The Definitive Shopper Marketing Guide

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Shopper Marketing Tool Index
Introduction: The Evolution of Shopper Marketing
The Essence of Shopper Marketing
What Shopper really is, what it isn’t, and who’s profiting
The key differences between consumers and shoppers
The incredible importance of shopper insights/analytics
The Non-Linear Omni-Channel Shopper Journey
Powerful statistics that make the business case
Case Study: Scotch Tape
The Nuts and Bolts of Shopper Marketing
Processes and best practices
Know your shopper(s) before you begin
Channels, trends, seasonal events and tactics
Common challenges in the Shopper Marketing world
Watching your competition closely for insights
Case Study: Allegra
What you need to succeed
Digital & Social Acumen
Budget, Roles & Organization
Partnershipwithalllevels(Retailer,Brand,andAgency)
Essential Metrics you need to track
Case Study: Alcon Eyecare
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Exploring the Future of Shopper Marketing
Neuromarketing and Behavioral Insights
Tracking, Testing and Simulations
Seamless Shopping Experiences
Final Thoughts
Acknowledgements
Bibliography
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Looking for a quick video overview? Check
out the Shopper Marketing Video
Infographic for a quick overview on the
latest research.
Shopper Marketing Action Plan & Toolkit
THE DEFINITIVE GUIDE TO SHOPPER MARKETING
Table of Contents

SHOPPER MARKETING
COMPETITION TRACKING
SHOPPER PARTNERSHIP
PRIORTIZATION TOOL
SHOPPER MARKETING
PEER BENCHMARKS APP
S H O P P E R M A R K E T I N G T L I N D E X
LEARN
THE DEFINITIVE GUIDE TO
SHOPPER MARKETING
SHOPPER MARKETING
CAPABILITIES APP
SHOPPER MARKETING
PROFILE TEMPLATE
SHOPPER MARKETING
PROGRAM STRATEGIES
SHOPPER MARKETING
METRICS DASHBOARD
SHOPPER MARKETING
VENDORS MATRIX
SHOPPER MARKETING
MOBILE PRACTICES
SHOPPER MARKETING
MATURITY MODEL
SHOPPER MARKETING
PROFILE INTERVIEW
SHOPPER MARKETING
COUPON PRACTICES
SHOPPER MARKETING
VENDOR TOOL
SHOPPER MARKETING
STRATEGY WORKBOOK
SHOPPER MARKETING
ROLES FRAMEWORK
SHOPPER MARKETING
IMAGE INFOGRAPHIC
SHOPPER MARKETING
VIDEO INFOGRAPHIC
SHOPPER MARKETING
BUDGET TEMPLATE
SHOPPER MARKETING
JOURNEY TEMPLATE
SHOPPER MARKETING
CONTEST PRACTICES
SHOPPER MARKETING
SYSTEM RFP
SHOPPER MARKETING
PROJECT PLAN
SHOPPER MARKETING
BUSINESS CASE
SHOPPER MARKETING
INSIGHTS DATABASE
SHOPPER MARKETING
SIGNAGE PRACTICES
SHOPPER MARKETING
JOB DESCRIPTION
ANALYZE PLAN EXECUTE MEASURETECHNOLOGY
The following list is a toolkit that will be mentioned throughout each section and is available as an action plan at the end of this Guide.
Get access to all of these resources and more by visiting the the Shopper Marketing Playbook page.
RESEARCH TRAININGGUIDES
PRACTICAL TOOLSPROCESS STAGES

THE DEFINITIVE GUIDE TO SHOPPER MARKETING
Introduction
The Evolution of Shopper Marketing

5
It’s at the grocery store, in your email inbox, on your social media feed, it noti-
fies you on your mobile phone, and if it was truly successful, it’s sitting deep
inside your subconscious mind. We are inundated with offers, trials, and new
products at every turn, from the more modern vehicles such as YouTube video
ads, to traditional approaches like flyers in your home’s mailbox.
What they all have in common is a hope that you will give up some of your
most valuable commodity: time and attention. Sure, they want your money
too, but it doesn’t start there. They are looking to become part of your
plans, your thoughts, and ultimately your shopping list. They want you to
take action, they want to inspire a need within you to purchase immedi-
ately, and can we really blame them?
The world has become one big shopping mall and
everyone has something to sell, but everyone is also too
distracted and too busy to hear these sales messages
through the noise.
Yet, we all rely on the incredible convenience of consumer
products and services to live our modern lifestyles, helping
us save time by providing solutions to our everyday prob-
lems in life.
In an age where we no longer grow our own food, and where we rely
on sophisticated technology such as smart phones to communicate with
each other, it’s very clear that we need Shopper Marketing and the prod-
ucts and services it offers, as much as it needs us.
There was a time when the world was different, when advertisements
were only in the newspapers, and catalogs were the dominant form of
product discovery.
There wasn’t a Walmart with every item ready for immediate purchase, and
the product selection was tiny. The manufacturers of consumer products
had a monopoly of sorts. A monopoly in the market but also a monopoly
of the market’s attention.
Then again, once radio advertising hit the marketing world,
things began to change.
Radio shows were directly sponsored by companies, such
as soap manufacturers, that openly promoted their products
exclusively and attracted millions of consumers with free
entertainment.
In the age of the Internet, the influence of
Shopper Marketing is everywhere you go.
The Evolution of Shopper Marketing
THE DEFINITIVE GUIDE TO SHOPPER MARKETING | INTRODUCTION
But how did we get here?
THE EVOLUTION OF SHOPPER MARKETING

6THE DEFINITIVE GUIDE TO SHOPPER MARKETING | INTRODUCTION
In fact, the ‘soap opera’ was such an invention that housewives would
listen to these dramas during the day, and then became hooked in by
the story lines while they cleaned the home and prepared dinner for their
families. With only a few stations available, the advertisers really had a
captive market.
That said, people actually enjoyed hearing about products that could help
them get results in their lives. As more technology began helping take
the workload off of everyday life, from modern washing machines and
blenders, to synthetic rubber tires and aerosol cans, society started to
become ‘consumers’ of these products that made life ‘easier’.
As time passed, and the television found its way into our homes, the radio
shows became visual, and the advertisements went from jingles you
heard, to logos, mascots and demonstrations you could actually see.
People became both consumers of products but also consumers of tele-
vision content. It became easier to influence people and inspire them on
what their lifestyle could be like if they enhanced it with modern products
and technology.
In fact, in the early days of the consumer revolution, demand was so high
retailers couldn’t keep the products on the shelves, and manufacturers
had the upper-hand in supplying what the people wanted; they owned the
most popular brands.
As time passed, the number of television channels increased where
brands could advertise and single shows would no longer have exclusives
for a product. Instead, commercials began running in between shows, to
allow multiple sponsors to share what they had to offer, and the majority
of consumers were watching them daily.
By the time cable television became unregulated in the 70’s, the number of
channels became too diverse and the television ad models power
began to evaporate. By the time the 80’s arrived, giant retailers such
as Walmart and Tesco had strengthened their position in the market,
and were no longer begging manufacturers to stock their shelves.
The tables had turned, and now retailers had the upper hand.
Not only did they have the ability to choose which brands they
could fill their aisles with, but they also created generic private
label products, built often by the same factories that built the brand
name products.

7THE DEFINITIVE GUIDE TO SHOPPER MARKETING | INTRODUCTION
The game was changing rapidly, and the margins for manufacturers were
evaporating even faster. Retailers expected brands to advertise their prod-
ucts on television, and with rising tv ad costs, manufacturers margins
became even slimmer. What started for manufacturers as an easy win,
became a game of cat and mouse, chasing for space within the stores they
once took for granted.
By the early 90’s ‘category management’ was a dominant force in driving
in-store activity, which was a discipline focused on facts and powered by
the data from retailers. During this time sales had a greater role, which
may also contribute to the middle ground between marketing and sales
that still exists today.
Over time, brands realized that to have a fighting chance at getting their prod-
ucts in the hands of consumers, they would need to start looking at things
differently. They would need to coordinate promotions, along with retailers,
to actively market their products together as a team with the common goal of
providing value and making a profit in the process.
They would need to try new ways of presenting their products, in different
locations both in store and out to increase sales; which was something
everyone could agree on.
This level of coordination and proactive strategic orientation became the
central force for success for both retailers and brands. In the end, they really
did need each other. A retailer couldn’t focus their time or resources required
on each individual category within its store on its own (such as ‘Beauty Care’).
With the right negotiation and team effort, brands could take over this
effort and in partnership with the retailer, help to grow the category while
focusing on their individual brands. It was a win-win relationship, and this
tradition continues to this day. In fact, this relationship is at the core of
what we call Shopper Marketing.
By the early 2000’s, brands discovered just how incredibly important and
valuable all of the powerful insights they collected were that they derived
from their analytical data on shopping. As these insights were utilized to
build even more powerful targeted marketing, brands and retailers real-
ized that working together to optimize their strategy around specific shop-
pers, using these insights as the foundation, generated incredible results.
With the arrival of the disruptive force we know as the internet and the
mainstream acceptance of e-commerce, everything began to change.

THE DEFINITIVE GUIDE TO SHOPPER MARKETING | INTRODUCTION 8
Stores no longer had to rely exclusively on selling and promoting in-store,
on tv, or with print ads. Not only did the options for buying change, but so
did the behavior of the shoppers.
They now had the ability to research and discover the best deals, share
their opinions on products, and purchase from a distance thanks to
increased capacity for worldwide shipping, in a way the old catalogs of
the 1800’s would drool over.
We now find ourselves in a modern world filled with incredible possibility.
Never before has there been more ways to reach and influence shoppers
to add a retailer or brand to their shopping list. Although the captive audi-
ences of the past are now gone, we now have tools and insight collec-
tion that help us understand how to rapidly optimize our approaches
for increasing revenue growth in a way our ancestors could have only
dreamed.
From virtual reality stores used to test product placement strategies, to
eye tracking technology used to gauge emotional engagement with a
particular offer, the opportunities for marketers seem endless.
Sarah Gleason is a senior executive at Gfk, and is a master at
developing and institutionalizing actionable consumer and
shopper marketing strategies. Gleason spent 18 years in brand
management, new product development and strategy at General
Mills and Kraft General Foods. She was recently honored as one
of 100 ‘Women of Excellence’ in the Shopper Marketing field.
RESEARCHER
THE
To achieve this we have partnered with some of
the best industry experts, authors and speakers on
Shopper Marketing, to include their valuable input,
experience and insight.
In this guide, you will discover a distilled best practice approach to
Shopper Marketing that will superpower your strategy and lead you in
the direction of success.

Daniel J. Flint is Professor and Director of the Shopper Marketing
Forum in the Department of Marketing and Supply Chain Manage-
ment at The University of Tennessee, Knoxville. He is co-author
of the book “Shopper Marketing: Profiting from the Place Where
Suppliers, Brand Manufacturers, and Retailers Connect”, and
regularly presents at global conferences.
Carl MacInnes is a senior executive responsible for global shopper
marketing practice at Fonterra, the world’s largest dairy exporter,
where he supports the building of billion dollar brands by the
introducing of neuromarketing practices in key global markets,
and as co-author of the book, “Shopper Marketing: Neuromar-
keting Strategies to Win the Battle at the Shelf”.
PROFESSOR MARKETER
THE THE
Rick Abens has been helping companies improve marketing
productivity with practical analytics for over 25 years. Prior to
founding Foresight ROI, the leading supplier of Shopper Marketing
ROI measurement, he was Director of Global Marketing Analytics
at ConAgra Foods, where he built the corporate marketing
analytics function and measured return on marketing investment.
THE ANALYTICS GURUS
Cory Rosenfield is the co-founder of Qoints, which uses real live
digital marketing data from campaigns of many of the world’s
largest brands, and provides statistics to advertising agencies and
brand marketers, helping executives set truly objective campaign
benchmarks. A serial entrepreneur, Cory had his first exit at the
age of 21 in the IT services space.
THE

April Carlisle, Senior Vice President, Global Shopper Marketing, is
Retail Strategy leader for the Shopper Marketing practice for various
clients within the agency, Leo Burnett/Arc Worldwide, including
Procter & Gamble, Coca-Cola, 3M, Kellogg’s, and Kraft, as well as
new business initiatives and global training. April has been named
“Who’s Who in Shopper Marketing” four years in a row.
Elizabeth Harris is the EVP Strategy Director at Leo Burnett/Arc
Worldwide, working across their brand and shopper marketing
groups. She has 25 years of experience in developing insight-
based marketing and advertising programs for clients such as
Procter & Gamble, Walgreens, Kraft, and Sears. Elizabeth was also
named “Who’s Who in Shopper Marketing” for the past four years.
Tammy Brumfield is Senior Vice President of Retail Marketing
Practice at The Mars Agency. An accomplished Shopper
Marketing Executive with extensive experience providing leader-
ship in the Consumer Packaged Goods industry, Tammy has led
and developed high-impact Shopper Marketing organizations for
the world’s most visible brands.
AGENCY REPS
THE
Toby Desforges is an author, consultant, speaker and business
leader with over 25 years’ experience working with leading
consumer goods businesses including Mars, PepsiCo, Sony,
Unilever, Danone, Fonterra and Kao. As the co-author of “The
Shopper Marketing Revolution”, he is a globally recognised expert
in Shopper Marketing and Customer Development.
CONSULTANTS
Christopher Brace founded Syntegrate Consulting with a
360-degree view of the challenges marketers face. He has
held management positions in Brand Management, Adver-
tising, Shopper Marketing, and Promotions on both the client
and agency sides of the business, providing him a truly inte-
grated foundation.
THE

THE DEFINITIVE GUIDE TO SHOPPER MARKETING | INTRODUCTIONSales Tools
Integration
11THE DEFINITIVE GUIDE TO SHOPPER MARKETING
The Essence of Shopper Marketing

12
Shopper Marketing isn’t as new as some may think; it has evolved over
time and has been called a lot of other things. (Perhaps a few of these
terms listed in the corresponding chart sound familiar).
You may recognize that some companies still call their shopper depart-
ments ‘Customer Marketing’ or ‘Retail Marketing,’ but ultimately the shift
towards an integrated strategy and partnership between both the
brand, and the retailer, has truly become the biggest differentiation in
‘Shopper Marketing’, no matter what the department is called.
It’s also important to note that although the consumer packaged goods
industry (CPG) has been at the forefront of shopper marketing since its
inception, they are no longer alone.
Many different industries have jumped aboard the shopper marketing
train, including travel & leisure, banking, insurance, and automotive. A
shopper marketing strategy is truly applicable for any type of commerce
for any industry, whether they are selling a product or service, and this is
no longer just for CPG brands.
“Shopper Marketing is the delivery
category and channel solutions that
create a win-win-win for brands, retailers
and shoppers based on shopper insights.”
Association of National Advertisers (ANA)
Source: Arc Worldwide/Leo Burnett
Retail marketing
No retailer involvement
Co-Op Marketing
Minor retailer involvement
Account specific promotion
Limited retailer involvement
Co-Marketing
Increased retailer involvement
Customer Marketing
Increased manufacturer investment
Shopper Marketing
Build equity for both brand and retailer
What Shopper Really Is, What it isn’t, and Who’s Profiting
So what is Shopper Marketing?
THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE ESSENCE OF SHOPPER MARKETINGWHAT SHOPPER REALLY IS, WHAT IT ISN’T, AND WHO’S PROFITING

13
All in all, Shopper Marketing is a sophisticated form of integrated marketing
between retailers and brands, which run campaigns based on shopper
insights and segmentation, using social and digital, apps, websites, online
brand experiences, live experiences/events (in store, or at location), in-store
visibility/POS (point of sale), as well as brand interaction and activation.
Unlike other marketing programs which focus solely on the compa-
ny’s brand, in the world of Shopper Marketing, everything you want to
achieve is seen through the perspective of the shopper, and what is most
important to them. The focus is no longer primarily on the retailer, as more
brands sell directly to shoppers via the internet and e-commerce. Thanks
to the advent of modern technology and online shopping, the shopper has
complete freedom to make the choice of where they complete their final
purchase. That said, in most cases, brands do not work alone, and so a
positive relationship between brands and retailers (or e-tailers) are often
at the core of any successful Shopper program.
Ultimately, there are four levels of engagement within Shopper
Marketing that need to be separated, distinguished and understood
before we can continue.
THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE ESSENCE OF SHOPPER MARKETING
If some of these terms are new, or you just want to understand the main terminology used in Shopper Marketing, check out
the Shopper Marketing Glossary tool found in the Tool Index or Action Plan in this Guide.
Everything you want to achieve is seen
through the perspective of the shopper,
and what is most important to them.
WHAT SHOPPER REALLY IS, WHAT IT ISN’T, AND WHO’S PROFITING

14THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE ESSENCE OF SHOPPER MARKETING
So what about consumers?
Are they the same as shoppers?
First, we have the brands that create the products or services that
will be sold. Their main goal is to build the brand awareness around
their offerings, and promote them so that they can increase sales and
ensure continuous consumption occurs. Brands not only need to build a
successful product or service, but in many cases, they also need to build
strong relationships with retailers. Ultimately, brands have the most at
stake ensuring they get their product or service to market.
1. Brands
Next, we have the retailers (and e-tailers) who sell these products to
the shoppers. Retailers see shopper marketing as a tool to drive sales.
Their main goal is to grow the success of product categories at their
stores, and build loyalty from the shoppers, so that their store (whether
online e-commerce, offline brick and mortar or a combination of both)
is the primary place the shopper will purchase from, and that every-
thing they need is available. This includes non-traditional retail loca-
tions where shopper marketing takes place such as at banks, hotels,
or insurance companies.
2. Retailers / E-tailers
To add to this mix, we have the consultants and agencies who often
represent the retailers and brands, aiding them in crafting insightful
campaigns that are designed to build engagement within shoppers
seeking solutions. Although some brands and retailers have internal
teams, more often than not, they require outside help to scale their
marketing abilities. Agencies see shopper marketing as a technical
program they bring to life for their clients.
3. Agencies
Lastly, we have the Shoppers themselves. These are the individuals
who take the time to visit the retailer, choose a brand, and make a
purchase. Every shopper is different. Some shoppers are quick to run
through the store and grab whatever they see on sale, and others take
the time to look at different brands to make their eventual choice. Some
shoppers use planned shopping lists, and others are completely spon-
taneous, but both are looking to solve problems using products, from
shampoo to coffee filters, running shoes to rechargeable batteries;
everyone has different consumption habits and needs.
4. Shoppers
The Four Levels of Shopper Marketing Engagement
WHAT SHOPPER REALLY IS, WHAT IT ISN’T, AND WHO’S PROFITING

15
There is a big difference between a shopper and a consumer.
While the consumer is the one who actually uses the product or service,
it’s the shopper that makes the decision on what to ultimately buy.
Although they can be the same individual, many times they are not.
For example, babies consume diapers, and pets consume pet food, but
they will never directly influence a specific purchase (outside of their
dietary or health needs and preferences which are interpreted by the
shopper). In the end it’s the mindset of an individual that changes whether
they are behaving as a shopper or consumer.
Behavior is a key differentiator between consumers and shoppers.
Consumer behavior is focused on your needs, what is happening in your
life, the things you desire, whatever is around you that you can access,
and your likes and dislikes.
Shopper: active intent and/or direct
ability to make a purchase
Consumer: User of a product category
PurchasesConsumes
Choice focusedBrand focused
Shops for a productDesires a product
Influences shopping behaviorInfluences attitudes of shopper
“Consumers and shoppers are
not the same thing. They may be
the same individual, but when you
are consuming you have a set of
behaviors that are different from when
you are shopping.”
Toby Desforges, the Consultant
The Key Differences Between Consumers and Shoppers
THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE ESSENCE OF SHOPPER MARKETINGTHE KEY DIFFERENCES BETWEEN CONSUMERS AND SHOPPERS

16
Consumers don’t drive brand awareness or build brand equity. Consuming
is easy, and often gratifying. In fact, consumption drives shopping, as
renewal products such as hand soap get depleted, and other products
such as cellphones become outdated or require replacement.
On the other hand, shopping can be time consuming, and possibly even
frustrating. Shoppers have a behavior that is focused on solving problems,
they are searching for products or services that they, or others, will eventu-
ally consume, and they are ultimately the people who make the purchase
decision(s).
They must make many more decisions than someone who is just consuming
a product or service, including but not limited to, deciding on price, features,
and availability. Sometimes, marketers themselves confuse who is the
shopper and who is the consumer. For example, a well-known beer brand,
while promoting it’s beer within stores, uses an image of a beautiful woman
wearing a short dress (and often as a life size display).
On the surface, considering men are the likely consumers of the product,
this strategy seems logical: men are attracted to women and beer has
long been sold using women to motivate men to purchase the product
(with the implied experience of increased social confidence, and being
seen as attractive by the opposite sex).
The problem with this strategy is that, according to Consultant Toby
Desforges research, in some markets 95% of beer purchased for home
consumption is bought by women, whereas 90% of beer consumed in the
home is by men.
If you think about it for a moment this shouldn’t be too much of a surprise.
It’s often women who purchase the groceries, or who go shopping in
stores for their families. That said, those women often fully understand
and are aware of the manipulation these kinds of ads are trying to influ-
ence on the men in their lives, and they may even resent it. It’s situations
like these that show just how important it is to understand and apply the
unique behavioral differences between shoppers and consumers in any
Shopper Marketing strategy.
In fact, it’s these insights about how people shop, who is shopping, where
they shop and why they shop, that most often drive the decisions in a
best practice Shopper Marketing program.
Collecting and analyzing these insights is where the real magic of Shopper
Marketing unfolds.
In some markets 95% of beer
purchased for home consumption is
bought by women, whereas 90% of
beer consumed in the home is by men.
Source: Flint, Hoyt, Swift. 2014.
THE KEY DIFFERENCES BETWEEN CONSUMERS AND SHOPPERS

17
Analyzing and applying behavioral insights, on not only how people shop,
but also factors such as those based on their values and the perceived
benefits of the purchase, are an essential part of any successful Shopper
Marketing program, and are in many cases a big part of the overall budget.
These insights have become equity in the negotiations and collaborations
between brands and retailers/e-tailers.
Collecting more insights about shoppers at the category level, is some-
thing that all retailers/e-tailers are doing independently, and so collabo-
rating with brands to gather more data is an enticing proposition.
The ultimate goal for these insights is to drive strategy according to how
shoppers can be influenced at key points along their shopping journey.
Insights can be gathered in a myriad of different ways, but all lead towards
the same goal of understanding behavior in such a way that a campaign,
product, service or any other variable can be optimized to increase the
possibility of a purchase being made.
For example, you may be familiar with how analytics are used to evaluate
the success of a webpage. Using software tools such as Google Analytics,
marketers are able to see how long a visitor was on any given page, what
pages they went to next, where they came from to begin with, and whether
they ended up actually making a purchase.
This data can also be used to split test between two different page
layouts for a landing page, splitting traffic equally in what is often called
an A/B split-test, to determine which layout is the best at getting the
desired outcome.
The Incredible Importance of Shopper Insights/Analytics
Insights can be gathered in a myriad of
different ways, but all lead towards the
same goal of understanding behavior
in such a way that a campaign, product,
service or any other variable can be opti-
mized to increase the possibility of a
purchase being made.
THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE ESSENCE OF SHOPPER MARKETINGTHE INCREDIBLE IMPORTANCE OF SHOPPER INSIGHTS/ANALYTICS

Insights can be gathered both in and out of the store, from methods such
as loyalty cards used during checkout, online behavior collected within a
brand’s omni-channel environment, or from cameras tracking the move-
ment of people in stores, and how long they stand in front of a specific
display to understand engagement. That said, interpreting data is an art,
as well as a science.
Perhaps someone is standing in front of that display because something
they saw actually offended them in some way. On the other hand, maybe
the messaging wasn’t very clear, or they weren’t looking at the display at
all, but just happened to stop there for a moment to check their phone.
There is always more than meets the eye to what we see in terms of shop-
ping behaviors. According to Professor Daniel Flint’s research, 70% of
grocery purchases are made or influenced by women, even if the men
are doing the actual purchasing. This research comes from the study of
neurology, or more specifically, Neuromarketing.
As Daniel shares, male and female brains are significantly different on how
they process information, so marketing has to be very, very different for
each. Due to the high percentage of female influence on purchasing deci-
sions, this alone is a very big reason why there is more emphasis on HER
vs HIM in the shopping world, even though they are both often in the role
of shopper.
Although neuromarketing shows the influence women have on purchasing
decisions, Sarah Gleason, shared that this dynamic of focusing on the
female buyer is changing depending on the category and channel.
Shopper insights follow the same logic. The more you know about how
shoppers are reacting to your products both in a physical or online
store, and how they are reacting to the layout of the store or webpage
itself, the better decisions can actually be made.
Researcher Sarah Gleason explained that in almost every case, A/B testing
on its own is far too basic an approach for an effective shopper marketing
strategy. Instead she shared that companies should be thinking about
the whole shopping purchase journey, and understanding key points of
insight along that journey at specific phases (such as early on, or close to
making a decision).
This can include a shopper travelling within a companies omni-channel
system, from physical store to online presence, back and forth. The ques-
tion naturally arises, on which part of the journey has greatest influence
for a shopper in that company’s category. This includes understanding at
what location the purchasing behaviors are decided, whether in a physical
store, online store or different location.
“To start building a powerful Shopper
Marketing program, you must first
have powerful insights.”
Carl MacInnes, the Marketer
THE INCREDIBLE IMPORTANCE OF SHOPPER INSIGHTS/ANALYTICS

We now have the ability to speak to shoppers more specifically one
on one, and this is causing marketing strategies to move beyond mass
marketing (where you must choose one target over the other). In the past
it was easy to assume the female would be buying or influence buying
in most categories, but now its possible to customize and personalize
marketing messages for a specific age or gender.
Sarah mentioned that this now goes far beyond gender, into areas such as
ethnicity, and generations such as millennials compared to baby boomers,
as it is more possible to see who is the core target.
Digital technology is allowing marketers to speak directly to shoppers and
individuals in a more tailored way, whereas in the past companies had to
rely purely on a CRM or database marketing approach.
“Consumers can give rationally
sounding answers, where they believe
they know how they came to their
shopping conclusions, even though
it may not actually be true; but with
the help of neurological research, the
marketer knows why.”
Daniel Flint PhD, the Professor
70% of grocery purchases are made or
influenced by women, even if the men are
doing the actual purchasing.
Source: Flint, Hoyt, Swift. 2014.
THE INCREDIBLE IMPORTANCE OF SHOPPER INSIGHTS/ANALYTICS

20
Gathering and analyzing insights are a crucial part of ensuring Shopper
Marketing success because results are driven by the ability to affect
behaviors. That said, there are companies who are collecting data but
aren’t quite sure what insights are hiding within.
Later in this report we will be sharing some of the metrics you should
consider tracking to start this important practice. The information in the
data often leads to the fundamental understanding that many variables
lead to a purchase, and in this age of the internet, many of these variables
are no longer actually in the store the product is purchased; they’re in the
omni-channel universe.
“If you don’t understand shopper
behaviors and how they are affected,
you can’t change them. Shopping
insights give you an understanding of
what motivates change.”
Sarah Gleason, the Researcher
If you’re looking for a place to store your consumer insights and behaviors, with some popular behaviors already filled out,
check out the Shopper Marketing Insights Database tool.
That said it’s the shoppers subconscious mind that is reading, analyzing
and making decisions, which can be difficult but not impossible to track,
using sophisticated measurement tools and techniques.
For example, Professor Flint shared that Pilot (a large truck stop company
operating in the USA, that also owns Flying J, known as the Walmart of
truck stops), a place for cars to get gas and buy convenience items such
as potato chips or beverages did some interesting tests.
18 Wheelers use these locations to get supplies for a long trip, and even
have a shower. Several tests were conducted on what drives people to do
certain things within the stores.
Pilot was interested in measuring digital signage within the store, and
located a digital sign near the showers that told customers what they
could expect in the store in the future.
In the end, customers were sharing what they loved about the store, and
were sharing information that was only available on these digital signs.
When asked about digital signage, the customers were unaware of any
digital signs in the store; it was in their mind’s eye.
THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE ESSENCE OF SHOPPER MARKETINGTHE INCREDIBLE IMPORTANCE OF SHOPPER INSIGHTS/ANALYTICS

21
A customer may start their journey on your website sitting in front of their
desktop computer at home, which leads them to call your support team
via phone, and then follow up on their mobile device, in their hand, as they
walk into your store with a digital coupon they got from an email, sent to
them by the support agent. This journey can take many forms.
A shopper could also start on a mobile phone to gather preliminary infor-
mation on the subway, later moving to a bigger screen to get more detailed
information (perhaps finding a coupon, or sale).
If they end up, in the store, they might realize they are actually choosing
between two different products, and want to pull up more information on
their phone to decide.
You need to be ready to affect shopper behavior in every possible situa-
tion. This is at the core of omni-channel marketing.
Researcher Sarah Gleason shared that multi-channel marketing differs
from Omni-channel marketing, in that multi-channel marketing’s focus is
on different kinds of retail outlets such as club, drug and grocery stores.
Those channels tend to fulfill different trip types or categories, for example
you might do a weekly grocery store fill-up trip and monthly stock up at
club store (such as Costco).
“Omnichannel Marketing (also spelled
omni-channel) is a multichannel approach
to sales that seeks to provide the customer
with a seamless shopping experience,
whether the customer is shopping online
from a desktop or mobile device, by
telephone, or in a bricks and mortar store.”
The Non-Linear Omni-Channel Shopper Journey
Purchases don’t just happen within a brick
and mortar store anymore.
Pre-Shopping
Shopping
Post-Shopping
THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE ESSENCE OF SHOPPER MARKETINGTHE NON-LINEAR OMNI-CHANNEL SHOPPER JOURNEY

22
On the other hand, omni-channel marketing is a combination of digital and
physical shopping, using both digital and physical assets and influences
to affect shopper behavior.
Although marketers have worked with both digital and physical shopping
for some time now, sophistication in the technology running these systems
have allowed for full and complete integration between online and offline
purchasing.
The backend remembers all the customer information so that anyone,
both in store, on the phone, or even the customer online can access the
same information about past purchases. Omni-channel marketing is the
ultimate integration possible for any store, and is essential for effective
Shopper Marketing in the age of the Internet.
By having all systems working in synchronization, it is possible for the
customer to use their mobile phone to check inventory at a specific location
of a store, or check insurance rates, while the shopper is sitting in a coffee
shop preparing for their next purchase. They could even make a purchase
using their phone, either by using the ecommerce cart on the mobile website,
or by calling a support number, and have the product set aside for pickup at
the store, to save time looking for the item and waiting in line when they arrive.
Omni-channel marketing also helps greatly with collecting shopper
insights, as past behaviors on the website, including pages visited, or
support staff contacted, can now be used to add detail on how the ultimate
purchase decision was made, and what the preferences of the shopper
were throughout the shopping journey.
Omni-Channel Experience
Source: Kana
Web
Self-Service
Outbound
Campaigns
Agent
Desktop
Case
Management
Telephony
Integration
Experience
Community
Knowledge
Management
Experience
Analytics
Live Chat &
Co-Browse
E-mail & Secure
Messaging
Guided
Scripting
Document
Management
KNOWLEDGE
- INFUSED
PROCESS
MOBILE
SOCIAL WEB
AGENT
THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE ESSENCE OF SHOPPER MARKETINGTHE NON-LINEAR OMNI-CHANNEL SHOPPER JOURNEY

23
Shopper marketing using an omni-channel marketing approach has a big
effect on all stages of the shopping journey.
Although most shopper marketing strategy has largely been centered
on a linear approach or traditional ‘path-to-purchase’, the truth is that
shoppers often travel between stages and steps in a non-linear fashion,
moving back and forth as they make their decisions.
Looking beyond old-school thinking, shopper marketing is actually based
directly on feedback, integration, and loops with respect to any pre-shop-
ping, shopping, and post-shopping activities. Each shopper journey is
really cyclical and is more about loops than straight lines.
This journey is not limited to a linear journey, but is a non-linear, cyclical
process where shoppers will repeat and loop multiple steps until they are
ready to proceed to a different stage of the journey.
Sarah Gleason shared that this journey is simply not linear because
you can be shopping for one item or service and go into a physical store
or online shop, and then see something different, and start shopping for
something else altogether.
You may get part way through information gathering, and may start again,
expanding your consideration set, gathering more information and doing
more research.
She broke this cyclical journey down into 3 key stages (as shown on page 21).
In this stage you are gathering information, and there is something
that is the catalyst that moves you into active shopping mode. Typi-
cally used as a pre-store activity (pre-shopping is homework you’re
doing before visiting a store) it could also be before visiting an online
store to purchase. To further clarify, Sarah shared that pre-shopping
is before shopping, and pre-store is the activities you do before
visiting a store.
This is the actual active shopping process, including what you’re
doing while gathering information in store.
This is the experience (often called the consumer experience), once
you purchase and utilize the product or service.
1
2
3
Pre-Shopping
Shopping
Post-Shopping
If you’re looking to customize your organizations
specific shopper journey, leverage the Shopper
Marketing Journey Stages Template.
THE NON-LINEAR OMNI-CHANNEL SHOPPER JOURNEY

According to Consultant Christopher Brace, although the journey can be
the same at a conceptual level: how fast someone moves through that path
changesbasedontheindustry.WhilethejourneytopurchaseCPG(Consumer
Packaged Goods) is generally fast paced, purchasing a vacation can take
much longer, while buying a car or house can often span over 6 months or
longer. No matter the length of the journey, the fundamentals remain the
same, and with the advent of omni-channel marketing we have more data-
driven insights then ever to understand this non-linear shopping behavior.
1
Explore
Gathering information
and asking questions to
satisfy curiosity
2
Sift and Sort
Weighing product pros and
cons, comparing prices,
functionality and availability
3
Get Comfortable
Getting comfortable with
the likely purchase choice
4
Take Control
Checking out trends and
insider information in order
to gain an advantage
5
Get It Done
Reaching closure on pur-
chase decision, including
acting on a deal advantage
7
Anticipate
Anticipating the purchase
experience be inspired or
motivated advantage
8
Assess Firsthand
Honestly assessing
product post-purchase
advantage
9
Act On Inpulse
Taking a chance and act-
ing on impulse; going with
feelings over facts
10
Advocate
Championing a product
and sharing one’s
perspective on it with
others
11Celebrate and Savor
Savoring the experience
of using the product in cel-
ebration of the purchase
12Provoke a Reaction
Showing off via the prod-
uct, aligning oneself with
exclusivity the purchase
Seek Inspiration
Looking to find or experi-
ence something new to be
inspired or motivated
6
Source: ANA/Leo Burnett
To add some additional detail, Leo Burnett researched and surveyed 15,000
consumers that recently completed a purchase journey within the omni-
channel structure, for a wide range of shopper categories, and over 146 varied
touch points. The result was called ‘Decision DNA’ and it yielded a 12 step
shopper journey based on motivations, and not the touch points themselves.
As you review this list, think of it not as a linear journey, but as a non-linear
process, that can contain loops and jumps from one stage to another.
The results were an interesting view of the Omni-channel marketing
experience:
Decision DNA: 12 Step Non-Linear Shopper Journey

Although omni-channel marketing is a massive undertaking, it has the
ability to offer not only an amazing customer purchasing and support
experience, but also offer an incredible amount of detail into the behav-
iors that ultimately lead to a purchase. One great example of sophisti-
cated omni-channel marketing is what the team at Disney has achieved.
The experience begins at their mobile responsive website, which allows
shoppers to purchase everything from exclusive merchandise to a trip to
Disney World with a single integrated account. The entire trip-planning
experience works perfectly, even on a mobile device, and allows shoppers
to fully customize their trip using the ‘My Disney Experience’ tool, which
also has it’s own discreet mobile app. Using this tool, you can plan every-
thing from dining experiences to choosing which ‘Fast Pass’ you’d like to
secure when you visit the park to avoid lineups at popular attractions.
When you arrive at Walt Disney World, they have a ‘Magic Band’ which acts
as a bracelet with an RFID chip connected to your account. This allows you to
enter your hotel room, order food, utilize your pre-chosen fast pass choices,
andevenstoreimagestakenofyouwithinthepark with Disney characters. You
can also use the app to see wait times for each attraction as well as the ability
to locate each attraction with directions on how to get there. Later when you
get home from your vacation, the engagement continues with special offers to
buy items on the Disney store website or to help you plan your next trip.
In fact, effective data management is at the core of successful Shopper
Marketing. Let’s take a look at what this data says about Shopper
Marketing, as an industry, overall.
Disney’s Magic Band allows you to enter your
hotel room, order food, utilize your pre-chosen
fast pass choices, and even store images taken
of you within the park with Disney characters.

26
Not only is data important to gather during any Shopper Marketing
program, it’s also important to understand what the data about Shopper
Marketing says overall. The ANA (Association of National Advertisers)
commissioned research, with the help of PQ Media, to understand how
extensive the Shopper Marketing landscape looks like across both B-to-B
and B-to-C companies. Separately ANA worked with GfK to conduct
research among marketers about the future of Shopper Marketing.
Seven key findings were discovered.
Investment in shopper marketing continues to grow.
The role of shopper marketing has progressed from driving
short-term sales to motivating shopper behavior.
A dedicated shopper marketing team is more likely to be viewed
as a competitive advantage today than it was in the past.
When shopper marketing reports to marketing, it tends to be more
strategic and is valued more highly within the organization.
Shopper insights are crucial to overcoming purchase barriers
but are underfunded in many organizations.
Shoppers are gaining more control over the purchase occasion
via mobile/digital.
Shopper marketing has to be more informed, integrated, and
focused on the overall customer experience. *Represents Shopper Marketing Analysis channel within Retail Marketing Platform
Source: ANA/pqmedia U.S. Brand Activation Forecast 2016
Shopper Marketing*
spend rose
6.6% to
$14.04 billion
Shopper Marketing*
spend expected to grow
6.4% to
$14.95 billion
Shopper Marketing*
spend expected to expand
6.4% CAGR to
$18.64 billion in 2020
Per PQ Media’s spending study, between now and 2020, investment in
shopper marketing is expected to expand 5.8 percent to $18.64 billion,
outperforming total brand marketing spend.
1
Investment in shopper marketing continues to grow.
2015
2016
2016to
2020
Powerful Statistics that Make the Business Case
1
2
3
4
5
6
7
POWERFUL STATISTICS THAT MAKE THE BUSINESS CASE

Source: ANA/GfK 2016 Research: The Future of Shopper Marketing
While the primary role of shopper marketing has always been to convert
shoppers, it now has to deliver a combination of short- and long- term
benefits, including driving conversion among shoppers, motivating
shopper behavior through levers beyond price, and executing solutions
to customer challenges.
It takes focus and time to build an effective shopper marketing depart-
ment, but it’s worth the effort. Of the respondents in organizations that
have a dedicated shopper marketing team, 51 percent believed that
shopper marketing was a competitive advantage, and 55 percent
believed that shopper marketing reflected the convergence of brands,
shoppers, and retailers.
2 3
The role of shopper marketing has progressed
from driving short-term sales to motivating shopper
behavior.
A dedicated shopper marketing team is more likely
to be viewed as a competitive advantage today
than it was in the past.
Primarily drive conversion
among shoppers 41%
Motivate shopper behavior
through levers beyond price
35%
Executive solutions on need states
and causes shoppers actions
29%
Build brand equity of
brand and retailer
21%
Drive short-term sales volume 26%
Build retailer and manufacturer
collaboration/relationships
20%
Grow categories by leveraging
shopper solutions 19%
Drive profitable long term growth 18%
9%
Shopper Marketing
is entirely outsourced
42%
Dedicated person/
team for more than
3 years
17%
Person/team
established
within the last 3 years
32%
Supported by
other
existing
departments
Shopper Marketing is a
competitive advantage
for my organization
51%
55% Shopper Marketing reflects
the convergence of brand
shopper and retailer

The category began to change dramatically as shopper marketers
became more strategic and began leveraging shopper insights. As a
result, it began reporting directly into marketing, which created greater
opportunity for integration. The focus of shopper marketing shifted
from the retailer to the shopper, and the percentage of marketers who
felt that shopper marketing was a strategic initiative in their companies
increased.
4
When shopper marketing reports to marketing,
it tends to be more strategic and is valued more
highly within the organization.
2009
Marketing Sales
2011
2013
2016
Where Does Shopper Marketing Report Into?
27% 39%
38%
26% 40%
53% 42%
25%
Shopper insights can drive program development, but only four in ten
study respondents believed their organizations were adequately
investing in shopper insights, which have been identified as the fuel
for shopper marketing success and have been influential in shifting the
perspective on the strategic value of shopper marketing.
5
Shopper insights are crucial to overcoming
purchase barriers but are underfunded in many
organizations.
Insights are used to develop programs designed to
overcome shopper purchase barriers
Insights into a retailer’s shopper drive
program development
Insights into a category’s shopper drive
program development
My organization is investing adequately
in its shopper insights foundation
70%
40%

To connect with consumers, the brand strategy has to permeate through
every touchpoint, digital and in-store. While most shopper marketers
recognize that digital technologies are shifting the power to consumers,
almost half have not established a digital/mobile team focused on the
shopper space.
6
Shoppers are gaining more control over the
purchase occasion via mobile/digital.
45%
Have NOT
established a digital/
mobile group
25%
Yes, this is a
separate group
Digital/mobile technologies are shifting
the balance of power to shoppers and
away from retailers and manufacturers
22%
Yes, part of Shopper
Marketing
8%
Yes, part of
another group
82%
The research predicts that shopper marketing will be more informed
by insights based on actual versus claimed behavior, will better reflect
that the shopping experience is part of the overall customer experience,
and will include post-purchase communications to build loyalty.
7
Shopper marketing has to be more informed,
integrated, and focused on the overall customer
experience.
Shopper Marketing will be more informed by
insights based on actual versus claimed behavior
Shopper Marketing will better reflect that the shopping
experience is part of the overall customer experience
Shopper Marketing will include post-purchase
communications to build loyalty
Shopper Marketing will drive increased joint business
planning with key retailer partners
New technologies such as facial recognition, beacons,
and the Internet of Things will dramatically reshape
Shopper Marketing
Brand plans and shopper plans will be fully integrated
Shopper Marketing will be well integrated into my
organization’s annual and/or strategic planning process
Shopper Marketing will become a required functional
rotation to advance in the organization
51%
43%
40%
39%
33%
30%
27%
20%

30
All in all, these findings define shopper marketing as a discipline at
the intersection of marketing and sales with the primary purpose of
creating a win-win-win for brands, retailers, and shoppers.
Crystalize how you define shopper marketing and its role.
Establish a dedicated shopper marketing team that reports to or is
closely aligned with marketing.
Adequately fund shopper insights to understand the inflection
point when consumers ove come purchase barriers and become
shoppers.
Ground your shopper marketing programs and solutions in
shopper insights; change the focus to include long term business
building as well as short-term sales.
Integrate digital and mobile into your shopper marketing program
while staying on top of the changing lan scape and acquiring the
necessary skills.
Carefully consider the future and its implications for how your
organization needs to be prepared.
Sarah Gleason, SVP from Gfk who wrote the report on this data, shares:
Looking to leverage these statistics? Utilize the
Shopper Marketing Business Case presentation
to help gain senior approval for a shopper
marketing program.
Six key actions from the research that can elevate the
strategic impact of your Shopper Marketing.
1
3
2
4
5
6

31
In the end, it is the Customer Experience that every Shopper Marketing
program is looking to maximize.
To understand what successful Shopper Marketing looks like, let’s
take an in-depth look at a REGGIE Award Winning ‘National Consumer
Campaign,’ courtesy of April Carlisle and Elizabeth Harris from the agency
Leo Burnett/Arc Worldwide.
The campaign was called ‘The Most Gifted Wrapper.’
Scotch tape wanted to grow their unit share, and the overall relevancy of
their Scotch brand tape during their key season: the holidays. In fact, 80%
of sales for tape are in October, November and December as people buy
tape during the holidays. That tape can last for the rest of the year (before
it is fully consumed).
Through the use of shopper insights the agency team knew that shoppers,
although savvy to the fact they need tape, often forget to buy it and it ends
up as an afterthought, even when they’re inside a store that sells tape.
Courtesy of Arc Worldwide/Leo Burnett
Case Study: Scotch Tape
THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE ESSENCE OF SHOPPER MARKETINGCASE STUDY: SCOTCH TAPE

They also knew that the shopper felt that beautifully wrapped gifts showed
others how much they cared, and that what was on the outside of the gift
was often as important as the gift inside (as it was the first impression the
receiver of the gift would have).
From their insights, they also knew that the shopper is often also the
consumer of the tape. Amongst the different possible types of shoppers,
they chose not to concentrate on the shopper looking to run in and
out of the store, but rather a brand aspirational, who appreciates the
Scotch brand, and who is looking for gift wrapping inspiration and can be
confused by the plethora of Scotch tape types.
In the past, Scotch ran a public relations (PR) contest called the ‘World’s
Most Gifted Wrapper Contest’. The contest was focused on rewarding
Scotch tape consumers who loved wrapping presents in unique ways, with
a chance to win a trip to New York City. The PR event was focused solely on
brand awareness, and did not specifically or directly drive any in-store sales.
In-store, there were in-aisle display units with the message ‘Don’t forget the
Scotch Tape’. The tape was an afterthought once the consumer was in retailer
shopping mode. The client wanted to both enhance their retail strategy, while
still running the wrapping contest (which was a 20 year tradition).
The strategy Arc/Leo Burnett focused on was to provide gift wrapping
inspiration and ideas, to encourage shoppers to buy ‘one more roll’ of
Scotch tape earlier in the holiday season.
CASE STUDY: SCOTCH TAPE

33
Furthermore, they wanted to overcome the “choice confusion” shopper
barrier to ensure shoppers could match the correct tape(s) with their wrap-
ping project.
The agency team decided that the ‘Most gifted wrappers’ weren’t just
one person here or there, but they were actually elves at the North Pole
because they wrap more presents than anyone. The clever tagline they
ended up going with was: “The Most Gifted Wrappers, use the most gifted
tape” to further encourage the superior quality of the Scotch brand.
The team discovered that each tape style (double sided, transparent etc.)
was not fully understood by the market, so they designed a character for
each style of tape and created unique content for each elf/tape on how to
inspire their shoppers/consumers to wrap their presents in different and
interesting ways, using different tapes, or even using multiple tapes (to
encourage purchase of more than one roll).
The team also designed a fully integrated marketing communica-
tions program that included POS (point of sale) and Display Activa-
tion in-store, a micro-site, videos, blogger content, social media posts,
e-books and the original wrapping contest.
Each elf had their own e-book and their own unique approach/style. Each
elf also had their own workshop and a different type of present to wrap.
They each had animated wrapping examples on social media (such as
Pinterest) for further consumer engagement and to provide tips and tricks
to the market at large, and bring further awareness to their campaign.

34
They ran ads on Facebook that were designed to teach their market how
to wrap their gifts beautifully, and to extend their reach past what Scotch
had organically on their Facebook Page.
Using each retailer’s specific style guide, the in-store POS and display acti-
vations were customized to meet the retailer’s expectations, while offering
the brand continuity for the entire campaign. This required managing
multiple relationships with different retailers to get their final buy-in and
approval for the assets being deployed, and the campaign details overall.
In the end, the results were phenomenal, especially when compared to
the previous year:
The agency team took home the ‘National Consumer Campaign’ award
at the 2015 REGGIE Awards, a top industry award show presented by
the ANA.
Truth be told, there are an unlimited number of possible ways to execute
a successful campaign, but they often share common best practices that
guide the way.
300%
32%
850,000
40%
increase in retailer
adoption and execution
of their campaigns
additional
incremental sales
extra rolls of tapes
sold vs. the previous year
increase in
unit sales
Let’s discover how Shopper Marketing
really works.

THE DEFINITIVE GUIDE TO SHOPPER MARKETING | INTRODUCTIONSales Tools
Integration
35THE ESSENTIAL SHOPPER MARKETING GUIDE
The Nuts and Bolts
of Shopper Marketing

36
When it comes to Shopper Marketing, there is no single approach or
process to quantify, but it is crucial to understand that a successful program
ultimately relies on a strong process based on best practice research.
We asked our experts to share their experiences and research on how
they see the fundamental processes working within Shopper Marketing.
Professor Daniel Flint, based on his research, shares:
Looking for a step-by-step overview of the stages and steps, required to launch a successful Shopper Marketing program? Check out
the Shopper Marketing Action Plan and Shopper Marketing Tool Index for practical tools and step-by-step instructions.
Simple 4 phase process to any successful Shopper
Marketing program:
Insight development/research (business/shopper insights, and
consumer insights)
Strategic collaboration (between retailers and brand)
Executing the plan
Metrics/measurement of the program
It’s worth noting that, in Dr.Flint’s experience, without the proper amount
of upfront insight development, a Shopper Marketing program simply
would not have the information required to succeed.
Consultant Toby Desforges has his own four phases to integrate shopper
into marketing (which he suggests should be “used by every consumer
goods company on the planet”).
“Shopper Marketing is a business
process that is integrated into the
work of marketing and sales, it has a
logical sequence and outcome, and
that outcome is designed to influence
purchase behavior.”
Processes and Best Practices
1
3
2
4
THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE NUTS AND BOLTS OF SHOPPER MARKETINGPROCESSES AND BEST PRACTICES

37THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE NUTS AND BOLTS OF SHOPPER MARKETING
Please note, Toby’s process is linear, requiring the first phase to be
completed before moving to the second.
1 Identify what your consumer priorities are. (ie. Growth consump-
tion based on insights)
2 Understand which Shopper behavior you need to create. (ie.
Change purchase behavior in order for that purchase to happen)
3 Ask yourself: “In which channels are we going to create that behavior?”
4
Create a marketing mix that addresses the consumers, shop-
pers, and the channels we want to target. (ie. Develop effective
marketing mixes that’s implemented to give that outcome)
It is worth noting that the last step also includes everything you want to
achieve in both digital and traditional retail, including how you will incen-
tivize retailers to make it happen.
Both of these processes concentrate on the same principal; you must
understand where the shopper is (and be able to support that with data-
driven insights) in order to properly plan the steps ahead.
That said, it’s also incredibly important when beginning to discuss a
Shopper Marketing program to start by fully understanding what level of
maturity you are currently operating within. This chart below comes cour-
tesy of Arc Worldwide/Leo Burnett. They use this spectrum when asking
their clients where they are in terms of their Shopper Marketing maturity:
Where do you stand?
Less- More
Shopper Driven
Marketing
Comprised of promotional
and non-promotional
solutions
Differentiated Brand
Platform
Brand communication
platform that is unique to
the retailer
Promotional Alignment
Alligns manufacturer
activity to retailer’s busi-
ness priorities andretailer’s
own promotional programs
Customized National
Promotions
Leverage national brand
promotions with some
custom retailer offers
Trade Promotions
Offers customized by
retailer, but POS is usually
prescriptive or off-the-shelf
Sophistication of Shopper Marketing Strategies
PROCESSES AND BEST PRACTICES

38
Agency reps April and Elizabeth shared that although a lot of clients
still only do basic trade promotions (which are not usually associated or
defined as part of a true shopper marketing program), it’s important to
note that Shopper Marketing efforts are often happening in all or only
some parts of this spectrum, it’s not a clear progression from left to
right (from less maturity to more).
Any brand could technically be doing all of these stages in a non-linear
fashion, but it’s safe to say that if they’re only doing baseline trade promo-
tions, they have lots of room to grow if their objective is to apply a larger
shopper marketing approach to their marketing mix.
No matter your maturity level, and level of program sophistication, all of
our experts agreed that it all starts with truly understanding your shopper.
Are you looking for a deeper maturity
assessment and/or maturity model? Check
out the Shopper Marketing Capabilities
Assessment App tool, and Shopper
Marketing Maturity Model to help you and
your team benchmark your capabilities as you
grow your shopper marketing program.
THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE NUTS AND BOLTS OF SHOPPER MARKETINGPROCESSES AND BEST PRACTICES

39
JustasyoumustknowyouridealbuyerbeforeconstructingatargetedDemand
Generation campaign, you must know your ideal shopper to build a successful
ShopperMarketingprogram.Eachshoppercanbeonaradicallydifferentshop-
ping journey, as discussed in the earlier section on Non-Linear Omni-Channel
Shopper Journeys. It’s important to start by planning out the stages of how
each shopper will move along their shopping journey (keeping in mind that
this journey, although seemingly linear, is actually non-linear in nature).
Different companies profile shopper segments differently, but all of them
are based on insights and behaviors.
This can become complicated very quickly as a company can have many
different brands, and retailers have many different product categories, with
each attracting a variety of possible shoppers. That said, in many cases,
you may have a specific shopper that overlaps multiple brands and/or
categories, that you may want to target.
In the world of Shopper Marketing, there is no escaping the process of gath-
ering insights about the shopper or shoppers you suspect, or already have
some evidence, are most interested in your product, service, or category.
THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE NUTS AND BOLTS OF SHOPPER MARKETING
Are you looking to define your Shopper profile and journey? Check out the Shopper Marketing Profile Template,
Shopper Marketing Profile Interview Questions and Shopper Marketing Journey Stages Template to help your teams
quickly leverage this best practice approach.
$50
These insights are based on data that not only validate the assumptions you
may already have but may also give indications about otherwise unseen
behavioral trends that you could leverage in an upcoming shopper campaign.
Know Your Shopper(s) Before You Begin
KNOW YOUR SHOPPER(S) BEFORE YOU BEGIN

40
In many cases, there are multiple shoppers that you must take into account
that have different reasons for using a product, service, or category. For
example, in an earlier example in regards to the purchasing of beer in a
store, 95% of the shoppers were women.
These women may only be buying the beer for their partner to consume,
but some of them may also be interested in consuming the product
themselves.
Each of these women are different shoppers with unique behavioral attri-
butes, and who are going to be driven by different triggers when seeing
the beer.
To add to this mix, we also have the men who traditionally buy this type of
beer as well. If the male shopper goes to purchase the beer, he is travel-
ling with that specific purpose in mind, and he is another unique shopper
worth tracking and understanding.
A shopper who visits a store to purchase alcohol is focused on that cate-
gory more specifically and could be enticed to try other types of beer
and perhaps purchase something else instead, or in addition, to their
favorite beer.
This purchase decision could just as easily occur on-premise, at a bar or
restaurant, instead of off-premise in a grocery store aisle.
At any rate, it’s important to take the time to understand the shopper(s)
for your brands and categories, and connecting data fueled insights to
their profiles, to help your Shopper Marketing team (potentially with
team members from the brand, retailer/e-tailer and agency working
together in tandem) target the right individuals for their campaigns.
It’s important to note that shopper insights strategy work should be
done first by the brand, and then leveraged together with the retailer/e-
tailer to enhance and collaborate on the best strategy to apply for a true
win-win-win outcome.
95% of beer
sold in stores is
purchased by
women.
Source: Flint, Hoyt, Swift. 2014,
KNOW YOUR SHOPPER(S) BEFORE YOU BEGIN

41
It should also come as no surprise that Shoppers can have a radically
contrasting mindset when they are operating within different channels.
The same person, placed into a specific shopping environment, will
behave differently depending on where they are.
For example, when shopping at a drugstore, as a ‘caretaker’, the motivation is
centered on concern for your family’s well-being.
GROCERY DRUG MASS CLUB DOLLAR C-STORE
ASPIRATION PROVIDER CARETAKER
THRIFTY
PROVIDER
SMART
SHOPPER
VALUE
SHOPPER
IMPULSE
SHOPPER
MOTIVATION
Anticipated weekly task;
routine
Concern for family well-being Value & lifestyle Adventure shopping Value & need Convenience
MODE
Fresh food driven; moving to
mass for commodity
Planned purchases - moderate
price impulse purchases - avg
to high price
EDLP
The deal, the steal; bulk
savings
Predictably low
Size controlled
Fair but not a deal
OPENNESS
Low absorption, habitual
shopping patterns
Label reading high
absorption
Low on commodity; high on
lifestyle
Opportunistic
Open to value oriented deals
only; need driven
Only if it’s right in front of me
LOCATION
IMPORTANCE
Within neighborhood Within neighborhood Up to 10 mile radius Up to 10 mile radius Within neighborhood On commute path
SERVICE
IMPORTANCE
CHOICE
IMPORTANCE
Essentials High choice expectations
Breadth and depth
or exclusive
Limited to top 2-3
brands per category
Generic with 1-2 brand
leaders
Limited breadth &
size selection
ENVIRONMENT
Navigational signage; clear-
ly identified brand blocks;
information at shelf; branded
“destination departments” in
certain banners
Navigational signage; brand
blocks difficult due to lack of
depth; seens as expert and
service oriented
Cluttered, overwhelming
aisles; little opportunity to
stand out as brand
Controlled flow; opportunistic
finds, sampling
Very small footprint, merchan-
dise adjacencies confusing;
little visual opportunity
Small footprint; smaller pack
sizes; immediate consump-
tion oriented
That same person becomes a ‘smart shopper’ when shopping at a club, like
Costco, and takes on an adventurous shopping persona looking for free
samples and new arrivals.
To aid in this discovery process, Leo Burnett/Arc Worldwide has shared
their Shopper Mindset model which illustrates the changes in shoppers
behavior in much more detail.
Channels, Trends, Seasonal Events and Tactics
CHANNELS, TRENDS, SEASONAL EVENTS AND TACTICS

In the world of Shopper Marketing, each channel provides a different
opportunity.
To further illustrate the incredibly diverse variety of opportunities, take
a look at this additional chart which summarizes the channels, trends,
seasonal events, and tactics that can be used as part of a Shopper
Marketing program.
CHANNELS TRENDS/SEASONAL TACTICS
Apparel April Fools’ Day Account-Specific
Club Stores Back to School Co-Marketing
Convenience Stores Black Friday Coupons/ Rebates/ Pricing
Department Stores Breast Cancer Awareness Cross-Merchandising
Dollar Stores Cinco De Mayo Digital Marketing
Drugstores Cyber Monday Displays & Signs
E-commerce Easter Entertainment Tie-ins / Licensing
Electronics Earth Day Events
Fashion Accessories Father’s Day Games/ Contests/ Sweepstakes
Footwear Halloween In-store Media
Health and Beauty Independence Day Interactive vending
Housewares Memorial Day Loyalty Marketing
Centers/Hardware Mother’s Day Mobile Marketing
Mass Merchants Movember Packaging
Office Supply New Product Launches Paid Media
Pet Stores New Years Eve Premiums/ Incentives
Services Summer Holidays Product Placement
Specialty/Other Super Bowl & Football Private Label
Sporting Goods Thanksgiving Relationship Marketing
Supermarkets Valentines Day Sampling
Toy Stores Veterans Day Social Media
Warehouse Clubs Winter Holidays Video Displays
Get your campaign planned out with set
objectives, KPI’s and timeframes using the
Shopper Marketing Strategy Workbook,
and lay out your overall plan using the Shopper
Marketing Project Plan presentation to gain
approval from senior leadership for your ideas.
CHANNELS, TRENDS, SEASONAL EVENTS AND TACTICS

43
No matter which channels, trends, and tactics are employed, each Shopper
Marketing program comes with it’s own unique issues and challenges;
some clear, and others not. From new product launches to visibility,
capturing shopper attention to being in context to shopper needs, there
are a lot of areas that need careful attention for a Shopper Marketing
program to have success.
On the other hand, some of the experts we interviewed, have their own
specific concerns and areas they look out for in ensuring a Shopper
Marketing program is successful.
Marketer Carl MacInnes shared that the lack of organizational under-
standing of how powerful Shopper Marketing can actually be is a major
issue, where Shopper becomes a forgotten discipline (even given infor-
mation on how much decisions are made in store, and how consumers
and shoppers can be nudged in-store towards different brands). It’s critical
to engage senior management in understanding the strategic importance
of Shopper Marketing at the CMO level and below.
Consultant Toby Desforges agreed that the biggest issues often lie within
the organization, and in his case, he specifically focused on the C-Suite’s
reluctance to support a Shopper Marketing function. He shared that the
C-suite gets bombarded with new buzzwords or new ways of doing things,
and Shopper Marketing is thrown into this confusion, asking questions
like: Why should we do it?, What does it deliver? and, How do we deliver
results using it?
Professor Daniel Flint added more specifically that there are two very
targeted problems within the simple four step process he shared earlier
(which included Insight development/research, Strategic collaboration,
Execution and Metrics/Measurement). According to his research and expe-
rience, the last two steps in his process are causing the biggest problems:
Execution
Metrics/Measurement
According to the research in a recent ANA report
entitled ‘Shopper Marketing: The Next Generation’,
the key challenges of Shopper Marketing are:
Taking an omnichannel approach to reach end users at all
touchpoints
Making brick-and-mortar visits mirror the effectiveness of the
online environment
Using social media to drive traffic to retailers and develop online
communities afterward
Tapping into mobile in shopper marketing campaigns, to engage
consumers pre-store, in-store, and post visit
Utilizing software solutions to monitor shopper marketing
campaigns and help drive ROI metrics
Common Challenges in the Shopper Marketing World
1
3
2
4
5
COMMON CHALLENGES IN THE SHOPPER MARKETING WORLD

44
When it comes to ‘Execution’, strategic collaboration, and trying to get
multiple functions and silos (such as brand and sales) working together,
not to mention multiple agencies, it can be a daunting task.
On top of all of this, coordination within the brand’s team and resources
is required, and there is still the very important job of working with the
retailers/e-tailers team to execute the events and be on the same page
regarding objectives. Getting all the digital media (social, websites etc.)
and print media integrated and playing nice together, and then executing
the project correctly in a store is also not easy. It’s key to engage and
discuss all of this early on during the planning process.
Professor Flint shared that according to Sorenson’s data, just in brick-and-
mortar stores, Shopper Marketing is only executed correctly an average
of 45% of the time.
Researcher Sarah Gleason shared that often this happens because the
campaign is not insight driven, or there is not a perspective or under-
standing that the team is trying to target, including what is truly meaningful
to the shopper. For example, a parent buying a birthday or Christmas
present for their own child may visit a specialty store, whereas if that same
individual is buying a gift for a childs friend they may have a budget in
mind and shop at a different location.
Simplicity in communication can also be an issue, as often point of sale
material is trying to say too much and do too much, with competing visuals
and copy.
Shopper Marketing is only executed
correctly 45% of the time.
Source: Flint, Hoyt,
Swift. 2014

There can be a creative execution element that can cause the campaign
to fail, and often this may not have been pre-tested as most companies do
not pre-test their copy.
The truth is, that getting what was planned by/with the retailer/e-tailer,
to actually happen in store, is very challenging, because sometimes the
store manager has a different idea on what would work in that local market,
or other time because multiple ideas were sold to the retailer at the same
time, and both teams didn’t know it, causing overlapping or redundant
campaigns.
Professor Daniel Flint also shared that the other big challenge in any
Shopper Marketing process is the Metrics and Measurement required to
truly understand what is going on, with lingering questions such as: How
do I justify my budget in shopper? And, How do I show that this is as effec-
tive or more effective than doing something else?
Ultimately collecting the appropriate metrics to answer these questions
can be the saving grace to justify the decisions made.
The other big challenge in any
Shopper Marketing process is the
Metrics and Measurement required
to truly understand what is going on.

46
Another important area to measure and track is the activity of your
competition. The ideas they execute via shopper marketing campaigns
(which are around us at all times in the marketplace) are great places to
validate an approach you may have not yet tried.
For example, when a new Call of Duty video game was released, Target’s
team, knowing the ideal shopper was a gamer who would be playing on
their couch and eating snacks, placed bags of Doritos chips and cans of
Mountain Dew soda directly beside the game in the electronics section.
They also repeated the same setup in the grocery area including the game
itself alongside the chips and soft drinks.
Although it is difficult to adequately track the results of a competitor’s
campaign like this (especially while watching it from the outside), it does
lend to an idea that could be used again either in that exact category
(gaming and snacks) or even inspire a different combination altogether
such as pairing furniture such as a shoe rack, in the shoe section (where
it will be in context when noticed), or placing batteries beside a popular
toy that does not have batteries included (to ensure the batteries are
purchased with the toy, and not lost to a later purchase in a dollar store
when it is realized that batteries were missing).
There is no need to always reinvent the wheel, especially if according
to your tracking documentation of competitor behavior, a campaign has
been repeated.
If your competitor is running a campaign a second time, even if it is a
variation on the first campaign, this is an indication the first campaign was
successful in some regard.
Are you looking for a fast way to track your competition? Check out the Shopper Marketing Competition Tracking
Database to help you and your team keep track of the ideas and insights you discover from analyzing your competitors.
Watching Your Competition Closely for Insights
By tracking your competitions behavior, you
can discover crucial insights into their behavior,
and perhaps even forecast or anticipate their
next move, allowing you to position yourself in
a way that is not overshadowed by their next
competing campaign.
WATCHING YOUR COMPETITION CLOSELY FOR INSIGHTS

47
When you encounter strong competition, it’s important to stand out.
Tammy Brumfield, from The Mars Agency, shared a case study that show-
cases how being aware of competitor marketing activity can be incredibly
helpful in launching a new product.
After Allegra went over-the-counter, making it the fourth Allergy Rx to OTC
switch following Benadryl, Claritin, and Zyrtec, they knew would need to
step up their game in order to fend off the competition, grow their brand
and ultimately the category.
Existing competition already was dominating the category, and this
provided The Mars Agency and Chattem the opportunity to find a
niche-messaging opportunity that the others were not currently pursuing.
Beyond national marketing efforts, Allegra partnered directly with CVS to
achieve their goals.
The Mars Agency targeted allergy sufferers shopping in the beauty aisle,
and taught CVS shoppers that Allegra is their new “not so obvious beauty
secret”.
Case Study: Allegra
THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE NUTS AND BOLTS OF SHOPPER MARKETINGCASE STUDY: ALLEGRA

48
This unique angle offered a disruption to the normal shopping behavior
in the beauty aisle and a non-competitive space to announce Allegra’s
over-the-counter availability to female shoppers who want to both look
and feel good.
The Mars Agency’s objective was to capture the CVS shopper’s atten-
tion for Allegra and gain incremental sales in May to round out the allergy
season.
Their KPIs were Allegra brand impressions and sales during the month of
May. Allergy sufferers often seek lower cost options from other channels,
so their challenge was to interrupt their ideal shopper while she was shop-
ping at CVS and give her a reason to buy Allegra.
Program results were driven by Allegra brand impressions and sales.
In-store Allegra/Lumene partnership displays created a compelling expe-
rience while a comprehensive 360 pre-media campaign including the
Allegra Makeover Video Game, blogger outreach, direct mail, Facebook
sharing and banner ads delivering over 143,000,000 impressions and
2,977 incremental displays.
This program exceeded goals at every touch point- Shoppers, Retailer
and Brand.
The Mars Agency’s big idea opened up the door to have a relevant conver-
sation with shoppers while growing the brand and ultimately the category.
THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE NUTS AND BOLTS OF SHOPPER MARKETINGCASE STUDY: ALLEGRA

49
It is no surprise that the digital revolution has fully taken over Shopper
Marketing. From mobile apps to social media platforms, and to email
coupons to virtual store simulations, the power of leveraging the latest
technology has empowered the modern marketing team to push their
boundaries and integrate more heavily with other solutions.
It’s not only important to have access to this technology, but for your
marketing team members to be fluent in applying these digital tools to
solve a myriad of difficult problems such as tracking, automation and
data synchronization. Ensure your team is keeping on top of the latest
trends, and that they are given the time to occasionally test new solu-
tions to give your company a major competitive advantage.
In this modern age of Shopper Marketing, the advances in what is possible,
from gathering insights using eye tracking, to integrating all systems tightly
together into an omni-channel system, are all found in the software and
hardware you utilize.
These tools will be doing the heavy lifting for you and your Shopper
Marketing program.
Digital solutions include the following technologies:
VR Stimulation
Marketing
Automation (with
lead scoring)
Digital Assistants
(such as Alexa)
Beacons
A/B and
multivariate testing
Tracking cart
abandonment
In-store behavior
analysis
Advanced
couponing
Loyalty systems
Eye-tracking
Customer profiling
Mobile Apps Social Media
Tracking and
Engagement
Analyze store
displays using
algorithms
That said, choosing the right tools can be difficult, with many factors such
as scalability, data integration, and price, playing an important role in
ultimate decision making. In the end, what is most important overall, is
that your team has a commitment to achieving on-going excellence in
both digital media and social media skills.
Looking to find and select the right Shopper Marketing vendor? Use the Shopper Marketing Vendors Matrix to start finding
leading vendors for selection, and then use the Shopper Marketing Vendor Selection Tool to compare them to each other
and discover which one suits you best.
What You Need to Succeed
Digital & Social Acumen
THE DEFINITIVE GUIDE TO SHOPPER MARKETING | THE NUTS AND BOLTS OF SHOPPER MARKETINGDIGITAL & SOCIAL ACUMEN

50
Most people think that Shopper Marketing relies on an additional budget
with a dedicated team that will support the program, and while this is defi-
nitely helpful, there may be a lot of overlap and alignment within your
existing marketing efforts and resources (including sales and consumer
promotions).
Some companies outsource all of their shopper marketing activities,
to ensure they don’t miss anything important, and to leverage existing
experts and best practices as they begin to grow the function.
More often than not, your existing marketing or sales team is already able
to run a Shopper Marketing program for you, without any extra resources
required.
This is only possible, of course, if you have the processes in place to
empower their efforts, and the insights needed to build an effective plan.
That said, depending on your company’s situation, you may need to hire
additional resources. Researcher Sarah Gleason, shared that nearly 60
percent of the organizations she recently surveyed had a dedicated
shopper marketing group.
“You don’t only need different
roles and responsibilities for
successful Shopper Marketing, you
also need different processes, and
attention to get the right insights.”
Her research discovered that a dedicated team with three or more years of
experience was more likely to embrace shopper marketing as a competi-
tive advantage, and were more likely to see it as the convergence of brand,
retailer, and shopper. In fact, she outlined new organizations should not
expect any immediate change, as three years was the critical milestone
in her study findings. It often took three years of team collaboration to
build out the processes, relationships and insights required.
Are you looking to hire a Shopper Marketing team? Check out the Shopper Marketing Roles Framework to build
your team, and use the Shopper Marketing Manager Job Description to hire them.
Budget, Rules & Organization
BUDGET, RULES & ORGANIZATION

ROLES RESPONSIBILITIES PROCESSES TECHNOLOGY CONTENT METRICS
Senior Management
Revenue Accountability
Staffing & Channel
Management
Reporting to CEO/Board
Budgeting & Planning
Reviews & Coaching
Recruitment & Retention
Insights Dashboard
Marketing Automation
CRM
Thought Leadership Blog
Webinar Presentations
Conference Keynotes
Revenue by Channel
Shopper Lifetime Value, NPS
Return on Customer (ROC)
Shopping Marketing
Owner
Retail and Brand Strategy
Omni-channel Strategy
Digital Marketing Strategy
Shopper Marketing Budgeting
Agency Management
Communications Management
Insights Dashboard
Omni-channel Systems
Project Management
Shopper Marketing Budget
Agency Contracts
Shopper Marketing Policy
Market Share, Profitability
Brand Equity
Omni-channel Usage
Brand Marketing
Brand Centric Activation
Brand Impact Analysis
Campaign Creation
Advertising/Sponsorship
Lead Generation
Campaigns
Insights Dashboard
Marketing Automation
Digital Asset Management
Advertising/SEO
Email Campaigns
Print Media
Campaign ROI, Email Metrics
Marketing Qualified Leads
Contribution to Pipeline
Insights
Insight Collection and Analysis
Simulations and Virtual Insights
ROI Forecasting
Campaign Analysis
Campaign Scoring
Measuring Historical Metrics
Insights Dashboard
Virtual Store Simulation
Multivariate Metric
Management
Insight Reports
Insight-based Proposals
A/B Split Test Results
Cost Rate, Market Reach
Lift Rate, Sales Impact
ROI, P&L Impact
Digital & Social
Media
Omni-channel systems
Social Listening and
Engagement
Mobile apps and tools
Omni-channel Development
Social Channel Management
Mobile Channel Management
Insights Dashboard
Social and Mobile Platforms
Posts, Tweets, Photos
Forums, Chats, Comments
Articles, Community News
User Engagement
Sentiment Analysis
Campaign ROI
Sales Management
Omni-channel Analysis
External Communications
Retailer Channel Sales
Omni-channel Management
Influencer Identification
Relationship Cultivation
Insights Dashboard
Analytics & Reporting
Retail Contact Database
Data Sheets, Whitepapers
Case Studies/Testimonials
Proposals, Presentations
Channel Growth
Revenue by Channel
Market Share, Profitability
Field and/or Account
Teams
Customer Team Activation
Retailer Relations
Campaign Execution
Product Launch
Product Positioning
Competitive Analysis
nsights Dashboard
Project Management
Competition Tracking Systems
Campaign Assets
Campaign Channel Maps
Competitive Analysis
Avg. Revenue Per Retailer
Avg. Order Value
Conversion Rate, Renewal Rate
Retail/Channel Sales
Partners
In-store Insights
In-store Campaign Support
Retail/Channel Sales Support
Shopper Experience
Virtual Simulation and Testing
In-Store Behavioral Analysis
Insights Dashboard
Shopper Analysis Systems
Shopper Personas
Shopper Journey Map
Store Layout Map
Shopper Satisfaction Index
Shopper Lifetime Value
Net Promoter Score (NPS)
Demand Metric’s Shopper Marketing Roles Framework

52
According to Consultant Christopher Brace, when organizations start
with shopper marketing there is typically no shopper insight research or
research budget.
As the company becomes more progressive (Stage 2 of the Shopper
Marketing Maturity Model) no more then 10% of total research budget has
ever been allocated.
Once the company becomes more mature and even world class with
shopper marketing (Stage 3 and 4 of the Shopper Marketing Maturity
Model), that percentage goes up.
No matter the size, the organizational structure of a Shopper Marketing
team can lean towards either sales or marketing.
On one hand, you require sales to sell the shopper program into a specific
retailer, and on the other, you need to market your brand to build equity in
that retail environment.
Either way, your program will often lean in one of two directions: Brand
centric (marketing) activation, or Customer team (sales) activation.
Each of them comes with a different approach, but both of them can bring
you success.
All budgets, activations, and resources are controlled centrally by
the brand
In some cases, national programs can have little retailer differ-
entiation other than merchandising vehicles (ie. club packs, OPP
(opening price point) brands, pricing, promotional) and in other
cases it can require full branding for each retailer/e-tailer
Resources often organized by:
a. channel (food/drug/mass/speciality/ecommerce)
b. format (large store/small store/convenience)
Budgets come from brands to activate - can be a tax or tin cup
method
Brand delivers a “toolkit” of assets for activation / customization
Sales customizes and activates
Resources often organized by:
a. Dedicated resources on top 3-5 retailers physically co-located
with retailer and sales team
b. Shared resources on top 15 retailers located at brand hdq or
field-based - typically channel or region focused
Brand centric activation
Customer team (sales) based activation
Which one is right for your team?
1
1
2
2
3
3
4

53
When it comes to choosing a budget, you should determine the amount to
spend based on what you think you can achieve with a brand in a specific
environment.
All in all, the most important item to budget for is insights so you can
gather data on how people are behaving when they are shopping. This
information is crucial for the entire Shopper Marketing programs success
and inception. In the case that you cannot create a new budget, you might
be able to divert a budget from another area such as Market Research, to
get these insights collected instead.
Consultant Toby Desforges shared that a good place to look for resources
to divert to gathering shopper insights, is any brand tracking taking place.
He suggests to ask “How much is brand tracking delivering actual busi-
ness value and how much is just managing metrics?” In many cases you
may be able to remove some unnecessary existing tracking effort, and
focus your analysis on shopper insights instead, with the opportunity
to develop insights that become a hypothesis about consumer and/or
shopper behavior that could grow your brand.
Toby shares that 90% of the time, you can use the same gross budget
for research as you had before, yet you will also get more productivity out
of those collected insights, all while building insight equity (all insights will
accumulate into a library of data useful for long-term analysis).
These insights can be both related to the shopper or consumer, but it is
important to note that these insights are different and focus on different
stages of the overall shopping and product consumption journey.
Marketer Carl MacInnes explained that initially budgets should be heavily
weighted towards getting the right insights, and getting a way to test the
strategy (and sometimes this can be high risk).
Are you looking to build your budget? Check out the Shopper Marketing Budget Template for an easy way to get
started planning the costs for your shopper program.
He shares that the three main buckets for a Shopper
Marketing budget are the cost for:
Gathering insights/analytics
Building campaigns
Deployment3
2
1

54
Fonterra, the company Carl MacInnes works for, also spends money in
continuously understanding shopper psychology in-depth and trying new
tools (digital tools, in store tools, ecommerce tools etc.)
They invest heavily in technologies like ‘Virtual store’ and ‘Automatic
camera observations of behavior’ to gather these insights.
Analytics guru Rick Abens explained that as budgets get bigger, there is
increased scrutiny on how the money is spent. He shared that according
to his research, 63% of marketers feel they don’t properly measure their
shopper marketing ROI.
“The budget goes, where
the ROI shows”
Rick Abens, the Analytics Guru
In a related note, Sarah Gleason shared that amongst her recent research
study participants there was an almost universal belief that proper
measuring of shopper marketing program effectiveness and ROI is
required for long-term success.
That said, she explained that while the technology exists, the lack of a
defined and proven method for measuring ROI is seen as the biggest
obstacle.
Rick also explained that the top 3 reasons to measure
your metrics are as follows
Justify Bigger Budgets
a. This is really about accountability, for resources and money
you’ve been given
b. You need to prove that it works
c. Understand how much they should spend on Shopper
Marketing
Optimize Budgets
a. Where you should be spending it
b. What customers, brands, and platforms to spend it on
Marketing that works by testing more, to know what actually is
working
1
3
2

55
Tracking metrics is an essential part of any
successful Shopper Marketing program.
With an unlimited potential for possible metrics
to track, it’s a good idea to start with metrics
that are already known, to help measure
results.
This topic more than any other drew some big
differences between those interviewed, with
some having very strong differing views on the
matter.
Professor Daniel Flint shared that his research
highlights Shopper Marketing metrics for both
the macro and micro levels, where the macro
handles the big picture, and the micro focuses
on tactical aspects.
Sales Lift
Please note that you should ensure you
know when the sales lift occurred, where it
was in the store, and what stores it ran in,
to ensure compliance was 100% executed
properly. Take these precautions so you can
measure sales lift from that specific store,
to ensure it is actually attributed to your
initiative.
Share Gain
As a result of running an initiative, especially
if it is over months.
Increased Collaboration
Did working on projects together, increase
brand and retailer collaboration?
Profitability and Growth
Did the campaign increase profitability?
Did it help the product category more
than before?
% of Shoppers Who Saw the Program
You can do this poll with some sampling
panels such as mTurk on Amazon, or Niel-
sens panel, or you can do it with your own
proprietary data
For Advertising
# of impressions (they paid for)
# of things printed
# of shoppers who had the opportunity to
see it
Macro Metrics Micro Metrics
Are you looking for a Metrics Dashboard? Check out the Shopper Marketing Metrics Dashboard to help you and your
team track important metrics in your shopper program.
Essential Metrics
You Need to Track
1 1
2
2
3
4
ESSENTIAL METRICS YOU NEED TO TRACK

56
That said, not everyone agrees that impressions alone are a metric that
should be valued.
Cory Rosenfield, co-founder of Qoints, collected all of the data from REGGIE
award winners (an ANA run brand activation awards competition) to see if
there was a correlation between the number of impressions on a campaign
and actual sales lift generated.
The results were interesting; there was no negative or positive effect. Cory
shared that impressions are an old-school way to view campaign results,
from the days of TV and radio, but it doesn’t translate into digital.
Now that companies are tracking sales lift and volume lift, his data discov-
ered that impressions were not correlated to any effect on those metrics.
Cory makes the case for quality over quantity, and that it gets exponen-
tially greater when it comes to social channels.
For example, a personal recommendation can go a long way. An indi-
vidual could only have 100 Twitter followers, but could also be a micro
influencer (in that there is significant activation from the number of impres-
sions to their following).
A micro influencer is more respected then any broad media source, and
will drive way less impressions but could have an incredible sales lift,
download, or conversion rate.
A personal recommendation can go
a long way. An individual could only
have 100 Twitter followers, but could
also be a micro influencer (in that there
is significant activation from the number of
impressions to their following).
ESSENTIAL METRICS YOU NEED TO TRACK

The Definitive Shopper Marketing Guide

The Definitive Shopper Marketing Guide

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