Transcript Shopper Marketing Planning Process

January 2015
Please contact your Shopper Marketing Manager for questions
Contents
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Shopper Marketing Planning Process
Best-in-Class Shopper Marketing Principles
Team Structure Overviews
Shopper Marketing vs. ASM Programming
Shopper Marketing vs. Trade
Guiding Shopper Funding Principles
Evaluation & Approval Process
(for incremental activities)
Trade-funded Event/Offer Reference
Accounting Treatment
Compliance Process
Communication Process
How to Foster Tangible Results with Shopper
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Shopper Marketing Planning Process
Strategic Foundation
Review brand
objectives. key
platforms & plans
Review trade
objectives, growth
targets & plans
Review Intelligence
(consumer, customer
and shopper)
Define seasonal
calendar &
channel-specific
positioning
Go-to-Market Strategy Framework
Develop customer
activation calendar
(SM and/or ASM
programs)
Identify potential
partnerships
(regional or
national)
Build activation
architecture by retail
channel
Define national
retail strategy
by brand
Activation Plan, Sell-in & Measurement
Integrated
shopper marketing
plans
Customer
Activation Plans
(incl. Menu
Marketing)
Sell-in
presentations for
sales
Implement custom
Total Return
Model*
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Shopper Marketing Planning Process
Go-to-Market Strategy Framework - details
• Activation Programming types may include
o Shopper extensions to national brand initiatives
o Ground up platforms inclusive of partnerships
o Enhancements to customer initiatives (identified and planned by SM)
o Menu Marketing Platform for Tier 2 & 3 customers
Measurability/Accountability - details
• Develop custom ROI model and post-promotion snapshot that follows Total Return
Model*
o Return on Investment – must be measurable and profitable
o Return on Engagement – must connect with shopper & create loyalty
o Return on Relationship – must create or strengthen retailer relationship
* Includes the necessary audit to confirm executional details of each approved program funded by SM
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Best-in-Class Shopper Marketing Principles
• Needs to be grounded in consumer insight and behavior that is
specific to a channel and/or retailer
• Creative and well-executed, and taps into a wider variety of
potential in-store and out-of-store platforms
• Developed around brand and customer objectives
• Monitored and managed for ROI and brand impact (display ACV,
share gains, customer metrics, etc.)
• Should drive secondary display activity, increase trial, build equity
and in-store conversion of our brands
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Shopper Marketing Structure
RSMs
VP
Business
Capabilities
Shopper
Marketing
Manager
Customer
VPs
ASM
• Lead for SM strategy and plans
• Lead for development of R&B’s
SM capability
• Liaison between Brand and Field
Acosta
• Evaluates and approves all
customer programs
• Owns customer budgets & all
financial shifts
Retail Customers
• Provides brand/SM creative
approvals
• Provides all estimate/invoice
approvals
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Shopper Marketing AOR Reporting Structure
Kroger
WMT
In-House
Lead
Shopper
Marketing
Manager
Channels
• Liaison between SM and Field
• Strategy and Planning support
NW &
• Communicates and manages SM strategy across all
Central
SE & SW
field leads
• Manages toolkit reporting and execution (where
NE & MA
necessary)
• Insures program execution and compliance across
all teams
• Manages legal, budgets & billing process
• Secures SM/Brand creative approvals via SMM
• SM Lead at brand IAT meetings
• Leads weekly status and project tracker with SMM
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Shopper Marketing AOR Reporting Structure
R&B
Walmart
Director
IN
Walmart
Lead
Integrated Field
IN
Reg. Lead
NE
MA
RSM
RSM
Management
• Align Integrated Field mgrs
with R&B Mgrs (dotted
R&B Kroger
Director
IN Kroger
Lead
Line)
• Manage programs,
IN
Reg. Lead
SE
RSM
SW
RSM
budgets, execution, toolkit
oversight/management
R&B
VP
Channels
Director
Marketing
and customer relationships
IN Channels
Lead
• Direct Report up to R&B
Shopper Marketing Lead
IN
Reg. Lead
NW
RSM
Central
RSM
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Shopper Marketing vs. ASM Programs
Program
Primary Focus
Secondary Focus
Shopper Marketing
Insight-based retail strategy by brand set by SM
(integrated plans with Pre-shop, Shop & Post-shop
activation driving brand equity & trial with emphasis in
digital)
Volume
(Secondary Display Placement)
Account-Specific
Marketing (ASM)*
Customer-driven programs to drive trips and basket
size (i.e. Publix’s Aprons, HEB’s Combo Locos, Target’s
DVMs, etc.)
R&B Secondary Display, Volume
& Brand Equity
Objectives of Shopper Marketing
• Drive brand equity and trial while driving basket size and trips to a specific retail customer
• Promote cross-category conversion via direct supplier-to-supplier partnership with communication inside
and outside of retail environment
• 100% owned by SMM
Objectives of Account-Specific Marketing (ASM)*
• Premium-priced customer event that may include multiple suppliers and customer-branded shopper touch
points
• Drive supplier participation in key customer-specific drive periods or marketing initiatives to drive trips and
basket size to store
• Sometimes may promote cross-category conversion and merchandising
• Costs for participating are shared between SM and trade
* All programs must be within R&B Shopper Marketing Guidelines
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Shopper Marketing vs. Trade
Program
Shopper Marketing
Primary Focus
Insight-based retail strategy by brand set by SM
(integrated plans with Pre-shop, Shop & Post-shop
activation driving brand equity & trial with emphasis in
digital)
Secondary Focus
Volume
(Secondary Display
Placement)
Objectives of Trade
• Generate off-shelf secondary display placement
• Price discounts
• Feature support using promotional allowances (O.I., BB, Scan,
Fixed Ad Fees)
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FOR INTERNAL PURPOSES ONLY
Guiding Shopper Funding Principles
• Funds are consumer-focused (driving secondary display, trial and building brand
equity with our identified targets)
• Funds are performance based. Program needs to deliver measurable results
(increased display ACV, increased share and incremental sales) and drive
sustainable profitable growth
• Funds are strategically-allocated through the planning process based on R&B
Foods’ customer pillars: Growth, Strategic Fit and Profitability
o Secondary variables: openness/capability to execute Shopper Marketing, quality of
partnership, strategic importance to key demographics and gap to fair share
• Funds will support programs that achieve secondary display, brand equity, trial,
and loyalty
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Evaluation & Approval Process
Incremental Opportunity Consideration Process
To initiate process, RSM will need to provide:
• Pay-Back form (attached) and submit to SMM lead
• Must provide a minimum of 4-5 week lead time
o Request will be evaluated against national, SM and other variables
o SMM will discuss opportunity with RSM
o SMM will provide written final feedback with detailed aligned solution (if necessary)
o If lead time is not followed, request will be automatically denied
• All programming where SM funds are expected to be leveraged, must be approved in
writing by SMM
• Only after SM written approval has been provided, can sales commit to customer
• ALL SM budgetary shift considerations must be approved by SMM and therefore must be
submitted via the Consideration Process
o Example: A Publix program was cancelled and RSM would like to leverage funds for a
Wegman’s program. The shift must be evaluated and approved by SMM
o Funds can be shifted to other accounts, programs or held back at SMM’s discretion
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Approval & Management Process
Retailer Specific
Category
Solution
Non-Retailer
Specific Category
Solution
Brand Specific
Activation Request
through Sales
(from Customer)
Brand Specific
Activation Request
through Brand
R&B
RSM/Broker
BRAND or RSM
RSM
BRAND
R&B
SMM
SMM
SMM
SMM
IN
IN Lead
Insights & IN
Lead
IN Lead
IN Lead
R&B
SMM,Category &
Customer Mgr
SMM, Category
Mgr & Brand
SMM & Brand
SMM & Brand
IN
IN Customer,
Insights, Creative,
Concepting
IN Customer,
Insights, Creative,
Concepting
IN Customer, Insights,
Creative, Concepting
IN Customer,
Insights, Creative,
Concepting
R&B
SMM
SMM
SMM
SMM
IN
IN CUSTOMER LEAD
IN CUSTOMER LEAD
IN CUSTOMER LEAD
IN CUSTOMER LEAD
R&B
SMM (oversight)
SMM (oversight)
SMM (oversight)
SMM (oversight)
IN
IN CUSTOMER LEAD
IN CUSTOMER LEAD
IN CUSTOMER LEAD
IN CUSTOMER LEAD
Program Type
Who Receives
the Request?
Who leads the
request (owns
& manages)?
Who has input?
Who approves
program?
Who manages
execution?
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Trade-funded Event/Offer Reference
Trade Events (some formerly SM funded)
• Buy/Get offer where “get” is a price discount/savings (i.e. Buy X, Get $1 Savings)
• Buy/Get Offers running on-shelf alone or feature in retailer communication
o R&B will ONLY cover ½ the cost of the participating partner costs within
offer (i.e. Buy 2 Ragu Get Free Pasta – R&B will only cover ½ the cost of that
pasta unit)
• Buy/Get Offer that secures a secondary display in store (i.e. end cap)
o SM will only cover ½ the costs “Get” (SM will only fund fair share cost)
o Feature and display costs will be funded by trade
o If event contains a recipe or tearpad and secondary display (SM will fund
tear pad or recipe production costs)
• Programs that only allows for product image and price feature without a
secondary placement display
• Coupons or Rebates issued by field sales –redemption will be covered by trade
funds (coupon production and handling will be covered by SM)
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Accounting Treatment*
Trade Expenses within Net Sales/Above-the-Line
• All redemption scenarios, including:
o Coupons
o All coupon-insertion costs
o Buy/Get Offers (dollars or partner units)
• Customer Deductions will got through Promo Code AMPS
WebPay process
• SM Payment for participation in ASM programs MUST be
secured via SMM & NOT processed via AMPS WebPay as these
are NOT Above-the-line
o Examples: DVM, Aprons, Fight for Hunger, Meal Solutions, Ready for
You
*Work with your Shopper Marketing Manager to ascertain annual “above/below” the line spending
parameters
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Accounting Treatment*
Expenses that are part of Below-the-Line (NIP)
• ASM participation fees (i.e. Aprons, DVM, Fight for Hunger,
etc)
• Sampling/Demos
• Sweepstakes, games and contests
• Event marketing (e.g. event signage, sponsorship, media)
• Agency fees
• Premiums (Gift-With-Purchase)
• Creative for any direct-mail pieces
• Menu Toolkit development and monthly management fees
• Production of any Menu Toolkit elements
• Coupon prints and handling costs (not including redemption)
*Work with your Shopper Marketing Manager to ascertain annual “above/below” the line spending
parameters
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Communication Process
Ongoing
• Weekly meetings between SM Lead with all RSMs and Customer VPs
• Active participation in key planning and strategic customer meetings
(based on Sales and SM alignment)
• Day-to-day management communication on approved SM execution will
between RSM directly with designated INtegrated marketing lead
o Status meetings and reporting to be scheduled by IN team by March 2015
Planning Phase
• During planning phase, RSM must utilize the following forms to
communicate key information to SM:
o Customer Activity Calendar Form – fill-in trade activity at a high-level
(attached)
o Retailer Snapshot Form (to come and will be activated for 2016 planning in
June 2015)
o Pay-Back Form (attached)
o Any sell-in presentations/sell-sheets from customer
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Compliance Process
• SM will leverage the following resources to insure
compliance to SM guidelines:
o Regional IN leads
o Nielsen Display ACV (off-shelf secondary placement)
o Advantage and Retail teams
• Any discrepancy between approved and executed
programming may lead to reduction of SM support
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How to Foster Tangible Results with Shopper
• Build higher-level and deeper relationships with retail partners
o Create deep engagement between SMM & key customer leads
• Drive Value Beyond Price
o Push for creative solutions beyond price & premium ASM programs
o Proactively work closely with SM to develop a unique solution
• Help retailers build categories, baskets and trips
o Help SMM & CMM develop a category solution that could set R&B apart from all
CPG companies
o Example -. how do we leverage the sea of red to our advantage and create a
leadership position
• Garner deep insight into shopping segments and behavior
o Pasta sauce shopper and Hispanic market level studies planned for 2015
• Develop deep understanding of channel and category drivers
o Leverage our category and shopper study insights for activation ideas beyond
ASM programming
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Gracias! Thanks! 感謝
Contact Sigrid Garavito
Shopper Marketing Manager
for any questions
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