Shopper Marketing - April 2016 - 46


HALL OF FAME PROFILE: DOUWE BERGSMA

Were you consciously modeling it on what
P&G was doing in Cincinnati?
BERGSMA: I hadn't met Dina yet but I did
meet Jim Bechtold, who was in Cincinnati
running the central capability and leading
shopper marketing for the U.S. Jim would
come to Europe and do a category management/shopper marketing knowledge share,
because in Europe, shopper marketing and
category management were growing up
hand in hand.
That's how I got to the U.S. Every time Jim
came to Europe for best-in-class examples, I
was presenting along with a few others from
France, Spain and Germany. And you see, I
was always pretty honest about the things
that I'd messed up: "So for you guys working
with Carrefour," I'd say, "don't do this because
I got burned, scarred and almost fired." Jim
noticed that I already had "to-do's" and "notto-do's" in my head, and said that he had the
perfect job for me: Come to Atlanta and do
the Ahold USA team and, at the same time,
help us build shopper marketing as a whole.
And that's what happened.
What was your role when you came over to
the U.S.?
BERGSMA: I was the shopper marketer for
the Ahold team in the U.S. from 1999 to 2002,
with a bunch of initiatives across cleaning and
laundry products. We tried to figure out how
to help the retailer grow the category in a different sort of way. At the same time, the laundry team was heading down the home cleaning "solution center" path. And that was really
new ... way before we had the health and
beauty centers and the hair-care solutions.
46

y SHOPPER MARKETING APRIL 2016

How did you get involved with "solution
centers"?
BERGSMA: A group of us came up with a
whole concept. You've probably heard of the
Beckett Ridge Innovation Center at Procter,
but I was helping to develop its grandfather
... in an unfinished basement. We had a crew
come in and put up plaster, add carpet and
build shelves, and we created what we believed Ahold's aisles should look like. Then
we brought Ahold in and they took some elements and initiatives, and we got some test
stores to explore the signage. And that was
the start of a lot of innovation and solution
centers.
Later on, we actually patented that solution
center - the concept, the layouts, the signage
- the combination of elements that led to a
specific solution.
After that, we did the "Relax, Renew, Revive" at Giant-Carlisle around 2002. And it still
exists in some stores today ... which blows
my mind.
Just to close off P&G, what was your
Pringles experience like?
BERGSMA: At one point, they got to calling
Dina Howell the grandmother of shopper
marketing and me the grandfather. And we
were like - we need to get out of here. Dina
double-downed and became the global capability leader for shopper, and I moved on
to Pringles because I didn't want to make a
whole career out of shopper marketing. Well,
little did I know ...
There are three things you need to do to
win in snacks: generate interest through mass
media and direct-to-consumer; make sure you



Table of Contents for the Digital Edition of Shopper Marketing - April 2016

Contents
Shopper Marketing - April 2016 - Intro
Shopper Marketing - April 2016 - 1
Shopper Marketing - April 2016 - 2
Shopper Marketing - April 2016 - 3
Shopper Marketing - April 2016 - Contents
Shopper Marketing - April 2016 - 5
Shopper Marketing - April 2016 - 6
Shopper Marketing - April 2016 - 7
Shopper Marketing - April 2016 - 8
Shopper Marketing - April 2016 - 9
Shopper Marketing - April 2016 - 10
Shopper Marketing - April 2016 - 11
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