De­vel­op­ing Shop­per Mar­ket­ing Play­books: Three Es­sen­tial Ca­pa­bil­i­ties

Point of Purchase - - COLUMN - 1. Shop­per In­ti­macy—

A good place to start when think­ing about the com­pe­ten­cies agen­cies need to de­velop to com­pete suc­cess­fully in the shop­per mar­ket­ing arena is with client needs. Which ve­hi­cles are best for gen­er­at­ing aware­ness? How should we al­lo­cate our mar­ket­ing spend across in­store dis­plays, search, dig­i­tal coupons, loy­alty pro­grams? What is the best way to de­velop an in­te­grated shop­per mar­ket­ing pro­gram that al­lows us to work across the en­tire path to pur­chase? What is the best mar­ket­ing mix for a new prod­uct launch? An agency’s role is to pro­vide clients with help­ful, straight­for­ward ways to de­liver ef­fec­tive shop­per mar­ket­ing strate­gies that help them achieve their unique goals given their means. De­spite the many changes in the mar­ket­ing en­vi­ron­ment the pub­li­ca­tion of “The Mar­ket­ing Play­book” (2004), the idea of play­books to help clients meet ob­jec­tives con­tin­ues to be at­trac­tive. Shop­per mar­ket­ing play­books are meth­ods and tools for meet­ing spe­cific client needs—e.g., aware­ness, con­sid­er­a­tion, trial, ac­tion and loy­alty. As agen­cies de­velop their shop­per mar­ket­ing play­backs, they must con­tin­u­ally up­date plays in their play­book to con­tin­u­ously im­prove ef­fec­tive­ness, re­flect changes in the mar­ket­place or as new ve­hi­cles be­come avail­able.

The Three Es­sen­tial Ca­pa­bil­i­ties The abil­ity to de­velop and de­liver shop­per mar­ket­ing play­books is based on three ca­pa­bil­i­ties that serve as the foun­da­tion. They help shop­per mar­ket­ing agen­cies tran­scend the gaunt­let of dif­fer­ent shop­per seg­ments, re­tail for­mats and cat­e­gories. While a shop­per agency does not have to be strong in all three ca­pa­bil­i­ties, most suc­cess­ful shop­per mar­ket­ing agen­cies are strong in a min­i­mum of 2 of the three ca­pa­bil­i­ties.

not only how shop­pers be­have when shop­ping dif­fer­ent cat­e­gories (food, ap­parel, con­sumer elec­tron­ics or ap­pli­ances), re­tail for­mat (tra­di­tional vs. mod­ern trade), times of year or trip types (stock-up vs. top-off trips), but the why as well (bar­ri­ers and mo­ti­va­tions). Why some cat­e­gories are more about needs, and oth­ers about wants. True shop­per in­sights go be­yond iden­ti­fy­ing “who” the shop­per is, pro­vid­ing more depth about “why” the shop­per be­haves a cer­tain way within a cat­e­gory, dur­ing a sea­son or within or across spe­cific re­tail­ers. Shop­per in­ti­macy is no mean feat in In­dia where de­mo­graphic and in­come changes are al­ter­ing shop­per ex­pec­ta­tions at a dra­matic rate. Shop­pers seek­ing to ex­press their al­tered sta­tus de­sire to be dif­fer­ent, inim­itable and en­vied at the same time. In­creas­ing ur­ban­iza­tion has given rise to street­wise and savvy shop­pers who will not hes­i­tate to try prod­ucts which push the bound­aries. For whom con­sump­tion is a means of re­flect­ing their per­son­al­ity and chang­ing be­lief sys­tem. In such a tur­bu­lent mar­ket­ing en­vi­ron­ment it is a chal­lenge to stay abreast of changes in shop­per seg­ments, but it con­fers a great ad­van­tage to those agen­cies who ex­cel at it.

Jim Lu­cas Ex­ec­u­tive VP, Global Direc­tor , Re­tail Insight and Strat­egy

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