Shopper Marketing - August 2016 - 130


INDUSTRY REPORT
WHY USE P-O-P
In your category, what is the single
most important reason for doing P-O-P?

Permanent displays:
Short-term
sales lift
30.0%

New product
introduction
23.3%

How do you measure
P-O-P effectiveness?

How much do typical P-O-P
programs increase sales?

Temporary displays:

19.0%

Track sales specifically
(i.e., by region, chain, time period)

23.8%

Track sales generally
(i.e., overall sales increase)

47.2%

Compile feedback from field staff
Activate a
Brand building promotional
26.7%
message at retail
20.0%

Track retailer acceptance/reorders
Never/rarely measure
10

20

30

27.8%
16.7%
13.9%

Note: "Provide legal cover for retailer payments (slotting fees)"
was asked but received no mentions.

0

52.8%

40

50

60

Note: "Measure via technology (i.e., sensors) that deliver
content to shoppers while in purchase mode" was asked
but received no mentions.
Source: P2PI.org/Shopper Marketing P-O-P Trends Survey (June 2016)

INSTITUTE ANALYSIS: The "Why Use P-O-P" chart (above,
left) is another forced-choice question; truth be told, any of
the four options are probably equally correct.
However, as the chart on page six confirms, traditionally
product marketers say that P-O-P is most essential (and
retailers are most receptive, as well) when it supports a new
product launch.
One respondent, in fact, posted this comment anonymously:
"The marketing folks and account teams usually come to me
and say, 'We need this and we have $100,000 to spend. What
can you do with it?' But other times, they'll just say, 'We're doing a launch' - and then I don't even hear about a budget."

wayfinding and navigation is pretty important as well.
In a multi-segmented category, P-O-P can be very helpful in improving shoppability.
Another area where P-O-P is really impactful is with
co-branding and co-promotion where you can make
merchandising assets work harder. You may have two
brands that may not turn enough to warrant an entire
endcap on their own, but together can provide a shopper
solution and work economically for the retailer. That's
really powerful. No one wants to exit a merchandising
event with heavy inventory.
MARRONE: To communicate the breadth of our product
line. We have 26 different products and each one has
myriad options, fabrics, colors, etc.
MYERS: Shopper connectivity and building our brands.
Has your rationale for using P-O-P changed
in recent years, and where do you see things
heading?
STRINGER: The rationale hasn't changed but the ap-

proach has probably become more simplified, both from
4

While we asked for an estimated sales bump (above, middle)
from a typical P-O-P initiative, we recognize that no program,
product or brand is ever really typical. So use those figures
judiciously and don't bet the kids' college fund on them coming through every time.
BTW: If you don't like the answers to our sales bump chart
(above, middle), be aware that we asked the same question in a
slightly different way:
"Generally, for every $1 invested in in-store marketing, our
company generates at least $____ in incremental sales."
The median answer: $2.50. Again, feel free to use this but
do so judiciously.

a costing standpoint but also in trying to simplify the
messaging to the shopper. There's so much to engage
shoppers in terms of what they see in the store and what
they're looking at on their screens. Sometimes just a bigger, bolder message is easier to drive that capture. So
P-O-P is still a big focus of what we're doing.
HECHT: I've been doing more permanent executions
than corrugated, and I see it heading toward more of
a holistic approach that incorporates technology and
media. We're trying to do 360° executions where everything links together - a smartphone interacting with displays, for example. That sort of a thing.
MARRONE: We do mostly permanent, and the rationale
behind that has not changed. But for signage and non-permanent P-O-P, our rationale lately is less is more. We want
to create things that are more substantial and sophisticated. We don't want to overload the store with tchotchkes.
MYERS: Our rationale has not changed. Displays are
not a strategy; displays are a tactic by which we support
our in-store objectives to deliver against an overarching
strategy of a brand or a go-to-market.



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

Contents
Shopper Marketing - August 2016 - bellyband1
Shopper Marketing - August 2016 - bellyband2
Shopper Marketing - August 2016 - 1
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