Download Shopper Marketing Manager

September 2016
Please contact your Shopper Marketing Manager for questions
Contents
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Shopper Marketing Strategy Guidelines
Shopper Marketing Team & Communication
Tier 1 Customers – Activation Guidelines
Menu Plus & Menu Only Customers –
Activation Guidelines
Offer & Redemption Guidelines
New Item Support Guidelines
Incremental Opportunity Process
SM Compliance
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Shopper Strategy Guidelines
Shopper Marketing Planning Process
Strategic Foundation
Review Brand &
Trade Objectives.
Targets & Plans
Review Insights
(Consumer &
Shopper)
Align Customer
Segmentation with
Trade
Define Calendar &
Channel
positioning
Go-to-Market Strategy Framework
Develop Customer
Activation Calendar
(SM & Trade)
Identify
Partnerships
(regional)
Build Activation
Architecture by
Channel
Define Brand
Retail Strategy
Activation Plan, Sell-in & Measurement
Develop P2P
Shopper Plans
(incl. Menu)
Sell-In
Presentations to
Sales
Finalize
Presentations for
Customer
Alignment
Implement &
Measure via Total
Return Model
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Shopper Planning Pillars
Plans and Activation must Leverage a Combination of These Strategies!
Amplify Brand
Initiatives
Enhance Customer
Initiatives
Amplify Trade Events
Deliver Unique Overlays GroundUp Platforms
Measurable Activation via Total Return
Model*
Return on
Investment
TOTAL
RETURN
Return on
Relationship
Return on
Engagement
* Includes the necessary audit to confirm executional details of each approved program funded by SM
Best-In-Class Shopper Organization that Drives
Incremental Customer Support
Shopper Marketing is the Connective Tissue that Enables the Strategic Alignment between
Brand and Customer
BRAND
Marketing
Sales
SHOPPER MARKETING
Ragu
Consumer
Strategy
Bertolli
Consumer
Strategy
Sigrid Garavito
SMM
&
INtegrated Team
Customer
Category
INSIGHTS
Best-in-Class Shopper Marketing Principles
• Insight-Based
• Brand Equity Building
• Innovative & Integrated Activation
• Customer & Brand Objectives Synergy
• Measureable
• Secures Customer Incremental Support
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Guiding Shopper Funding Principles
• Funds are consumer-focused (driving secondary display, trial and building brand
equity with our identified targets)
• Funds are performance based. Program needs to deliver measurable results
(increased display ACV, increased share and incremental sales) and drive
sustainable profitable growth
• Funds are strategically-allocated through the planning process based on R&B
Foods’ SM pillars
o Secondary variables: openness/capability to execute Shopper Marketing, quality of
partnership, strategic importance to key demographics and gap to fair share
• Funds will support programs that achieve secondary display, brand equity and trial
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How to Foster Tangible Results with Shopper
• Build higher-level and deeper relationships with retail partners
o Create deep engagement between SMM & key customer leads
• Drive Value Beyond Price
o Push for creative solutions beyond price & premium ASM programs
o Proactively work closely with SM to develop a unique solution
• Help retailers build categories, baskets and trips
o Help SMM & CMM develop a category solution that could set R&B apart from all
CPG companies
o Example -. how do we leverage the sea of red to our advantage and create a
leadership position
• Garner deep insight into shopping segments and behavior
• Develop deep understanding of channel and category drivers
o Leverage our category and shopper study insights for activation ideas beyond ASM
programming
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Shopper Team
(Who to Contact & For What)
Shopper Field Expert Support Team!
Shopper
Marketing
Manager
Strategy
&
Analytics
Team
Menu+&
Menu
Leads
Tier 1
Field Team
Sophie
Taczynski
Jeremy De Wulf
WM, Sam’s Club,
Costco, BJs
Jeannie Sexton
Target, Meijer
Sherif Fahmy
Insights &
Analytics
Katie Atkins
WM, Sam’s Club,
Costco, BJs
Diana Keller
Family Dollar,
Dollar General
Jocelyn Chiurco
Kroger
Emaleigh Dudley
Program
Execution
Reva Sydow
Albertsons
Safeway,
HEB
Susan Pence
Ahold
Publix
Danny Bowers
Program Execution
Sarah Farrington
Menu +
Menu Only
David Adams
MENU
Operations
The Shopper Marketing Headquarter Team will
facilitate…
Shopper
Marketing
Manager:
Sigrid Garavito
HQ Lead:
Sophie Taczynski
Insights & Analytics
Sherif Fahmy
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Defines annual initiatives, direction, briefs, reviews & approves plans
Drives shopper insights, measurement model and analytics with IN Planning team
Owns Shopper Marketing Budget, designates all shifts and allocations
Evaluates and approves all Incremental Opportunities
Represents Shopper Marketing during key retailer’s marketing/planning meetings
Ensure the link between Brand & Trade initiatives, including SM role with launches
Develop Shopper Marketing Guidelines, protocols and processes
Owns SOW and relationship with Shopper Agency of Record
Reviews and approves SM creative & post analytics for all programs
Approves R&B payment of all Shopper Marketing invoices
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If Sigrid is unavailable, please reach out to HQ lead
Oversee SM planning, execution, reconciliation, and program analysis
Manage the Shopper Marketing Budget. Deliver monthly reporting.
Partake in all IAT meetings to facilitate the link between brand & Shopper
Marketing. Update and share out brand information across SM field team
 Facilitate a seamless link between CP and Shopper Marketing to avoid
overlap and stacking
 Assist with partnership conversations
 Work with CET team to deliver insights and strategy for development of
Tier 1 plans
 Facilitate analytics & measurement of the preselected SM programs
through the Measurement Model
Your Designated SM-field Expert will own
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Shopper Marketing Strategy, Planning, and/or
execution
Execution including
 creative development,
 timelines,
 production,
 deliver SM program sell-in presentation (where
applicable)
Facilitate communication between Shopper Manager,
retailer’s marketing team,creative and
insights/analytics teams
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Compliance Shopper Marketing Guidelines
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SHOPPER FIELD TEAM
Walmart
Jeremy De Wulf
Sam’s Club,
BJs, Costco
Jeremy De Wulf
Kroger
Jocelyn Chiurco
Ahold
Susan Pence
Publix
Susan Pence
Dollar General,
Family Dollar
Albertsons/
Safeway
Diana Keller
Reva Sydow
HEB
Reva Sydow
Budget oversight & monthly reconciliation
Target
Jeannie Sexton
Recaps, assist with Post Promotion Analysis for
selected programs
Meijer
Jeannie Sexton
Menu Plus &
Menu Only
Sarah Farrington &
David Adams
Filter incremental opportunity SM Request Forms with
SMM
Execution supported by Danny Bowers,
Emaleigh Dudley, Kate Akins
SM Field Lead to reach
out to brokers for all
customer specific
information including but
not limited to:
- SKU info
- Trade Activity
- Price Promos
SM Field Lead to work
with RSMs on initial stage
of program development
Plans to be approved by
Sigrid prior to being
shared with RSM. Then,
move to retailer
presentation.
RSMs and SM Lead
revise/finalize as needed
based on retailer
feedback/requests
Final plans with budgets
to be approved by Sigrid
and handed off to SM
Lead for execution
Retailer Communication
SM Field Team Lead will
send recap notes to RSM
& Sigrid within 24hrs
Brokers included in
weekly RSM/SM Field
Lead calls
Program Development
Weekly R&B RSM and SM
Field Lead meetings
Broker Communications
Ongoing RSM Meetings
Ways of Working: Sales Team & Shopper
Field Team Leads
Retailer presentations led
by RSM, with IN CET
support
IN CET team to lead all
communication as it
relates to execution, with
RSM/broker support, as
needed
Approval & Management Process
Retailer Specific
Category
Solution
Non-Retailer
Specific Category
Solution
Brand Specific
Activation Request
through Sales
(from Customer)
Brand Specific
Activation Request
through Brand
R&B
RSM/Broker
BRAND or RSM
RSM
BRAND
R&B
SMM
SMM
SMM
SMM
IN
IN Lead
Insights & IN
Lead
IN Lead
IN Lead
R&B
SMM,Category &
Customer Mgr
SMM, Category
Mgr & Brand
SMM & Brand
SMM & Brand
IN
IN Customer,
Insights, Creative,
Concepting
IN Customer,
Insights, Creative,
Concepting
IN Customer, Insights,
Creative, Concepting
IN Customer,
Insights, Creative,
Concepting
R&B
SMM
SMM
SMM
SMM
IN
IN CUSTOMER LEAD
IN CUSTOMER LEAD
IN CUSTOMER LEAD
IN CUSTOMER LEAD
R&B
SMM (oversight)
SMM (oversight)
SMM (oversight)
SMM (oversight)
IN
IN CUSTOMER LEAD
IN CUSTOMER LEAD
IN CUSTOMER LEAD
IN CUSTOMER LEAD
Program Type
Who Receives
the Request?
Who leads the
request (owns
& manages)?
Who has input?
Who approves
program?
Who manages
execution?
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Tier 1 Customers Shopper Activation Guidelines
Shopper Marketing vs. ASM Programs
Program
Primary Focus
Secondary Focus
Funds
Shopper Marketing
Insight-based integrated plans with Preshop, Shop & Post-shop activation driving
brand equity & trial during key brand drive
period
Volume
(Secondary Display
Placement)
Shopper-funded
(including redemption)
Account-Specific
Marketing (ASM)*
Customer-driven programs to drive trips
and basket size such as
• Publix’s Aprons,
• HEB’s My Magazine,
• Target’s Recipe Portal,
• Kroger’s Mailers,
Secondary Display,
Volume & Brand Equity
Shopper-funded
(does not include
redemption)
Objectives of Account-Specific Marketing (ASM)*
• Premium-priced customer event that may include multiple suppliers and customerbranded shopper touch points
• Drive supplier participation in key customer-specific drive periods or marketing
initiatives to drive trips and basket size to store
• Sometimes may promote cross-category conversion and merchandising
• Costs for participating are shared between SM and trade
* All programs must be within R&B Shopper Marketing Guidelines
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Shopper Marketing vs. Trade
Program
Primary Focus
Shopper Marketing
Insight-based integrated plans with Preshop, Shop & Post-shop activation
driving brand equity & trial during key
brand drive period
Trade Events
Drive ongoing sales tie to price discounts
on-shelf or trade promotions via
secondary placement instore)
• TPRs
• Events (Italian Days, Megas, Combo
Locos)
• Customer Mailer (by invitation) such as
Ahold CSM mailers
• Feature and Display programs
Secondary Focus
Funds
Volume
(Secondary Display
Placement)
Shopper-funded
(including redemption)
• Secondary Display
and/or Volume
Trade-funded
(including redemption
Objectives of Trade
• Generate off-shelf secondary display placement
• Price discounts
• Feature support using promotional allowances (O.I., BB, Scan, Fixed Ad Fees)
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FOR INTERNAL PURPOSES ONLY
Menu Plus & Menu Only
Customers Shopper Activation Guidelines
Menu Plus Customers vs. Menu Only
Customers*
Customer
Type
SM Support Details
SM Field Lead
Menu Plus
• 60% budget to be leveraged via
Menu platform and preapproved offers
• 40% budget to be leveraged via
customer trade/marketing
programming
• Any BG outside of preapproved Menu platform must
follow BG requirements (slide
25)
• Limited resizing of menu
elements for customer events
Sarah Farrington
Menu Only
• Designated by VP specific
budget
• Entire budget can only be
leverage via Menu platform
(including pre-approved offers)
• Platform Only
• Sarah Farrington
• David Adams
Customer List
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AWG
SuperValu
Unified
Winco
Hyvee
Raleys
Starter Brothers
Smart & Final
Grocery Supply/Fiesta
Roundy’s
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Wakefern
Delhaize
Giant Eagle
Bilo/WD
Price Chopper
Krasdale
Jetro
Wegmans
Harris Teeter
AG Florida
All Other Customers Not Listed Above
(budget by customer details pending between
SMM & appropriate VP)
*NOTE: Menu Plus & Menu Only programming will be tracked and reconciled monthly via SM
2016 Menu Tracker managed by Sarah Farrington
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Menu Plus Customers vs. Menu Only Customers
Budget Tracking Process
Overall Process
• Programming must be tracked montly via 2016 SM Tracker (to be provided
in Menu Worksession Mid-September)
• Menu Tracker will have specific areas designated for updates. No other
areas are to be edited/deleted as it will created issues with worksheet links
and formulas within and outside workbook
• Should you identify a new Menu tactical element that can be leveraged
across multiple customers more than once, please direct this ideas to SM
lead in order to continue to optimize offerings
• Any shifts of budgets between customers must be communicated via VP to
SMM and SMM will provided final direction and have it captured in Menu
Tracker
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Menu Plus Customers vs. Menu Only Customers
Budget Tracking Process
Menu Plus Customer
• Budgets have a required 60/40 split between Menu Platform and Customerdriven initiatives
• When planning with key SM lead (Sarah Farrington), you must identify the
above allocation within tracker. This will insure proper Menu budget is
programmed for your tracking purposes via Menu platform when ordering
• Should there be a significant overspend on customer-driven initiatives than
above allocation, marketing will reduce total budget by second half or
reduction into following year’s total budget will occur
Menu Only Customers
• Monthly reporting on programming and estimated/actual costs via 2016 SM
Menu Tracker
• Budget must be spent entirely via Menu Platform
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Offer & Redemption Guidelines
Buy/Get Offer Requirements
To secure SM funding the following requirements must be met
1.
Menu Platform is the Primary Resource to secure Buy/Get offers or
reference to what these are required to be
2.
“Get” offer must be a food/beverage offer thereby providing a “meal
solution” (a Buy X, Get $1 Savings, Rewards on Gasoline, next shopping
trip will not be approved for SM funds)
3.
R&B will ONLY cover the fair share ½ cost of the participating partner
costs within “get” offer (i.e. Buy 2 Ragu Get Free Pasta – R&B will only
cover fair share cost of that pasta unit, not entire unit)
4.
If BG offer will be in Feature/Display program, the cost/fee for
participating in this program will funded by trade
5.
Coupons or Rebates redemption will be covered by trade funds (coupon
production and handling will be covered by SM)
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Accounting Treatment – Above The Line*
Trade Expenses within Net Sales/Above-the-Line
• All redemption scenarios, including:
o Coupons
o All coupon-insertion costs (costs to participate in coupo program)
o Buy/Get Offers (dollars or partner units)
• Customer Deductions will got through trade pro platform and
SMM will be the approver fro all SM deductions placed in
system
• SM Payment for participation in customer programs with Tier
1 customers MUST be secured via SM Field Team & NOT
processed via tradepro as these are NOT Above-the-line
o Examples: DVM, Aprons, Fight for Hunger, Meal Solutions, Ready for
You
*Work with your Shopper Marketing Lead to ascertain annual “above/below” the line spending parameters
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Accounting Treatment – Below The Line*
Expenses that are part of Below-the-Line (NIP)
• ASM participation fees (i.e. Aprons, magazine Ios, DVMs, etc.)
• Sampling/Demos
• Event marketing (e.g. event signage, sponsorship, media)
• Agency fees
• Creative for any direct-mail pieces
• Menu Toolkit development and monthly management fees
• Production of any Menu Toolkit elements
• Coupon prints and handling costs (not including redemption)
• Redemption Not tied to a coupon will be paid out of trade
*Work with your Shopper Marketing Lead to ascertain annual “above/below” the line spending parameters
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New Item SM Support Guidelines
Shopper Role with New Item Launches
• Shopper Role with Tier 1 Customers : Create awareness of new item with Key
Customer
• Development of actual support will required the following items prior to SM
recommendations
1. National Consumer Promotions and Trade Support plans finalized and
shared
2. New Item Sales Sheet and consumer target details
3. New Items Assets (logos, packaging, claim or copy content language)
4. Both Confirmed Ship Date and Instore Date from Key Customer
5. Confirmation of which items will be instore in Key Customer
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Shopper Support Reference for New Item
Launches
Due to short-lead time between ready-to-ship date and instore customer
commitment, SM’s role will be to
1.
Drive awareness to new item, national CP and/or Trade Promotion instore
2.
Not fund any additional couponing during launch. Trial via discount will be CP’s
objective (this will also avoid stacking of discounts or create errors in CP’s trial
and repeat analysis)
3.
Leverage customer-specific digital and social tactics
4.
Fund limited demos with Tier 1 customer (only key stores where new item’s
shopper likely to shop).
5.
SM support of Menu Plus and Menu Only Customers will come ONLY via Menu
platform. Menu platform will be leverage to facilitated the delivery of general
assets created by brand (funding of these materials and any coupons will come
from sales slotting budgets)
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Incremental Opportunity Process
Evaluation & Approval Process
Incremental Opportunity Consideration Process
Should opportunities arise above what has been planned for the year,
to initiate process, RSM will need to provide:
• SM Request Form and submit to SM Field lead and VP/Director for
discussion
• Must provide a minimum of 1-2 week lead time
o Request will be evaluated against national, SM and other
variables
o SMM will discuss opportunity with VP
o SMM will provide written final feedback with detailed aligned
solution (if necessary)
• Only after SM written approval has been provided, can sales commit
to customer
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Compliance Process
Compliance Process
• SM will leverage the following resources to insure compliance to SM guidelines:
o Regional IN leads
o Nielsen Display ACV (off-shelf secondary placement)
o Advantage and Retail teams
o Menu Plus & Menu Only Tracker
• Any discrepancy between approved and executed programming may lead to
reduction of SM support
• ALL SM budgetary shift considerations or programming where SM funds will be
used for payment, must be approved by SMM and therefore must be
submitted to SMM via SM Field Lead
o Example: A Publix program was cancelled and RSM would like to leverage
funds for a Wegman’s program. The shift must be evaluated and approved
in writing by SMM
o Funds can be shifted to other accounts, programs or held back at SMM’s
discretion
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Gracias! Thanks! 感謝
Contact Sigrid Garavito
Shopper Marketing Manager or your Designated IN SM Field
Expert Lead
for any questions
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