Shopper Marketing - October 2017 - 59

of purchase and meeting their needs, that
doesn't change dramatically from category
to category.
How do retail insights fit into your
organization?
TROY: We structured our new organization
to make sure that insights are at the heart
of what we do. It's really a key driver for our
sales organization and one of the key strategic pillars that our leadership is committed
to excelling in.
What are some of the key skills required to
excel in retail insights?
TROY: I think the most important is intellectual curiosity. You need a passion for wanting to know why. It's always about why. A lot
of people who are less involved in insights
tend to mistake information for insights. But
insights are truly about why the information
leads to uncovering opportunities. And then
the other piece that is important is a bias
toward action. As organizations, we don't
need more insights that are interesting. We
need to meet shopper needs and drive category and brand sales.
What do you see as the biggest challenge
facing the insights discipline?
TROY: It's the same thing that's been a challenge for a long time. I think it's exacerbated
over the last few years. That's patience. Uncovering deep insights and bringing them to
action just takes time. We're getting better
at doing it faster. Technology certainly helps.
But the world is moving in some cases faster

than we can deliver great insights.
How are you addressing that challenge at
Campbell?
TROY: One of our solutions is always having an insights pipeline by working with our
customers and partners who are doing the
research for us to have constant insights. It
may still take 12 to 18 months to get something from concept to execution. But if we
have a lot of them in the pipeline, we're delivering more often than every 12 to 18 months,
and that helps a bit.
What do you see as being next for the
insights discipline?
TROY: One is virtual reality. We see some
interesting technologies coming out where
you can collaborate with people in virtual
rooms and work with consumers in that
same kind of environment. Another is online
and omnichannel. That's going to continue
to grow in importance and value. Foresight
research is also definitely emerging into
something that we believe will be a difference-maker.
Is there anything else you would like to
add about your work?
TROY: Personally, I've been doing this for a
long time, and right now I couldn't be happier. It's a great place to be and continues to
be exciting. There are more and more points
of purchase and new demographics and
new learning. It's not like once you've nailed
the shopper, you're all set. Things continue
to change. And that's really exciting to me.
OCTOBER 2017 SHOPPER MARKETING y

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Table of Contents for the Digital Edition of Shopper Marketing - October 2017

Contents
Shopper Marketing - October 2017 - Intro
Shopper Marketing - October 2017 - 1
Shopper Marketing - October 2017 - 2
Shopper Marketing - October 2017 - 3
Shopper Marketing - October 2017 - Contents
Shopper Marketing - October 2017 - 5
Shopper Marketing - October 2017 - 6
Shopper Marketing - October 2017 - 7
Shopper Marketing - October 2017 - 8
Shopper Marketing - October 2017 - 9
Shopper Marketing - October 2017 - 10
Shopper Marketing - October 2017 - 11
Shopper Marketing - October 2017 - 12
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Shopper Marketing - October 2017 - 14
Shopper Marketing - October 2017 - 15
Shopper Marketing - October 2017 - 16
Shopper Marketing - October 2017 - 17
Shopper Marketing - October 2017 - 18
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Shopper Marketing - October 2017 - 21
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Shopper Marketing - October 2017 - 40
Shopper Marketing - October 2017 - 41
Shopper Marketing - October 2017 - 42
Shopper Marketing - October 2017 - 43
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