “Continuing to discover how technology is changing the research landscape is going to be a huge task,” Arminio says. “The role of digital-mobile research changes quickly. I believe, to remain relevant in research, A-B is going to have to be on the forefront of this type of research. Successfully doing so will allow A-B to provide relevant insights to retail

partners and quickly move on emerging trends.”In nearly four years, Arminio has worked his way from

intern to contractor to staff. He is one of six shopper in-sights managers. Simply put, he uses the data the company has mined to suggest marketing messages.

The focus, he says, is on today’s new path to purchase, which includes social and mobile media. With new modes of reaching shoppers at the point of purchase, there are various ways to talk to shoppers “closer to the moment of truth, which ultimately leads to better insights.”

atrick Arminio’s role at Anheuser-Busch includes discovering how digital and mobile technology can assist with research and sales. A recent ex-ample is the use of a mobile crowdsourcing ap-plication to run store audits and determine the out-of-stock rate within a retail channel. Con-

sumers with the app visit assigned stores to answer survey P

aura Haslee pursued an MBA so she could change careers. She chose a CPG career after six years working for a global mobility consulting � rm that investigates expatriate compensation.

During her time with that company, she trav-eled internationally and spent a lot of time in gro-

cery stores researching prices. “It was during those trips and seeing so many brands in a variety of contexts that I � rst considered applying to business school,” she says. “I experienced what brand management was like during an internship and would’ve focused my efforts there, but

there was something about the dynamic role of shopper marketing that piqued my interest.”

She experienced further change when her shopper ac-tivation team at Del Monte moved into the company’s Market Development Organization.

Recently, when Del Monte launched new packaging for its � agship brands, Haslee led a merchandising program to support the initiative. Del Monte used full- and half-pallets to communicate “New Look, Same Garden Quality” messaging.

Haslee says the big change to an iconic brand made it essential to reach shoppers in-store, grab their attention during routine shopping trips and help facilitate the transi-tion. “Pallets were an obvious choice as a disruptive vehicle in-store while also providing ample area for equity messag-ing,” she says. “Additionally, the pallets carried multiple product lines, which gave us the opportunity to let con-sumers know this was a change across our entire brand. While the in-store aspects were foundational, we created a plan that reached consumers along the entire path to pur-chase with elements such as digital coupons, social recipe dissemination and email blasts – to name a few.”

Haslee works across Del Monte’s consumer products portfolio brands within the grocery, mass and dollar chan-nels. In 2014, she will lead the shopper marketing and activation activities at Kroger and Family Dollar as well as all executions for the Contadina and College Inn brands. There are four people on her team, which Haslee says “strives to � nd unique and relevant ways to engage with shoppers and provide them with solutions to everyday concerns.

“One of the most common problems is centered on the age-old question, ‘What’s for dinner?’” Haslee says. “As a re-sult, we will be focusing our efforts around recipe inspira-tion and meal solutions. Shoppers are open to engagement if it connects with their motivation. In this way, we hope to reinforce the conversations with our consumers when they most want to hear from us.”

aura Haslee pursued an MBA so she could change careers. She chose a CPG career after six years working for a global mobility consulting � rm that investigates expatriate compensation.

eled internationally and spent a lot of time in gro-cery stores researching prices. “It was during those trips L

PATRICK ARMINIOCOMPANY: Anheuser-Busch

TITLE: Shopper Insights Manager

AGE: 28

EDUCATION: Saint Louis University, John Cook School of Business (MBA; B.S., Business Administration)

LAURA HASLEECOMPANY: Del Monte Foods

TITLE: Shopper Marketing & Activation Manager

AGE: 31

EDUCATION: Thunderbird School of Global Management (MBA); Wellesley College (B.A., International Relations)

Photo by Whitney Curtis

Photo by Tim Shonnard

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Untitled-1 1 10/31/13 4:11 PM

hese are heady times for Dollar General. The company has posted several consecutive quarters of

strong sales and earnings growth while rapidly expanding its retail footprint. In � scal 2013, Dollar General opened about 650 new U.S. stores, including its 11,000th outlet in Murfreesboro, Tenn., and remodeled several hundred of its old-er locations. Already boasting a loyal cus-tomer base, the retailer has been attract-ing new shoppers with highly competitive prices, cleaner and more modern-looking stores, and a wider product assortment in the household and grocery categories.

Dollar General reinforces its value propo-sition through a diverse slate of shopper marketing programs. Its corporate calendar features seasonal and co-op events (e.g., Super Bowl, back to school); cause-related tie-ins (the company does a considerable amount of outreach through its Literacy

18 SHOPPER MARKETING DECEMBER 2013SPECIAL REPORT

Foundation, for example, which awards grants to schools, public libraries and nonpro� t organizations to assist young students with reading de� ciencies); and original programming with many leading CPG companies including Procter & Gam-ble, Kimberly-Clark, Coca-Cola, PepsiCo, ConAgra Foods, Nestlé-Purina and Mars.

“I don’t think I’ve ever worked with a retailer that’s so in tune with its shop-pers,” says Kelly Mattran, shopper mar-keting manager at PepsiCo. “One of the things that has often come out of our conversations with Dollar General is that they insist on being dependable for their shoppers. Part of that is knowing you can go into any of their stores and � nd the products you’re looking for.”

Dustin Lehner, shopper marketing team lead at Mars Petcare, says that Dollar Gen-eral not only “knows its shoppers,” but it does not waver in laying out a customer-centric strategy for shopper programs with clearly de� ned objectives. “I always know going in what they are trying to achieve,” says Lehner. “They’ve been extremely collaborative and opened the door for our marketing, digital and other groups to expand our pet programs.”

Colby Swan, Dollar General’s director of marketing, says that the chain is also open to doing “outside-the-box” pro-grams as long as they are tailored speci� -cally for its shoppers: “Dollar General is constantly evaluating new ways to part-ner with vendors through innovative and

T

Part 5:

By Michael Applebaum

This is the � nal installment in a � ve-part series examining best practices for shopper marketing collaboration. This month, we look at how Dollar General maintains an unwavering focus on its customers across a diverse slate of programs.

Winning at

RETAIL INTIMACY

In collaboration with:

fresh concepts. Through continual cus-tomer feedback, we are able to provide the products customers want at the value they expect. This is a key component of our success since our product selection and business success is built on providing customers the products they use most often while helping them save money.”

Mountain Dew Has Much in ‘Store’One of the most successful shopper-marketing initiatives at Dollar General in recent years has been The Dew General Store. This PepsiCo/Mountain Dew re-wards program has grown in scope each year since its 2011 launch and is set for a refresh in 2014. Notably, it has increased Mountain Dew’s share of wallet at Dollar General without relying on any addition-al promotional discounts, says PepsiCo’s Mattran. “We’re creating value for shop-pers beyond price,” she says. “The rewards enable custom-ers to buy the products they want at the stores they want, and have that extra badge to carry with them. It’s an incen-tive to buy a little bit more of their Mountain Dew products at Dollar General.”

This year, Mountain Dew lev-eraged its NASCAR sponsor-ship and its partnership with country music singer Brantley Gilbert to deliver branded mer-chandise to customers who redeemed their points online at TheDewGeneralStore.com. Custom displays included a six-week summer endcap featur-

ing NASCAR driver Dale Earnhardt Jr. and a front-of-store U-boat display, running Sep-tember through November, with country music imagery. Shoppers collected points from purchases of participating Mountain Dew products and were rewarded with Dew-branded clothing, Trek bikes, Weber grills and beach accessories (for the sum-mer promotion), as well as Beats head-phones, iPhone covers, an acoustic guitar, and tickets to a NASCAR race in Charlotte, N.C., with a chance to ride three laps around the track in Earnhardt’s No. 88 car.

Based on a post-purchase analysis, Mat-tran says the program has drawn a signi� -cant number of male customers while still resonating with Dollar General’s core fe-male, baby boomer shopper. “Mountain Dew’s typical millennial-male buyer is ob-viously a very different shopper,” she says. “But many women are in the store and buying Mountain Dew for their husbands

Series Schedule

Part 1: Target (July)

Part 2: CVS/pharmacy (August )

Part 3: Kroger (September)

Part 4: Walmart (October)

Part 5: Dollar General (this issue)

Dollar General

FM49221P1.indd 1 10/22/13 10:22 AM

Untitled-1 1 10/31/13 4:16 PM

or sons. She’s thinking of him, wanting to make sure everyone in her home is taken care of.” For 2014, Mountain Dew is look-ing to add a complementary partner to the program – potentially a snack brand – and � nd a permanent merchandising lo-cation at Dollar General stores.

Mattran attributes PepsiCo’s success at Dollar General to the open lines of com-munication that exist between the two companies’ respective marketing and sales organizations. “This is one of the

tightest relationships we have with any of our retail customers,” she says. “Their marketing team is looped into their buy-ing desk and has a fair amount of in-� uence about what happens in stores. They’re very direct in what they’re look-ing for. If there’s something that they don’t like, they’ll tell us right off the bat.”

She cautions marketers for whom se-curing display is a priority that there are limited opportunities within an approxi-mate space of 7,200 square feet. Thus, she says, you can’t win over Dollar Gen-eral 100% of the time. “Sometimes we have access to [assets] that don’t � t in with their objectives in that speci� c time frame,” says Mattran. “But nine out of 10 times, they’ll work with us if it’s [a] compelling enough [property].”

Kimberly-Clark, ConAgra Forge New TerritoryAcross the CPG spectrum, new opportu-nities are arising as more consumers are � ocking to the dollar channel for their � ll-in trip needs. Kimberly-Clark, for ex-ample, worked with Dollar General on a 2013 program for its Huggies brand (“Little Hands, Big Plans”) that centered on an essay-writing contest in which consumers described how the $5,000 grand prize would allow them to achieve the educational dreams they have for their children. The program included FSIs, shelf talkers, digital/social media support and additional promotional activity in-volving Huggies’ new SureFit waistband and moisture absorption technology.

The concept was developed in strategy sessions between Kimberly-Clark’s shop-per marketing team (which then included Jennifer Carter, now senior brand man-ager for shopper marketing and family care) and agency of record, Geometry Global. The idea was seen as a way to drive awareness in the underpenetrated baby category while addressing the chal-lenges of low-income shoppers. It also dovetailed nicely with the retailer’s Liter-acy Foundation mission, explains Stepha-nie Wieczorek, shopper marketing man-ager at Kimberly-Clark.

“Dollar General shoppers do everything they can to care for their family within their means. This includes supporting their children’s education, which is often a big expense,” Wieczoreck says. “Dollar Gen-eral uses a variety of ways besides reading advancement to connect to their Literacy Foundation, including promoting contin-ued education, so this was a nice align-ment with their corporate objectives.”

Food represents another sizable op-portunity at Dollar General. In the past few years, the retailer has expanded its grocery section, for example, by bringing in additional coolers near the front of its stores to house convenience items like frozen sausages, waf� es and pizza. Thus, marketers like ConAgra have stepped in to capitalize on the growing segment with targeted solutions. “ConAgra has had a lot of success in executing pro-grams that provide shoppers with a quick and easy meal solution while still giving

them the value they are looking for,” says Abbey Greer, account executive and Dol-lar General team member at Catapult.

As an example, ConAgra developed a recipe for an egg, bread and sausage casserole as part of a breakfast meal solution for its Banquet Brown ’N Serve frozen sausages. The program, which ran throughout September, featured shelf talkers with recipe tear pads that includ-ed a coupon for a free loaf of Dollar Gen-eral’s private-label Clover Valley white bread with purchase of a box of Brown ’N Serve and a carton of one dozen eggs.

While the program focused on creating a strong value component, convenience was also a building block of the solution, says Mike Esposito, shopper marketing manager at ConAgra. “The basic idea was: How we can feed a family of four and get the Dollar General shopper to quickly see the value in the offer? It had to be simple enough so that shoppers didn’t feel like they had to treasure hunt for the recipe ingredients,” Esposito says. “We also wanted to have additional commu-nication points outside frozen. The bread aisle is typically one of the � rst you see, so there was an opportunity to drive shop-pers to multiple points across the store.”

With its sheer size and portfolio of products, ConAgra has the luxury of being able to segment programs using


value brands like Banquet and Chef Bo-yardee to target different subsets of dol-lar store shoppers. “We have � exibility as to how we market [those products] and go after varying income levels of shop-pers,” Esposito says. “At the same time, we’re cognizant of Dollar General’s pro-motional calendar and what their mer-chandisers are focused on in any given month. We look for ways to integrate shopper or promotional activity that ties into the relevant season or time of year.”

Updating the Dollar Store ImageDollar General today continues to bene� t from the seeds of revitalization it planted during the 2008 recession. “Their timing was a bit of a fortunate accident,” says Mike Paglia, principal analyst at Boston-based Kantar Retail. “They were just start-ing to remodel stores and ramp up as-sortment when the economy went south, and having shoppers suddenly give them a second look provided a lot of momen-tum. But their efforts in stores have been very focused, deliberate and measured.”

Now, more af� uent shoppers are be-ginning to give Dollar General that sec-ond look. In fact, the fastest growing segment within the dollar channel are shoppers who earn more than $75K per year. At Dollar General speci� cally, this

A-boards rarely

Aisle Violators/Fins/blades often

Balloons sometimes

Base Wrap rarely

Ceiling banners/signage often

Checkout Ads rarely

Checkout dividers/separators rarely

Circular rack ads often

Counter cards rarely

Demonstration/Sampling kits rarely

Digital signage ads rarely

Employee apparel rarely

Endcap signage kits often

Floor Decals rarely

Header Cards often

At-shelf product demo/sample rarely

In-line/category headers rarely

In-store radio rarely

In� atables sometimes

Outdoor signage sometimes

Neckhangers sometimes

New item showcases rarely

Pole toppers sometimes

Printed materials/handouts rarely

Placeholders, on-shelf rarely

Price-label messaging sometimes

Security pedestal ads rarely

Shelf Blockers sometimes

Shelf Strips sometimes

Shelf Talkers often

Shelf Danglers/Wobblers rarely

Shopping Cart Ads rarely

Side Panels often

Standees often

Take-one dispensers rarely

Tearpads sometimes

T-stand posters/stanchion signs rarely

Wall banners sometimes

Window clings rarely

Window posters often

Endcap Displays rarely

Shelf trays/PDQs often

Pallets sometimes

Floorstands/shippers often

Dump bins rarely

Power wings/sidekicks often

Category management systems rarely

Spectaculars/lobby displays rarely

DOLLAR GENERAL RECEPTIVITY TO IN-STORE TACTICS

Source: Path to Purchase Institute Analysis, May 2013.

group comprised a healthy 7% of shop-pers, as of Kantar’s June 2013 survey. Two-thirds of Dollar General shoppers remain in the $50K or under group, per the study. In addition to becoming more af� uent, the overall demographic is in-creasingly skewing younger and more Hispanic, Paglia notes.

Dollar General is reinforcing its spif� er image by blanketing stores with its trade-mark black-and-yellow signage that con-tains a clear message for shoppers: We’re not your typical dollar store. Alongside one sign that reads, “Expect Low Prices. Every Day” is another that says, “Being affordable doesn’t mean being cheap here” and another: “We deliver top brands at bargain prices.”

The retailer has also shown a willing-ness to pursue unconventional tactics. “Very rarely do they shoot something down just because it’s different or unique. As long as the idea is rooted in research and credible insights speci� c to the Dollar

General shopper, it has a chance to move forward,” says Mars Petcare’s Lehner. He cites a holiday 2012 program in which Mars featured a bundled savings offer to cross-promote the candy and pet food categories, “something that would be a big hurdle for many other retailers.” Custom shippers provided secondary dis-play at the front of the store, using the tagline, “A treat for you, and a treat for them.”

Lehner explains: “Shoppers think of their pets as family, so when they are shopping for stocking stuffers, why not

remind them their pets need treats too? We talked about the idea internally, pre-sented it to them and they loved it.”

Going forward, Dollar General is sup-porting Mars’ efforts to become more strategic, vs. promotional, in its petcare programs. “They’ve done a great job in building awareness for the pet catego-ry through tie-ins with Mars’ Pedigree brand and the Country Music Awards,” notes Amy Sorensen, account supervisor at Catapult. “Shoppers now know that Dollar General carries quality national petcare brands.”

SPECIAL REPORTDECEMBER 2013 SHOPPER MARKETING 21

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Catapult is today the merger of two pow-erful agency brands – Catapult and RPM – now operating under a single vision and name. Catapult was launched in 2005 as an integrated agency resource, while RPM began in 2008 as a decentralized shopper marketing agency. Today both have come together under the Catapult name, de-livering insights, brand strategy, shopper marketing, consumer promotions, digital, and outstanding creativity.

In 2012, the agency became part of Epsilon, the recognized leader in pro-viding data and technology solutions. This gives Catapult access to proprietary data and analytics that help develop rich, fact-based insights to fuel win-ning creative solutions. It also provides a more granular level of assessing in-market performance of its programs.

About the AuthorMichael Applebaum is a freelance writer and editor who specializes in developing features that address all aspects of mar-keting. He trained in the New York City publishing industry and held senior-level editorships at Brandweek, Photo District News and Spy magazine.

According to Paglia, this is all part of a larger strategy to solidify Dollar Gen-eral as a “complementary mission” to the stock-up trip. “A shopper goes to Kroger or Walmart for two-thirds of their bas-ket and stops by a Dollar General store on their way home because they know they can get their favorite deodorant or shampoo at the lowest price,” says Pa-glia. “Dollar General is perfectly OK with that. They’re not trying to steal trips from other retailers.”

And yet, as many would argue, that’s exactly what they are doing.

GLOBAL CASE STUDY22 SHOPPER MARKETING DECEMBER 2013

BUSINESS LANDSCAPE:In Turkey, the supermarket chan-nel is the fastest growing for consumer packaged goods, with a reported annual growth rate of 19%. Therefore, the channel presents a huge opportunity for Unilever home care products such as laundry detergent and house-hold cleaners, which currently are growing at better than 30%.

This growth is being driven pri-marily by smaller, local supermar-kets that offer Turkish shoppers a convenient place to buy groceries near their homes or workplaces. The importance of these local re-tailers within the grocery market has been rising steadily.

These local supermarkets are renowned for offering cheaper prices and a simpli� ed shopping experience. They’re also perceived as homey, with environments that make it conducive for shoppers to build relationships with the store owners and develop trust not only for the store but also for the authenticity of the products on its shelves.

Many of these local storeowners are members of the Turkey Local Retailers Confederation, a trade body actively supported by Unilever.

OBJECTIVES:■ Communicate the effectiveness of Unilever brands to

shoppers.■ Educate shoppers about the bene� ts of new products

such as liquid detergents and concentrates.■ Create a homey ambience in stores to make an emo-

tional connection between the purchase and usage occasions.

■ Ensure that participating retailers “own” the platform by involving them in every phase of the project to develop tailored executions.

■ Establish permanent visibility for Unilever’s home care products in supermarkets, where additional display opportunities have been limited.

INSIGHTS:Multiple-SKU purchases within the home care category are high. For example, fabric conditioner and laundry detergent are found together in 30% to 40% of category baskets.

However, a key barrier to purchase is that shoppers often

believe that they have a suf� cient supply of cleaning prod-ucts at home and therefore decide to delay the purchase until a subsequent trip. Attractive displays that educate shoppers about new products and improved bene� ts, as well as more prominent promotions, might help to over-come this barrier.

Turkish shoppers use supermarkets to ful� ll their regu-lar, daily needs. Between 70% and 80% of channel shop-pers are focused on planned, daily purchases such as fresh

vegetables, bulk cereals and char-cuterie/meat products. However, Unilever has a chance to drive the impulse purchase of detergents and home care products among these shoppers by improving their visibility in stores.

In addition, qualitative re-search obtained through the use of eye-tracking technology re-vealed that shoppers in checkout lines often scan the store to � nd new products or reassure them-selves that they haven’t forgotten anything. Prominent displays, compelling in-store advertising and product demonstrations all could catch the attention of these shoppers.

STRATEGY:The “Cleaning Experts” program that Unilever devised had two main levers.

The � rst was a new merchan-dising area that would co-locate laundry and household cleaning products together to trigger cross-purchase with-in the broader home care category. This would be achieved through secondary displays that would deliver the added bene� t of ensuring against out-of-stocks – which is always a risk given the limited shelf space available in local su-permarkets.

The second was to develop tailored solutions for par-ticipating retailers, which would strengthen Unilever’s relationships with these increasingly important accounts.

EXECUTION:Unilever created a display that presented all of its home care brands together as “Expert Cleaning Products.” The program was implemented at 11 local supermarket retail-ers that collectively operated 253 stores in 13 cities.

Within the company, brand marketing, trade marketing and the account teams worked collaboratively to ensure that the campaign was executed through a full 360-degree activity plan.

To ensure full support and smooth execution, the retail-ers were invited to Unilever’s “Customer Collaboration Centre” to discuss all aspects of the campaign during the planning stages.

A campaign logo was designed for use on all the special product co-packs and promotional materials that would be produced. The logo also was employed to ensure ownership and uniqueness for each participating retailer. In addition,

each retailer received tailored promotional activity over the course of the campaign.

Ensuring that the store managers and staff were en-gaged with the campaign was also important, since it’s the in-store personnel who really help drive great execution. Once all the targets and components had been planned with the account teams, Unilever visited each account to present the program to local staffers.

The � rst step in the multifaceted effort was to design a differentiated double-pack exclusively for the participants. This was the � rst time Unilever had created an exclusive SKU for local supermarkets.

The next step was to secure the permanent displays, which were a mixture of secondary and in-line � xtures negotiated on a store-by-store basis. The goal was to gain annual agreements with each customer – a dif� cult task given the size of these stores.

Thirdly, Unilever worked to bring the brands to life on-shelf through visuals that created a “just like home” envi-ronment. In addition, the manufacturer dispatched brand ambassadors to explain the products in the top 25 stores.

Finally, Unilever tapped into various in-store events to ensure that the “Cleaning Expert” effort would be pro-moted periodically throughout the year.

These events included customer-initiated campaigns and 49 store grand openings in the � rst 12 months. Unile-ver also staged a three-day “Cleaning Experts Carnival” in the top stores of each retailer during the year. Ultimately, more than 20,000 total product samples were distributed.

SUCCESS MEASURES:■ With successful execution at all 11 customers (and all

253 stores), Unilever got the program into more than half of all local supermarkets in Turkey.

■ Participating stores posted sales growth that was two to three times better than non-participating stores.

■ Almost 50,000 of these special co-packs were sold over the course of the year.

■ Unilever was appointed category captain for bath & kitchen and fabric cleaning at all 11 accounts.Unilever leveraged the success of the “Cleaning Experts”

program to make stronger, sustainable connections with key accounts in an increasingly important retailer chan-nel. After the initial � ight in 2012, an updated version of the campaign ran in 2013 and a third incarnation is being prepared for 2014.

Campaign Name: “Cleaning Experts”Company: UnileverAgency: In-HouseRegion: Middle EastProgram Type: Channel-Specifi c Marketing

WHY IT MATTERS:Fostering collaborative relationships with local supermarket operators helped Unilever fi nd a permanent in-store residence for its full array of home care products.

KEY LESSON:Cross-category solutions let manufacturers provide key retailers with sustainable, behavior-changing programs that grow relationships as well as sales.

GLOBAL PERSPECTIVESon Shopper Marketing

TURKEY: Coming Clean in Supermarkets

This is one of 31 case studies presented in the Path to Purchase Institute’s “Global Perspectives on Shopper Marketing,” which was published in October in conjunction with Coca-Cola, Unilever and Geometry Global. The book will be available on Amazon.com in January.

This is one of 31 case studies presented in the Path to Purchase Institute’s “Global Perspectives on Shopper Marketing,” which was published in October in conjunction with Coca-Cola, Unilever and Geometry Global. The book will be available on Amazon.com in January.

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Untitled-1 1 11/1/13 11:50 AM


SOCIALAmong the head-spinning analytics companies

and exciting new tools I encountered at the Shop-per Marketing Expo in October, one company stood out for its simplicity: Snipp Interactive, Bethesda, Md. The company calls its receipt-based promotion service SnippCheck. There are no special apps to download, and there’s no signing in with Facebook. A user snaps a photo of her receipt, sends the photo via email or text message, and the SnippCheck team validates the entry and delivers a coupon or gift to that email address or phone. Chief operating o� cer John Fauller said the key is that SnippCheck is totally

“white labeled” and focuses on the brand. He said a lot of receipt-based technologies or new rewards tools put the emphasis on driving shoppers to a particular mobile app � rst and then to the brand.

Walmart partnered with Electronic Arts and Unilever on a SnippCheck promotion that had in-store and online ads directing shoppers to buy the “Battle� eld 4” video game and any participating Axe product, submit their receipt and re-

ceive a $10 e-gift card to Walmart. Most programs, however, are not tied to a retailer. For instance, last year, consumers who purchased two boxes of Arm & Hammer baking soda anywhere could re-ceive $10 toward a 1-800-Flowers.com purchase.

San Francisco-based Instacart, an online same-day delivery service for groceries, primarily serves California. But the service just drove into

Dan Ochwat served as an editor of Shopper Marketing for nine years. Send comments and So-Lo-Mo news to [email protected].

SO-LO-MO CentralA roundup of social, local and mobile marketing activity at retail

LOCALThe Ibotta location-based mobile app from Ibotta Inc., Denver,

has added Food Lion to its roster of retailers. Food Lion is the � rst store to link its loyalty card to the app. Ibotta rewards shoppers with cash when they use the pre-shop tool to choose o� ers for a nearby store, buy the items in-store, and then take a picture of the receipt for veri� cation. Users who link their Food Lion MVP Card now verify purchase automatically at checkout, eliminating the need to snap a photo. Ibotta announced the news to me at the Shopper Marketing Expo. In addition, to help drum up activity, Ibotta and Food Lion o� ered shoppers the chance to win a $5,000 “Magical Family Getaway” for registering their loyalty card in the Ibotta app.

Also at the Shopper Marketing Expo, I met a virtual store map player in Canada looking to head to the States. Kitchener, Ontario-based MappedIn currently integrates a virtual store map into a mobile app for the Conestoga Mall in Waterloo, Ontario. The company is also mapping the � agship store of sporting goods chain Sport Chek, which is arming sales sta� with tablets to help navigate shoppers through the 80,000-square-foot store. What I found most interesting was talk of a national food brand in the U.S. integrating “recipe-� nding” into a virtual store layout on a retailer app. For example, if a consumer selected a recipe on the store’s app, each ingredient would be highlighted in its respective aisle and the quickest, turn-by-turn path to those items would be highlighted. A move like this brings way-� nding to life, making it a real shopper solution and a nice way for a brand to integrate into a retailer’s app.

national food brand in the U.S. integrating “recipe-� nding”

be highlighted. A move like this brings way-� nding to life, making it a real shopper solution and a nice way for a brand

“Magical Family Getaway” for registering their loyalty card in the

MOBILESan Jose, Calif.-based GroundCntrl, a � eld-audit tool that

launched in May, prides itself on auditing actionable data in real time. The company builds smartphone apps for its clients, and it’s not a public free-for-all on iTunes. They currently are work-ing with CPG, retail, QSR and banking clients, according to CEO Richard Mandeberg. GroundCntrl can arm a brand’s � eld team with a white-labeled app made to look like it’s from the brand. The company can also deploy its own auditors within 24 hours. The apps are used for market research, in-store execution and retail ops issues. Data is rolled out in real time on a dashboard viewable on the mobile phone or online. Like other audit apps, GroundCntrl has a games feature to reward sta� ers or organize challenges and contests. But maybe the most important features are chat and push alert capabilities that � eld agents can use to communicate in real time. Mandeberg says the apps are designed for brands to do more than enter a store to take pictures and time stamp when a shelf has been checked, for example. It’s designed to help them take immediate action if a price is wrong on-shelf.

San Jose, Calif.-based launched in May, prides itself on auditing actionable data in real 6

...same-day delivery for daily dinner

dilemma.

...personalized weekly deals.

...Ibotta adds Food Lion and

loyalty card.

...virtual store maps.

...simple receipt snaps.

my neck of the woods, Chicago, this fall. I found it very pleasing to use. I logged in over email (as op-posed to Facebook) and could shop from Whole Foods and Dominick’s. (Costco has also now been added, and Trader Joe’s was currently unavailable after having been an option at one time.) The site seems to play nicely into the daily dinner dilem-ma, as opposed to helping with big stock-up trips. You can select recipes on the site, and all of the items are added to your cart. Because there aren’t an overwhelming amount of products available, I found searching to be stress-free. After all, this is a convenience buy. If I want a lot of choice, I’ll shop regularly in-store.

I found Whole Foods nice for fruits, veggies and wine. While scanning Dominick’s, I found a decent amount of national brands, lending to a stock-up style if desired. I loaded up my cart, paid the reasonable delivery fee and had groceries in an hour at my house. I even got a friendly call from my Instacart shopper/delivery person about what wasn’t in stock and how to replace it. I received text and email con� rmations all along the way.

Considering Amazon Fresh and Walmart also of-fer daily delivery, this is a trend I could get used to.

CVS/pharmacy rolled out “myWeekly Ad,” an online savings hub at CVS.com that delivers shop-pers personalized deals based on their shopping history and even the location they shop most. The myWeekly Ad is available to ExtraCare card-holders who register at CVS.com. It’s designed to be a one-stop spot before shopping. Shoppers log in to see recommendations on what to buy and the available ExtraCare deals based on the products they buy most. They can also create a shopping list.

Among the head-spinning analytics companies and exciting new tools I encountered at the Shop-1

San Francisco-based same-day delivery service for groceries, primarily 2

CVS/pharmacyonline savings hub at CVS.com that delivers shop-3

2

1

3

...branded � eld-audit tool.

The Ibotta location-based mobile app from has added Food Lion to its roster of retailers. Food Lion is the � rst 4

Also at the Shopper Marketing Expo, I met a virtual store map player in Canada looking to head to the 5

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Untitled-7 1 7/28/13 1:00 PM

ven as technologies have improved and data providers have proliferated, translating the promise of big data

into shopper marketing success remains a tricky proposition, say experts, who em-phasize that the industry is only in the early stages of being able to harness the data and connect the dots between chan-nels and among partners. For example, according to a recent report from the Grocery Manufacturers Association and Deloitte, most CPGs have not progressed beyond localized analytics and haven’t ful-ly capitalized on their “small” internal and


structured existing data. A report titled “Formula for Growth – Innovation, Big Data & Analytics” also claims that only a handful of CPG � rms have become analyt-ically mature enough to capitalize fully on these new, emerging sources of big data.

A New York AMA/Columbia University survey of 253 corporate marketing deci-sion makers found that the most common kinds of customer data that marketing departments collect or have access to are the most traditional: demographic and transactional. The survey, titled “Market-ing in Transition,” also found that fewer

E

By Sharon Goldman

“Drinking from a � re hose” – 90% of the world’s data was created in just the last two years, according to some estimates – illustrates some of the challenges posed when bringing big data’s promise to CPG marketing.

In collaboration with:

than one in � ve marketing decision-mak-ers said they had access to the kinds of data that’s closest to the individual – cus-tomer mobile phone and/or device data.

That said, however, big data doesn’t an-swer all questions, notes Ravi Dhar, profes-sor of management and marketing and di-rector of the Center for Customer Insights at Yale University. “There is a great poten-tial for optimization and more granular tar-geting,” he says, “but if you don’t have a lens that will guide your decision-making – in terms of customer motivations – you still won’t gain a deep understanding. For example, should I put my healthy chips in the healthy aisle or the chip aisle? That’s not necessarily a ‘data’ question per se.”

An Ever Moving TargetAdding yet another wrinkle, Dhar points out, is the fact that consumers still get all sorts of information from a variety of other

sources and thus remain � rmly in control. “You can target all you want, but consumer behavior will still change,” he says.

Questions also remain about how much data is available and how fresh it is, says Josh Bock, vice president and group part-ner, Decision Sciences, at agency Universal McCann.

“There are limitations in terms of how many households you can reach online and how quickly that data gets updated,” he says. “People change their purchase patterns frequently, especially when you’re dealing with more seasonal-based brands, so you need a stronger feedback loop in-stead of looking at three years’ worth of data.”

Like Dhar, Bock advises marketers to never lose sight of the big picture beyond big data: “The shopper landscape is al-ways evolving in terms of what the con-sumer looks like.”

Even if all limitations somehow magically disappeared, challenges would remain.

“Collaborating with retailers with the right of� ine/online data in a full-circle, customer-centric way can drive the businesses for both.”

Rob Holland, general manager of consumer products, Datalogix

Big Challenges to

Big Data’s Promise: Part 2

“People change their purchase patterns frequently, so you need a strong feedback loop.”

Josh Bock, vice president and group partner, Decision Sciences

About the SponsorDatalogix is the big data company connecting digital advertising to of� ine sales. We build digital audiences using veri� ed of� ine purchase and activity data on more than 110 million house-holds across CPG, retail, automotive, � nance & demographic categories. Our 100% 1:1 of� ine-to-online matching guarantees advertisers the most accu-rate digital audiences. We help leading brands reach audiences of buyers across display, video, mobile and social and measure the of� ine sales lift resulting from digital marketing campaigns.

Some experts assert that the traditional panel-based approach to measurement (above) should be replaced with a continuous cycle (left) of testing and re� nement.

Source: Datalogix

■ For the CPG industry, “big data” is the large data sets gathered through every-thing from store transactions, loyalty cards and social media to geo-tracking mobile devices and Internet search indexes.

■ The term has been so mis- and overused, however, that many analysts dismiss it as more hype than real potential.

■ Nonetheless, three out of four leading CPG companies use it to improve sales decision-making, compared to barely one-in-three lower-performing CPGs.

■ Sites and networks such as Google, Yahoo, Facebook and Twitter have become key to reaching consumers and encouraging them to spend more in the store.

■ Some publishers, notably Facebook, are using retail transaction data from loyalty cards, retail credit cards and other POS data to tie what happens online to what happens in the store.

■ Major marketers, meanwhile, are looking to third-party partners who can pro-vide of� ine purchase data from retail loyalty card programs and other transac-tional data sets to measure back-to-store sales lift and return on investment.

■ It’s not just about sales, however: Some brands also analyze and merge other big data sets, such as social networking data, to gain actionable insights into how consumers perceive their products.

■ Online/of� ine data bridging can help CPG and agency executives answer speci� c questions, such as whether a certain advertisement drove sales due to higher frequency or due to increased penetration, or how to take “light” product or brand loyalists and turn them into “medium” or “heavy” loyalists.

Part 1 Recap:

DECEMBER 2013 SHOPPER MARKETING 27SPECIAL REPORT

Too much high-quality data – the “� re hose” scenario – can create “analysis pa-ralysis,” says Mike Nazzaro, CEO, Nielsen Catalina Solutions, which links the media consumers engage with (TV, mobile, digi-tal, print) with what they buy. “The per-ception is that yet another tool needs to be incorporated into a complex process,” he explains. “As an industry, we need to help marketers navigate all of the choices and prove value.”

Finally, privacy remains a “million-dollar question,” says Bock: “CPGs need to keep their � nger on the pulse of how the indus-try is changing and remain ahead of the curve in terms of privacy issues.”

Fred Leach, head of measurement re-search, development and partnerships at Facebook, agrees: “Privacy issues are go-ing to be the biggest thing over the next 12 months.” Publishers overall will start to be measured by holding themselves to the highest bar when it comes to user privacy, he explains. “We’re going to continue to lead and exceed the standards that are in place.”

The Future in the CPG SpaceBig data is clearly not going away. Recent research by McKinsey & Co. and the Mas-sachusetts Institute of Technology (MIT) shows that companies that inject big data and analytics into their operations outper-form their peers by 5% in productivity and 6% in pro� tability.

“The marketing mindset has been for-ever changed because the innovation of ‘single source’ analytics enables CPG mar-keters and retailers to understand how ad-vertising in� uences retail sales and know how to measure and improve their adver-tising return,” says Nielsen’s Nazzarro.

For CPGs, the future of big data is sim-ply the opportunity to know more, adds Facebook’s Leach. Brands are, after all, the masters of consumer insights. They know their customers well and create products that really resonate with consumers at

scale. “In many cases they just want to know what they can know about their consumers that they don’t know today,” he says.

The relatively recent focus on big data analytics is really just an extension of some-thing that CPGs have always done, says Shyam Venugopal, director, portfolio strate-gy and analytics, Frito-Lay. “We always had the ability, so I wouldn’t say we have come up with something new, but this advent of granular data and related has helped us get to the second degree of granular,” he says. “At the end of the day, dollars are getting constrained, so it’s all about optimizing and continuing to go deeper.”

But CPGs will continue to use big data to go deeper and wider, predicts Universal McCann’s Bock. “They will start to be able to understand not just what people are buying but when, how much, their af� n-ity for other products,” he says. “It will be much more of that basket analysis.” And, as retailers start commoditizing this data, “they will become better at increasing household penetration against the dataset, they will have more information on more houses, and there will be a better connec-tion between online and of� ine.” In addi-tion, CPGs will start to bring in other data to activate against, across screens, includ-ing that pushed by mobile companies.

The biggest change, however, is the transformation of the CPG industry itself that is coming thanks to big data and ana-lytics, says Rob Holland, general manager of consumer products, Datalogix, which collects in-store transactional data across grocery, mass, club and drugstore retail-ers. The company offers access to data on nearly every U.S. household and over $1 trillion in consumer spending. It works with CPGs to reach audiences across more than 50 media partners, including leading publishers and Facebook. “Brands and advertisers spending big dollars are now able to reach consumers directly and per-sonally because of the sheer volume of digital reach and the ability to get � rst-hand feedback from big data,” he says. “That is fundamentally transformational because brands always had to go through a third party. It has the potential, too, to

be incredibly empowering for retailers and manufacturers together.”

Indeed, the New York AMA/Columbia University survey found that one of the

single biggest frustrations of marketing decision-makers was that “we don’t use our data to personalize our marketing communications.”

“If brands can collaborate with retail-ers with the right of� ine/online data in a full-circle, customer-centric way,” Holland continues, it has “enormous power” to drive the businesses for both and make sure the consumer is getting what she wants and needs. “When you see the best digital programs with the best con-sumer responses and great shopper pur-chasing at the store, at the end of the day that’s what makes the retailer/brand rela-tionships work.”

What Key CPG Marketing Questions Can Bridging Of� ine/Online Data Answer?

Do our campaigns really drive in-store sales?(i.e., Is an offer driving share shift or just cannibalization?)

Does creating fans actually increase overall loyalty?(i.e., What is the brand sales lift to these campaigns?)

Are we targeting the right shoppers?(i.e., Who is the best audience for this product, and what is the right frequency?)

Which areas of our website are most effective?(i.e., How can I increase the relevancy of my message?)

Source: Datalogix

“Privacy issues are going to be the biggest thing over the next 12 months.”

Fred Leach, head of measurement research, development and partnerships, Facebook

What Are the Biggest Challenges When Using Big Data in Marketing?

We have too little or no customer/consumer data 29%

Our data is collected too infrequently/isn’t real-time enough 39%

The lack of data-sharing w/in organization thwarts ROI measurement 51%

We can’t link our data together at the level of individual customers 42%

We don’t use our data to personalize marketing communications 45%

Source: NYAMA/Columbia “Marketing in Transition” survey of 253 corporate marketing decision makers, director-level and above.

PLATINUM WINNERS

SHOPPER MARKETING DECEMBER 2013SHOPPER MARKETING EXPO

DOT WINNERS/BEST OF THE TIMES

28

By Erika FlynnCHICAGO — Frank Mayer and Associates Inc., Grafton, Wis., earned top honors in the Path to Purchase Institute’s 2013 Design of the Times competition. The Wii U Interactive Retail Display Program for Nintendo of America was named Best of the Times in October at the Shopper Marketing Expo.

Created to target shoppers at speci� c retail locations, the display carries the same brand architecture in every loca-tion but showcases a variety of experiences depending on the retailer. The interactive features for the display at Toys “R” Us – where the displays use video only – is much dif-ferent than what consumers see at GameStop, for example, where demonstrating the software is critical to shoppers’ purchase decisions, says Heather Garcia, senior manager of retail marketing at Nintendo.

While Nintendo wanted to customize the displays based on its knowledge of each retailer’s shoppers, it also wanted to preserve a visual identity across the entire program

to create a seamless brand experience. “We have our own shopper insights as well as consumer segmentation stud-ies, but we also work very closely with retailers to better understand who their shopper demographic is and ensure that the proposal we’re putting in front of them is right on the money,” says Garcia, who led the design, develop-ment and strategy behind the instal-lation. “When we do consumer studies with a product pre-launch, we take a look at how people are engaging with the product,” she says. Repair and maintenance are also considerations. “Knowing these displays are going to be out there for many years, we need to make sure they’re simple to use and easy to repair and keep up and running.”

The display has interchangeable pieces should Nintendo

Consumer ElectronicsEA SPORTS INTERACTIVE IN-LINE DISPLAY Campaign type: In-Line/Gondola DisplayClient: Electronic Arts, Redwood City, Calif.Entrant: RockTenn Merchandising Displays, Winston-Salem, N.C.Introduction date: August 2012Size of run: 650Insights: The target shopper wants to demo games before purchase. This displays allows him to do so right in the store.JUDGES COMMENTS: “Great use of the interactive option to

attract the shoppers.”“Strong balance of design, communication

and shopper connection.”

Frank Mayer and Associates’ Mike Tolzman, center, accepts the Best of the Times trophy from Natalie Zimny, in-store marketing strategy manager, Target, and Louis Dorado, director, space planning & visual merchandising, Walgreens, during the Design of the Times awards celebration.

want to highlight different or new accessories. The main goal of the display was to get the Wii U console, the game pad and all available accessories into the hands of the consumer. “Whether it’s for Nintendo-exclusive titles or third-party licensed products, we want to make sure we’re showcasing a variety of different experiences for customers that can be found throughout the store,” says Garcia.

Along with tailoring the displays based on space require-ments in each location, Nintendo recognized the need for white space to cut down on the “noise” of the oftentimes busy gaming environment. The goal was to create a very simple, clean experience that consumers could approach, focusing on and engaging with the product itself.

Displays started hitting stores in mid-October 2012, pri-or to the Nov. 18 product launch. Nintendo knew consum-ers needed to try the console, see the software available and educate themselves about the Wii U and its new features. “We understood very clearly that a hands-on experience with the game pad itself would give consumers a good understanding of how this product was different from the Wii console,” Garcia says. “Getting out there earlier than just prior to launch ensured that people had an ability to understand what this product was all about and start do-ing some research and word-of-mouth buzz. Come launch time, they were able to make those purchase decisions.”

The Wii U Interactive Display won the platinum award for the mass merchandisers channel. More than 6,000 units were produced for the launch. AGI In-Store, Forest City, N.C., was a co-entrant with Frank Mayer.

The annual Design of the Times Awards recognize the best in-store marketing activations. The four other 2013 Platinum award winners are featured on the following pages.

Nintendo Display Wins Top Prize Interactive Wii U display named Best of the Times by brand/retail marketer judges

DECEMBER 2013 SHOPPER MARKETING 29

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Supermarket/GroceryNABISCO BRIGHTEN YOUR HOLIDAY TRADITIONSCampaign type: Freestanding, Aisle, Shipper or Pallet Display – TemporaryClient: Mondelez International, East Hanover, N.J.Entrant: Eastwest Marketing Group, New YorkCo-entrant: International Paper, Statesville, N.C.Introduction date: November 2012Size of run: 15,000Insights: While capturing shopper attention was key, lever-aging seasonal insights was also crucial to selling products. Each display featured a text code for the shopper to receive simple holiday recipes directly to her mobile device. JUDGES COMMENTS: “Great stopping power and branding.” “Very festive and captivating with simple messaging.”

SpecialtyTAKE NOTE OF COLOR ENDCAP Campaign type: National/Regional In-Store CampaignClient: 3M, St. Paul, Minn.Entrant: Great Northern Corp., Chippewa Falls, Wis.Co-entrant: Go-East Design, St. Paul, Minn.Introduction date: April 2013Size of run: 950Insights: The endcap features the Post-it brand logo along with notes that seem to pop out of paint cans. Shoppers make the connection between Post-Its and creative communication.JUDGES COMMENTS: “Great use of color to highlight product bene� t.”

Drug StoresAXE APOLLO ASTRONAUT EASEL FLOORSTAND Campaign type: Freestanding, Aisle, Shipper or Pallet Display – TemporaryClient: Unilever, Englewood Cli� s, N.J.Entrant: RockTenn Merchandising Displays, Winston-Salem, N.C.Introduction date: April 2013Size of run: 6,800Insights: The astronaut reminds shoppers of other media tactics (such as the TV commercial) for the new Axe scent. A space camp contest draws him in further and grabs his interest in the product.JUDGES COMMENTS:“Stopping power – good tie-in for the target

– would stand out in drug.”“This is cool and perfect for target consumer.”

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Big on SeasonsManufacturers use large displays to put the spotlight on fall, winter holidays

GladeThe fall season has its own unique odors and scents, ranging from burning leaves to fresh-baked pumpkin pies. SC Johnson tried to capture the feel and the fra-grances of the season with this farmers market/country store pallet display for its Glade Fall Collection. This huge corrugated unit allows shopping from all four sides and carries a neatly organized array of products. The chalkboard e� ect on the header is a nice extra to complete the homey theme. You can almost smell the pies fresh from the oven.

Rayovac, Energizer and DuracellI’m sure the phrase “batteries not included” is perma-nently imprinted on most holiday shoppers’ minds as they set out to load their carts with toys and other items that will need all sorts of batteries. This impossi-ble-to-miss corrugated pallet display combines three top brands (Spectrum Brands’ Rayovac, Energizer Holdings’ Energizer and Procter & Gamble’s Duracell) with pricing prominently noted on each side. Brand egos are set aside for e� cient merchandising of the category at one of the few retailers with enough “clout” to make it happen. Multiply this unit by many more similarly themed variations spread all around the store, and there’s enough Christmas cheer, and sales, to keep everyone smiling into the new year..

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

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Pallet Sign HolderFFR-DSI Inc.’s � oor sign holder for pallets can be used for high-lighting promotions. The holder is composed of metal feet and a red or black polypropylene plastic sign frame. Durable metal brackets clip into slots on the back of the sign frame and can be adjusted. Feet slide underneath pallets, or in be-tween boxes or palleted product. An integrated channel accommo-dates 291⁄8-inch-long by 73⁄4-inch-high graphics.

Cooler Door BinSouthern Imperial’s Visi-Mount Visi-Bin for freezer/cooler doors can be used to cross-merchandise and promote items on the glass doors of refrigerated and freezer cases. The clear construction of the Visi-Mount allows for a clear, unobstructed view of the merchandise. Heavy-duty suction cups are included and allow the Visi-Mount to cling to the glass. It is said to provide a strong hold, even for heavier items like canned beverages. The Visi-Mount features dividers (sold separately) to organize the merchandise.

Indoor and Outdoor KiosksWalls + Forms Inc. produces retail kiosks for wireless and retail cus-tomer service use. Clients can select from standard kiosk designs, or Walls + Forms can design and manufac-ture a kiosk. The retail kiosks come with storage cabinets and feature glass displays, a header sign with post, a corner display/sign base, stor-age counters, a repair counter, a sales counter and a swing gate.

Pop-Up Tent AccessoriesTex Visions introduced two new accessories – decorative curtains and interchangeable banners – to its advertising tent product line. Decorative curtains come in 20 di� erent colors to complement graphics for company branding or product releases at an event. The tent curtains are created from the company’s dyed Multi� ag material. The interchangeable banners are custom printed and are available in four styles: Portrait, Landscape, Square and Valance. Each banner is made with Multi� ag fabric and features hemmed sides � nished with hook-and-loop adhesive.

PRODUCTS

Join us at these 2014 Institute events.p2pi.org

Contact us at (773) 992-4450 for more information.

February 201425-26 | StratConn: Retail & Shopper InsightsRetailers and manufacturers are eager for resources that offer fresh perspectives and insights to better resonate with consumers. At StratConn: Shopper Insights, you’ll have the opportunity to present your solutions to leading executives who are in search of a deeper understanding of shopper psychology and behavior.The Westin O’Hare • Rosemont, IL www.stratconn.org

25-26 | Council on Shopper Insights & Council on Digital Shopper MarketingThe Westin O’Hare • Rosemont, IL

March 201424-26 | Shopper Marketing SummitA paramount industry conference where senior-level experts share knowledge and best practices to help brands and retailers achieve new peaks of success along the path to purchase.Renaissance Schaumburg Convention Center Hotel • Schaumburg, IL www.shoppersummit.com

25 | Shopper Marketing Effie AwardsProduced in partnership with Effie Worldwide and held in conjunction with the Shopper Marketing Summit, the Effies honor outstanding strategic shopper marketing campaigns that engage the shopper and guide his or her purchase process.Renaissance Schaumburg Convention Center Hotel • Schaumburg, IL www.effie.org

25 | Hall of Fame InductionAn induction ceremony held in conjunction with the Shopper Marketing Summit honoring the shopper marketing industry’s best and brightest.Renaissance Schaumburg Convention Center Hotel • Schaumburg, IL www.shoppersummit.com

April 20148-9 | Council on Shopper InsightsChicago, IL

May 201413-14 | StratConn: Digital Shopper MarketingStratConn will match providers of digital shopper marketing services with qualified teams of executives from leading manufacturers, agencies and retailers who are in search of digital solutions and platforms that drive shopper impact and activation. This event focuses on connecting buyers with sellers of tools and strategies for mobile marketing, social engagement, sampling, couponing and digital media.The Westin O’Hare • Rosemont, IL www.stratconn.org

13-14 | Council on Digital Shopper MarketingThe Westin O’Hare • Rosemont, IL

June 201417-18 | League of Leaders Spring MeetingThe Westin O’Hare • Rosemont, IL

August 201426-27 | Council on Shopper Insights & Council on Digital Shopper MarketingChicago, IL

October 201421-23 | Shopper Marketing ExpoA three-day event filled with symposiums, seminars, exhibits and awards dedicated to integrating the wide variety of solutions, tools and expertise needed to influence decision-making along the entire path to purchase. Minneapolis Convention Center • Minneapolis, MN www.shoppermarketexpo.com

22 | Design of the Times The leading industry awards competition and ceremony held in conjunction with the Shopper Marketing Expo that celebrates the most inspiring and creative in-store activation tactics, displays and campaigns.Minneapolis Convention Center • Minneapolis, MN www.dot-awards.com

22 | Council on Shopper Insights & Council on Digital Shopper MarketingMinneapolis, MN

December 20149-10 | League of Leaders Fall/Winter MeetingThe Westin O’Hare • Rosemont, IL

Throughout 2014I-SeminarsIndustry webinar presentations. See the website for topics and schedules. www.p2pi.org/iseminars

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...pallet signage. ...cooler add-ons.

...kiosk designs.

...tent curtains and banners.

DECEMBER 2013 SHOPPER MARKETING PERSONNEL APPOINTMENTS 33

Executive Recruiting for Shopper Marketing & P-O-P

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For further information contactMcMenimen & Associates, Inc.

Mike [email protected] • www.TalentPOP.com

262-377-9979

On the Brand & Agency side, we conduct searches for

For P-O-P providers, we typically conduct searches for

Freelance Designers

• Consumer / Shopper Insights Managers• Creative Directors and Designers• Visual Merchandising Managers• Buyers• Category Managers• Marketing Directors and more...

• Executive Managers• Sales Represenatives / Account Managers• Production & Project Managers• Creative Directors / Designers and more...

We offer a network of experienced freelance designers for in-store projects

• 3D renderings• Prototypes• Engineered drawings

BRAND MARKETERSCampbell Soup Co., Camden, N.J.Umit Subasi was named president, Asia Pacific, to oversee Australian, Southeast Asian and Pacific operations.

Central Garden and Pet, Walnut Creek, Calif.Kimberly Miller was named customer marketing manager for the Home Depot account.

Del Monte Foods, San FranciscoJennifer Reiner joined the company as director of shopper marketing & activation for the consumer products division.

Heineken, White Plains, N.Y.Dirk de Vos joined the company as SVP of commercial marketing, a new position. De Vos joins Heineken from Diageo, where he was VP of commercial planning and activation.

Medline Industries, Mundelein, Ill.Mark Scott joined the Curad manufacturer as VP of retail brands. Scott previously worked for Acosta and Kimberly-Clark. He is a Shopper Marketing Hall of Fame member.

MusclePharm Corp., DenverFormer GlaxoSmithKline and Campbell’s exec Sydney Rollock joined MusclePharm as chief marketing officer.

WellPet, Tewksbury, Mass.The natural pet foods manufacturer named Camelle Kent VP of marketing.

Under Armour, BaltimoreKip Fulks added president of product to his current responsibilities as COO. Henry Stafford is now president of North American operations. Susie McCabe joined the company as senior VP, global retail, moving from Ralph Lauren Corp. Jason LaRose joined the company as senior VP, global e-commerce. He came from clothing retailer Express.

RETAILERSBevMo!, San FranciscoFormer Safeway senior VP Douglas J. Ratto joined the alcoholic beverage retailer as executive VP, chief merchant.

Big Lots, Columbus, OhioThe retailer appointed Andrew Stein senior VP, chief customer officer.

The Kroger Co., CincinnatiMichael L. Ellis was named president and chief operating officer.

Loblaw Cos., Brampton, OntarioMark Butler was named executive VP of integration.

RadioShack Corp., Fort Worth, TexasFormer JCPenney executive Paul Rutenis joined the retailer as senior VP, chief merchandising officer. Former Under Armour and JCPenney executive Janet Fox joined the company as senior vice president of global sourcing.

Safeway, Pleasanton, Calif.The retailer named Keith Colbourn senior VP, loyalty and analytics. Colbourn joined Safeway in 2011 as group VP, loyalty marketing, and will now oversee the company’s loyalty marketing programs and customer analytics.

Sephora, New YorkFormer Sears Canada CEO Calvin McDonald was named president and CEO of Sephora Americas.

Toys “R” Us, Wayne, N.J.Antonio Urcelay was named chief executive officer. He had been interim CEO since May 2013. Hank Mullany was named president, Toys“R”Us, U.S.

SOLUTION PROVIDERSAvid Marketing Group, Rocky Hill, Conn.Lindsay Kreho joined the company as project manager, and Barbara Caruso as assistant project manager.

C+R Research, ChicagoTerrie Wendricks joined the firm as VP of the shopper insights division, ShopperEyes. Wendricks most recently worked for Hillshire Brands as VP of consumer insights, and has held positions at Sara Lee, Kraft Foods and H.J. Heinz.

Chute Gerdeman, Columbus, OhioRolfe Swinton joined the firm as CEO. Swinton is the founder of mobile technology firm Lumi Mobile.

Crossmark, Plano, TexasJanet Carter-Smith joined the firm as VP, business development. She previously worked at GlaxoSmithKline as VP, corporate development.

DCI Artform, MilwaukeeThe firm hired Bill Jacoby as senior 3-D modeler and animation artist. John Minnec was named chief marketing officer. Former Kimberly-Clark executive Karin Peterson was

named director of consumer insights. Former Roundy’s employee Robin Shea was named senior marketing manager. Kate Bronars is now consumer insights manager. Dominic Pellitteri and Sonya Ruminski were named associate marketing managers.

GlobalHue, DetroitThe integrated marketing agency hired Tracey Jennings as SVP, group account director.

HFA, Akron, OhioThe agency hired new team members: Tracy McCutcheon, executive creative director; Jonas Fortenberry, senior account manager; Dawn Burdecki, integrated media specialist; Angela Dublikar, account manager; Alyssa Trowbridge, project coordinator; Caitlin Kelley, research coordinator; and Jude Anderson, project coordinator.

Momentum, New YorkLaura Moser joined the firm as SVP/shopper marketing practice lead. She has worked for G2 as executive director, shopper marketing. Elena Klau was promoted to SVP/director of strategy & insights.

Pennant Strings

Flying Banners

Silk-Screen, Inkjet, Direct Textile& Dye Sublimation Printing

Banners, Flags, Pennant StringsWindow Decals / GraphicsFabric Banners for Outdoor

Drum Covers Retractable BannerAward Banners, Instore Fabric Banners

Retractable Banners

Origin LLC, Burbank, Calif.David Schwartz was hired as senior account executive. Matt Weston becomes manager, new business development. Dean Struck becomes manager, permanent display group.

SPC Retail Display Group, Chino, Calif.The firm hired Manny Mulas as account executive for the East Coast.

Starmount, AustinJeff Hernandez was named general manager, Europe, to manage expansion into the U.K.

Theory House, Charlotte, N.C.The agency hired Jordan Stevens as a designer.

Please send information regarding personnel appointments to: Anne Downes, Shopper Marketing, 8550 W. Bryn Mawr, Ste. 200,

Chicago, IL 60631 or email: [email protected]

Mulas

Stevens Wendricks

de Vos

Scott

Minnec Peterson

Shea

Carter-Smith

Schwartz Weston

Moser


A Marketing Plan for the HeartlandDollar General’s shoppers like country music, auto racing as much as low prices

INSTITUTE STRATEGIST

By Samantha Nelson/Institute StaffIt wouldn’t be true to say that all of Dollar General’s collaborative marketing pro-grams involve either a NASCAR sponsor-ship or a country music tie-in. But that statement wouldn’t be too far from the truth.

In fact, add education advocacy to the list and you’ve covered a pretty sizable chunk of the dollar store chain’s thematic marketing strategy. Part of the praise that Dollar General earns from vendors about knowing its shoppers (see page 18), in fact, stems from its identi� cation of these themes as behavior-changing purchase triggers.

The following examples were selected from an ongoing array on the Path to Pur-chase Institute’s website:

Painting NASCAR Pink: For the third straight year, the retailer made its spon-sorship of the “Dollar General 300” NAS-CAR race in October the centerpiece of its annual “Breast Cancer Awareness Month” campaign.

This year’s event again kicked off with a parade of roughly 300 breast cancer sur-vivors. On Oct. 1, a group of roughly 100 survivors helped Dollar General-spon-sored drivers Matt Kenseth, Brian Vickers and Elliott Sadler – all of Joe Gibbs Rac-ing – repaint the Charlotte (N.C.) Motor Speedway’s pit wall and � nish line pink. The retailer used the event to present a $50,000 donation to nonpro� t Susan G. Komen for the Cure and � lm a video for its YouTube channel.

The pink motif was employed during the race on driver suits, the paint schemes of multiple racecars, and the winner’s tro-phy.

Editorial Index Companies named in the editorial columns of this issue are listed below.3M . . . . . . . . . . . . . . . . . . . . . . . . . . . 29AGI In-Store . . . . . . . . . . . . . . . . . . . 28American Sweepstakes & Promotion

Co. . . . . . . . . . . . . . . . . . . . . . . . . . 34Anheuser Busch. . . . . . . . . . . . . . . . 16Arc Worldwide. . . . . . . . . . . . . . . . . . 8Capre Group, The. . . . . . . . . . . . . . . . 8Cargill . . . . . . . . . . . . . . . . . . . . . . . . . 1Catapult . . . . . . . . . . . . . . . . . . . . . . 18Chobani. . . . . . . . . . . . . . . . . . . . . . . . 6Church & Dwight. . . . . . . . . . . . . . . 34Clorox . . . . . . . . . . . . . . . . . . . . . . 6, 34Coca-Cola . . . . . . . . . 1, 10, 14, 22, 34Competitrack . . . . . . . . . . . . . . . . . . . 6

ConAgra Foods. . . . . . . . . . . . . . . . . 18Corr Design. . . . . . . . . . . . . . . . . . . . 10Coupons.com . . . . . . . . . . . . . . . . . . . 1Creature . . . . . . . . . . . . . . . . . . . . . . . 8Crossmark. . . . . . . . . . . . . . . . . . . . . . 6CVS/pharmacy . . . . . . . . . . . . . . . . . 24Datalogix . . . . . . . . . . . . . . . . . . . . . 26Decision Sciences . . . . . . . . . . . . . . 26Del Monte. . . . . . . . . . . . . . . . . . . . . 16Deloitte. . . . . . . . . . . . . . . . . . . . . . . 26Discovery Communications . . . . . . . 1Dollar General . . . . . . . . . . . .6, 18, 34Dunnhumby . . . . . . . . . . . . . . . . . . . . 6Eastwest Marketing Group . . . . . . 29

Electronic Arts . . . . . . . . . . . . . . . . . 28Energizer Holdings . . . . . . . . . . 30, 34ePrize . . . . . . . . . . . . . . . . . . . . . . . . 34Evolution Bureau. . . . . . . . . . . . . . . 10Facebook. . . . . . . . . . . . . . . . . . . . . . 27Family Dollar . . . . . . . . . . . . . . . . . . 10FFR-DSI . . . . . . . . . . . . . . . . . . . . . . . 32Food Lion . . . . . . . . . . . . . . . . . . . . . . 6Frank Mayer & Associates . . . . . . . 28Frito-Lay . . . . . . . . . . . . . . . . . . . . . . 27Geometry Global . . . . . . . . . . . . 20, 22Georgia-Pacific . . . . . . . . . . . . . . . . . 6GNC Holdings . . . . . . . . . . . . . . . . . . . 6Go-East Design . . . . . . . . . . . . . . . . 29

Great Northern Consumer Packaging & Display . . . . . . . . . 29

Grocery Manufacturers Association . . . . . . . . . . . . . . . . . 26

GroundCntrl . . . . . . . . . . . . . . . . . . . 24Hasbro. . . . . . . . . . . . . . . . . . . . . . . . . 6Henkel Corp.. . . . . . . . . . . . . . . . . . . 34Henschel Steinau. . . . . . . . . . . . . . . . 6Hershey Co. . . . . . . . . . . . . . . . . . . . 34Hillshire. . . . . . . . . . . . . . . . . . . . . . . 12Ibotta . . . . . . . . . . . . . . . . . . . . . . . . 24IN Marketing Services . . . . . . . . . . . 8Instacart . . . . . . . . . . . . . . . . . . . . . . 24International Paper. . . . . . . . . . . . . 29

IRI . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Johnson & Johnson. . . . . . . . . . . 1, 34Kantar Retail . . . . . . . . . . . . . . . . . . 20Kellogg Co. . . . . . . . . . . . . . . . . . . . . 34Kimberly-Clark . . . . . . . . . . . . . . 6, 18Kraft Foods Group. . . . . . . . . . . . . . 34MappedIn . . . . . . . . . . . . . . . . . . . . . 24Market Track . . . . . . . . . . . . . . . . . . . 6Mars Advertising. . . . . . . . . . . . . . 6, 8Mars Petcare . . . . . . . . . . . . . . . 18, 34McKinsey & Co. . . . . . . . . . . . . . . . . 27Meyer Corp. . . . . . . . . . . . . . . . . . . . . 1Michaels . . . . . . . . . . . . . . . . . . . . . . . 1MIT. . . . . . . . . . . . . . . . . . . . . . . . . . . 27Mondelez International . . . . . . 10, 29

NASCAR. . . . . . . . . . . . . . . . . . . . 18, 34Nestlé . . . . . . . . . . . . . . . . . . . . . . . . 34Nielsen Catalina Solutions. . . . . . . 27Nintendo of America . . . . . . . . . . . 28Nomadic Agency . . . . . . . . . . . . . . . . 6OfficeMax . . . . . . . . . . . . . . . . . . . . . . 8Parham Santana . . . . . . . . . . . . . . . . 6PepsiCo . . . . . . . . . . . . . . . . . . . . . . . 18Periscope . . . . . . . . . . . . . . . . . . . . . . 8Private Label Manufacturers

Association . . . . . . . . . . . . . . . . . . 4Procter & Gamble . . . . . .6, 15, 30, 34PromoWorks . . . . . . . . . . . . . . . . . . . 6RockTenn Merchandising

Displays . . . . . . . . . . . . . . . . . 28, 29

More info at

In the week before the race, Dollar General promised online shoppers 10% off purchases of products from its DG Baby private label and the 30 brands that co-sponsor Joe Gibbs Racing’s No. 20 car, which include Kellogg Co.’s Frosted Flakes, Procter & Gamble’s Bounty, Johnson & Johnson’s Band-Aid, Her-shey Co.’s Reese’s, Church & Dwight Co.’s Xtra and the flagship brands of Energizer Holdings and Clorox Co. A home page carousel ad on DollarGeneral.com, an Oct. 7 Facebook update and an ad in an Oct. 11 email all linked to an e-commerce page showcasing products from those and other partnering brands.

Pet-Friendly Honky Tonk: Mars Pet-care’s Pedigree stayed prominent in its

category in late summer by providing an exclusive sweepstakes that awarded a trip to the 2013 “Country Music Association Awards” on Nov. 6 in Nashville, Tenn.

Running Aug. 19 through Sept. 22, the sweeps re-quired shoppers to enter codes printed on checkout receipts with purchase of qualifying Pedigree prod-ucts to a promotional web-

site run by the manufacturer. The � rst

100 entrants each day received $10 worth of Pedigree coupons; all entrants earned a free MP3 from the retailer’s own Dol-larGeneralmusic.com download service.

An Aug. 25 Facebook update and dis-play ads running throughout Dollar-General.com supported the program, which followed a similar promotion – same mechanics, larger prize pool – con-ducted by the partners in 2012.

Learning Quest: At exactly the same time, Henkel Corp. teamed with Dollar General on an exclusive “Celebrate Read-ing” sweeps that doled out e-readers to 30 grand-prize winners, along with store gift cards of $25 and $50 to 150 other en-trants. QR codes on in-store signs linked to a mobile version of the sweeps’ dedicat-ed website. American Sweepstakes & Promotion Co., Rochester, N.Y., handled the sweeps. A supporting co-equity FSI touted Henkel’s $25,000 donation to the Dollar General Literacy Foundation while directing consumers to Dollar-General.com to � nd more coupons.

Music to Drive To: Coca-Cola Co. helped Dollar General combine its two favorite tie-ins last spring through an exclusive “Country, Cars & Cookin’” sweepstakes that awarded two trips to meet Dierks Bentley at one of the country singer’s con-certs as the grand prizes and a pair of trips to the Dollar General 300 Powered by Coca-Cola (a different race than the aforementioned October event) in Joliet, Ill., as � rst prizes.

Running April 22 through July 21 on a promotional website (operated by Pleasant

SC Johnson . . . . . . . . . . . . . . . . . . . . 30Safeway . . . . . . . . . . . . . . . . . . . . . . . 1Sesame Workshop . . . . . . . . . . . . . . 6Snipp Interactive. . . . . . . . . . . . . . . 24Southern Imperial. . . . . . . . . . . 10, 32Spectrum Brands. . . . . . . . . . . . . . . 30Sun Products . . . . . . . . . . . . . . . . . . . 6Tex Visions . . . . . . . . . . . . . . . . . . . . 32Triad Retail Media . . . . . . . . . . . . . . 34Unilever. . . . . . . . . . . . . . . . . . . . 22, 29Universal McCann . . . . . . . . . . . . 8, 26Walls + Forms . . . . . . . . . . . . . . . . . 32Walmart . . . . . . . . . . . . . . . . . . . . 1, 14Yale University. . . . . . . . . . . . . . . . . 26

p2pi.org

Ridge, Mich.-based ePrize), the sweeps re-quired shoppers to enter codes printed on receipts with purchase of qualifying SKUs from various Coke beverage brands. In the month of June, purchases of speci� c brands from two of Coke’s regular mar-keting partners – Kraft Foods Group’s Planters and Nestlé – also earned codes.

A corresponding instant-win game awarded $50 gas and store cards to 100 entrants apiece. In stores, standees tout-

ed the sweeps while shelf tags identi� ed the qualifying prod-ucts.

Facebook updates and dis-play ads running on Dollar-General.com linked to a brand showcase (from Triad Retail Media, Tampa, Fla.) that pro-moted the sweeps alongside the retailer’s “Easy Meals” program, which provided “Recipes for Summer” spotlighting Coke or Nestlé products. The showcase also directed visitors to stores

to � nd a coupon for $3 off the purchase of $10 in Coke product valid from May 28 through June 24.

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