Shopper Marketing - September 2017 - 31
ing customers on market forces and trends
- his team jumps in on anything shopper-related. "We're relentlessly focused on exporting
that knowledge - both internally and to our
customers - and on the best methods to do
so that drive engagement and action," he says.
Davis, who joined Coca-Cola in May 2013 as
a senior manager of category insights, worked
at Acosta and Nielsen (as a client manager for
Coca-Cola) before joining the beverage giant. He also then served as director, shopper
insights and HQ initiatives, before assuming
his current post in June 2016.
He will tell anyone he fell into this career -
his first aspiration was to be a history teacher
- but looking back, he says he was fortunate
to have both literature and writing teachers
that were able to transfer their passion for
great storytelling. "You cannot overestimate
the power of a compelling tale, and remembering that has made a substantial difference
in my career in being able to craft and communicate them effectively," he says.
Davis works daily within the company's
sales leadership and strategy teams on highpriority issues and capabilities to scale across
the Coca-Cola system (the company and its
bottlers). Today, he says he's most proud of
the growth framework he built three years
ago and has developed since then. "CocaCola is so strong in consumer-centric marketing, but we had some difficulties internally
in pivoting our strategies and thinking from
the consumer to the shopper - which became more apparent to our customers over
time," he says. The Business Growth Model,
as it is called, basically helps pinpoint the spe-
COMPANY: The Coca-Cola Co.
TITLE: Group Director, Marketplace &
EDUCATION: University of North
Florida (bachelor's, marketing)
cific shopper target and, more important, the
shopper behavior that they want to impact.
"Leveraging panel data from a variety of
sources, we're able to analyze shopper behaviors across the total store and deep within categories to identify areas of opportunity," he
says. By zeroing in on the specific behaviors,
they can then get very precise in the tactics
they deploy to change them.
"In just over three years, it went from a pilot
with a few customer teams to now being used
by every organization in the U.S." It has become
the cornerstone of how they do joint business
planning with their customers, he says, and
it has rapidly empowered teams from brand
to sales to be shopper-centric in tandem with
strong consumer understanding.
Most recently, Coca-Cola's foodservice
business and its Canadian market adopted
the model, and the company is exploring a
rollout to Western Europe. "All of this I credit
to the enthusiasm of our people in embracing
the chance to have industry-leading shopper
- Erika Flynn
SEPTEMBER 2017 SHOPPER MARKETING y