Shopper Marketing Magazine Nov \'12

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p2pi.org

Vol. 25, No. 11 • November 2012 / An Official News Publication of the

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On Site. Insight.

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See page 11.

p2pi.orgVol. 25, No. 11 • November 2012 / An Official News Publication of the

2013 Hall of Fame NominationsShopper Marketing and the Path to Purchase Institute are cur-rently accepting 2013 Hall of Fame nominations. Initiated in 1994, the Hall of Fame honors three consumer product mar-keting and retailing executives each year for their achievements in-store. To submit a retail or brand executive for consider-ation, complete the nomina-tion form at P2PI.org/hof by the end of November. Questions? Contact editorial director Bill Schober at [email protected] or (847) 675-7400, ext. 132.

See McCormick, Page 14

Retail ReinventionPart 2 of our series focuses on the key barriers that plague and impede collaborative efforts.

Page 24

Feature: Retail CalendarsHow they’re evolving — Page 7

Pullout wall chart — Page 7

Institute Strategist — Page 42

Pitbull Visits Walmart Sheets contest goes viral, ‘exiling’ the musician to store in AlaskaBy Joe BushNew York — PureBrands LLC collaborated with Walmart on a social media-focused campaign in the summer of 2012 that certainly delivered results, although not necessarily the intended ones.

The campaign for Sheets dissolvable energy strips put the spotlight on rapper Pitbull, one of several celebrity co-founders of PureBrands. The partners chal-lenged Facebook users and Walmart shoppers to get Pitbull to visit their local Walmart by totaling the most “Likes” through the “My Local Walmart” Facebook applet. Walmart had sought to boost its local stores’ Facebook presence as well as improve its connection to Hispanics, according to Erik Rosenstrauch, chief execu-tive officer for campaign creator Fuel Partnerships, Boca Raton, Fla.

Yet because the contest relied on social media, it was vulnerable to Internet pranksters who were not Pitbull fans. An #ExilePitbull effort to hijack the contest and send him to a remote store on Kodiak Island off the coast of Alaska quickly spread on Twitter. The effort racked up more than 70,000 likes for the store dur-ing the promotion – much more than the reported maximum of 1,500 for other stores – and succeeded in its goal. Pitbull gladly went at the end of July, and the promotion attracted much more media attention than anyone could have foreseen.

The extra attention was a mixed blessing, says Andy Settler, Sheets vice presi-dent of sales and general manager. “What became the publicity was the prank,

McCormick Feeds Consumers Targeted AdsSpice brand says it pays to reach shoppers early on the path to purchaseBy Dan OchwatSparkS, Md. — No naked chicken. It’s the McCormick & Co. mantra, because retail shoppers in a rush will always buy their chicken and potatoes but sometimes forget the flavoring, says Andrew Foust, digital busi-ness development manager.

Online, however, McCormick has found a shopper more open to planning meals and searching for new recipes. “The digital consumer actually spends, on ag-gregate in a year, 20% more on flavor,” Foust says. “If you look at an e-commerce buyer, they spend upward of 70% more. So we know these types of buyers are high-value consumers, and that’s why we look to invest in digital.”

Working with ShopRite, Kroger and Winn-Dixie, McCormick is running a geo-targeted, online ad solu-tion to help drive the more receptive digital consum-er to the store. Called “Lightbox,” the ad solution was

ADvertisement

See Sheets, Page 15

Comings and Goingsnoteworthy personnel news in the shopper marketing community:n april Carlisle, formerly leader of

Procter & Gamble’s shopper mar-keting Center of excellence, has left P&G for Arc Worldwide, the market-ing arm of Leo Burnett. Her title at Arc is senior vice president, custom-er marketing strategy director.

n Lisa Klauser, a 2012 Shopper Mar-keting/Path to Purchase institute Hall of Fame inductee, has left Uni-lever, where she was vice president of consumer & customer solutions. she is now president, consumer & shopper marketing, at integrated marketing services, a division of Advantage sales and marketing.

n Jocelyn Wong, formerly group vice president, shopper market-ing, at safeway, has moved to Fam-ily Dollar, where she is senior vice president, chief marketing officer.

n Margarita Rossi has left Johnson & Johnson, where she was senior director, global shopper marketing.

n Catherine Lindner has left Wal-greens, where she was vice presi-dent, retail marketing.

See Page 16

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Editorial Director Bill Schober (ext. 132)

Executive Editor Tim Binder (ext. 149)

Managing Editor Anne Downes (ext. 160)

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

Contributing Editors Peter Breen, Rob Mahoney, Patrycja Malinowska, Esther Han, Samantha Nelson, Kimberly Elsham

Contributing Writers Dan Alaimo, Michael Applebaum, Aaron Baar, Joe Bush, Emily Chen-Bendle, Liz Crawford, Ed Finkel, Erika Flynn, Deborah Garbato, Sharon Goldman, Laura Heller, Dawn Klingensmith, April Miller, Dan Ochwat, Lorna Pappas, Al Urbanski

Managing Director – Platforms & Publishing Chuck Bolkcom (847) 675-7400, ext. 118; [email protected]

ADVERTISING SALESJay Gould, (847) 675-7400, ext. 115; [email protected] Serving: AK, AR, AZ, CA, CO, HI, IA, ID, KS, MN, MO, MT, ND, NE, NM, NV, OK, OR, SD, TX, UT, WA, WI, WY

Rob Hanson, (847) 675-7400, ext. 116 ; [email protected] Serving: CT, DE, MA, MD, ME, NC, NH, NJ, NY, PA, RI, VA, VT, WV

Rich Zelvin, (847) 675-7400, ext. 117; [email protected]: AL, FL, GA, IL, IN, KY, LA, MI, MS, OH, SC, TN, Canada, International

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, 7400 Skokie Blvd., Skokie, IL 60077-3339. Periodicals Postage Paid at Skokie, IL and at additional mailing offices.

PostMAstER: Send address changes to Shopper Marketing, P.O. Box 1763, Lowell, MA 01853-1763. Entire contents copyright © 2012 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]

CHANGE oF ADDREss and other circulation correspondence should be mailed to: Shopper Marketing, P.O. Box 1763, Lowell, MA 01853-1763, or call (847) 675-7400, ext. 165 for customer service. (Include your address label with all correspondence.)

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

ARtICLE REPRINts & E-PRINts: Contact Scott Easton at (770) 888-8301 or [email protected].

NotICE: The 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 officer Peter W. Hoyt (ext. 121)

Managing Director – Chief operating & Financial officer Chris Stark (ext. 197)

Managing Director – Member services & Events Maureen Macke (ext. 127)

Managing Director – strategy & Development Steve Frenda (ext. 178)

Managing Director – Content & Editorial Bill Schober (ext. 132)

PRoDucTIoN Director – Production Ed Ward (ext. 144)

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

MARkEtING Director – Marketing & Communications Michele Weston-Rowe (ext. 123)

senior Marketing & Communications Associate Julie Andrusyk (ext. 162)

Marketing Analyst Meggie Smolen (ext. 165)

Art Director Stephanie Beling (ext. 134)

oPERATIoNSDirector – Finance & Accounting Mike Bernal (ext. 135)

Manager – H.R./office services Jeanine Caughlin (ext. 104)

senior Coordinator – Administrative services Ann Estey (ext. 173)

staff Accountant Sajan Kuriakose (ext. 133)

INfoRmATIoN TEchNoLoGy Director – Information technology Jack Dare (ext. 172)

mEmbER DEVELoPmENT & SERVIcESManaging Director – strategic Product Development Chuck Billups (ext. 176)

Director – New Business Development Scott Taylor (203-505-0532)

Marketing Analyst Carol Schiro (ext. 154)

senior Coordinator – Member services Cindy Hahn (ext. 164)

EVENTS & EDucATIoNManager – Events Peggy Milbrandt (ext. 141)

sales Manager – Events Scott Easton (ext. 119)

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

P2PI.oRG Managing Director – Content Peter Breen (203-852-8912)

Associate Director – Content Rob Mahoney (ext. 113)

Managing Editor – Content Patrycja Malinowska (ext. 142)

Associate Editor – Content Esther Han (ext. 145)

Associate Editor – Content Samantha Nelson (ext. 146)

Associate Editor – Content Kimberly Elsham (ext. 140)

PoPDESIGN.comManaging Director – Platforms & Publishing Chuck Bolkcom (ext. 118)

Dir. – Market Development & sales Jay Gould (ext. 115)

Dir. – Market Development & sales Rob Hanson (ext. 116)

Dir. – Market Development & sales Rich Zelvin (ext. 117)

p2pi.org

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

8 Jockeying for PositionJockey International set out to redefine the Jockey brand with the launch of a premium underwear line at Target.

8 Solution Provider News

10 A ‘Most Interesting’ CampaignSix years after its debut as a regional effort, “The Most Interesting Man in the World” campaign is still going strong for Dos Equis.

11 Mars Explores With V-StoreMars Chocolate North America is using 3-D computer renderings to simulate the shopping experience and conduct virtual testing.

12 Bringing Data to DigitalKimberly-Clark is measuring the effect of print-at-home digital coupon campaigns by using an analytics platform from RevTrax.

28 So-Lo-MoA roundup of social, local and mobile marketing activity at retail from:•Walgreens•Twitter•IdelleLabs’Brut•RedPepperLab•SwirlNetworks•OzmottandMCSports•ChampsSports•Shoparoo•Endorse•Giftly

7 Retail CalendarsRetailers are using shopper insights to refine their promotional calendars, going beyond seasonal efforts. And, the editors of Shopper Marketing and the Path to Purchase Institute present a “Retailer Promotion Guide” insert that details the monthly activity for 10 major retailers.

16 People to WatchWe profile up-and-comers at Clorox, Walgreens, Procter & Gamble, Mead Johnson, Wilton Brands, Kimberly-Clark and Campbell Soup.

24 The Path to Retail Reinvention, Part 2This four-part series underwritten by RTC continues with a look at the key barriers that plague and impede collaborative efforts.

SPECIAL REPORTS

The “Man” goes to the store, Page 10

30 Gallery: Design of the TimesA sampling of the gold winners in the Path to Purchase Institute’s annual Design of the Times competition. The winners were announced at the Shopper Marketing Expo in October.

34 Feature: Procter & GambleGlobal brand building officer Marc Pritchard shares details of P&G’s strategy for the London Olympics, the company’s “largest and most ambitious marketing campaign” ever.

38 Ricci at RetailJoe showcases effective displays for toothpaste, gum and antacid:•Concannon•VitaCoco•Staples

39 Products: Popdesign.com

40 Personnel Appointments

42 Institute StrategistA month-by-month rundown of some noteworthy and unique seasonal programs developed by retailers.

London goes global, Page 34

contents

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6 Shopper Marketing november 2012

editorial

When I started out in this business in the 1980s, you still saw manual typewriters in editorial offices and

newsrooms. A lot of older writers and editors resisted the transition to word processors by placing their Remington and Smith Corona typewriters in front of their brand new (and unplugged) computer monitors. Some were Korean War vets, and they resurrected an old army joke by calling themselves “Rem-ington Rangers.” They would bully the I.T. department (usually just one overwhelmed kid back then) into not noticing and make the junior editors figure out workarounds.

They were interesting guys, full of colorful stories and a major pain in the tuckus. I saw no charm in the cliché of the crusty old Lud-dite back then, and I still don’t now. I’ve got more gadgets than I know what to do with and a crate full of broken monitors, antique Palm Pilots and umpteen HDMI plugs.

Lately, though, technology “news” has be-come so hyperbolic that it’s becoming tech-noise. I worry when I meet people who say they (a.) stood in line to buy an iPhone; (b.) used real money to buy digital tractors for their digital farms; (c.) have 1,000 Twitter followers they think are real; or (d.) don’t be-lieve that “sponsored stories” on Facebook are advertisements. Are we all early adopters or just suckers? And should I start worrying or hoping that Zynga/Groupon/Facebook/etc. is or isn’t in my 401(k)? Then my head explodes.

This magazine is avidly pro-So-Lo-Mo. I

Bright, Shiny & Annoying

AcostA MArketing group – AMg• Lauren de Simone, SVP,

Strategy• Mark Scott, EVP,

Marketing Service Operations

Anheuser-Busch• Patrick Arminio, Shopper

Insights Manager• Tom Prestridge, Director,

Shopper Insight

Arc WorldWide• Nick Jones, EVP,

Retail Practice Lead• Marie Roche, VP,

Business Development

BroWn-ForMAn corp.• Christa Bryant, Director,

Channel and Customer Marketing• Bob Krall, VP,

Channel Sales Director – Casual Dining

cAMpBell soup/ pepperidge FArM• Mimi Dixon, Senior

Group Manager, Integrated Shopper Marketing• Ted Kantor, VP, Shopper

Insights & Marketing Solutions• Chris McGown,

Senior Group Manager, Integrated Shopper Marketing

cApre group• Anne Chambers, CEO• Patrick Fitzmaurice,

Principal

cAtApultrpM• Peter Cloutier, President• Joe Robinson, President,

RPM Connect

church & dWight• Dan Bracken, Director,

Marketing Services

clorox co.• Sara Gilbert Leonard,

Director, RCM, Walmart• Colleen Schweichler,

Director, Shopper Marketing• Chris Vickers Tucker,

Director, Sales, Shopper Engagement

cocA-colA co.• Elaine Bowers-Coventry,

Group Director, Applied Retail Planning, Shopper Development• Nancy Gibson, Group

Director, Applied Retail Planning, Shopper Development• Michael S. La Kier,

Group Director, Shopper Marketing Strategy & Capability

colgAte-pAlMolive• Bill Bean, WW Director,

Global Shopper Insights & Trade Research• Barry Roberts, Director,

Retail Shopper Solutions

conAgrA Foods• Tim Miller, Senior Director,

Shopper Insights• Rachael Norton, VP,

Shopper Marketing

crossMArk• Joe Crafton, President• Wayne Luciano, VP,

Marketing

dAtAlogix inc.• Rob Holland, GM, CPG• Laurie Weisberg, VP,

Direct Sales

greAt northern consuMer pAckAging & displAy• Patrick Graf, VP, Sales

Development• Mike Schliesmann, SVP,

Business Unit Manager

henkel north AMericA• Henry Hendrix, Director,

Shopper Marketing & In-Store Merchandising• Wendy Warus, VP of

Sales, Winning In Store

hershey co.• Michael Depanfilis, VP,

Shopper Marketing

insigniA systeMs inc.• Alan Jones, SVP, CPG &

Retail Sales• Jennifer Propsom, VP,

Strategic Marketing

integer group• Frank Maher, COO/Group

President (Midwest)• Mike Sweeney, CEO

integrAted MArketing services• Valerie Bernstein, VP,

Client Services• Allison Welker, EVP,

Client Services

Johnson & Johnson sAles And logistics co.• John King, Director

Specialty/Alternative Channels

JWt/ogilvyAction• Scott McCallum,

President, Shopper Marketing, North America

kellogg co.• Daniel Cooke, Director,

Digital Shopper Marketing

kendAl king group• Adam Herbig, Director,

Environments, Exhibits & Events• Landon Nobles, COO

kiMBerly-clArk• Anne Jenkins, Corporate

Strategy/Shopper Marketing Lead• Anne M. Jones, VP,

Shopper Marketing & Business Development

krAFt Foods gloBAl inc.• Sue Carey Coyle,

Director of Customer Marketing

lg electronics• Carl Brown, Director,

Trade Marketing• Rachel Olson, In-Store

Marketing Manager• David VanderWaal,

Director, In-Store Marketing, Home Appliances & Entertainment

MArs Advertising inc.• Fern Grant, SVP, Strategic

Planning• Rob Rivenburgh, COO

MAxpoint interActive• Adam Fine, Senior

Director of Shopper Marketing• Gretchen Joyce, President

MeiJer inc.• Lanny Curtis, Director,

Shopper Marketing• Michael Ross, VP,

Marketing, Consumer Insights, Pricing

MenAshA pAckAging co.• Kerry Bailey, National

Director, Walmart/Sam’s Club• Will Phillips, National

Director, Supermarkets

Millercoors• Bryce McTavish, VP,

Channel Marketing

del Monte Foods co.• Steve Aleksich, Senior

Manager, Shopper Marketing• Catherine Tanner, Senior

Manager, Shopper Marketing

diAgeo• Dirk De Vos, VP,

Commercial Planning and Activation• Robert Fountain, Director,

Commercial Planning & Activation, On & Off Premise• Jonathan Nell, Director,

Shopper Marketing, North America

dr pepper snApple group• Brant Burchfield, Director,

Shopper Marketing• Lon Johnson, Director,

Shopper Marketing• Michael Treichler, VP,

Shopper Marketing

energizer holdings inc.• John Hill, VP, North

America, Energizer Personal Care• Alyssa Topp, Senior

Manager, Trade Marketing

Frito-lAy inc.• Stephen Springfield,

Senior Director, Business Strategy & Analytics • Jeff Swearingen, VP &

GM, Customer Sales & Marketing

gFk• Alison Chaltas, EVP,

Shopper & Retail Strategy • Bill Romania, SVP

• Mark Weslar, Director Of Customer Marketing

MosAic• Tim Hauser, SVP• Aidan Tracey, CEO

MyWeBgrocer• Curt Alpeter, EVP• Alec Newcomb, Chief

Strategy Officer

nBc universAl studios• Mike DuBoise, SVP,

Strategic Customer Marketing & Category Development

nestlé gloBAl• Joe Radabaugh,

Divisional VP, Category and Shopper Excellence• Kristi Ross, Director

of Marketing, Retail & Shopper Marketing, Nestlé-Purina• Mike Scheu, Director,

Shopper Marketing

neWell ruBBerMAid• Lisa Gunther, VP,

Marketing• Elizabeth Ubell, VP,

Category Management

oFFiceMAx inc.• Chuck Luckenbill, VP,

Visual Merchandising

pepsico (BeverAge)• Tracey Doucette, SVP,

Customer Strategy, Field & Shopper Marketing• Nicole Flavin,

Senior Director, Drug/C&G/Dollar• Bryan Welsh, VP,

Shopper Marketing

pepsico (QuAker)• Kristine Abrahamson,

Senior Marketing Director, Customer Innovation• Jackie Clifton, Senior

Shopper Marketer, Quaker Foods

• Shelley Pisarra, Director, Shopper Insights & Marketing

procter & gAMBle• David Grebert, Director,

Brand Building Integrated Communications

rAnd diversiFied• Brian Mumau, EVP,

Business Development• Stuart Sklovsky, CEO

richrelevAnce• Diane Kegley, VP,

Marketing• Andrew Zeiger, General

Manager Advertising

rocktenn MerchAn-dising displAys• Craig Gunckel, EVP & GM• Jon Kramer, CMO

rtc• Richard Nathan, CEO• Bruce Vierck, VP

sABrA dipping co.• Ken Kunze, CMO• Pete Loizzo, Director,

Sales Operations

sAFeWAy inc.• Deb Fifles, VP, Consumer

& Shopper Insights• Steve Moylan, VP,

Shopper Marketing

sArA lee Food & BeverAge• Patti Althoff, Director,

Category Leadership

shopper sciences• Devora Rogers, Global

Director, Business Development

sonoco corrFlex• Philippe Erhart, Division

VP, Sales• Jeff Tomaszewski, VP &

General Manager

stArBucks coFFee co.• Deborah Hannah,

Shopper Marketing Director

• David Hanson, VP, Channel Planning

teMpt in-store productions• Mike Draver, President

tiMe/WArner retAil sAles & MArketing• Jennifer Marchant, VP,

Customer Marketing

triAd retAil MediA• Greg Murtagh, CEO• Kinjal Patel, SVP,

Business Development

uBisoFt• Steve Carlin, Senior

Director, Shopper Marketing & Insights• Tony Key, SVP, Sales &

Marketing• Andrew Simpson,

Associate Director, Retail & Shopper Marketing

unilever• Dawn Hedgepeth,

Shopper Marketing Director• Marc Shaw, Director,

Shopper Marketing U.S.

vestcoM internAtionAl inc.• John Lawlor, Chairman

& CEO• Jeff Weidauer, VP,

Marketing & Strategy

WAlgreen co.• Geoff Sherman, Director,

Promotional Strategy

WAlMArt stores inc.• Ken Mantel, Senior

Director, Creative Marketing, Strategic Brand Activation

Whirlpool corp.• Michael Ledford, Senior

Manager, Insights & Strategy• Kathleen Wolf, Senior

Manager, Consumer Strategy & Insights

Bill schober is editorial director of the Path to Purchase Institute. He can be reached via e-mail: [email protected] or phone: 847-675-7400 (ext. 132).

believe that the single most important trend in shopper marketing right now is the development of digital coupons, shopping lists and direct-to-card loy-alty programs. But some of the hype is fatiguing even for this true believer.

Case in point: Last week, a digi-tal technology executive showed me what has to be the umpteenth study claiming that 80% of shopping deci-sions are made at home. Of course, this comes on the heels of the umpteenth study claiming that 70% of shopping decisions are made in store. This madness must stop, so I’m split-ting the difference and authorize all of you to cite Schober’s Law – “75% of shopping deci-sions are made somewhere.”

Look, I’m impressed by “Big Data” and the notion that companies know 70,000 bits of information about me. But you lose me with claims that you can predict what I’m going to buy. I must know at least 70,000 bits of infor-mation about my wife and I still have trouble thinking up a birthday present every year.

In mid-September, the Institute’s Steve Frenda spotted a glitch in a Safeway “Just For U” offer for Betty Crocker specialty po-

tatoes at the Dominick’s chain in Chicago. Here’s what went down: A $1 coupon was offered, but it didn’t limit the number of items that could be purchased. Just For U’s “Deal Match,” which honors prices on cer-tain items at Target and Jewel, matched an

offer on Betty Crocker specialty potatoes of $0.99. Thus, Chicagoland’s “coupon enthu-siasts” discovered that they could “purchase” a $0.99 product with a $1 coupon. For free, in other words, and in unlimited quantities too. A few shoppers quickly cleaned out the shelves, in some cases, 50 boxes at a time. Their slower compatriots meanwhile called them greedy. (Apparently, there’s no honor among … coupon enthusiasts.)

Safeway isn’t saying if this was a computer bug or human error. But imagine the look on Ms. Crocker’s face if this deal had been offered to Facebook’s 552 million daily active users.

The “Retailer Promotion Guide” that you’ll find nestled into this issue on page 7 is decidedly non-digital. It’s made out of

a special medium (paper) that’s compatible with pushpins, bulletin boards and most an-alog writing instruments (i.e., pens). We’re not billing this as a “calendar” per se because we do not have the chains’ specific plans for 2013 in hand. Our listings are based on our

The League of Leaders is an exclusive organization of industry thought-leaders dedicated to advancing the understanding of all marketing efforts that culminate at retail.

editors’ observations of each chain’s recent promotional practices, and while there are no guarantees, we think you’ll find this to be helpful in doing some master planning for the year ahead.

The Institute is built upon the idea that more information fosters better communica-tion among retailers, brands, agencies and vendors. Keeping these plans under wraps as “trade secrets” is counter to a spirit of col-laboration. Please send your comments, criti-cisms and suggestions for next year’s Guides.

In closing, we note the passing on Oct. 6 of a dear friend,

Bill Zurynetz. Bill was the owner of the Lost Boys Consor t ium and, over the past two decades, probably helped prepare more DOT and OMA entries than anyone else on earth. As a marketing staffer for POPAI and a consultant for the Institute, it’s no exag-geration to say that Bill was influential in the creation of many of the industry programs we enjoy today. He was a positive voice for in-store marketing and he’s missed by every-one at the Institute. To leave a memorial, visit http://aloiafuneral.com/home.html.

Betty Crocker ... Just for U.

SM1211_006_007edit.indd 6 10/18/12 10:44 AM

more meetings and may even be sharing insights that shape a store’s calendar.

Retailers reluctant to share their calendars can be chalked up to a competitive marketplace. “The retail landscape is a first-mover game,” says Jeff Skolnik, executive vice presi-dent and general manager, Blue Chip Retail Marketing. “Everyone wants to be first to market with new product launches, first to market with key shopping periods and first to market with new ideas. This environment is the reason that Christmas and winter holiday communication starts before Halloween actually occurs.”

Missed opportunities happen when retailers aren’t forth-coming with calendar details. Even the most strategic and creative campaigns won’t live up to their potential if launched too early or too late. When retailers do share their entire planning calendar as early as possible, every-one involved then works “off the same information,” says Skolnik, “and toward the same goals.”

Many retailers are tapping into the shopper insight re-sources that an agency or a leading CPG is able to provide to identify new occasions and solutions around which to organize programs, says Laura Moser, executive director, retail strategy, G2. “The future is about defining events between the Super Bowls and July 4th holidays that are connective to targeted groups of shoppers, providing com-petitive advantage to particular channels of trade.”

Citing the “Walk with Walgreens” program, Moser notes that the drug channel is doing “an exceptionally great job of developing programs that go beyond the season and bring solutions that position the retailer as a health and wellness partner” – both meeting shopper needs and leveraging triggers that drive loyalty. Participants in Walgreens’ online community are able to log their steps for rewards and cou-pons, watch videos and learn about charity walks.

Chaltas finds that retailers are increasing their proprie-tary seasonal promotions, such as Walmart with its “well-ness” displays. “There is one with Merck on Claritin and Coppertone that does a great job of flexing space based on seasonal needs,” she says. “Claritin in the spring and fall. Coppertone in the summer.”

Meijer used its back-to-school 2012 campaign to in-crease enrollment in its mPerks mobile coupon program and “establish Meijer as a solution-filled destination for mom,” Butwinick says. BTS “This is the Year” messaging was used in-store, at events and on social media and its website. Those enrolled in mPerks could obtain various coupons called “back to school bucks.” The BTS focus on low prices included clothes and school supplies as well as food through its Meijer Mealbox. In addition to being a free meal planner, the online tool offers recipes, videos, coupons and even wine pairings.

A major challenge in the continued evolution of cal-endars is how to make more refined and detailed ones – focused on specific segments or shopper interest groups. Large umbrella ideas, such as health and wellness, will have to be drilled down to make the shopper insights ac-tionable. “A retailer may take the seasonal focus on health and resolutions for the New Year,” Skolnik says, “and overlay a better-for-you, gluten-free campaign targeted to key categories.”

By April Milleretter shopper insights have helped retail calen-dars evolve from being strictly season, holiday and event (think summer, Christmas and Super Bowl) focused to those filled with tactical plat-

forms and programs that are aimed at offering solutions for shoppers based on their given mindset and needs through-out the year.

With best-in-class retailers blending insights from POS, loyalty cards, surveys and custom research, they have an ongoing “360-degree database into the shoppers’ behavior,” says Alison Chaltas, executive vice president, shopper & re-tail strategy, GfK. That enables retailers’ platforms and pro-grams to be more targeted to individual shoppers and stores.

Seasonality isn’t off the table since shoppers do tend to have a similar frame of reference and purchase-driving behavior at certain periods throughout a year. Seasons, holidays and events offer a starting point to form a cal-endar, but today retailers are offering more sustaining shopper programs that live beyond one sales period. “It’s a more holistic way of viewing the seasons,” says Richard Butwinick, president, MarketingLab, “as a way to reflect

November 2012 Shopper Marketing 7

their overall value proposition and points of dif-ferentiation they want to communicate to the shopper throughout the year.”

As retailers’ ability to deliver targeted messages to individual shoppers increases, Jim Lucas, ex-ecutive vice president, global retail insight and strategy, Draftfcb, expects that their ability to become more strategic and collaborative with vendors “should increase dramatically.” If con-version and redemption rates are boosted from the laser-like targeting, it makes sense for retail-ers to collaborate with manufacturers to provide relevant content for their shoppers, Lucas says. While large retailers typically have two meetings per year for most manufacturers to discuss calen-dars, the preferred vendors are probably getting

Retailers are using shopper insights to refine their promotional calendars

Turning a Page on the

Calendar

From the editors of

Shopper Marketing and the

Path to Purchase Institute,

see the attached insert:

“retailer Promotion Guide”

Back to school at Walmart

easter at Walgreens

Super Bowl at Safeway’s Vons

B

SM1211_007cal.indd 7 10/18/12 10:45 AM

Programs8 Shopper Marketing November 2012

By Joe BushKenosha, Wis. — Jockey Interna-tional launched a line of premium underwear at Target last summer, ac-complishing two goals in the process. While securing national distribution of its underwear at the mass merchant for the first time, it also redefined the Jockey brand.

Target’s exclusive “JKY by Jockey” comprises both upper and lower undergarments designed to appeal to consumers younger than the tra-ditional target of the 136-year-old brand. With Target the focus from the start, according to Jockey chief mar-keting officer Dustin Cohn, Dallas-based retail marketing agency TPN steered Jockey to a younger consumer based on Target’s shopper prof i le, and then set about helping Jockey ’s design and packag-ing teams innovate. “Qualitative, quan-titative, shopalongs and intercepts,” says Sarah Cunningham, TPN vice president of account services. “[Make] a pretty ro-bust research plan.”

TPN also created the campaign mes-saging; it turned over all the P-O-P files to Target’s mer-chandising team.

The “It’s Time to Change Your Underwear” campaign was supported by a dedicated JKY by Jockey area in-store, as well as by activity at Target.com, in the retailer’s circu-lars and on receipts. The brand made 30-second commer-cials for a digital campaign that was slated to begin in the fall and includes a Facebook page and Facebook ad buys, as well as a presence on YouTube, Twitter and Pinterest.

Key insights from the research included learning that the target consumer is male, 25 to 39 years old, and fashion conscious. Also, the research revealed that when people shop for underwear, they like to touch the fabric, which is why many underwear sections of stores are littered with torn packaging, according to Cunningham. Finally, says Cohn, Jockey learned that a quarter of male shoppers in general leave stores frustrated, without making a purchase because they couldn’t find what they wanted.

The result is a style with functional packaging that fea-tured openings for shopper fingers, color codes and silhou-ettes for ease of navigation. A byproduct of the accessible clothing, and no small consideration, is less cleanup in the underwear section for retail associates.

“Probably the most important piece was the packaging,” Cohn says. “What the agency and Jockey created was a very premium, upscale package that also clearly commu-nicates the product benefits and most importantly creates what we call a wayfinding system that provides navigation for consumers to quickly find what they’re looking for.”

JKY by Jockey’s role at Target also figured into the prod-uct design, packaging and P-O-P equation, says Target spokesperson Evan Miller. Target previously had bargain underwear and a level up from bargain, but not a premium choice. “JKY fills a niche and helps differentiate us from competition,” says Miller. “Given Jockey’s market share and brand heritage, the partnership was a compelling reason for us to develop an exclusive, differentiated product offering.”

Cohn says the look and feel of JKY by Jockey was driven as much by a shopper demographic as a shopper mindset. “From a signage standpoint, this notion of an advanced stay-dry fabric and this modern fit along with this product that stays bright and white was very critical as well because

consumers will have to pay a premium for this product,” Cohn says. “Given it’s the highest quality that Target car-ries, it’s important to reinforce to consumers the value based on these benefits.”

Cohn says the ideation and selling to Target took four months; another eight months was spent on production of the underwear and the packaging, and shipping to all 1,760 Target locations.

“Jockey’s a great iconic brand,” Cunningham says. “It wasn’t just about selling product, it was about helping them re-establish a relationship with not just Target but their other customers as well. To get them to see them in a new light, to look to Jockey as being an important partner in this category, and someone they’re going to look to, to help bring them new ideas and new innovation for their own shoppers.”

solution provider news

Jockey Reaches Its Targetexclusive line of premium underwear helps redefine the brand

Brand: JKY by Jockey

Key InsIght: When people shop for underwear, they like to touch the fabric; a quarter of male shoppers leave a store without purchasing, frustrated at having to search for their desired product.

actIvatIon: Launch an exclusive premium line of un-derwear at Target, with packaging that calls out benefits and lets the shopper touch the product inside.

Jockey launched an exclusive underwear line at Target stores, with space carved out for the JKY by Jockey line. JKY is positioned as a premium brand.

Advantage Taps Domier for Chief Executive PositionAdvantage Sales and Marketing (ASM), Irvine, Calif., has named Tanya Domier as CEO, effective Jan. 1, 2013. Domier, currently president and chief operating officer, will take over for current CEO and founder Sonny King, who will transition to the role of executive chairman. Domier has been with ASM since 1990, and under her leadership the company launched IN Marketing Ser-vices, an experiential and shopper marketing agency. She also helped create a partnership with Walmart that focused on improving the in-store interaction be-tween brands and shoppers.

synergistic to Launch Magazine ‘outsert’: Syner-gistic Marketing, New York, is building on its Product Movers services to launch a “Freestanding Magazine Outsert” program that will deliver promotional adver-tising and coupons via an “outsert” polybagged with subscription copies of various women’s magazines. Meredith Corp. and its Better Homes and Gardens, Fam-ily Circle, Ladies’ Home Journal, Eating Well, Every Day with Rachael Ray, More, Family Fun, Fitness, Parents and Midwest Living are partners for the April 2013 launch.

Peapod launches pickup service: Skokie, Ill.-based Peapod, an Ahold subsidiary, is piloting a “Peapod Pick-Up” service as an alternative to its home delivery service. Shoppers who order groceries at Peapod.com can schedule pickup at a Stop & Shop location in Abington, Mass. (Ahold also owns Stop & Shop) and at a dedicated Peapod Pick-Up location in Palatine, Ill. Another dedicated location is scheduled to open in De-cember in Deerfield, Ill.

a&P, Brookshire choose nciM for events: Regional grocers A&P and Brookshire Grocery Co. selected Pla-no, Texas-based Crossmark’s New Concepts in Market-ing division to handle events in several markets. NCiM will provide sampling programs for six A&P banners in the Northeast, and 153 Brookshire stores in Texas, Lousiana and Arkansas.

hyper Marketing Buys european agency: Hyper Marketing Inc. (HMI), Chicago, acquired integrated mar-keting agency Acorn, Dublin, Ireland. HMI plans to ser-vice global clients in Europe through Acorn’s network. Acorn will continue under its current moniker and will partner with other marketing services within HMI.

P-o-P companies change names: Fort Worth-based May Advertising changed its name to May Group In-ternational. ... Consortium Cos., Hebron, Ky., is now Consortium 360.

ready-to-eat cereal is top coupon category: Cou-pons.com, Mountain View, Calif., reports that ready-to-eat cereal ranked as the most popular coupon category for Jan. 1 through Aug. 31, 2012, followed by household cleaning supplies and yogurt. The same three catego-ries topped the list for mobile coupons.


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hints to the answers through QR codes on P-O-P materials.

This year’s Halloween effort, a “Masquer-ade” campaign utilizing Snaptags and Face-book, gives consumers access to special offers, a sweepstakes and unique content.

“The Dos Equis audience is savvy, so Spy-derLynk worked with the Dos Equis team to build and deploy an action-rich mobile experience with multiple engagement and conversion opportunities,” says Jane McPher-son, SpyderLynk chief marketing officer.

The key metrics for the overall cam-paign’s performance are online and social media interactions as well as sales, PR im-pressions and brand awareness. Parekh says there is no end in sight for the cam-paign. “We actively listen to the comments on our social media platforms as well as monitoring the conversations and chatter on blogs and non-Dos Equis proprietary websites for us to understand how we can always align the brand closer with our tar-get’s needs and aspirations.”


By Joe BushWhite Plains, n.Y. — “The Most Interesting Man in the World” and “Stay Thirsty My Friends” are instantly recognizable slogans that speak to the original creativity as well as the endurance of a multifaceted beer campaign that is still going strong today after humble beginnings as a regional TV, radio and print effort in 2006.

Dos Equis’ “The Most Interesting Man in the World” campaign, the brainchild of New York-based agency Havas Worldwide, is one of the most successful campaigns of the past decade because the brand market-ers chose to zig instead of zag. “While the category convention relies on sophomoric humor, we speak to the aspirational nature of our target,” says Nipa Parekh, Dos Equis senior brand director at Heineken USA. “Dos Equis is the brand for those who want to live a more interesting life. … The cam-paign and activation play into the ‘interest-ing’ insight by providing stories, experience and inspirational fodder for conversation.”

In June of this year, Parekh replaced Paul Smailes, who had guided the campaign since 2009, when it first grew into a nation-al effort. Smailes, who moved to Heineken’s global office to help guide its digital work, left behind an array of digital tools that helped boost Dos Equis to the No. 6 selling imported beer in the U.S. in 2011.

The campaign has evolved since its in-ception, exploding along with YouTube and Facebook. As of mid-September, the Dos Equis Facebook page boasted more than 2 million fans, up from 1.8 million six months before.

Dos Equis uses Facebook as its primary social media focus, employing features such as “Legendary Fan Lines,” in which fans create their own “Most Interesting Man” catchphrases. In March 2012, the brand hosted “The Most Interesting March Tour-

nament.” Dos Equis positioned fans’ submissions in a NCAA bas-ketball tournament-style bracket. Fan voting determined the win-ner, who received a Dos Equis billboard in his hometown featur-ing the winning catchphrase: “His French never needs pardoning.”

Among its digital activity is a “Stay Thirsty My Friends” website where consumers can submit toasts. Also, Dos Equis operates an interactive online community at MostInter-estingAcademy.com that connects consumers to interesting and daring real-life events like skydiving, butcher classes and “Tough Mudder” races. Recently, users could submit entries into a “Stay Thirsty Grant” contest that awarded $25,000 to help the winner achieve his dream.

The brand’s path to purchase strategy is to connect these online presences to

on- and off-premise shopper activity, says Parekh, particularly during key promotion

periods throughout the year. She says this year’s “Most Interesting Academy” summer program prompted shoppers in-store to discover content and tips on the Academy website via SnapTags from SpyderLynk, Denver, that appeared on P-O-P and pack-aging. Smartphone-wielding shoppers were able to get location-relevant information about chefs’ recipes and add ingredients

onto their shopping lists, and to win discounted culinary classes.

On-premise (at bars and restaurants), Dos Eq-uis brand ambassadors used an iPad application to provide teasers about academy initiatives to en-courage people to visit the website.

The in-store efforts have also included dedi-cated aisle displays or endcaps at Walmart and CVS/pharmacy that de-pict the campaign’s main character, who has been portrayed by actor Jona-than Goldsmith since the start.

In other activity, Dos Equis’ 2011 Halloween program included an on-line trivia contest about the “Most Interesting Man” that featured a different question each day of Oc-tober. The brand offered

Still Thirsty for Dos Equis ‘Most Interesting Man’ campaign shows staying power, connects digital with in-store

Brand: Dos Equis

Key InsIght: The brand’s consumers are aspirational in nature and want to live a more interesting life.

actIvatIon: Use digital activations – in-cluding promotional websites, Facebook and YouTube – to complement TV/radio/print advertising by providing stories, experiences and inspirational fodder to the target audience. Activate in-store with dedicated P-O-P that utilizes SnapTags to connect shoppers with digital elements.

This year’s Halloween effort, a “Masquerade” campaign utilizing SnapTags, gives consumers access to special offers, a sweepstakes and unique content. Meanwhile, its ”Most Interesting Man” character has made its way into stores, including a standee at CVS/pharmacy, to complement its print and TV activity.

Dos Equis’ digital properties include, clockwise from top left: StayThirstyMyFriends.com and MostInterestingAcademy.com in addition to a dedicated Facebook page and its primary website.

SM1211_003_008_014covProgram2.indd 10 10/10/12 3:27 PM

November 2012 Shopper Marketing programs 11

800.829.1509www.rocktenndisplays.comMore in Store. Less Out-of-Pocket.

On-siteInsight.

You recentlY returned to the in-store merchandising business with rocktenn. what changes have You noticed?I believe that in-store marketing has grown up. In the 80‘s and early 90’s, it sometimes felt like it was being run as an orphaned business by a couple of brand managers, packaging engineers, or merchandising people. Today, it’s hit the big time because CPG’s marketers know it’s a great way for a brand to grow their market share and to create trial. As conventional advertising continues to decline, this is a better way to drill down specific and targeted messaging closer to the consumer, the actual end user.

The quantities of displays have gone down. There’s a lot more emphasis on achieving custom looks for specific re-

tailers. And of course, retailers now have a lot more influence on and power over what the CPGs can put into their stores.I’ve also noticed that business is far more contractual than

it was 10 years ago when many buys were done on a transac-tion-by-transaction basis. CPG procurement and operation de-

partments, because of the complexity and amount of spend that’s involved now, are looking for ways to better align the best suppliers

with their supply chains. They want to buy merchandising on a con-tractual basis so they don’t have to keep going through “Groundhog

Day”, repeatedly doing the same functions that add no value. So they’re creating collaborative scaled partnerships with vetted suppliers to deliver

the right quality, pricing, with very, very good creative.

are Your clients asking different questions todaY than in the past?Clients today are more sophisticated and, typically, we’re dealing with bigger and

broader groups of people within the individual CPG and retailer organizations. There’s a whole host of people who have specific functions on the in-store and sup-ply chain teams. Everything is watched more closely now for specific measureable objectives, return on investment, trial usage, increases in sales, new product intro-duction retail placement success … even the sustainability of materials. Today, just about everything you do in-store has to be justified. So every touch point counts, right down to how many truck miles your displays are moving.

what do You see as some of the most critical industrY challenges?I think the biggest problem our CPG clients face – and 90% of our business is with these companies – is that they don’t own the real estate that their products are going into. If a CPG isn’t #1, #2 or #3 in their category, it’s dif-ficult to get off-the-shelf placement. Meanwhile, store brands are becoming more and more important to the profit strategies of retailers, and that’s creat-ing a lot of new issues for CPGs.

what can be done to address them?We’re seeing, for example, collaboration between national and store brands on the same display that you’d rarely, if ever, have seen 10 years ago. So for CPGs, there has to be genuine, proactive collaboration with the retail side over which category and which channels their products are going into. Both groups believe that growing the category is the ultimate goal.

what is Your definition of a “best in class” merchandising organization?Best-in-class performance covers every step, from concept to checkout. It might involve a level of customer service, a design innovation, a material upgrade, a supply chain improvement, or it might mean the ability to turn around quickly to seize a last-minute opportunity. For clients, what really matters is the price/value equation: are we doing the right thing for that particular product and is it creating value? Are we delivering what the brand needs in this channel at this time?

how are You emploYing technologY to add value to the business?At RockTenn, we constantly scour the market – worldwide, really – for new shopping technologies. We’re willing to consider just about anything that has potential to get the consumer to stop and shop. Shopper buying habits, especially in researching products, have changed dramatically in the last five years. But one thing that hasn’t changed in shopper marketing is that they are curious to discover the new and different. We believe that as we continue to come out of the great recession, you will see new shopping technologies being adopted by retailers and CPG’s faster than ever before.

The number one technology influence right now is the Smartphone. Shoppers are bringing their own screen into the store … it’s a whole new point-of-purchase opportunity. Smart marketers are learning how to harness that phenomenon to add display impact, whether it is navigational assistance, brand differentiation, shopper-specific incentives, price checking, or even digital adjacencies.

John CochranSenior Vice President of Sales & MarketingRockTenn Merchandising Displays

John Cochran has worked in the in-store marketing business since 1981. He was one of the founders of Alliance Display and Packaging, now a part of RockTenn Merchandising Displays.Another in a continuing series of industry dialogs. To contribute or comment, contact: [email protected]

SM1211_000ad_RockTenn.indd 1 10/3/12 4:00 PM

By Dawn KlingensmithHackettstown, n.J. — Mars Chocolate North America is using virtual real-ity technology to improve merchandising, placement, signage and packaging in the candy aisle. In development since 2010, the Mars V-Store, a virtual store environment developed for use across all retail channels, uses 3-D computer renderings to simulate the shopping experience and conduct vari-ous types of retail testing.

“V-Store continues to evolve as we ex-pand our virtual confections library and incorporate technical enhancements,” says Tim Quinn, vice president of trade rela-tions at Mars Chocolate North America, parent company of numerous confectionery brands including M&M’s and Snickers.

The Mars V-Store, developed with tech-nology partner Red Dot Square Solutions, United Kingdom, offers insights for a frac-tion of the cost without disrupting the ac-tual retail store, Quinn says. “While our focus is confectionery, the results span well beyond our category, so retailers can apply learning throughout the store. The V-Store helps drive forward thinking in areas in-cluding aisle location, space allocation and adjacencies, shelf configuration, assort-ment, and merchandising opportunities.

Quinn says Mars uses the findings to collaborate with retailers on in-store layout, fixture design and category reinvention. The first step is partnering with a retailer

to create a virtual reality store that incor-porates different elements to test, such as packaging graphics and formats, in-aisle and front-end architec-ture, and planograms. “Then we use the V-Store environment to better understand consumer be-havior and test the effectiveness of the various merchandising elements,” Quinn says. “The V-Store enables us to test multiple concepts, thus reducing the need to design and build several store planograms for live testing.”

Consumers matching the retailer’s de-mographics are recruited in shopping malls across the country. Virtual shoppers sit down in front of a video screen, which shows a store’s interior or exterior depend-ing on the study. Shoppers use a controller, similar to a video game, to enter the store, walk down an aisle, bend down or look up, and select products from the shelf. “They can even read a package label before adding items to their shopping cart,” Quinn says.

V-Store technology includes eye tracking to record shoppers’ eye movements and identify where they gaze.

The Mars V-Store allows researchers to tweak a store layout, signage or packaging, and test the updated concept and receive consumer feedback within days. “There was a great example at Halloween when

Mars worked with a retailer on two differ-ent merchandising layouts for the seasonal set. We were able to leverage V-Store to get some shopper feedback on the layout of the set as well as testing the overall shopability of the section,” Quinn says.

The testing builds on previous studies, including Mars’ 2011 “C-Store Discovery Project: Path to Purchase Study.” Conducted in partnership with a national c-store retailer, this study examined shopper behavior from the gas pump to checkout and evaluated how merchandising influences buying decisions.

After months of data analysis, “We identified the most impactful merchandis-ing situations to drive c-store purchases,” Quinn says.

To extend the impact of the research, Mars summarized key insights and shared

them with other c-store retailers, along with the following recommendations:n Use outside signage to encourage shop-

pers to visit the store’s candy section.n Avoid cluttered windows and doors with

excess signage to provide a view of the store.

n Use in-aisle signage to draw shoppers to the candy section.

n Include brand and product imagery on in-aisle signage.

n Optimize checkout conversion with dual placement of singles and sharing size bars. “While we anecdotally knew that some

merchandising strategies worked,” Quinn says, “the research enabled us to more de-finitively discard or uphold theories about traffic flow, signage, consumer preference and merchandising.”

In the summer of 2012, Mars V-Store was used to test merchandising concepts on in-aisle signage and activation across multiple channels. Insights are forthcoming.

Mars Evolves With Virtual TestingSimulated shopping experience feeds insights into merchandising redesigns

Mars Chocolate uses virtual reality to test packaging and merchandising in c-stores and other channels.

SM1211_003_008_014covProgram2.indd 11 10/10/12 3:28 PM


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By Dan AlaimoNeeNah, Wis. — Consumer packaged goods maker Kimberly-Clark is mea-suring the effect of print-at-home digital coupon campaigns on in-store purchases by using an analytics platform from New York-based RevTrax.

As a result, Kimberly-Clark is increasing the efficiency and effectiveness of its digital coupon programs, says Dan Kersten, con-sumer promotions manager. The company has used the platform with programs for its Cottonelle, Huggies, Kotex, Kleenex, Pull-Ups and Scott brands, while working closely with key retailers such as Walmart,

Target and H-E-B through customized offers. “There’s nothing very sexy about print-at-home coupons at this point,” Ker-sten says. “The reality is, that’s where the digital space resides right now.”

RevTrax is able to bring a data element to digital campaigns. “We are able to track to the household level on who printed, who redeemed, and where they redeemed,” Ker-sten says. “That’s valuable information that we feed into our central repository.”

As a result, Kersten says, “we can segment accordingly, and determine whether to of-fer a higher value coupon to the consumer

who didn’t redeem, or provide a different offer. For the consumers who do redeem, we can look at increasing the purchase require-ment, or whether there are some cross-pro-motional opportunities.” For example, on a

back-to-school program with a number of different coupons, K-C was able to “track the interactions” and see if a Huggies household also redeemed the Kleenex coupon.

K-C learned that “we don’t necessarily have to give them a coupon every time,” Kersten says. “Maybe messaging is enough.” For those who do redeem coupons, K-C asks, “What can we do to drive further pur-chase of the brands that they have used, as well as cross-purchase of other brands?”

K-C analyzes the collection of data from specific coupon programs to determine their success, and then feeds that into the cus-tomer relationship management program for use in future campaigns, Kersten says. “So it is a continuous circle of optimization: collect data, feed it in, segment, target.”

The digital coupons issued by K-C expire within two weeks. With RevTrax analyt-ics, there’s a short feedback loop of four to six weeks – compared to the three to five months for a traditional paper coupon, Ker-sten says. “We feel shortening the expiration window is the right thing to do. It’s more of an immediate, act now, type of coupon.”

Getting retailers to share insights is “al-ways a challenge,” Kersten says. The ideal would be to have real-time shopper data, but retailers are often unwilling to share that kind of information with CPGs.

K-C has been able to improve its pro-grams by comparing them with programs that the retailers run with other CPGs, whether they were price promotions, cou-pon activity, sweepstakes or loyalty pro-grams. Retailers do share those insights, Kersten says, because they also want the most efficient and effective programs.

The target of these digital programs? “We know that newspaper readership skews older,” Kersten says. “We know that digital skews to a younger demographic. So in look-ing at the younger consumer, we think about the lifetime value of the consumer. The ear-lier we can get to mom and get a household into our products, the more lucrative it is.”

To reach these moms, the company uses email, social media, retailer websites and coupon networks, as well as the “mommy” and coupon bloggers. Regardless of whether K-C uses these bloggers directly, they end up being a big part of the promotional effort. “Any price promotion out there usually gets picked up by the bloggers,” Kersten says. “If we put out a Huggies coupon, or an offer on our Huggies Facebook site, these bloggers are all fans of the Huggies page and they are going to see that and they are going to blog or tweet about that to their followers.”

In addition to its print-at-home activ-ity, K-C also works with retailers such as Kroger and Safeway to measure the results of direct-to-loyalty-card programs. “Print-at-home is the lion’s share of digital cou-poning right now, but we can’t ignore what is happening in the loyalty card space and other delivery vehicles,” Kersten says.

K-C Measures Digital Coupons Kimberly-Clark uses analytics to collect data on digital coupons and help shape future campaigns.


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developed with MyWeb-Grocer, Winooski, Vt., and is part of the online circular company’s Brand Activation Suite. How the ad works is if a consumer runs a Google search for “steak recipes,” for example, a paid ad will appear on that Google search page that details a sale on steaks at ShopRite. When a consumer clicks on that paid ad, a Lightbox ad pops up that is geo-targeted to her location and gives the nearest store at which to purchase the steak, as well as a full recipe that rec-

Continued from Page 1

Brand: McCormick

Key InsIght: The digital consumer spends 20% more on seasonings than typical consumers, while e-commerce consumers spend 70% more.

actIvatIon: Use geo-targeted digital ads that show up when a consumer searches for particular recipes on select sites. The ads direct her to a particular store to find the trigger product, such as chicken or steak.

McCormick is using display ads that, when clicked on, serve up targeted “Lightbox” ads developed by MyWebGrocer that are geo-targeted to the user’s location.

Shopper Marketing November 2012

ommends Lawry’s and other seasonings be added to her shopping list or ShopRite cart.

Lightbox ads work with paid search ads and display ads on websites such as Gourmet.com, Allrecipes.com and Epicurious.com. “We buy against the tar-geted audience,” Foust says. “Wherever they are, we’re displaying the ad.”

Jill Pratt, vice president of marketing, consumer products, at McCormick, says these ads are a great way to pair a trigger product, like chicken or steak, with a Mc-Cormick flavor solution – an idea that ac-tually comes from an offline insight that happens to be more effective online. “Our shopper marketing research came back and said when consumers are thinking about what they’re going to make for din-ner, they say, ‘What kind of chicken am I going to have tonight?’ So that’s why it’s a trigger for what they’re going to make that night or a trigger for their shopping trip. We’ve used that message with our retailers to say, ‘Hey, you really need to place our flavoring products near the meat counter, because that’s where people are looking for solutions for their proteins.”

She continues, “What I think is so excit-ing about this is we see how people are do-ing more preplanning before they go to the store and they search more online for new recipes, so we’re able to now drive them into the store. It’s great for us, but it’s also great for the retailers because it increases their sales of those trigger products, which are their perimeter products and very im-portant to the equity of their stores.”

McCormick and MyWebGrocer launched the Lightbox ad solution early this year, do-ing a “test and learn” with taco and chili sea-sonings, which better associate with meals for the cooler months. “We’ve since scaled it up throughout the summer, focusing now on our grilling products, and of course heading into back to school and the holidays to make it even bigger and better,” Foust says.

Of course, moms are planning a meal every day, so Pratt says it’s a 365-day pro-gram. Foust says the goal is to get better at personalizing flavors to shoppers. “So not only what’s on sale but knowing the particular flavors you like and how can we better message you based on that.”

MyWebGrocer’s Brand Activation Suite operates as a platform of products for brands to reach consumers on a retailer’s online circular, on Facebook landing pages and optimized landing pages, as well as through mobile phones and emails from the retailer. McCormick is the first brand to use the suite and Lightbox.

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c a mpa ig n , wh i le Framingham, Mass.-based Cohen Freid-berg Associates took care of the legalities of the contest, which both Rosenstrauch and Settler say was a suc-cess in terms of entries – they doubled the goal of 12,000 – and sales.

All of Walgreens’ f lagship and Duane Reade stores stocked the product, says Set-tler, most noticeably with a gravity-feed

power wing sporting Williams’ face. Fuel designed and printed both the

Walmart aisle violators and the Walgreens gravity feed power wing in-house.

Rosenstrauch says both the Walmart and Walgreens campaigns benefited from cooperative and experienced retailers who like to build brands and believe in perim-eter merchandising. “They are very focused on the consumer and really want to bring new product and of course value to the consumer,” he says. “Both understand the purpose of creating promotions, generating in-store excitement and giving their con-sumers something else in addition to great prices. I view them both as very fertile areas to do promotions.”

not the product. If it doesn’t translate into more consumers’ trial usage or pantry load-ing or any positive consumer event, then I don’t consider it a huge success. Maybe the results are still out there. It may not be as measurable today [September] as it will be in six months, it may not ever be mea-surable, but that’s how I would look at it. You could see how I might view it dif-ferently than an ad agency would.”

On the plus side, Settler says, was the promotion’s exposure beyond Walmart and into the mainstream. “Other retailers picked up on the level of support, and their interest level rose once they saw what was being done with Pitbull,” he says. “The biggest benefit without a doubt wasn’t in the cash register at Walmart, but in the retailer recognition of a well-run marketing promotion.”

While the product was available in 3,000 Walmart locations, Settler says Sheets sup-ported the campaign in 1,500 locations with exclusive video featuring Pitbull on the Walmart Smart Network, aisle violators car-rying QR codes that linked to information about the product, and perimeter merchan-dising units with QR codes that directed consumers to the local store’s Facebook page.

Prior to the Walmart campaign, Fuel Part-nerships guided a Sheets campaign at Wal-greens in the spring featuring tennis star Ser-ena Williams, also a PureBrands co-founder. To support the launch of Sleep Sheets, dis-solvable strips that act as a sleep aid, Wal-greens hosted an exclusive “Dreams Come True” instant-win game and sweepstakes that awarded up to five grand-prize trips to New York to meet Williams and watch her play at the U.S. Open tennis tournament.

The instant-win game consisted of five “golden tickets” in Sleep Sheets packaging that delivered the grand prize. A second-chance sweepstakes promoted in-pack directed consumers to Sheets’ Facebook page to enter for a chance to win branded T-shirts and hats.

Rosenstrauch says Sheets handled the social media aspect of the Walgreens

SheetsContinued from Page 1

Brand: Sheets

at Walmart: To promote Energy Sheets, PureBrands partnered to stage a Facebook-based contest that went viral and sent rap-per Pitbull to a Walmart in Kodiak, Alaska.

at Walgreens: To support the launch of Sleep Sheets, PureBrands staged an exclusive “golden ticket” instant-win game that awarded five trips to New York to meet tennis star Serena Williams.

PureBrands launched Sleep Sheets in the spring supported by account-specific activity at Walgreens.

PureBrands promoted Energy Sheets at Walmart with a Facebook contest utilizing the retailer’s “My Local Walmart” applet.


Profile: PeoPle to Watch16 Shopper Marketing November 2012

lorox recently named Merrin Thompson as its global insights manager of the year for her work on a yearlong trip missions project. After Clorox cited trip missions as one of the largest gaps in shopper insight knowledge in 2011, Thompson “kicked off a multifaceted and multichannel

work stream to connect the dots between in-store shop-ping behavior and pre-trip mindset,” she says.

Through this research, Thompson became a lead advi-sor for several top retailers and identified new ways to think about the company’s business internally, “leading to changes in strategy, new shopper marketing platforms and whitespace ideas for innovation,” she says. “Most impor-tantly, it has permanently changed how we talk about op-portunities by category and by customers moving forward.”

Her work didn’t start there, however. Prior to joining Clorox, Thompson spent six years in sales functions at The Dannon Co. Her desire to work in shopper in-sights prompted her to enroll in an M.B.A. program in the Netherlands that specialized in market research analytics. “I wanted to better understand the connection between how people behave and make decisions when they’re shopping, and I aspired to follow in the footsteps

of ‘shopper science’ pioneers such as Paco Underhill and Herb Sorensen,” she says.

With field experience and a new academic background, Thompson joined Clorox in late 2010 in a “100% customer facing” role. As the company’s shopper insights manager for the U.S. grocery channel, “it was the ideal entry point into insights,” she says. “Understanding retail execution firsthand from my time in the field undoubtedly helped

me focus on what will excite retail partners, what is actually feasible both logistically and financially, and what ideas will have the biggest impact.” Ad-ditionally, she says her experience helps keep her grounded in pro-viding solutions and recommendations that are truly customer- and category-focused, rath-

er than manufacturer- and brand-focused.Promoted to global insights manager-shopper insights in

January 2012, Thompson is now responsible for the inte-gration of customer-facing shopper insights into business planning, category management and shopper marketing programs, as well as for ensuring the shopper lens is in-tegrated into internal platforms, innovation pipeline, and portfolio and brand strategy.

The shopper insights team at Clorox comprises 15 in-dividuals dedicated to either categories or customers and approximately 60 people in global insights, which en-compasses shopper, user, consumer and analytic insights. Global insights lives within the marketing organization, but since shopper insights is the only customer-facing in-sights function, the team also belongs to a shopper engage-ment functional grouping that includes shopper marketing and category advisory services.

Thompson says her team is “connected at the hip” to the company’s shopper marketing managers, both internally and externally. “This tight-knit relationship ensures all platforms and programs are insight-based, from ideation to execution. I often co-present to explain how the insights drove the recommended actions.”

Merrin ThoMpsonCompany: The Clorox Co.

TiTle: Global Insights Manager-Shopper Insights

age: 32

eduCaTion: Santa Clara University (B.S.C., Marketing); Rijksuniversiteit Groningen (M.B.A., Marketing Management/Marketing Research)

Seven 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 brand and

category that’s worthy of attention.

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The Path To Purchase is no longer a straight line. It’s a dynamic, scenic route with brand experienceshappening around every curve. And whether you’re athome, in store, online, at an event, or sharing on social media,the consumer connection is everywhere. And now, so are we.AMG and Mosaic have joined forces to steer brands intothe hands of the right consumers – through insights-driven strategies, innovative concepts and world-class activation.

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Shopper Marketing November 2012

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he magnitude of working for drugstore giant Walgreens isn’t lost on Zach West, who loves his job as social media manager. “I work for 240,000 people,” he says. “The work I do represents

the efforts of a very large group of people here at Walgreens, and it’s humbling to think about that when I push things out to customers.”

While pursuing a college degree in eco-nomics – and since studying improv and acting – West wasn’t sure what career path he would take. But while playing golf with his father one day at a public course outside Chicago, he was grouped with Walgreens’ then vice president of human resources. That led to an e-commerce internship at the Deerfield, Ill.-based retailer.

Through that experience and a motiva-tion to understand “why people do what they do,” West realized he wanted to work in the digital space. After successive intern-ships with the company, he was hired full time in 2009 as an email analyst. Now he’s part of a five-person team – two social me-dia managers and three community man-agers, each leading an area of expertise.

His role includes anything that touches the Walgreens brand through Facebook, Twitter, Foursquare and other social sites. “I’m responsible for everything that hap-pens in terms of strategy and what the ap-proach is,” he says. “Whether it’s on the Facebook page as a marketing vehicle, or we integrate Facebook data and applica-tions into Walgreens experiences, or even as simple as how we put together the right call to action on signage in stores.” It all runs through the social media team, which integrates into nearly every other depart-ment within the company.

West says his experiences in different

Zach WestCompany: Walgreens

TiTle: Manager, Social Media

age: 25

eduCaTion: Purdue University (B.S., Economics)

areas at Walgreens have brought him to where he is today, but instead of moving up the proverbial ladder, his goal is to remain in entrepreneurial environments. “I like go-ing for the newest thing and being aggres-sive in what we’re innovating. Social me-dia has been exploding the past couple of years. Our customers are coming on board rapidly right now, so it’s a point of interest, but it’s also something new and exciting.”

West points to his work on the compa-ny’s “Check-ins That Make a Difference” flu shot donation campaign in September 2011 as significant. The company empowered consumers to check in at a local Walgreens, either through Foursquare or Facebook, to unlock a flu shot donation to someone in need. “Against our four top competitors, we went from being only about 26% of the conversation to being 70% of the conversa-tion across all social channels,” he says. “We socialized the idea of flu shots at Wal-greens without asking our customers to say they got flu shots. It was a big breakthrough for us and the start of a very good relation-ship with Foursquare.”

More recently, West led product manage-ment for the retailer’s “Photo by Walgreens” feature on Facebook, a new initiative that allows users to print Facebook photos with the comments, Likes and descrip-tions. “This shows something is happening within our social media strategy,” he says. “We just have to continue to capitalize on the opportunities to use Facebook data to create a better customer experience.”

Photo by Roark Johnson

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Company: Procter & Gamble

TiTle: E-Commerce Customer Team Marketing Manager

age: 33

eduCaTion: Miami University (B.S., Engineering Management)


rocter & Gamble’s Jessy Stamates is on the fore-front of a new arena for shopper marketing: the on-line retailer. While an increasing number of bricks-and-mortar retailers also sell merchandise online, Stamates only deals with what she calls “pure play” retailers, those that sell only online, like Amazon.

com and Drugstore.com. As e-commerce customer team marketing manager, Stamates focuses on landing pages and iMedia [a company term for media spent online – banner ads, paid search, etc.] to drive sales of many P&G brands.

“On the brand-by-brand level, mostly I’m working on merchandising plans with the retailer – how we are sup-porting those businesses,” says Stamates, in her 11th year at P&G. “Merchandising in a bricks-and-mortar store looks like a display. When you get online, it looks like an iMedia ad or an email. Procter & Gamble is a big company that has a lot of history and expertise, but this is a new space for us. It’s somewhere we don’t have a lot of experi-ence, but that also makes it really exciting.”

Earlier this year, Stamates supported P&G’s 2012 Sum-mer Olympics campaign, “Thank You, Mom,” which fo-cused on the Olympians’ parents and how they helped the athletes reach their dream. P&G had two related multi-brand landing pages at Amazon.com, one for coupons and offers, and one for campaign-related videos. “(The campaign) really built some great emotional equity for our company,” she says. “My job was to say, ‘OK, when you get down into these online stores, how do we bring that to life?’ It was an interesting challenge in that it did have such a great emotional connection, and you don’t want to jump immediately to ‘Please buy our things’ because that wasn’t the point of the whole campaign.”

The traffic and sales success of the e-commerce portion of “Thank You, Mom” encouraged retailers to continue hosting the landing pages throughout the rest of 2012. She says she was able to share these plans globally, resulting in compa-rable executions across the U.S., Germany and Japan.

Day to day, Stamates works with an e-commerce cus-tomer team of approximately 25 people, but because of

the youth of P&G e-commerce efforts, she and one other person are the only marketers on a team of mostly sales people. She consults with all P&G brands when needed – brands she may have already worked in during her pre-vious 10 years in marketing roles for skin care, personal cleaning and feminine care brands.

Stamates says she’s happy to be on the cutting edge of marketing. “It’s a hot topic,” she says of e-commerce shop-per marketing. “We see a lot of opportunity as our retailers make it a more convenient option for consumers. … In 10 years, we won’t think of it as e-commerce and as bricks and mortar, we’ll think of it as a total shopping experience and we’ll have all these new tools to help make our lives a little bit better and a little bit easier.”

onathan Richmond never could have predicted his professional work would revolve around in-fant formula. In fact, the former University of Arkansas athlete had his sights set on a career on the baseball diamond. But as a student in the Sam M. Walton College of Business, he became

really intrigued by marketing at retail.As his baseball dreams faded and after a marketing

internship at Tyson Foods that “opened my eyes” to the manufacturing side of the business, Richmond is now one of four customer marketing managers at Mead Johnson Nutrition. He is responsible for developing and executing the company’s customer marketing strategies for Enfamil, its flagship infant formula brand.

His first job out of college was a two-year stint with The

initiatives on the Target team. During his time working with Target in Minneapolis, Mead Johnson was named a category captain for infant formula as category sales grew more than 15% there.

In April 2011, he moved into his current role at the com-pany’s corporate office in Chicago, where he says he has the opportunity to work with many departments across Mead Johnson as well as with its retailers, building on previous roles.

“When I started in category management, I applied the analytical skills I acquired at Nielsen,” he says. “Transition-ing from the field to my current role, I was able to bring the perspective of our retailers to life in our marketing efforts.” Becoming a father of two along the way has also helped.

Richmond reports to the director of customer marketing in the company’s retail sales organization. “More specifi-cally, we’re a part of the customer development team that also includes category management, retail operations and customer finance,” he says.

Providing science-based pediatric nutrition products, the company’s marketing campaigns are naturally devel-oped with healthcare professionals in mind. “One of the challenges we run into is maintaining consistent com-munication to moms as they leave pediatrician offices and enter the retail environment,” he says. “Our category is unique: approximately 10,000 consumers enter our cat-egory each day and 10,000 consumers leave our category each day. This makes the educational aspect of our shopper marketing materials critical.”

While innovation and even new packaging aren’t com-mon, in April the company launched a new liquid form of infant formula in 8-ounce plastic bottles. They were designed as a convenient alternative to the company’s 32-ounce multiuse liquid can that has been around for more than 50 years. Richmond says the program “clearly had a more complete launch plan” compared to past ef-forts, and his part included working with retail teams on forecasts and timing prior to the launch.

Jonathan RichmondCompany: Mead Johnson Nutrition

TiTle: Customer Marketing Manager

age: 30

eduCaTion: University of Arkansas (B.S.B.A., Marketing Management); University of Saint Thomas-School of Business (M.B.A., Marketing)

Nielsen Co., and he’s been with Mead Johnson now for nearly seven years, having held two positions prior to his current role, first as a category development manager on the Walmart team and then leading category management

Jessy stamates

Photo by Chris Cone

Photo by Roark Johnson

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November 2012 Shopper Marketing Profile: PeoPle to Watch 21

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s director of shopper marketing for Wilton Brands’ Wilton Enterprises division, Allyson Martin plays an integral part in the company’s efforts to get its baking, cake decorating, candy making and other special-occasion products it manufactures into consumers’ homes.

Fresh out of college and with “some minor retail experi-ence,” Martin started at Wilton in 1999 as part of the prod-uct development team. After nearly nine years working across multiple product categories, she decided to branch out by joining the in-store marketing team at ConAgra Foods in 2008. “Delving into the motivations of the con-sumer, the effects of the physical store environment, and the readily available research, insights and data were all tremendously exciting to me,” she says.

Ultimately, her personal interest in baking and deco-rating as well as her professional passion for the Wilton brands brought her back to the company in early 2010, when she was charged with starting up a shopper market-ing team – comprised of herself.

Today, a three-person team is responsible for ensuring that the company’s strategies, along with its retail partners’ strategies, are executed in the most effective manner pos-sible to “announce, amplify and explain the Wilton brand and the activity of sweet treat making and decorating,” she says. The team develops and executes multiple elements of the in-store experience, including POS communication, consumer collateral, temporary and permanent displays as well as digital and social media elements to ensure the company is “communicating with our consumer wherever, however and whenever she wants.”

Martin reports to the executive vice president of prod-uct development and marketing, along with the digital marketing/social media and the consumer insights teams. “We’re also very well integrated with our sales team, most

often being their first and most direct point of contact on new marketing-based initiatives,” she says.

From her experiences, most notably from her stint at ConAgra, Martin fully realizes that marketing and insights cannot exist without one another. “I’ve learned that the display or campaign can’t just look good; it has to ‘speak’ to the shopper in the right language or visual based on what we know about her, her needs and her motivations. Always think about the shopper first.”

The shopper marketing team indeed relies heavily on the company’s consumer insights and market research team when developing campaigns and identifying tactics. “They utilize every available resource, whether via social media, syndicated data, consumer panels, or surveys of our ‘Wil-ton Method’ students, to really help us get to the key factors and motivators in the shopper’s decision process.”

Wilton doesn’t fund traditional advertising efforts, Mar-tin says, so “the need for us to be even more critical and conscious of our in-store and digital communications is stronger, since they really are our main touchpoints with the consumer.”

Allyson MArtinCompany: Wilton Brands

TiTle: Director of Shopper Marketing

age: 35

eduCaTion: Marquette University (B.S., Marketing and Business Administration)

Photo by Wilton Brands

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“And the biggest game-changer? We were given 72 hours to come aboard, and we were able to get it done in 24. That’s what being wired for speed looks like.”

Kmiec is excited for digital’s role in two product launch-es. To support Campbell’s Go soup (in microwavable pouches) as well as Campbell’s Skillet sauces, Kmiec and his team are mining for consumer reaction to the products, where consumers are buying them, how consumers feel about the flavor profile, and who they are having it with. “It’s a progressive approach that is combining real-time insights with actual purchase behavior, and it can only be done on social,” he says.


n her third year as Kimberly-Clark’s shopper market-ing manager for Family Dollar and Dollar General, Jennifer Carter is dealing with one of the hottest chan-nels of trade. She develops programs for both retailers that are customized to their specific retail landscape and also develops custom programs leveraging K-C’s

as well as other manufacturers’ brands to drive retail-specific objectives and merchandising themes.

Carter most recently developed and led a large-scale multi-manufacturer and retail-specific program for Fam-ily Dollar called “Spice Up Your Family Fun” that utilized Aaron McCargo Jr. from Food Network’s “Big Daddy’s House” as a spokesperson. The May-through-September

program helped drive awareness of the large food expan-sion at Family Dollar, built the brand equity of the retailer by leveraging brands like Scott (K-C), Kingsford (Clorox Co.), Coke (Coca-Cola Co.), Ritz (Kraft Foods) and Ragu (Unilever), and gave shoppers added value of custom, ex-clusive recipes and tips from McCargo to help with their summer parties.

Tools for the program included custom TV spots, a cus-tom microsite with webisodes, social media, retailer cir-culars, public relations via satellite radio and traditional radio, media tours, a seasonal display and at-shelf signage in front of participating brands. Carter worked with JWT/OgilvyAction and Millward Brown for program success metrics, including store traffic, change in shopper be-havior, increase in retailer brand equity, impressions and reach, and sales impact.

Carter previously spent five years at Procter & Gamble, starting in research and development before moving to brand management. She also worked for two years at Cata-pult Marketing (now CatapultRPM) on Mars Petcare be-fore joining K-C. Carter says working with an agency has helped her efficiency when working with agencies now.

“I am careful to make sure that I provide [agencies] with as much information as possible and that we have many check-in points,” she says. “When I worked at Catapult I realized how lack of information puts a curve in creativ-ity. When you give the agency the insights, barriers and opportunities, they can do what they do best, which is create. When you leave it up to them to identify all that, their core competency is weakened as they start to work in a state of ‘what ifs.’”

Carter says a major challenge when developing shopper marketing and merchandising materials for K-C’s brands is balancing retailer and brand goals. “Rarely are they aligned and both think theirs is more important,” she says. “There has to be give and take, but I find the retailers understand the importance that brand equity holds, and our brands are beginning to understand the importance of customiza-tion for each retailer.”

dam Kmiec says his approach to keeping Camp-bell Soup Co. on the leading edge of digital mar-keting and social media is rooted in a childhood of experimentation. His father was a chemist with photographic and imaging company Fujifilm. Kmiec had a dark room when he was 7, and a

Nikon camera a year later. And although he has worked for Walgreens, MARC

USA, ConAgra Foods, Draft Worldwide (now Draftfcb), Leo Burnett and Fallon, he credits those early years for his success. “We conducted science experiences in the kitchen, the backyard and the basement,” the 32-year-old says. “From an early age, I was being taught to ask, ‘Why?’ While I’ve been fortunate to work with some of the most forward-looking and storied organizations in the world, I think it was the foundation provided by my father that set me on the path to ultimately lead digital and social at Campbell.”

Kmiec led Walgreens’ social media efforts before moving to Campbell, where he says his role is to guide the com-pany to being the most “digitally fit” CPG in the world. He leads, coordinates and oversees all Campbell digital and social media projects globally, working with every depart-ment in the company. “We see digital and social as a way of doing business, rather than a department,” says Kmiec.

Kmiec says Campbell is gaining valuable insights from its social media initiatives, monitoring “Likes,” comments, posts, photos and Tweets to help satisfy consumers. “Con-sumers are using technology to shop smarter, save time, explore a diversity of cuisines – tastes and food experi-ences – and share their opinions and discoveries,” he says. “This information is influencing their choices at point of purchase. The better you understand the customer, the better you can delight them at scale to drive the business.”

The pursuit of insights inspired Campbell recently to use a new Twitter tool that targets ads based on user in-terests. “The ability to target on interest meant we were matching the right recipes to the right users,” says Kmiec.

AdAm KmiecCompany: Campbell Soup Co.

TiTle: Director of Digital Marketing and Social Media

age: 32

eduCaTion: University of Minnesota (B.A., Marketing - Emphasis in Advertising)

Jennifer cArterCompany: Kimberly-Clark

TiTle: Shopper Marketing Manager, Family Dollar and Dollar General

age: 32

eduCaTion: Bowling Green State University (B.S.B.A., Marketing)

Photo by John von Dorn

Photo by Amanda Stevens

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nterview a couple of dozen retail ex-perts or sit in on a month’s worth of shopper marketing conferences and

you’ll hear the word collaboration – a lot. Without fail, the best and the brightest believe that collaboration is the key to reinventing retail so that bricks & mortar stores remain relevant in an increasingly digital world.

But collaboration is also fraught with inherent conflict, beginning with agree-ment on exactly what a retail reinvention should entail. Some basic initiatives, such as carving out a “store-within-a-store” for a brand, are difficult but at least relatively straightforward. Rethinking an aisle sec-tion full of elbow-throwing competitors is a lot trickier. And a multi-department reinvention (turning baby-care products into a “baby center,” for example) can be downright excruciating.

So it’s probably no surprise that the collaborative effort seen most often out in the aisles is also the most modest: the “meal solutions center” endcap or kiosk. The problem, according to some experts, is that this is “playing small ball.” Big, daring, complex proposals for category-wide reinventions are needed in the face of changing market forces – the com-moditization of the center store … online retailers moving to same-day delivery …

digital intermediation … the growth of private label … mobile checkouts. These and other trends should be opening eyes and even scaring retailers and their ven-dor partners into collaboratively reinvent-ing the shopping experience.

Immediately, though, there’s another conflict: Retailers’ needs and the needs of CPGs are fundamentally different. The brand executive’s objective is to sell as much of his own brand as possible; the chain executive’s objective is to sell the most of anything that produces the high-est margins. “Retailers and brands are fun-damentally at odds,” says Ben Ball, senior vice president, Dechert-Hampe & Co. “This quest for collaboration is really a fantasy.”

24 Shopper Marketing November 2012special RepoRt

In collaboration with:

I

By Laura Heller

This is the second installment in a four-part series examining the role of CPG marketers in reinventing retail by creating bigger, more conse-quential kinds of in-store experiences. In this article, we look at some of the key barriers that plague and impede collaborative efforts.

Part 2 – The Barriers:

The Path to RETAIL REINVENTION

Bruce Vierck, vice president at RTC, is even more blunt: “Brands can’t continue to just push their individual products any-more. They need to step up and be part of broader solutions that meet shoppers’ higher-level needs”

Adds Ball: “We have to find those ar-eas where we can have common ground, knowing that there’s no way to have complete partnership.”

That common ground is the shopper, according to a series of in-depth inter-views conducted this summer with Path to Purchase Institute members. Both re-tailers and CPGs said that they’d be will-ing, like bickering parents, to set aside their differences and “do what’s best” by collaborating on shopper needs.

Art Sebastian, director, sales strategy & customer development, Kraft Foods Group, cheese & dairy, says his company has already adjusted to these new realities. “One of the key things we now bring to the table is an understanding of the entire dairy department,“ he says. “We believe that if we help drive the entire dairy aisle with our retail partners, cheese will get its fair share of growth and Kraft, as the larg-est vendor, will get its fair share too.”

But no one’s singing “Kumbaya” just yet. In that same series of Institute mem-ber interviews, most brand executives said that when they do respond to retailer re-quests for higher-level in-store initiatives,

Series SchedulePart 1: The Challenge

(October)

Part 2: The Barriers

Part 3: Realigning to Reinvent (December)

Part 4: Curating the Reinvention (January)

“The typical buyer is not seen as someone who thinks big because he’s busy managing his business day to day. But if he’s not on board, there’s no reinvention.”

Art Sebastian, director, sales strategy & customer development, Kraft Foods Group, cheese & dairy

In Search ofCommon Ground

“‘Now, Next, Future’ is the term usually used in aisle reinvention,” says Art Sebastian, “but I prefer to think of reinvention as ‘Refresh, Renew, Reimagine.’ We ‘refresh’ elements through minor tweaks at the shelf and other corrective actions that can be taken now. ‘Renew’ lets us expand across the whole dairy case and really look at things like vertical sections, brand blocking and space allocation. ‘Reimagine’ involves all of the above along with efforts to evolve the shopping experience through décor and creative shelf-edge ideas.”

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CPGs clearly can’t do this for all retail accounts, but they should develop teams and gather targeted insights that are tai-lored to some carefully selected accounts. “Today, most suppliers are not structured or staffed to do this work to scale at multi-ple retailers at the same time,” says Yerian. “They just don’t have those resources.”

Trying to wing it without sufficient resources could create embarrassment or, worse, a loss of credibility with busi-ness partners. An Institute interviewee who (understandably) requested ano-nymity said one of his CPG company’s reinvention proposals called for creating concepts, testing them in 40-50 stores, and rolling it all out “within the next four months.” Vendors not only told him that this was not physically possible, one was pretty frank: “You guys need to get real and rethink how you approach things.”

Barrier #2: Lack of leadership“The CPG companies all know that rein-vention needs to happen and are pushing to be a part of it,” says Patrick Fitzmau-rice, principal, The Capré Group. “But the retailers really need to be the ones who are driving it and championing it.”

Retailers have core loyal shoppers, and understanding these shoppers, their needs and the retailer’s needs are im-perative to truly changing a retail experi-ence. “Retailers are the masters of their four walls and the masters of knowledge about their core loyal shoppers,” says Yerian. “They look to vendor partners to supply the longevity and the trajectory.”

Retailers also look to vendors, more of-ten than not, to pay. But while CPGs can be expected to provide the initial outlay

and fund the prototypes, retailers should be stepping in to help pay for the rollout and to share costs for the program. This is for more than just budgeting reasons, says Steve Carlin, senior director, shopper marketing & insights, Ubisoft. As the in-termediary between competing suppliers, he notes, the retailer is best positioned to negotiate critical differences and avoid any appearance of collusion.

“The budget question can always be complicated,” says Kris Medford, direc-tor, Interbrand Design Forum. “But when a retailer takes that kind of ownership, it reduces the barriers to rollout.”

Even if the chain is on board with an ini-tiative, Institute member interviews point-ed to another huge variable: “The luck of the draw.” Ideally, high-level chain execu-tives will be involved in a reinvention initia-tive because top-to-top conversations can get key agreements made upfront. “You need an executive who is two steps high-er up the ladder,” says Fitzmaurice. “A VP or SVP of grocery buying, for example – someone who can look across multiple categories and understand the retailer’s over-arching strategies and objectives. You need to be able to intelligently discuss whether a certain category could be a basket builder or a growth driver of trips.”

However, our interviews told us that, more often than not, reinvention projects default to the chain’s buyers or category managers. Most executives at these lower levels of authority don’t expect to stay in these positions for very long and, thus, don’t necessarily see any upside to “risk-ing their careers” on a major store change.

Sebastian agrees – to a point: “Yes, the typical buyer is not seen as someone who ‘thinks big’ because he’s busy managing his

business day to day. But dairy buyers tend to be on their desk a bit longer than other buyers and usually have more expertise. If Kraft brings a legitimate story forward that’s organized and grounded in insight, they get it and actually help me get to the next level. So I view them as critical. If they’re not on board, there’s no reinvention.”

Barrier #3: Lack of Commitment Even when everything seems to be in order – multiple manufacturers, retailer commitment to prototypes and testing, even the funding – initiatives, particularly large-scale category reinventions, can fall short or be abandoned. Vierck, who has worked on multiple CPG-retailer col-laborations in his years with RTC, says that most projects can be summarized as a three-step process: Knowledge Vision

Activation. “And in my experience, the biggest breakdowns almost always occur in the gaps between the steps.”

One Institute interviewee witnessed a total relationship breakdown within the Knowledge Vision gap. While the par-ties had agreed to share costs based on each brand’s share of category, later on one refused to share proprietary insights. “They said, ‘We know certain things about how people shop the category, but we can’t put them into the pot be-cause then our competitors would know them,’” said the interviewee. “The thing was, they’d actually be giving it to a third party who would protect it, but they said, ‘We’ve invested a lot of money in under-standing shoppers at a detailed level, and this is just handing it away.’”

Breakdowns between the “gaps” also undid one of the most ambitious, best-

certain barriers crop up to prevent their ideas from being activated. While retail-ers erect some, others are a by-product of the CPGs’ own priorities.

Barrier #1: Insufficient ResourcesMany of the industry veterans Shopper Marketing talked to for this series said that the biggest barrier was the stubborn re-fusal by some CPG companies to reallocate resources away from small promotions. “There are a number of brands – organiza-tions you’d expect to be far more advanced – that are still stuck in the old ways of doing things,” says Joe Lampertius, shopper mar-keting practice lead, Momentum World-wide. CPGs must invest in the right talent and structure to bring customized insights to retailers, he says, but many continue to offer general or national programs based on common assumptions. “Let’s say that $100 billion is being spent on shopper mar-keting programs. Today, $75 billion to $80 billion is spent on ‘churn and burn’ pro-grams that are no better than ones from 10 or 20 years ago,” he says. “And most of the insights suck. They’re not insights; they’re obvious: ‘Moms are time starved.’ Yeah sure... but what is it about moms that really resonates emotionally?”

That’s where skilled shopper marketing specialists become mission critical. “If you think that this is someone’s weekend job on top of their current responsibilities, it’s unrealistic,” says Louise Yerian, partner at The Partnering Group (TPG). “Some man-ufacturers are moving to strategists, col-laboration leaders and task force teams. A resource who knows where to reach in the corporate headquarters, where the information sits.”

“Too much money is spent on churn-and-burn programs that are no better than ones from 10 or 20 years ago. And most of the insights suck. They’re not insights; they’re obvious.”

Joe Lampertius, shopper marketing practice lead, Momentum Worldwide

While no chain adopted the total departmental reinvention proposed by DMI’s Innovation Center for U.S. Dairy project, Rebecca MacKay says that design elements, such as its “Perfect Pairings” concepts (above), have influenced other projects such as Target’s P-Fresh format (left).

“Brands can’t continue to just push their individual products anymore. They need to step up and be part of broader solutions that meet shoppers’ higher-level needs.”

Bruce Vierck, vice president, RTC

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publicized reinvention efforts of recent years, the Dairy Marketing International (DMI) Innovation Center for U.S. Dairy. “Nobody wants to shop the dairy depart-ment,” says Rebecca MacKay, DMI’s vice president, strategy, insights and planning. “It’s the last step in the shopping trip, very routine, with very little opportunity to be inspired by new products. The crux was to focus on dairy and leverage all its attributes to elevate and use them as a point of differentiation.”

DMI brought together the CEOs of 31 different companies along the supply

chain, put them in the room along with relevant research, and identified vari-ous big and modest goals around which they created programs for the dairy de-

partment. One targeted meal solutions as an executable strategy with good buy-in from suppliers and retailers, and long-term potential. Once a calendar was

created and displays in place, programs could be rotated in on a regular basis.

The program was tested in six re-gional supermarket chains: Roche Bros., Weis Markets, Harris Teeter, Brookshire’s Food & Pharmacy, Roundy’s Supermar-kets, Northgate Markets and Save Mart. To date, all tests remain in place while Brookshire’s and Roche Bros. have rolled the program out to additional stores.

But the larger category reinvention ef-fort is a different story. DMI tested thou-sands of different ideas and concepts, “just trying to get the department to look differ-ent than it has for the past 50 years,” says MacKay, but never got anyone to embrace the larger departmental reinvention. It be-gan before the economy crashed in 2008, and then suddenly, there was no money for capital expenditures. “Retailers were re-ally excited about the collective spirit of our research. They took it as far as the design phase and then had to pull the plug.”

MacKay claims that certain elements of DMI’s design have influenced other proj-ects, most notably Target’s P-Fresh format. She points to the circular and tiered displays in the center of the department, and vari-ous new product groupings such as bakery items, fruit and shredded cheese with yo-gurt. Perhaps there’s a role for “small ball” in category reinvention after all.

Fitzmaurice, for one, thinks that the reinvention habit may have to take root first in areas outside the center store – the front end or checkouts, for example. “I think retailers do see the need for all of this,” he says, but it will take time. “Re-member, we’re trying to break an indus-try that has been doing things the same way for 70 years.”

“When the economy crashed in 2008, suddenly there was no money for capital expenditures. Retailers took it as far as the design phase and then had to pull the plug.”

Rebecca MacKay, VP, strategy, insights and planning, Dairy Marketing International

26 Shopper Marketing November 2012special RepoRt

RTC is a global team of more than 900 retail strategists, researchers, designers, engineers, manufacturing experts, logistics orchestra-tors, technology specialists and program managers who are helping some of the world’s best brands and most respected retailers to reinvent their retail presence.

About the AuthorLaura Heller has been reporting on mass-market retail trends and initiatives since 1995 as a reporter for trade maga-zines, business outlets and Web sites including Discount Store News/Re-tailing Today, Grocery Headquarters, Chain Store Age, Consumer Electronics Daily, Drug Store News, Home Channel News, the Photo Marketing Association Magazine and License! Global.

Her blog – The Point of Purchase – appears on Forbes.com, and she also con-tributes to Yahoo!, Store Brands Decisions, Dealnews.com and Ycharts.

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SOCIALWalgreens has been busy, having rolled out a

“Photo By Walgreens” Facebook app that enables you to customize and print your Facebook photos at its stores. Facebook photo pickup seems to be a tried and true way to connect social with the store, but the twist here is that the photo comes printed with your original commentary and friends’ comments. The app was very easy to use, and my photo was available the same day. Walgreens has also been touting its Balance Rewards loyalty card through Facebook. I followed a link to register (thanks to an adorable photo of a French bulldog) and things started out rough. I was directed to the Balance Rewards page but every time I clicked on the “Join Now” button, I would get a message that said, “We’re sorry, but we were unable to complete your request.” Not sure if it was the link from Facebook or if the system just went wonky for a few minutes. Nevertheless, I logged out, grabbed the Balance Rewards brochure handed to me at my last Walgreens visit, and logged on the website listed in print. I registered with no issues.

At the end of August, Twitter announced on its “Advertising Blog” an improvement to its Promoted Tweets service. Advertisers can now target users based on a set of interests. Promoted Tweets show up on a user’s wall. There are more than 350 categories that advertisers can choose from, and they can mix and match based on the promotion. The example on the blog is that if a company wanted to promote a new animated film about dogs, the advertiser could select “Animation” under the Movies tab, “Cartoons” under the Hobbies tab, and “Dogs” under the Pets tab and so on, reaching Twitterers with those interests.

Men, if you can take a joke, check out the Facebook app for Idelle Labs’ Brut called “Mantervention.” It’s Brut being Brut. No info on the product (what’s to learn?) – just a video of a mock intervention of your Facebook behavior. You grant the app access into your profile, and a manly man (think the Dos Equis guy 30 years younger) ribs you for posting photos and liking pages. The video incorporates your actual photos. It was actually kind of funny, much better than the app Brut launched last year that let you virtually slap parodies of Char-lie Sheen, Tiger Woods, Kelsey Grammar and The Situation.

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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

...photos connect social with stores.

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...’interest’ targeting.

...making fun of Facebook overload.

LOCAL“Check-in with your face.” That’s the tagline for a new deals ser-

vice being created by Red Pepper Lab, Atlanta and Nashville. The program uses facial-recognition technology to check in consum-ers at locations and automatically deliver deals to their mobile de-vices. This idea, albeit a fascinating one, is still a work in progress, and you can read about it at Redpepperland.com. The agency tentatively calls the play “Facedeals,” but the name will change. It would work by having a consumer register through Facebook, where a likeness would be created and profiled. Then, when you went to a store with a Facedeals camera installed, it would scan your face, recognize it and then automatically deliver a custom-ized deal based on your Facebook history to your phone. This idea invites so many questions, but let’s see where it goes first.

Mobile app Ozmott, Traverse City, Mich., recently signed on sporting goods retailer MC Sports and its 74 locations. The app has more than 130 stores, according to a company spokesperson, and is in talks with several national brands. Users receive exclusive deals when shopping in one of MC Sports’ stores. They can tap the “Start Shopping” button and see what stores are near them and what offers are available. The MC Sports store near me listed 10 offers, from 10% off bikes to $5 off football cleats. With purchase, users earn “Pips,” which can be redeemed for more rewards.

...deals based on your face.

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5...rewards for even better deals.

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november 2012 Shopper Marketing so-lo-mo 29

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A Pinterest-esque new site and mobile app called “Swirl” from Swirl Networks, Boston, has a location-based feature that allows users to find items that they “clipped,” essentially “pinned,” through the site at nearby stores. The fashion-based iPhone app has a location capabil-ity, alerting you of items at stores near you. All of the items are clothing available at such stores as Nordstrom, Abercrom-bie & Fitch, H&M, Express and Macy’s. You can search by retailer or by offers.

...clips for nearby deals.

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Foot Locker-owned Champs Sports launched an app for iPhone, iPad and Android with Google Play that looks and reads like a sports magazine. Called SWAG, the app shares behind-the-scenes videos and articles of athletes like Kevin Durant and Josh Hamilton but also directs you to buy product. The content stands alone; it was enjoyable to flip through, especially on iPad. A few of the pages are dedicated to product that you can tap on and be directed to buy. The articles also share interactive links to buy product. I clicked on a link to buy the gear featured in the Kevin Durant article. It quickly took me to Champs Sports online with a list of the items to either buy right there or in-store.

Every purchase helps a school, with mobile app Shoparoo, San Francisco. The free iPhone, iPad and Android app con-verts receipts into donations to the school of your choice. Users snap a picture of the receipt. Every receipt under $10 equals a 1-cent donation, receipts from $10-$49 convert into a 2-cent donation, $50-$99 makes a 4-cent donation, and anything over $100 sends 6 cents. It’s similar to a virtual General Mills’ Box Tops for Educa-tion program. When I used it, the app automatically located nearby elementary schools, which sped up the search for my school of choice. You can see how your donations stack up against friends, and when searching the special offers page

of the app, I saw that a purchase of an Axe product at any Walmart doubled my donation. Unilever was Shoparoo’s only brand partner as of late September.

And like Shoparoo, there’s Endorse, a free app from San Mateo, Calif.-based Endorse Corp. that gives users the option to snap a picture of their receipt and earn points to be redeemed toward cash in your pocket (well, PayPal account) or do-nate that money to charity. For a limited time, Endorse will give users $5 to donate to local schools in partnership with DonorsChoose.org for every 10 receipts uploaded — a nice incentive to start sav-ing. The app allows you to browse offers at your local stores.

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...read and buy.

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... and receipts for points.

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Good as GoldFinalists in the 2012 Design of the Times contest were showcased in a curated gallery at the Shopper Marketing Expo in October, with the gold, platinum and Best of the Times winners announced during the Design of the Times Reception. Here is a sampling of the gold winners. For a complete list of winners, visit P2pi.org.

gallery: Design of the times30 Shopper Marketing november 2012

Electronics Engagement CenterRetail Category: Convenience StoresCampaign Type: EndcapClient: DAS, Palmyra, Pa.Entrant: BareSkull Innovation, Lake Ozark, Mo.Introduction Date: November 2011Size of Run: 1,000+Insight: Travel centers usually merchandise portable electronics in locked glass showcases. Shoppers have a long dwell time at these travel centers, presenting a browsing opportunity for the brand. But shoppers who are interested would have to specifically seek out the assistance of a salesperson behind the main cash wrap. Expending that much effort – particularly during times of the day when the sales associates are already busy – often proved too high a barrier for many shoppers. A highly visible, user-friendly interactive display solution – in this case, an endcap with hands-on demos – could overcome these challenges.

Sally Hansen Magnetic Nails Counter UnitRetail Category: Drug StoresCampaign Type: Counter/Shelf DisplayClient: Coty Inc., New YorkEntrant: Menasha Packaging, Neenah, Wis.Introduction Date: May 2012Size of Run: 21,654Insight: The target consumers for Sally Hansen’s nail products are women ages 18 to 34 who seek a trendy, modern look for their nails. The client want-ed a display with an edgy, modern look to appeal to those women, and got it with a riser that includes images of the finished nail polish. To visualize the application process, an educational graphic panel on the base outlines the step-by-step process.

LG Innovation EndcapRetail Category: Consumer Electronics StoresCampaign Type: EndcapClient: LG Electronics, Englewood Cliffs, N.J.Entrant: Design Phase Inc., Waukegan, Ill.Introduction Date: May 2012Size of Run: 800Insight: LG’s research found that shoppers are overwhelmed with the amount of infor-mation and choices in-store within this cat-egory, and yet underwhelmed with live TV demos. LG knew that the key to winning the shopper in-store is to create a display that grabs his attention, clearly communicates the brand message, and has a flawless inter-active experience. LG developed a simulated online experience that customers could in-teract with, rather than relying on the store’s Internet connection. The display uses a high-definition media player to run the videos and the simulated online experience.

Band-Aid/Neo Quilted FloorstandRetail Category: Drug StoresCampaign Type: Freestanding, Aisle, Shipper or Pallet DisplayClient: Johnson & Johnson, New Brunswick, N.J.Entrant: RockTenn Merchandising Displays, Winston-Salem, N.C.Introduction Date: February 2012Size of Run: 10,000Insight: Johnson & Johnson wanted to communicate its leadership in cutting-edge technology for first aid products, especially in the crowded drugstore envi-ronment. The display helped to educate the shopper by highlighting the importance of using two products (Band-Aid and Neosporin) together.

Scotts Interactive iPad Kiosk DisplayRetail Category: Home Centers/Hardware StoresCampaign Type: Interactive Display/KioskClient: The Scotts Miracle-Gro Co., Marysville, OhioEntrant: Rand Diversified, Edison, N.J.Introduction Date: January 2012Size of Run: 700Insight: Scotts relied on data suggesting that consumers who frequent smaller home and gar-den centers are more likely to seek education on the products at hand. In typical retail settings, shoppers have to read the back labels of products to find out if that particular product is what they need. Scotts researched many types of interactive touchscreen options, and ultimately the iPad was chosen because of the way it would connect with the shopper in a unique way.

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Garmin BMW Motorad Navigator IVRetail Category: Specialty Stores (Department, Footwear, Office, Travel, Liquor Stores, etc.)Campaign Type: Counter/Shelf DisplayClient: Garmin International Inc., Olathe, Kan.Entrant: Kendal King Group, Kansas City, Mo.Introduction Date: August 2011Size of Run: 150Insight: Garmin and BMW wanted to show-case the unit that was designed exclusively for BMW motorcycles, knowing shoppers could be drawn to the display via name recognition of two brands. The display includes a live unit that allows bikers to interact with the glove-friendly 4.3-inch touchscreen. The try-it-yourself ap-proach gives bikers assurance about what they are purchasing for their BMW motorcycle.

The Coca-Cola FreestyleRetail Category: Specialty Stores (Department, Footwear, Office, Travel, Liquor Stores, etc.)Campaign Type: Interactive Display/KioskClient: The Coca-Cola Co., AtlantaEntrant: The Coca-Cola Co., AtlantaIntroduction Date: January 2011Size of Run: n/aInsight: From an operational stand-point, Coca-Cola customers had concerns about the amount of floor space required for a legacy fountain system, as well as inability to provide data about con-sumers’ brand selection habits. Freestyle tracks beverage pours per day, allowing retailers to curate brands to their customer base. The user interface offers more than 100 branded beverages yet simplifies the selection process, prompting one consumer to say, “It’s like my iPod married a soda fountain.”

Katy Perry ULTA EndcapRetail Category: Specialty Stores (Department, Footwear, Office, Travel, Liquor Stores, etc.)Campaign Type: EndcapClient: Original Additions, Hayes, Middlesex, United KingdomEntrant: Bay Cities, Pico Rivera, Calif.Introduction Date: January 2012Size of Run: 500Insight: The client knew using an endcap is a great way to catch the shopper’s attention. The products – false eyelashes – are lightweight and inexpensive, making them an easy product for the shopper to grab. Pop star Katy Perry and her beauty secret are prominently displayed to the target shopper, young females looking for a fun beauty product.

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gallery: Design of the times 33

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Hockey’s Newest Dynasty CampaignRetail Category: Specialty Stores (Department, Footwear, Office, Travel, Liquor Stores, etc.)Campaign Type: National/ Regional In-Store CampaignClient: MillerCoors, Molson, ChicagoEntrant: Arc Worldwide, ChicagoIntroduction Date: October 2011Size of Run: Various components of the campaign were produced in quantities ranging from 50 to 442,000 items.Insight: The avid hockey fan respects and honors the game, knows about its heritage, and isn’t amused by hockey cliches. Using this insight, Molson Canadian positioned itself as the beer that real hockey fans want to drink because they share the same passion for the sport.

Dr. Scholl’s Illuminated Header Retail Category: Mass MerchandisersCampaign Type: Interactive Display/KioskClient: MSD Consumer Care Inc., Summit, N.J.Entrant: Mechtronics Corp., Beacon, N.Y.Introduction Date: May 2012Size of Run: 3,200Insight: Merck’s field research showed that the original Dr. Scholl’s kiosks had become part of their environment after five years in the store. A dramatic visual change was necessary to grab the shopper’s attention. A new header increased the total height of the unit by 8 feet.

Sylvania MusicLites Product Demo Retail category: Home Centers/Hardware StoresCampaign Type: Counter/Shelf DisplayClient: Osram Sylvania, Danvers, Mass.Entrant: DB Studios, Irvine, Calif.Introduction date: Sept. 2011Size of Run: 75Insight: Shoppers for technology-based home products want to quickly grasp the benefits of new technology. Osram Sylvania used this insight to create a simple display that combines a graphic of a light bulb with sound waves and the “wireless music in a bulb” message.

Omni Heat GloveRetail Category: Sporting Goods StoresCampaign Type: Counter/Shelf DisplayClient: Columbia Sportswear, Portland, Ore.Entrant: Rapid Displays, Union City, Calif.Introduction Date: July 2011Size of Run: 239Insight: Knowing that the target shopper seeks high-tech gear, this display for a winter sports glove was designed to look high-tech while featuring the product. When a shopper ap-proaches the display, a motion sensor activates LED lights to draw attention to the graphics and message. The display promotes a unique feature: battery-supplied heat on the glove, controlled by the wearer.

november 2012 Shopper Marketing

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Feature: Procter & Gamble34

SM: P&G’s involvement in the Olympics dates back 70 years, but it wasn’t until the 2010 Winter Games that you developed a broad marketing platform celebrating the mothers of Olympic athletes. How did this idea originate?Pritchard: We took a look at our pro-grams and thought we could come up with something better – a bigger idea that united the brands under a more cohesive theme. One of our agencies, Wieden+Kennedy, came to us with the idea that at first glance, P&G’s brands have little to do with the Olympics, except that every Olympic ath-

lete has a mom. Moms are with their kids every step of the way, and P&G is in the business of helping moms. It was a great idea. We generated $100 million in extra sales in the Vancouver Games even though we only had about 40% of our [retail] cus-tomers activating.

From there we really expanded the campaign and got much more deeply in-volved. What made a big difference this time is that we had enough lead time for our retailers to get behind it. They thought this was a great idea because it involved so many of our brands and it unified those

brands. Retailers put together spectacular in-store and merchandising activation.

SM: What were some of the key insights that you leveraged? Pritchard: Our research showed that the “Thank You, Mom” campaign created a natural connection between the Olympics and P&G and its brands. We had increases in favorability that led to purchase intent, and this was a higher ROI program than our average brand activity. We created ideas that we researched – whether some brands would be more effective than others.

with

TALKING OLYMPICS

By Michael Applebaum

arc Pritchard, global brand building officer at Procter & Gamble, says his company’s activity leveraging its sponsorship of the 2012 London Olympics was “the largest and most ambitious marketing campaign in our company’s history.”

During the 100-day countdown to the Games, which began July 27, P&G launched a series of new marketing initiatives around its “Thank You, Mom” campaign, sparking an ongoing conversation with consumers in social media circles. It also blanketed retail stores across the globe with Olympics-themed shopper marketing programs. “We set a new standard of performance with our in-store merchandising and activation,” says Pritchard.

Shopper Marketing spent some time with Pritchard in early September discussing P&G’s Olympics marketing strategy. In the interview, he shared highlights of the activations and explained how the company was able to deliver strong results.

P&G’s Olympic Stat Sheetn 34 activating brands

n 150 athlete sponsorships

n 4 million participating retail stores worldwide

n 41 global shopper marketing agencies; one lead agency per region (five), and the rest broken down by country or customer team

n 29 countries with dedicated Facebook pages

n 73 countries worldwide launching Olympic programs

n 76 billion total impressions

n 370 million Tweets

n 5% to 20% sales lift at retailers activating the campaign with in-store displays

M

Marc Pritchard

Photo by Procter & Gamble

Shopper Marketing november 2012

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Feature: Procter & Gamble36 Shopper Marketing november 2012

SM: What was the overall approach to shopper marketing for your Olympic pro-grams? Pritchard: We started with the idea of thanking moms for everything they do, then gave shoppers the opportunity to buy P&G products and either get something – free tickets, Olympic pins, additional product – or give something like a dona-tion to youth sports, which was actually one of our best concepts. We perfected that by making sure to always show a mom or an athlete [in merchandising], or even a mom with her kid playing sports. We then optimized the product mix and put them together with strong visuals to create the most engaging shopping experience.

SM: Give an example of how athletes were paired with brands to create effec-tive merchandising programs.Pritchard: Pantene’s idea was that your hair can withstand an Olympic torch test and keep shining, so we put [swimmer] Natalie Coughlin together with Pantene and created displays and merchandising around that concept. Same thing with Bounty: [Gymnast] Shawn Johnson can turn your home into an Olympic training facility. Let the spills begin because mom

doesn’t have to worry about it, thanks to Bounty’s new “trap & lock” technology.

SM: There was an enormous effort to ac-tivate around the Olympics at Walmart. What were some of the highlights?

Pritchard: We worked with Walmart early on. We created this great “Tour of London” program, brought it to life with displays that evoked the London Olympics and filled it with 17 different brands. They had some special packs that they qualified

For example, Pampers products were used to talk about the “Spirit of Play” and that there’s an Olympian in every baby, and advertising around this concept was found to be a very strong idea. We used focus groups, one-to-one research and quantitative testing of our communica-tions. We went around the world and asked people about the “Thank You, Mom” idea and found it to be universally appealing.

SM: P&G expanded the campaign in 2012 to include the “Best Job” short film, Web videos, a dedicated Facebook page, Visa card donations to Team USA, and a Duracell virtual stadium. Talk about how you created deeper engagements with consumers. Pritchard: Take the short films as an example. They established a stronger re-lationship with P&G – a feeling that P&G really knows me. One out of three people who viewed the “Best Job” video shared it [through social media]. It’s one of the high-est sharing videos ever. That creates free awareness and an endorsement of P&G products, of sorts. Awareness leads to trial and gets people into the stores. That’s what drives sales.

Walmart in American Canyon, Calif.

City Centre in Kuwait

Carrefour in Mexico

Walmart in China

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november 2012 Shopper Marketing Feature: Procter & Gamble 37

Point ofPurchaseDisplayDecorPrinting+

Visit artisancomplete.comIt’s rough out there on the shelf. We have your back.

for and provided additional merchandis-ing for those. Walmart did a fantastic job.

I was really pleased with all retailers. We threw it open to their creativity. Retailers around the world did some spectacular things like a Tower of London display, or recreating an Olympic pool with five rings stacked up with Pampers. Another did one the size of a 400-meter track stacked up with multiple products including Tide and Ariel.

SM: How successful was the Olympics effort for P&G? Pritchard: We set a completely new stan-dard for what’s possible on our in-store and merchandising activation. We consistently exceeded our display feature and shopper marketing goals. When each retailer did some activation, we tried to isolate how much lift they got. Virtually all teams re-ported lift in the range of 5% and a high of 20%. We measured during the merchan-dising period, which varied considerably. Some did four or eight weeks; some did five months. We needed to see about a 7% to 10% lift in order to deliver on our sales goal of $500 million. We’ve seen a few that were three to four times their normal lift.

SM: And have you met that sales goal? Pritchard: As far as we can tell, yes. We won’t know for sure until we do our fi-nal ROI later in the year. Everything we’ve seen so far indicates it was consistent with what we’re shooting for.

SM: How successful was the “Thank You, Mom” campaign from an engagement standpoint? Pritchard: Every single one of our ads was above normal in terms of recall. A cou-ple ads were 100% to 200% over normal. Our Facebook “Fans” went up 30%. We also won the Twitter battle with 370 mil-lion tweets during the Games.

SM: It’s worth pointing out that you ac-complished these goals during a massive company restructuring. How did you pull that off?Pritchard: We try to scale up our activi-ties to use all our brands together. It creates efficiency in media buys with our retailers, and we get a higher ROI on average – close to 50% higher than we normally get. That’s the beauty of something like the Olympics. It’s a really well executed, scaled program that not only generates sales but does so more efficiently. That’s exactly the kind of productivity we’re looking for.

Carrefour in Mexico

P&G launched a vast number of retail promotions to coincide with its Olympics activation. Its strategy? Keep the overarching “Thank You, Mom” campaign theme consis-tent while allowing specific retailers to vary price promo-tions and incentives based on their individual customers’ wants and needs. “Everything had to feel like one cam-paign. But at the same time, we had to ensure we created enough unique properties and ownable elements that all our retail partners had something distinctive and relevant for their shoppers,” says Matt Parry, global marketing manager at P&G. “We were very clear at the start which ele-

ments were not changeable – e.g., the ‘Thank You, Mom’ campaign sign-off and our key campaign visual mechanic. We then created a list of potential differentiation items and campaign ‘branches’ for our teams to work from. This allowed our teams to build the right plan for their retailer, albeit from a fairly defined toolbox. The central Olympics team then worked with each of our [shopper marketing] teams and regions to ensure no two teams used the exact same mix.”

Extra Insight: Unique Retail Solutions

Photos by Procter & Gamble

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SAVEthe

DATE

www.ShopperSummit.com

April 8-10, 2013NEW LOCATION!Renaissance Schaumburg Convention Center Hotel

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Sturdy StructuresDisplays strong enough to survive several seasons and excitable kids

ricci at retail

CONCANNONThis full-sized flower cart from Concannon Vineyard looks so good that this store did in fact use it for multiple seasons while high-lighting different varietals of wine. Extremely well-built with a chalkboard for noting specials, the cart is complete in every way, right down to the metal bouquet holders on each side. The original presentation, which came in early November, morphed into the one for Valentine’s Day (inset) with a selec-tion of sparkling wines. I’ll bet this display will be there, season after season, showcasing Concannon’s products. While it’s a little more in up-front cost, it’s definitely a lot more in back-end payoff.

VITA COCO I don’t know what all the rage is about with coconut water, but this unit from Vita Coco is well-prepared to take full advantage of it. The Brazilian brand makes a strong introduc-tion with this sturdy wooden display hold-ing heavy packages, topped by a tropical-themed, four-color header. The display

provides easy three-sided access to the vari-ous flavors. Coconut water might be trendy, but the display will last a long time.

STAPLES Staples’ own twisted erasers are merchan-dised in a surprisingly complex and detailed display. To further the theme, the display base is also shaped in a twist. This is a little tricky, especially in corrugated, but they’ve managed to pull it off and maintain a stable, balanced platform. The erasers are held by light plastic cups, which seemingly could be knocked off the base, especially by excited kids searching for their favorite color. But the producer created a shallow die-cut that securely holds the cups while allowing full product visibility.

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

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...changing seasons.

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november 2012 Shopper Marketing 39

3-D Product DemosKaon Interactive enhanced its Kaon 3-D product models and mobile product apps with new features. The apps can be used on both tablets and smartphones. In-store salespeople can virtually demonstrate the features of large products (such as printers) using enhanced capabili-ties, including rotating the product and adding or remov-ing components. Other new enhancements to the Kaon 3-D product app mobile platform include video integra-tion and collateral libraries and thumbnails.

Sticky StripsClip Strip Corp. added Sticky Strips to its line of mer-chandising accessories. The clear, 15 mil PVC strips have adhesive along the length of the strip. Bags or other products attach by applying pressure. The adhesive side is protected by release paper and is said to retain its adherence even in cold temperatures. Sold in cartons of 1,000, the strips have six or 12 spots for products.

Expandable Merchandising TraySouthern Imperial Inc. says its Next merchandising system is a versatile and expandable product-facing system that works with a wide variety of products. The company says the Next system can display and face almost any product and is easy to install. The tray’s design allows it to sit on a shelf or bar to take advantage of product packaging. Each Next tray features sides that can be adjusted to match the width of the product. Trays are available for 1-inch bar and for shelf mount. Custom options are available.

Glass Case DisplaysDisplayCabinets2Go.com, a division of George Patton Associates, expanded its line of glass display cases with a frameless square-shaped cabinet. Part of the Simplice collection, the frameless cabinet is an economy option sold without interior lights. The transparent canopy lets in light from exterior or overhead fixtures rather than having to supply its own illumination. The tower display’s overall dimensions are 71 inches tall by 15 inches wide. Each case is shipped fully assembled, and wheels are at-tached to the underside of the display. With the exception of the MDF skirting and the metal hardware, the entire unit is made of tempered glass. The construction enables 360-degree viewing. In the event the glass is struck with enough force, the material will crumble rather than shat-ter for safety reasons.

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personnel appointments40 Shopper Marketing november 2012

Think Outside the Boxpopdesign.com

One click will give you access to:

• Dailynewproductupdates

• Thelatestin-storemerchandisingideas, technologiesandtools

• Cutting-edgematerials,componentsand schematicsinformation

• Designideasthatareeasytoapply toyourownprojects

Don’t get boxed in using the same in-store solutions to attract shoppers. Easily connect with P-O-P producers and suppliers at popdesign.com to discover new and indispensible in-store marketing ideas.

Untitled-2 1 10/11/12 9:13 AM

BRAND MARKETERSCoca-Cola Co., AtlantaThe company appointed Rachel Smith group director, region shopper marketing.

PepsiCo, Purchase, N.Y.Zein Abdalla was named president, PepsiCo, following former president John Compton’s departure to become CEO of Pilot Flying J Oil Corp. Abdalla had been PepsiCo Europe CEO.

RETAILERSDelhaize America, Salisbury, N.C. Roland Smith joined the company as president and CEO of Delhaize America and executive vice president of Delhaize Group. He was president and CEO of The Wendy’s Co.

The Finish Line, Indianapolis Harvey Bierman has joined the company as vice president, digital technology.

Roundy’s Supermarkets, MilwaukeeDon Hamblen joined the company as chief

marketing officer. He has more than 25 years of marketing experience, most recently with Family Dollar Stores as senior vice president of customer marketing.

Supervalu, MinneapolisKevin Holt was named president of Supervalu Retail to oversee retail and pharmacy operations. Tim Lowe was promoted to executive vice president of merchandising. Bill Parker was named interim president of Farm Fresh Food & Pharmacy, a 43-store division in Virginia.

SOLUTION PROVIDERSDunnhumby, CincinnatiThe company named two executives as senior vice president: Dave Palm, operations, and Rex Davis, head of India.

Hitchcock Fleming & Associates, Akron, Ohio Matt Scheip was promoted to project manager. Tiffany Jamison joined the firm as an account manager for corporate and

shopper marketing with the Goodyear account. Gina Conley and Doug Snider were hired as project coordinators.

Idx, St. LouisThe company hired Jimena Sotres as account director to manage its newly opened Mexico City office.

Inmar, Winston-Salem, N.C.John Ross joined the firm as executive vice president of Inmar Inc. and president of a new division for data analytics. Ross was founder and CEO of Shopper Sciences and headed Interpublic Group’s Emerging Media Lab.

Menasha Packaging, Neenah, Wis.Dennis Bonn was named to the Michigan State University Packaging Alumni Association board of directors.

Perception Research Services, Fort Lee, N.J.Tim Willke joined the shopper research firm as executive vice president. He came from the Nielsen Co., where he managed Nielsen’s business with Colgate-Palmolive.

SHC Direct, Oakbrook Terrace, Ill.Former OfficeMax executive Bob Thacker joined the loyalty marketing firm as chief marketing strategist. He had been senior vice president of marketing for the office retailer as well as executive director of nonprofit group Adopt-A-Classroom.

Spire LLC, Monroe, Conn.Angela Myers joined the firm as senior vice president, retail consulting. She had been Great Atlantic Pacific & Tea’s vice president of sales and marketing.

TPN, ChicagoRyan Moore was promoted to group creative director.

Trans World, East Rutherford, N.J.Dave Jackman and Paul Rattigan have joined the company’s national sales force. Jackman, previously with Triad Manufacturing, leads the Omaha office. Rattigan comes to the firm from Color Communications and will work in the Chicago office.

Please send information regarding personnel appointments to: Anne Downes, Shopper

Marketing, 7400 Skokie Blvd., Skokie, Ill., 60077 or email: [email protected]

DavisBonn Jackman

Statement of Ownership, Management and Circulation

(Required by 39 U.S.C. 3685) 1. Publication Title: Shopper Marketing 2. Publication No.: 1040-8169 3. Filing Date: 9/14/12 4. Issue Frequency: Monthly 5. No. of Issues Published Annually: 12 6. Annual Subscription Price: 0 7. Mailing Address of Known Office of Publication: Path to Purchase Institute, 7400 Skokie Blvd., Skokie, IL 60077-3339 8. Mailing Address of Headquarters or General Business Offices of the Publisher: Path to Purchase Institute, 7400 Skokie Blvd., Skokie, IL 60077-3339 9. Names and Complete Address of Publisher, Editorial Director and Editor: Publisher, Peter Hoyt, Shopper Marketing, 7400 Skokie Blvd., Skokie, IL 60077-3339; Editorial Director, William Schober, Shopper Marketing, 7400 Skokie Blvd., Skokie, IL 60077-3339; Editor, Anne Downes, Shopper Marketing, 7400 Skokie Blvd., Skokie, IL 60077-3339 10. Owner(s): Path to Purchase Institute, 7400 Skokie Blvd., Skokie, IL 60077-3339; Peter W. Hoyt, 7400 Skokie Blvd., Skokie, IL 60077-3339 11. Known Bondholders, Mortgagees and Other Security Holders Owning or Holding 1 Percent or More of Total Amount of Bonds, Mortgages or Other Securities: None Actual No. Copies Avg. No. Copies of Single Issue Each Issue During Published Nearest Preceding 12 Mo. to Filing Date

A. Total No. Copies (net press run) 20,632 19,961B. Paid and/or Requested Circulation; 1. Requested Copies Distributed

by Other Mail Classes Through the USPS 331 152

2. Mail Subscriptions 17,699 17,867C. Total Paid Distribution 18,030 18,019D. 1. Free or Nominal Rate Outside-County

Copies included on PS Form 3541 811 838 4. Free or Nominal Rate Distribution Outside

the Mail (carriers or other means) 542 0E. Total Free or Nominal Rate Distribution 1,353 838F. Total Distribution 19,382 18,857G. Copies Not Distributed 1. Office Use, Left Over, Spoiled 1,249 1,104 2. Return From News Agents — —H. Total 20,632 19,961I. Percent Paid 93.02% 95.56%

I certify that the statements made by me above are correct and complete.

Christopher Stark

COO

Moore

RattiganPalm Ross Willke

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Mark Your CalendarsMonth-by-month highlights from the Retailer Promotion Guide

inStitute StrategiSt

By Peter BreenDespite all the discussion about banner differentiation and shopper-focused pro-gramming, the retail industry’s rather strict adherence to a traditional, long-standing seasonal merchandising calen-dar doesn’t really lend itself to marketing innovation.

The overwhelming need to drive traf-fic and sales during key seasonal shop-ping periods typically leads most retailers to fall back on standard, cookie-cutter programs focused almost exclusively on price discounts for relevant products, with the corresponding marketing com-munication being little more than “(Holi-day Name Here) Savings.”

But a review of the Retailer Promotion Guide presented in this issue (see page 7) uncovers at least a few cases in which re-tailers have developed unique seasonal programs that do stand out in periods when every chain is selling the same products and presenting the same shopper calls to action. The following is a month-by-month rundown of some noteworthy campaigns included in this month’s guide:

January: Target’s “Bullseye Bodega.” With most retailers mainly focused on helping consumers fulfill New Year’s resolutions, Target also encourages pantry loads by filling its seasonal department with pack-aged household items and other large-sized SKUs.

February: Kroger’s Daytona 500 ac-t ivat ion. Ever y chain south of the Mason-Dixon Line (and west of Penn-s y lvan i a) doe s something to le-verage NASCAR’s

Editorial Index Companies named in the editorial columns of this issue are listed below.A&P . . . . . . . . . . . . . . . . . . . . . . .8Advantage Sales and

Marketing . . . . . . . . . . . . . 1, 8Ahold USA . . . . . . . . . . . . . . . . 42Arc Worldwide . . . . . . . . . . 1, 33BareSkull Innovation . . . . . . 30Bay Cities . . . . . . . . . . . . . . . . .32Blue Chip Retail Marketing . . . . 7Brookshire’s . . . . . . . . . . . . . . 26Campbell Soup Co . . . . . . . . . 22Capre Group, The . . . . . . . . . . 25Champs Sports . . . . . . . . . . . . 29Clip Strip Corp . . . . . . . . . . . . 39Clorox Co ., The . . . . . . . . . . . .16

Coca-Cola Co ., The . . . . . . . . .32Cohen Freidberg

Associates . . . . . . . . . . . . . .15Columbia Sportswear . . . . . . .33Concannon Vineyard . . . . . . 38Consortium 360 . . . . . . . . . . . . .8Coty Inc . . . . . . . . . . . . . . . . . . 30Coupons .com . . . . . . . . . . . . . . .8Crossmark . . . . . . . . . . . . . . . . . .8Dairy Marketing

International . . . . . . . . . . . 26DAS . . . . . . . . . . . . . . . . . . . . . 30DB Studios . . . . . . . . . . . . . . . .33Dechert-Hampe & Co . . . . . . .24

Design Phase Inc . . . . . . . . . . 30Displaycabinets2go .com . . . 39Draftfcb . . . . . . . . . . . . . . . . . . . .7Endorse Corp . . . . . . . . . . . . . 29Family Dollar . . . . . . . . . . . . . . .1Fuel Partnerships . . . . . . . . . . .1G2 . . . . . . . . . . . . . . . . . . . . . . . .7Garmin International Inc . . . .32GfK . . . . . . . . . . . . . . . . . . . . . . . .7Harris Teeter . . . . . . . . . . . . . . 26Havas Worldwide . . . . . . . . . .10Heineken USA . . . . . . . . . . . . .10Hyper Marketing Inc . . . . . . . . .8Idelle Labs . . . . . . . . . . . . . . . 28

Integrated Marketing Services . . . . . . . . . . . . . . . . .1

Interbrand Design Forum . . . . . . . . . . . . . . . . . 25

Jockey International . . . . . . . . .8Johnson & Johnson . . . . . . 1, 30Kaon Interactive . . . . . . . . . . 39Kendal King Group . . . . . . . . .32Kimberly-Clark . . . . . . . . 12, 22Kraft Foods Group . . . . . . . . . .24Kroger . . . . . . . . . . . . . . . . . 1, 42LG Electronics . . . . . . . . . . . . 30Lost Boys Consortium . . . . . . . .6MarketingLab . . . . . . . . . . . . . .7

Mars Chocolate North America . . . . . . . . . . . . . . . .11

May Group International . . . . .8MC Sports . . . . . . . . . . . . . . . . 28McCormick & Co . . . . . . . . . . . . .1Mead Johnson . . . . . . . . . . . . 20Mechtronics Corp . . . . . . . . . .33Meijer . . . . . . . . . . . . . . . . . . . . .7Menasha Packaging . . . . . . . 30Merck . . . . . . . . . . . . . . . . . . . . . .7MillerCoors . . . . . . . . . . . . . . . .33Momentum Worldwide . . . . 25MSD Consumer Care Inc . . . . .33MyWebGrocer . . . . . . . . . . . . .14

Northgate Markets . . . . . . . . 26Original Additions . . . . . . . . . .32Osram Sylvania . . . . . . . . . . . .33Ozmott . . . . . . . . . . . . . . . . . . 28Partnering Group, The . . . . . 25Path to Purchase

Institute . . . . . . . . . . . . . . . . .1Peapod . . . . . . . . . . . . . . . . . . . .8Procter & Gamble . . . . 1, 20, 34Publix . . . . . . . . . . . . . . . . . . . 42PureBrands LLC . . . . . . . . . . . . .1Rand Diversified . . . . . . . . . . 30Rapid Displays . . . . . . . . . . . . .33Red Dot Square Solutions . . .11

More info at

season-opening race. But no other retailer has an official sponsorship deal or the clout to procure custom packaging from dozens of national brands.

March: Safeway’s “Frozen Food Month” program. Nearly every su-permarket in the nation joins with the National Fro-zen & Refrigerat-ed Foods Association and its partnering brands for department-wide promotions, but few give it this much scale.

April: Ahold USA’s “Triple Winner.” This 21-year-old cause campaign to benefit

pediatr ic can-cer has grown to become a com-pany-wide, store-spanning effort enlist ing hun-dreds of brands and the retailer’s tentpole spring event.

May: Walmart’s summer merchandising. A renewed focus on the meat department in 2012 had Walmart turning up the gas on grilling themes, while a “More Sum-mer for Your Money” slogan drove home the value message across the store.

June: Publix’s “Storm Basics.” It’s not the larg-est or flashiest of promotions, but this annual hurricane-pre-paredness effort does prove that the Florida-based retailer is tapped into the needs of regional shoppers.

July: Target’s “College Central.” Conduct-ing two-pronged back-to-school pro-grams is commonplace among mass mer-chants (and, this year, even among some supermar-kets). But Target al-ways seems to be better i n t u n e with col-lege-bound kids. This year’s best example was a Facebook contest award-ing such dorm-essential (and fun) prizes as 2,636 packages of ramen noodles and $500 worth of quarters (for the laundry, of course).

August: Wal-greens’ “Arm Yourself.” The d r u g s t o r e chain’s annual efforts to pro-mote in-store f lu shots and other cough and cold rem-edies is head

and shoulders (and arms) above a bevy of similar efforts, and also helps strengthen Walgreens’ positioning as a neighbor-hood source for health and wellness.

September: Safeway’s “10% Goes Back to Schools.” A number of supermarket chains now have a Labels for Education-style reward program that lets shoppers earn money for schools via purchases. But none of them execute it as well or as extensively as Safeway.

Red Pepper Lab . . . . . . . . . . . 28RevTrax . . . . . . . . . . . . . . . . . . .12Roche Bros . . . . . . . . . . . . . . . 26RockTenn Merchandising

Displays . . . . . . . . . . . . . . . 30Roundy’s . . . . . . . . . . . . . . . . . 26RTC . . . . . . . . . . . . . . . . . . . . . . .24Safeway . . . . . . . . . . . . . 1, 6, 42Save Mart . . . . . . . . . . . . . . . . 26Scotts Miracle-Gro

Co ., The . . . . . . . . . . . . . . . 30Shoparoo . . . . . . . . . . . . . . . . 29ShopRite . . . . . . . . . . . . . . . . . . .1Southern Imperial Inc . . . . . 39

p2pi.org

October: Kroger’s “Giving Hope a Hand.” To be blunt, merchandising around “Breast Cancer Awareness Month” has become so oversaturated that the practice is more notable in the breach than the observance. Kroger, however, has made it a personal endeavor by spotlighting its own employees in the campaign – and on packaging from participating brands.

November: Target’s Black Friday market-ing. That sales-obsessed blonde might be annoying to some, but she’s recallable to all and gives Target a literal face for the season. In 2012, the retailer added heavy helpings of social media and mobile mar-keting to keep communication lines well up to date.

December: Walmart’s “More Christmas for Your Money.” The key message is plain and simple as the retailer uses exclusive prod-ucts and promotions from packaged goods brands to help keep the grocery department buzzing while it places the necessary sea-sonal attention on toys and electronics.

Spyderlynk . . . . . . . . . . . . . . . .10Staples . . . . . . . . . . . . . . . . . . 38Swirl Networks . . . . . . . . . . . 29Synergistic Marketing . . . . . . .8Target . . . . . . . . . . . . . . 8, 26, 42Twitter . . . . . . . . . . . . . . . . . . 28Ubisoft . . . . . . . . . . . . . . . . . . 25Unilever . . . . . . . . . . . . . . . . 1, 29Vita Coco . . . . . . . . . . . . . . . . . 38Walgreens . . . . 1, 7, 15, 18, 28, 42Walmart . . . . . . . . . . . . . 1, 7, 42Weis Markets . . . . . . . . . . . . . 26Wilton Brands . . . . . . . . . . . . .21Winn-Dixie . . . . . . . . . . . . . . . . .1

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Documents

Shopper Marketing Magazine Nov \'12