Shopper Marketing - February 2018 - 6
Great Northern Acquires United Displaycraft
Great Northern Instore, Appleton, Wisconsin, acquired
Chicago-based permanent display manufacturer United Displaycraft. Through the acquisition, Great Northern can offer a more robust
portfolio of merchandising
display solutions that include a
full range of permanent, interactive, semi-permanent and
temporary display capabilities.
United Displaycraft remains under its name after the
acquisition, with plans to fully transition to the Great
Northern Instore brand in early 2019. Current United
Displaycraft president Rich Carrigan continues to lead
the company after its acquisition.
Label Insight Partners With 1WorldSync: Chicagobased Label Insight is combining its high order attribute
data with B2B and B2C product content from 1WorldSync,
Lawrenceville, New Jersey. The data and content will be packaged
and disseminated on a
global basis to retailers
and other data recipients through the 1WorldSync cloud
platform. CPG brands and retailers can use the information to satisfy a broad and growing range of industry, ecommerce and regulatory requirements.
Ascential Plc Acquires Clavis Insight: London-based
B2B information company Ascential plc acquired Dublin-based Clavis Insight, an e-commerce insight provider for product manufacturers. Clavis Insight will form a
part of Ascential's information
services division alongside
Sandy, Utah-based One Click
Retail, which provides sales
and share estimates at SKU
level to help major brands optimize its e-commerce
activities. The integration will create an opportunity to
provide clients with comprehensive, accurate and actionable e-commerce insights and analytics solutions
across online retailer websites worldwide.
RangeMe Debuts RangeMe Verified Service: San
Francisco-based RangeMe announced the launch of
RangeMe Verified brands, a premium service that allows
retail buyers to more easily identify those products and
companies that are business-ready, and provides product suppliers increased visibility on RangeMe's platform. To
ensure the verification process
met buyers' high standards, RangeMe collaborated
with retailers to determine the necessary criteria suppliers needed to meet to give buyers confidence they
are sourcing the best products that are ready for market. These criteria include high-quality images, insurance, bar codes, nutritional labels and more.
Dentsu Aegis Network Acquires HelloWorld: Dentsu Aegis Network has acquired Southfield, Michiganbased digital marketing solutions provider HelloWorld.
The acquisition aims to bolster the people-based
marketing capabilities of the Merkle agency, of which
Dentsu Aegis Network acquired a majority stake in 2016.
HelloWorld will be rebranded
"HelloWorld, A Merkle Company" as part of the deal. Peter DeNunzio will continue to
lead HelloWorld as CEO. Founded in 1999, HelloWorld
links response-driven consumer promotion with loyalty strategies and program execution. Its long-standing
clients include Coca-Cola Co. and Johnson & Johnson.
Send your solution provider news - new projects
and programs with brands and retailers -
to Charlie Menchaca at firstname.lastname@example.org.
SHOPPER MARKETING FEBRUARY 2018
J&J Gets Help on Product Launch Journey
By Erika Flynn
Campain shared the company's need for a customer-first
ROSEMONT, ILL. - When Johnson & Johnson brought its
Le Petit Marseillais brand to market in the United States mentality: "We knew how important our customers were
last year, it embarked on a journey to identify the brand's because it's a very special place where our brand will meet its
U.S. consumer, build messaging and strategy rooted in in- future consumer for the first time. It was very important to
sights, and support the launch with customized programs make sure we were co-creating that alongside our customers."
From an execution standpoint, both the mobile and
at key retailers.
Working across brand, consumer promotion, agencies digital efforts were crucial. "Our consumer and shopper
and shopper teams, the greater J&J team found out just are so important, and it creates relevancy and authenticity
how powerful cross-functional collaboration could be. and lots of potential sales when you open your mind to
"We understand that connected commerce takes a con- thinking about targeting in different ways," Campain said.
nected culture," Heather Campain,
head of shopper marketing at JohnBrooke Zec, senior
son & Johnson, said during a Path
manager of consumer
to Purchase Expo presentation in
activation for Johnson &
Johnson skincare brands,
presents during the Path
The company saw an opportuto Purchase Expo.
nity to add a quality product with
a strong French heritage to its U.S.
offerings. But the challenge became
determining whom to target in order to win and be successful with
this launch. "Since we collaborated as one team and built this plan
from the bottom up, there were a
lot of key stakeholders involved in
the decisions," said co-presenter
Brooke Zec, senior manager of
consumer activation for Johnson
& Johnson skincare brands.
The team, which called on MaxPoint to help, focused on identifying the specialty bath shopper
through the solution provider's
proprietary platform that integrates first-party and third-party
data, bridging the digital world
and physical world at the neighborhood, household and individual level. Specifically, MaxPoint's
"cart spend targeting" determined
which micro pockets of people
over-indexed for the specialty bath
Other tools in the MaxPoint toolbox mapped the retail
"That gave us an idea of the scale we were talking about
if this was the type of consumer we wanted to go after," said footprint for the retailers that would be distributing the
co-presenter Meggie Dvorak, director, MaxPoint Solutions brand, plotted individual stores and locations for scale,
Group, adding that they were also able to gain an under- and mapped it around the designated retail partners for
standing of what else these people might have in common. Le Petit Marseillais.
"This gave us an understanding of scale and also was
In addition, MaxPoint's interest or purchase intent tool
enabled the team to see what people were consuming on the catalyst for starting customer-specific plans based off
their digital devices. "That helped us know who they are of those footprints," Dvorak said.
They identified top opportunity stores and drilled down
and what they are interested in, and also cater our efforts to
be really relevant when we want to disrupt this consumer to those customer-specific profiles. "We began pulling
away from that national lens and trying to focus on how to
in the marketplace," Dvorak said.
translate this to the retailer-specific lens," she said, by using brand-development index and category-development
index data. The profile was almost identical to that of the
initial specialty bath channel shopper from Zec's more
national lens. "When we married the two retailer and
consumer objectives, this was concrete proof that our plan
was right on point."
MaxPoint's "first scan" methodology was also used during the launch to turn on media as product became available on retailer shelves, for real-time optimizing, and then
Heather Campain, head of shopper marketing, to ignite the national plan. "This was a very different and
Johnson & Johnson
exciting experience for shopper marketing and consumer
activation because we often have the big national launch
Campain stressed that, with a mountain of data and and then create plans on top of that," Campain said. "We
myriad different implications that came with that, there really flipped the whole thing inside out for this one. In
was a need for connectivity between the groups so dif- terms of our national spend, we weren't wasting any monferent teams were not all churning and building insights ey until the time was exactly right."
This customer-first approach is now being rolled out
separately, but instead creating "a one-stop shop that feeds
the whole wheel," she said. "We wanted to think about get- across other brands throughout the company. "We were
ting all the chips out on the table early. Time and money very satisfied with the level of impressions, not because
are both very important reasons for collaboration, and we it was a lot, but because they were efficient and the right
needed to get all constituents in the room and understand ones in the right place at the right time. Our reach was
collectively the objectives, which looked different for each what we looked for and, at the end of the day, the sales
were on point."
"We often have the big national
launch and then create plans on top
of that. We really flipped the whole
thing inside out for this one."