BrainTrust Query: What’s Your Shopper Marketing IQ?
Through a special arrangement, presented here for discussion
is a summary of a current article from the GfK insights4u blog.
on investment (ROI) is an important element of any shopper marketing assessment,
but it only tells part of the story. A true assessment needs to capture both
the short and long-term effects of shopper marketing initiatives, for
the manufacturer and the retailer.
Here are four critical questions brands should
1. Are programs achieving short-term objectives? Measuring short-term
results vary depending on the brand’s primary shopper marketing objectives.
Is the brand looking for financial payout or something else — new product
trial, expanded distribution, share growth, category sales growth? Benchmarks
should be considered carefully. What may seem acceptable in one retailer or
geography may not be enough in another.
2. Are programs contributing to the long-term health of the brand?
- Awareness – What is the program impact on unaided and aided brand
- Loyalty – What is the claimed future share of requirements among
- Uniqueness – Does the program help the brand to uniquely own key
attributes? Do shoppers perceive the brand as differentiated? Do the programs
help set the brand apart from others?
- Relevance – How do programs affect purchase intent? How do they help
the brand to deliver against key purchase drivers?
3. Are programs significantly enhancing relationships with key retail customers? Beyond
the specific business results, shopper marketing programs should move the needle
in how a brand is viewed by its retail customers. Are retail customers bringing
valuable and unique insights to the table? Does the retailer perceive the brand
as the go-to supplier in the category? Is the brand’s role with the retailer
expanding? Is the vendor gaining greater access across functions and at more
4. Are partners’ objectives being accomplished? Similar
to their own objectives, a brand must take a similar approach for the retailer.
How does a brand’s shopper marketing efforts help grow the category? Is it
helping the retailer partner gain share from other channels and competitors?
How does it help grow share of wallet or increase market basket? Does it bring
in critical new shoppers, or drive visits and purchases among their core shoppers?
Discussion Questions: How do you think brands should assess shopper marketing efforts? Are there differences in approaches or goals that affect the ability of brands and retailers to get the most from shopper marketing efforts?