Shopper Marketing - May 2017 - 9
as well. We were able to measure 85% of our
spending against a common methodology used
for all the other marketing investments made by
the company - trade, TV, print ... any market
lever. Do that, and you'll make smarter spending
choices as an overall organization, not just for
Shopper marketing needs to be better wired
into the rest of the organization. Deciding
which department shopper reports into - sales or
marketing or wherever - matters far less than creating visibility across all stakeholders. At Conagra,
we'd report quarterly on our major achievements
as well as the bad news. Transparency - the good,
the bad, the ugly - is the big opportunity.
In shopper marketing, budgeting often gets
in the way of analytics: "You want me to spend
a third of this event's budget on measurement?
No way." So centralize shopper's measurement
methodology, the approach, the data, the budgets - everything you need to get to a common
understanding across the company and remove
A well-thought-out HR approach to shopper marketing is critical. On one end of the
spectrum are companies that are resource constrained or do little more than designate someone to "deal with" shopper marketing for a couple of customers. They're more or less forced to
do it, it's not formalized, and nobody considers it
a strategic imperative or resource.
At the other end are companies with significant
shopper marketing departments that are a major
part of the organization's overall HR strategy. They
systematically rotate almost everyone, from interns
and new MBA's to brand people, into shopper for
a year or two, educating them and then rotating
them back out as a core part of their development.
At these companies, shopper is more highly
valued because with all key functions in one place
- marketers, insights, analytics, category management, in-store execution - it's seen as a way
to get more retail intimacy for brand marketers.
One of the many eye openers these past few
months at the Institute has been our Path to Purchase Leadership University (P2PLU). The e-learning curriculum, for example, as well as the bootcamps and the "Practitioner" designations are all
flexible tools for members to take advantage of.
What really caught my attention, though, was
our Private Corporate Training capability. Prior
to joining, I was unaware that we can identify
specific needs inside organizations, create specialized training approaches and engage at all
levels - from new hires to teams to senior execs
- in such a thorough, ongoing way. Basically, for
every issue and criticism I just leveled up above,
the Institute has the expertise to help companies
wire solutions together to drive better results.
One final thought: If you think brand marketing is hard, and it certainly is ... try being an exceptional shopper marketer.
You can reach out to me at any time via firstname.lastname@example.org with thoughts, reSM
quests, suggestions and complaints.
Mike McMahon is president and
executive director of the Path to
Purchase Institute. He can be
reached at 773-249-6778 or
MAY 2017 SHOPPER MARKETING y