Shopper Marketing - April 2017 - 63

ing how to be more nimble," Moser says.
To aid the agency's agility, Momentum has
invested in data and technology. "We have
developed a suite of tools that is allowing us to
switch gears midstream when necessary and,
given our ability to affect shoppers' mindsets
in real time, that has been a great asset to our
program development," Moser says. 
Other investments include the acquisition
several years ago of a shopper-based design
agency, relationships with a range of retail
channel experts that Momentum can leverage
across multiple categories to gain scale in what
is being learned at the retail level, and new
work with clients who own their retail space.
As Momentum evolves into a more comprehensive solution provider, managing growth
and hiring the right talent are the natural challenges. "People from big data, consultancies
and traditional digital are seeking out roles
in the industry and our organization," Moser
says. "It provides an extra challenge to reinvent your approach to make sure you have a
synergistic model with talent that is new to
agency operations."
The agency has shifted away from a regionbased retailer team structure to Client Leadership Teams organized by discipline of retail/
shopper/promotion, experiential and sponsorship. Dedicated teams within each practice are
aligned by specific clients.
Shopper marketing is viewed no differently
than any other marketing endeavor at Momentum. It begins with key behavior insights and

targeting the right people in the right places
and spaces. Each solution, Moser says, goes beyond price, promotion and needs to enhance
the shopping experience, improve business
results and drive brand equity for retailers and
manufacturers.
Moser says the agency can be most helpful for CPG clients in leveraging proximity and
localization to drive the right message at the
right time to convert, micro-target and push
the boundaries of what's possible with digital marketing through smarter data leverage.
"When it comes to working with retailers, there
is a strong focus on mapping customers' journeys and improving the experience in retail,"
she says. "Experience is their number-one differentiator and the reason why brick-and-mortar is still so important to consumers."
The experience isn't the same for all brands.
For some, it's making the shopping trip quicker
while for others it may be creating an environment where one can acquire a deeper understanding of a product's point of difference.
Moser points out a rise of retail stores where
products are sold but the focus is to be a spot for
gathering, community and events. "The primary
reason to be there," she adds, "is to experience
the brand in a new way. I expect to see more of
these destinations evolve, as part of new store
expansion and category reinventions."
As the industry continues to evolve, Moser says insights, targeting, measurement and
shared success between retailers and brands will
continue to be core pillars of Momentum's work.
APRIL 2017 SHOPPER MARKETING y

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

Contents
Shopper Marketing - April 2017 - Intro
Shopper Marketing - April 2017 - 1
Shopper Marketing - April 2017 - 2
Shopper Marketing - April 2017 - 3
Shopper Marketing - April 2017 - Contents
Shopper Marketing - April 2017 - 5
Shopper Marketing - April 2017 - 6
Shopper Marketing - April 2017 - 7
Shopper Marketing - April 2017 - 8
Shopper Marketing - April 2017 - 9
Shopper Marketing - April 2017 - 10
Shopper Marketing - April 2017 - 11
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Shopper Marketing - April 2017 - 18
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