INDUSTRY REPORT
PRESENTS:
Upward Mobility:
Developing an
Effective Mobile
Shopper Marketing
Strategy
“Thirty million times a
day … P&G brands face
their First Moment of
Truth, when consumers
stand in front of a store
shelf … and decide
whether to buy a P&G
brand, or a competing
product.”
– A.G. Lafley,
Procter & Gamble,
then-CEO, 2002
The “First Moment of Truth” has
become a continuous information loop.
The now-legendary phrase – the rallying cry for in-store communication as an
integral aspect of brand marketing – is undergoing a dramatic transformation
now that consumers are standing at the shelf with smartphones in hand.
For one, there’s now a good chance that the final purchase decision of which
Lafley spoke was already made at the store entrance, in the parking lot, or in the
car on the drive to the store – influenced by marketing touchpoints that didn’t
even exist in 2002.
Perhaps more significantly, the purchase decision won’t necessarily conclude
at the shelf – or at least that particular shelf: after scanning the packaging’s UPC,
the shopper may discover that a retailer down the street offers the same product
at a cheaper price; once she gets there, she might download a coupon for a
competing product by scanning a shelf-sign QR code.
Thanks to increasingly sophisticated mobile devices, the consumer has
become an ever-moving target that is never more than one click, ring, text or
tweet away from entering “shopper mode.” But, for better or worse, the shopper
that she becomes is savvier and much better informed than her predecessors,
due to the growing number of on-the-go tools at her disposal.
A supplement to Shopper Marketing magazine
INDUSTRY REPORT
always on,” says Molly Garris, manager of digital strategy
at Arc Worldwide, the Chicago-based marketing services
arm of Leo Burnett. “It lets marketers truly engage
consumers by making the message far more relevant and
personal.”
Mobile marketing has, of course, been around for
years, and has been prevalent in other parts of the world
such as Japan and Israel for more than a decade. Initial
forays in the U.S. were hampered somewhat by strong
consumer backlash to unsolicited phone calls, but the
emergence of text messaging in 2001 made marketing
communication far more palatable. In the last few years,
texting has become a standard promotional tool for
many marketers, particularly when targeting younger
consumers.
It was the emergence over the last seven-odd years
of the “smartphone” and its computer-like functionality
– Internet access, email, file downloading – that sparked
marketers to really begin examining the possibilities,
however. “There are things you can do with feature
phones such as text messaging, but with smartphones,
we can really take it to the next level,” says James Schuh,
global digital marketing manager for Kimberly-Clark.
And it was Apple Inc.’s launch of the iPhone in 2007
that began turning the smartphone into a must-have
technology and a cultural
phenomenon. The only
questions remaining for
% who do the following activities at least once a month from their mobile phone
marketers are, when will
smartphone penetration
100
reach critical mass, and
how many U.S. consumers
will use their devices as an
essential
shopping tool?
80
By all accounts,
the answers to those
questions are “very soon”
60
and “a lot.” Roughly
one out of four mobile
subscribers already
owned a smartphone by
40
October 2010, according
to comScore Inc. More
significantly, that means
nearly 20% of the U.S.
20
population had one.
And The Nielsen Co.
predicts that 51% of
the
population will be
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Non-Mobile Shoppers
Potential Mobile Shoppers
36% of the 234 million U.S.
Welcome to the Mobile World
Procter & Gamble already understands these changes,
which is why the packaged goods company (and industry
bellwether) devoted a great deal of resources in 2010
to launching smartphone apps for Tide, Always and
other brands, providing downloadable coupons for top
retailers such as Kroger and Safeway, bolstering its charity
initiatives through third-party apps like CauseWorld, and
even selling Pampers through Facebook.
Other packaged goods manufacturers such as Kraft
Foods, Kellogg Co., Kimberly-Clark and Unilever also
have been mining the mobile space for several years –
although all of the above would likely admit that they
haven’t yet fully cracked the code on best practices.
Numerous other product marketers are following suit
because of the tremendous potential that the mobile
channel presents.
“Mobile is the first marketing technology that can be
used through the entire purchase cycle,” says Anthony
Iacovone, founder and chief innovation officer of Augme
Technologies, a New York-based company specializing in
mobile marketing technologies and services. “You start
with a mobile call to action in a TV ad, and you finish with
a text-message reminder about the incentive in the store.”
A mobile phone “is always with you, and it’s almost
Overall Mobile Activity
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53
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48
33
16
16
16
14
13
12
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10
9
7
Light Mobile Shoppers
2
Heavy Mobile Shoppers
6
© 2010 Leo Burnett and Arc Worldwide
5
mobile subscribers already do, according to comScore –
initiated their use as a shopping tool. The ongoing launch
and adoption of smartphone applications that specifically
or indirectly facilitate shopping – by locating stores,
delivering coupons, organizing lists
and offering trip incentives, to name
a few – has taken the concept to
new heights.
And with AT&T, T-Mobile
USA and Verizon Wireless jointly
building a network aimed at
turning smartphones into “mobile
wallets” within 18 months, the
future of mobile as a critical
P&G on CauseWorld
shopper marketing tool seems
uncontestable. “I can’t find one campaign where having
a mobile component doesn’t make sense,” says Iacovone.
“Anytime you are making a call to action, it needs to be
mobilized.”
The Speed of Change
Despite this rapid evolution, mobile shopping – and,
therefore, mobile shopper marketing – is still a relatively
new concept. When it comes to employing their mobile
devices as a shopping tool, “10% of users are generating
80% of the volume right now,” says Carrie Newman,
research manager at Arc, which conducted extensive
consumer research on the subject in September 2010 (see
page 8). “Most people are dabbling, still learning what’s
available and how to use it.” (For a comprehensive list of
mobile shopping activities, see the chart below.)
The same holds true on the marketing side of
things, where many companies are experimenting with
various tools and technologies but few have developed
a comprehensive strategic plan. A spring 2010 survey
conducted by Forrester Research/Shop.org, for example,
found that only 20% of retailers had implemented a
mobile marketing strategy.
Product marketers may be a little further along. A
November survey conducted by the In-Store Marketing
Institute found that 35% of consumer product marketers
are already working with smartphone apps, 30% with
mobile coupons, 21% with QR codes and 13% with
location-based services. And better than 40% of the nonusers plan to implement those tactics in the near future.
What’s more, in a spring survey from MediaPost’s
Center for Media Research and InsightExpress, 40% of
companies said they would boost mobile ad budgets by
30% or more in 2010.
“Mobile is a chew toy and we’re all teething,” says
David Apple, chief marketing officer for Augme. “The
tendency is to do something because it’s buzzy. But I’d
say that 50% of program executions right now are poor.”
The singular fact that consumers are migrating to a
mobile lifestyle – more than 30% of mobile subscribers
use their phones as the sole “computer” for their
household, according to Morgan Stanley – makes
embracing the channel an imperative for marketers. But
mobile marketing is an ideal vehicle for several other
reasons as well.
For one, it facilitates the targeted, relevant
communication that is the essence of shopper marketing.
As a corollary to that, it also eliminates waste: rather
than distributing 40 million FSIs to anyone who buys a
Sunday newspaper, a brand can deliver one million to
the smartphones of consumers who’ve asked to receive
Mobile Shopping Activities
CROSS-CATEGORY
(core activities)
VIRTUAL SOCIAL SHOPPING
Use a search engine to get information during shopping process
Look up store address, store hours or store location
Refer back to retailer emails you have saved in your inbox
Receive notifications about in-store promotions, events or offers
Gather/Share opinions about a product or store from friends/family
Receive/Share photos of products from friends/family
Receive/Share text messages about products from friends/family
Text or tweet price details to see if the deal is worthwhile
Receive/Share content about products/stores on user gen. websites
FUNDAMENTAL SHOPPING TASKS
SPECIALIZED SHOPPING TASKS
Compare products from your mobile phone
Look at prices on a retailer’s website
Search elsewhere when a product is out-of-stock
Compare store prices with online prices when shopping in a store
Read customer ratings or reviews of a product
Visit a retailer website (e.g., bestbuy.com, potterybarn.com)
Look up online product information while shopping in a store
Read customer ratings or reviews about a store
Check in-store availability of a product
Look for deals for nearby stores
Check on the status of an order
Visit a manufacturer website (e.g., whirlpool.com, fisherprice.com)
Calculate price comparisons for different size products
Make a shopping list
Use gift cards, reward cards, or gift registries
Use gift guides (e.g., look for a ‘gift under $100’ or a ‘gift for mom’)
Compare payment plan options (e.g., mortgage calculator)
Use retailer comparison, selector or customization tools
Utilize virtual shopping tools that help you visualize the product
View product demos
Add a product to a wish list or favorites
Browse store circulars
Use a coupon
Browse coupons
Place an order ahead of time to ensure a quicker pick-up
Participate in a sweepstakes, game or promotion offer
Use barcodes or scanning to get pricing or product information
Use an app or mobile shopping application
LESS ADOPTED
PORTABILITY
(advanced activities)
MORE ADOPTED
(mobile-related activities that transcend categories)
CATEGORY-SPECIFIC
© 2010 Leo Burnett and Arc Worldwide
(shopping-related activities that don’t transcend categories)
3
INDUSTRY REPORT
them. (A second implied corollary: mobile marketing
often is significantly cheaper than comparable, traditional
advertising methods.)
For another, it lets marketers send calls to action
in the “immediate proximity to where the purchase
decision is being made,” says Daniel Cooke, director of
digital shopper marketing at Kellogg Co. “We refer to this
as ‘point-of-service,’ and it’s the primary reason why we
believe so strongly in the prospects for mobile.”
“Retailers and brands have been working at online
methods of driving consumers to stores. But what’s been
lacking is a way to drive them right to the sale,” says
Iacovone. “Mobile is the first technology that can deliver
that.”
Mobile marketing also “is unprecedented in its ability
to return behavioral data, which can then be correlated
with purchase data. And the more we know about
consumers, the better we’ll be able to communicate with
them,” says Iacovone.
However, the time for non-strategic experimentation
with “buzzy” tools is passing quickly. Marketers now need
to develop a comprehensive strategy that maps out a
vision for mobile marketing and its role in the overall
marketing plan. Marketers looking to do so should fully
consider the following rules:
Rule No. 1: Make a full commitment. Many retailers and
marketers are launching mobile programs simply to be
trendy or keep pace with the competition – but without
setting a long-term vision: retailers launch perfunctory
apps with store locators, a website link, and little in the
way of real shopper value; brands add a QR code to print
ads that send consumers online to watch a 30-second
TV spot, which might drive some site traffic but won’t
engender long-term engagement (or even a repeat visit).
These examples illustrate the fact that “Let’s do
something mobile” is not a sound strategic plan, says
Iacovone. “There are numerous internal needs you should
consider before you ever get to the consumer-facing
activity.”
The first step is “a commitment from upper-level
management that runs across brands, builds mobile into
the overall path-to-purchase strategy and fully spells
out where it fits,” he says. Ideally, this internal alignment
includes agreement on a single structural platform that
allows for shared data and processes.
A fully thought-out plan will also help companies
avoid common mistakes, such as using a QR code to
direct consumers to a traditional, mobile-unfriendly
website (see page 6).
The evidence suggests that many companies are in
need of such alignment: Only 45% of respondents to a fall
2010 Forrester survey claimed to have “a shared mobile
vision” within their organizations.
4
Rule No. 2: Don’t treat it as a separate function.
Effective mobile marketing will be fully aligned with
digital marketing as a whole and, beyond that, the overall
strategic marketing plan. “Right now, mobile is still an
afterthought, something that gets tacked on at the end of
the planning stage,” says Iacovone.
“We don’t think you should have a distinct ‘mobile
strategy,’” Garris says. “It should be aligned with your
overall marketing strategy.”
That, of course, is easier said than done, since
marketing organizations historically have kept their silos
fortified and usually seek comfortable, pre-established
homes for new concepts. (A key reason why digital
shopper marketing – and shopper marketing in general
– hasn’t fully taken flight is that it forces marketers to
break down those silos and align advertising, consumer
promotion and trade promotion.)
Most digital marketers come from the advertising
side of the organization, which means sales-driving
promotions, retail collaboration and other tactics for
which mobile is well-suited are foreign territory for many
of its practitioners.
“Shopping crosses so many different touchpoints, so
everyone in the organization has to work together,” says
Garris. “Mobile is just one of the tools – although it’s the
only one that’s with the consumer all the time.”
Rule No. 3: Don’t expect it to differentiate your brand.
It’s extremely important to understand that the medium
itself is definitely not the message.
The newness factor that currently makes scanning
a QR code or downloading an app unique for shoppers
will fade quickly, and using them won’t score points with
consumers for very long. In fact, employing mobile tools
solely as a stunt may ultimately alienate more consumers
than it attracts. “You have to make sure that you provide
value,” says Schuh.
Sooner rather than later, all brands and retailers will be
involved in mobile marketing. Apps among supermarkets,
for instance, could well become as commonplace as
frequent-shopper cards, which means they will have little
intrinsic value. Already, both Tide and Clorox offer apps
that deliver on-the-go stain removal tips, so neither brand
has gained a competitive edge through the technology
itself.
“Some companies are looking at mobile as a
differentiator,” Michael Ross, vice president-marketing,
pricing and consumer insights for Meijer, said at a
recent industry gathering. “We’re looking at mobile as a
media channel. What we do with our brand is what will
differentiate us.”
Rule No. 4: Focus on the audience, not the tool. “The
mistake that many companies make is thinking about the
tactic first, then trying to make the tactic fit the brand.
Walgreens sends text messages when prescriptions are ready
That’s usually not the path to success,” says Schuh. “You
need to start with the consumer and her needs, and
determine how that aligns with the brand strategy. It
needs to make sense.”
“You have to identify the shopper first. Then you can
determine the tools and methods for reaching them,”
says Iacovone. “You probably don’t need to incorporate
augmented reality if you’re trying to reach Baby Boomers.
But for teenagers, it might be perfect. You start with the
target, not the technology.”
The primary goal is not to “wow” shoppers with the
tool itself, but with the solution that it delivers. “You need
to understand shopper needs and pain points, and solve
for them,” says Garris. An app from Walgreens that lets
shoppers remotely order prescription refills and receive
text notification when they’re ready for pickup is a great
example “because nobody wants to wait in the store for a
prescription,” she says.
Rule No. 5: Assess your brand’s role realistically. Part
of understanding target shoppers is identifying the role
your brand plays in their lives. “You need to engage them
in a meaningful way, to give them the information that
they need when they need it,” says Garris.
Simply put, the average shopper will have little need
(or interest) for an app for every brand that she buys, let
alone might buy. (On the other hand, apps may soon
become as necessary a tool for retailers as websites have
become, regardless of how many consumers feel the
need for them.)
“You have to be relevant enough that they want
to engage with your brand,” advised Mike Boylson,
JCPenney’s chief marketing officer, at an industry
conference last summer.
For examples of retailers and brands that are solving
consumer needs and establishing a deeper, relevant role
in their lives, see pages 12 and 14.
Rule No. 6: Keep it simple. Consumer research at
Hewlett-Packard has found (among other things) that
mobile shoppers prefer to select from option links rather
than make requests by typing.
That’s just one example of the need to make the
mobile experience fast and easy. “You never want to
create more hurdles for the shopper,” says Garris. “You
only have her for a minute.”
“Unless the value matches the effort required, your
message will seem like a disruption,” adds Masha Sajdeh,
Arc’s chief shopper strategist.
“We should not be forcing consumers to do anything,”
such as downloading an app or emailing a photo, to
enter a promotion, says Augme’s Apple. “They need to be
able to do things naturally with the technology that they
already have.”
Many of the current barriers to mobile shopping
involve relatively basic issues with speed, functionality
and visual aesthetics (see chart, page 15). Another issue is
the fragmentation of available technology: “The presence
of numerous proprietary applications and subsequent
lack of standardization often forces consumers to make
technology decisions rather than shopping choices,” says
Augme’s Apple. Any mobile campaign should seek to
avoid – if not alleviate – these obstacles.
Rule No. 7: Pull smartly, push gently. Just because
mobile shoppers are always “available” doesn’t mean they
should be contacted relentlessly. The best strategy often
may be to give them access to problem-solving tools, but
let them decide when and how to use them.
Arc, for one, is more an advocate of a pull strategy.
“You can create a lot of context and a lot of technical
shortcuts for people to use – when they want to,” says
Garris.
Relevance is key, and many brands have established
enough equity among consumers to legitimately seek a
deeper role in their lives. Consumers may very well view
Kimberly-Clark’s Pull-Ups as the logical provider of a potty
training tool for parents, or Nestlé-Purina as a credible
source for information about pet-friendly hotels and
restaurants (see page 14). But will they accept PepsiCo’s
Propel as the ideal aid for helping them map out errands
(as the brand is attempting to do)?
As for push marketing, “You have to be really
thoughtful,” suggests Garris. “The content should be
highly customized if you are delivering to a phone. But if
you understand shopper needs and pain points, you can
provide relevant content and start to influence behavior
without offending anyone.”
Part of the issue here involves a timeless marketing
albatross: ad clutter, and the subsequent negative effect
it has on consumer response. Since the mobile phone is
such a personal device – “For a woman, it’s her purse. For
a man, it’s his wallet,” says Augme’s Apple – an unwanted
message could be more off-putting than ever before.
However, this problem ultimately may be solved by
consumers themselves, who now have an unprecedented
ability to ignore, delete or block any unwanted
communication, and will be consciously selecting the vast
(continued on page 15)
5
TACTICAL REVIEW
HYPE VS. HOPE
traditional web, says Apple. “Every organization with a
traditional website should have a mobile-ready version.”
Augme evaluates some of the more prevalent mobile
communication tools.
Smartphone Applications:
Text Message/SMS (short message service):
With all the recent industry buzz surrounding
smartphones and apps, the “old-school” text message
has taken a bit of a backseat in the minds of marketers.
But it’s still the
communication tool
delivering the greatest
reach (68% of mobile
subscribers use it)
and a technology
with which most
consumers have
developed a high
level of comfort. It’s
also still the social
tool of choice for
younger consumer
generations.
Augme strongly encourages its clients to include a
text-message option in all promotions – no matter what
other “cool” response mechanism might be deployed
otherwise. “Every mobile device can send and receive an
SMS, so it’s already scalable,” says David Apple, Augme’s
chief marketing officer. “If you exclude people because of
their devices, you might alienate them. And 200 million is
a lot of people to alienate.”
Mobile
Websites:
Optimizing
your website for
mobile viewing
(or building a
full-scale mobile
version) is a
must for any
consumer-facing
organization,
Anthony Iacovone, Augme’s founder and chief innovation
officer, advises. On-the-go consumers have little patience
for traditional websites, which were designed for access
from computers with more memory, faster connections,
greater visual capacity and much larger screens. One
unsatisfactory encounter on a clunky website may be
enough to drive consumers right to the competition.
By 2014, more people will access the Internet via
mobile devices than by desktop computers, according
to a forecast by Morgan Stanley. “The mobile web is
as important as – if not more important than – the
6
Creating an “app” that can be downloaded onto a
smartphone is an effective way to establish an exclusive,
ongoing exchange with the
target audience. But doing
so “assumes that people
care enough about your
brand to carry around your
content all the time,” says
Apple. Consumers with time
constraints – not to mention
storage limitations – should
soon reach a saturation point
on the number of apps they’re
even willing to download, let
alone use on a regular basis.
(And, they have to be willing to
download any future upgrades
as well.)
What’s more, “There are very few times when an app is
really necessary,” says Iacovone. “Most functions that you
would deliver through an app can be built on a mobile
website, and that’s more scalable.” Even if smartphone
penetration does reach 51% of the U.S. market by the end
of 2011, that still leaves 49% of consumers who will have
no way to interact if an app is the only option.
Barcode Scanning (2D, UPC):
With an estimated 65 million smartphones expected to
hit the market with embedded readers in 2011, scanning
of packaging and P-O-P materials could soon become
standard behavior. (Penetration levels in some foreign
markets are already quite high.) Although usage rates are
still relatively low – Forrester reported in September 2010
that fewer than 1% of consumers had ever scanned a code
– Iacovone suggests that marketers begin using them “to
stay on track with
consumer behavior.”
Augme sees a
bright future ahead
for barcode scanning,
but advises its clients
to avoid proprietary
codes and instead
use QR codes or UPCs
– the most widely
readable types in the
market. “There’s a lot
of confusion related
to multiple code
types, primarily instore,” says Iacovone.
Adding to this confusion is the common categorization of
“snap and send” technologies – which require consumers
to take a picture, use email or MMS [multimedia message
service] to send it to the address provided, and wait for a
response – as “barcodes.” But that technology has a high
failure rate (for image captures) and slow response times,
which “substantially limits capabilities and increases
consumer frustration,” Apple says.
Location-Based Networks:
Third-party operators such as Shopkick, Foursquare and
Gowalla can deliver established audiences that, at least
for now, seem to be relatively engaged in the process
of checking in at retail to earn
rewards. Whether or not these
services survive long-term will
depend largely on the value
that they deliver – and that will
only come through widespread
participation from retailers and
product marketers (or, perhaps,
by how deeply larger entities
like Facebook, Google and
Twitter move into the space).
“You don’t need a thirdparty app to run a locationbased program – or any app at
all,” says Apple. “The same capabilities – namely, GPS and
device IP [Internet protocol] – can be leveraged through
a mobile website or consumer-response technologies like
SMS, or 2D and 1D codes. And that way, you can brand the
experience yourself.”
Mobile Coupons:
Paperless coupons delivered to feature and smartphones
have served as the mobile “toe-dip” for many marketers
for multiple reasons: they’re a tangible, recognizable
companion to a traditional marketing tactic, they deliver
easily measurable results, and they have been quickly
embraced by consumers. (They also hit the cultural
zeitgeist during the recession, which didn’t hurt.)
“They may not be sexy, but the fact of the matter
is, all 248 million mobile devices can interact with them
right now,” notes Apple. While the numerous systems and
service providers available, and the resultant lack of scale
or standards, make the marketplace a bit confusing at the
moment, penetration rates and intention levels – as well
as early redemption rates – suggest that marketers should
be diving in fully.
Augme divides the marketplace into two categories:
A “mobile offer” is a discount on a product or a sale
presented by a specific retailer. The consumer either
receives a numeric code on her phone via SMS, or a
barcode that can be scanned at checkout. (The latter
method is only possible at retailers like Target that have
deployed barcode imagers at
the point of sale.)
The other category,
“mobile coupons,” should be
categorized as brand-specific
and can be redeemable
across stores, according to
Augme. Redemption options
generally are limited due to
the lack of POS technology;
some retailers have adopted
methods of making the
offers downloadable to
loyalty cards, with redemption occurring when the
shopper presents the card (instead of a phone) at
checkout. While that works well for retailer-specific
campaigns (at least at the 15-odd chains that have the
capability), there currently is no easy way for brands
to conduct a national program, aside from working
through multiple technology vendors. Augme is among
a few companies that are working to aggregate the
marketplace.
In-store Technology:
In large part, the smartphone “can become a personal
kiosk for each shopper,” says Iacovone, which eliminates
some of the need for in-store deployment of other
devices. Meijer’s Michael Ross says that the chain plans to
“leave the hardware in the hands of the shopper.”
Still, nearly 80% of
marketers believe that in-store
technologies “will work in
tandem with personal devices
to deliver relevant, targeted
communication.” Kiosks
or digital signs that deliver
shopper-specific messages
when activated by a phone
could very well become a
common offering at retail –
and would save marketers
from launching unnecessary
apps.
“I may not really care
enough about your brand
Monday through Friday,” says
Apple. “But I do care enough
about it on Saturday, when I’m
in that retail environment, to
respond to your offer.”
When choosing tactics, the single most important
point to remember is that “your audience will determine
the technologies you use,” says Iacovone. “Your consumer
will determine their mode of communication with your
brand.” „
7
BEHAVIORAL RESEARCH
were tracked for more than one week as they performed
various shopping tasks on their phones. (The inventive
study concluded with six subjects conducting all of their
Black Friday shopping on their smartphones.)
In the mobile shopping universe that Arc uncovered
through the study, 49.1% of consumers can be classified
as “mobile shoppers,” having engaged in one or more
relevant activities monthly (see chart below for the list
of qualifying activities). Of those, 10% are “heavy” and
39.1% are “light” users, based on the penetration and
frequency of their activities. Of the remaining 50.9% of
the population, 40.6% have yet to engage in any mobile
shopping tasks, and roughly 10.3% don’t own mobile
phones.
Depending on your outlook, that means half of U.S.
consumers already are involved in mobile shopping,
or “that half aren’t shopping,” says Leo Burnett and Arc
MOBILE SHOPPERS ARE
BORN, NOT MADE.
“There are some consumers who are inherently wired to
do this,” says Masha Sajdeh, chief shopper strategist for
Arc Worldwide, the Chicago-based marketing services
arm of Leo Burnett. Sajdeh is referring to the 10% of
U.S. consumers who, based on the agency’s proprietary
survey, have been classified as “heavy mobile shoppers.”
In September 2010, Arc surveyed 1,000 mobile phone
owners aged 18 to 64 about their mobile usage, then
enhanced that sample with another 800 surveys of
smartphone owners who had engaged in at least one
mobile shopping activity. The agency then conducted
an intensive qualitative study of 36 consumers who
Mobile Shopping Activity Penetration
100
% who do the following activities at least once a month from their mobile phone
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84
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78
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8
research manager Carrie Newman. Either way, it suggests
that there is plenty of room for steadily increasing
adoption levels as the penetration rate of smartphones
rises and consumers become more familiar with the
various tools at their disposal.
Arc’s group of heavy mobile shoppers is “dramatically”
younger than the general population, with 67% aged
35 or less, according to Newman. They also skew
slightly higher toward male and single, which aren’t
the demographics you’d typically find at the high-end
of a shopping survey. But that fact suggests growth
potential, she says. “Smartphones are more conducive to
shopping than standard feature phones, so we anticipate
the number of mobile shoppers to increase along with
smartphone penetration.”
But the study finds that mobile capabilities so far
are not dramatically changing general behavior, as
consumers largely are using their phones to perform the
shopping tasks they used to carry out on a computer (or
elsewhere) rather than altering their habits to any great
degree.
Heavy shoppers, for instance, have two defining
characteristics. First, they qualify as heavy mobile
users in general, utilizing their phones extensively for a
wide variety of activities such as making calls, texting,
conducting searches and playing games (see chart on
page 2). Second, they also are habitual heavy shoppers,
consumers who are more likely to shop generally by
visiting a mall or using their home computers.
For these heavy shoppers, “nothing is off the table.
They love experimenting” with new tools, as their usage
levels for a vast array of mobile services illustrates, says
Sajdeh. Light shoppers, on the other hand, “have a much
more functional relationship with their phones,” both for
shopping and in general, and therefore generally engage
at much lower levels, she says.
Based on those two criteria, Arc identified 5.8% of the
light shoppers as the likeliest candidates to “move up” to
heavy, based on the fact that they rate as heavy shoppers
away from the phone and as heavy mobile users when
it comes to non-shopping activities. (That assessment,
however, does not dismiss the potential for other “lights”
to become heavy shoppers as well, Newman notes.)
So far, then, the smartphone has not turned any
casual shoppers into mobile shopaholics. However,
there are two behavioral changes that do seem to be
influenced by the devices, according to the study.
The first is a phenomenon that Sajdeh referred
to as the “shopping blip,” in which smartphone users
browse online during what used to be “down time” in
such captive situations as the doctor’s waiting room or
the train (in what might be considered the 21st century
version of window shopping).
The second is that the smartphone’s omnipresence
is allowing shoppers to extend the steps along the path
The Mobile Shopper Universe
% of Total US Adult Population Ages 18-64
Hvy
Mobile
10.0%
Mobile Phone
Owners
89.7%
Light
Mobile
Shoppers
39.1%
Mobile
Shoppers
49.1%
Mobile
Non-Shoppers
40.6%
No Mobile Phone 10.3%
© 2010 Leo Burnett and Arc Worldwide
to purchase beyond their traditional confines so that, for
instance, price comparisons previously conducted on a
home computer before the trip began are now being
handled right in the store. This trend “implies a prolonged
ability to influence the purchase decision. The phone is
very important in this respect,” says Newman.
The trend also implies that shoppers are becoming
less diligent about their pre-trip research. If a good deal
of the information will be readily available at the shelf,
then strenuous research online beforehand is much
less necessary. “They can be more casual about their
homework since they always have their phone,”
Sajdeh says.
Mobile Shopping Defined
In addition to obtaining insights into shopping behavior,
the study also gave Arc an opportunity to scope out
a clearly defined “universe” of all the activities that
comprise “mobile shopping,” and then develop some
theories on how marketers should respond to them.
Arc’s parameters go well beyond making a purchase
to include product and price searches, comparison
shopping, product research and “gathering any
information at all about a product or store,” the report
explains. In all, Arc identified 37 mobile shopping
activities.
These activities were then statistically classified into
four types based on their level of adoption by consumers,
their uniqueness to the mobile (or digital) environment,
and their role in shopping. They are:
9
BEHAVIORAL RESEARCH
Portability: Four activities unique to the digital world
that involve searching for information about stores or
products, or receiving information from retailers and
other sources on promotions, events and other offers (see
chart below).
These “Info on the Go” activities are the ones most
frequently utilized by both heavy and light mobile
shoppers. Among heavy shoppers, their penetration
levels are extremely high.
Portability Uses, by Penetration Levels
Light
Heavy
47.3%
Look up store address,
hours or location
Fundamental Shopping Tasks: Fourteen tasks that put
a mobile twist on collecting the information needed to
inform the purchase decision (see chart below).
93.2%
40.2%
Use a search engine during
your shopping process
less often, both through the phone and during their
“traditional” shopping process.
The first two activity types “transcend product
categories because they come from the digital world,”
having “translated quite nicely” from computer to phone,
according to Sajdeh. As such, marketers might be better
off “adopting a pervasive tool” from a third-party source
rather than “creating a unique solution” in these areas,
she says.
As an example, Sajdeh pointed to Best Buy’s
“Twelpforce” technical service hotline, which uses Twitter
as its communication platform rather than a proprietary
system. The retailer “would never be able to get the reach
on its own that it does through Twitter,” she says.
94.2%
Fundamental Uses, by Penetration Levels
32.1%
Receive notifications about
in-store promotions/offers
Light
85.2%
24%
Refer back to retailer
emails you have saved
0
20
40
60
30.6%
Visit a retailer website
(e.g. bestbuy.com)
77.8%
80
Source: 2010 Leo Burnett and Arc Worldwide
Virtual Social Shopping: Five actions involving
gathering and sharing information about stores and
products with family, friends or the public at large (see
chart below).
Such “Sharing and Advice” activities are employed
extensively by heavy shoppers, at nearly the same
penetration levels by phone as by computer and, in
one case – texting or tweeting the worthiness of a price
offer – at a higher level. Light shoppers use them much
100
91.1%
Look at prices on a
retailer’s website
25.1%
Look up online product
information while in a store
23.1%
Compare physical store prices
with online prices, in-store
22.4%
Read customer ratings
or reviews of a product
21.1%
Visit a manufacturer website
(e.g. whirlpool.com,)
20.7%
Make a shopping list
Heavy
92.8%
86.1%
84.1%
86.1%
79.1%
20%
73.3%
Look for deals
at nearby stores
19.5%
Check on the status
of an order
19.3%
Read customer ratings or
reviews about a store
18.8%
71.2%
Compare products from
your mobile phone
18.5%
Search elsewhere when the
product is out of stock
16.5%
70.5%
Calculate price comparisons
for different size products
16.2%
Virtual Social Uses, by Penetration Levels
Light
Heavy
72.9%
15.8%
Receive/Share photos
of products from friends/family
15.1%
Gather/Share opinions about
a product/store from friends/family
13.2%
Tweet or text price details
to see if the deal is worthwhile
67.6%
Check in-store availability
of a product
10%
Source: 2010 Leo Burnett and Arc Worldwide
10
81.2%
21%
Receive/Share texts about
products from friends/family
Receive/Share content about
products/stores on user gen. sites
82.7%
74%
84.5%
82.3%
67.1%
15%
60.8%
Source: 2010 Leo Burnett and Arc Worldwide
78%
These “Products, Prices and Reviews” activities are
conducted extensively by heavy mobile shoppers, often
at levels at or near those for general shopping. Light
mobile shoppers, on the other hand, partake at relatively
low levels, despite the fact that they perform the tasks
through other channels.
Retailers should strongly consider investing in the
development of proprietery solutions for these tasks,
Sajdeh advises. By extension, this is also the area in which
product manufacturers can provide the most assistance.
“A single retailer doesn’t have the expertise across the
entire store,” she says, “so it’s a perfect opportunity for
product marketers to deliver their own category-specific
understanding.”
Sajdeh notes that Target gained support from
multiple product vendors when developing its
smartphone app, which directly addresses several of
these fundamental tasks.
Specialized Shopping Tasks: The final 14 actions
encompass a variety of shopping tasks that either require
the unique capabilities of a smartphone or are being
reinvented by the devices (see chart, right).
These “Specialized and Specific” activities enjoy
relatively high levels of usage among heavy shoppers
(64% have used an app; 59% have scanned a barcode),
but very low levels among the light group.
Since they “come from the shopping world,” these
last two types don’t transcend product categories, and
therefore need to be tailored to address any unique
characteristics in the category’s shopping process, Sajdeh
says.
Because they are “on the fringe” in terms of consumer
engagement, Sajdeh suggests collaborating with an
outside partner to develop solutions. (Target’s barcode
scanner, for instance, was developed by RedLaser, which
also has its own app.)
In large part, “all of the analog shopping behaviors
that first migrated online are now moving to mobile,” says
Sajdeh. But some, such as price comparisons, “are now
on steroids” because of increased ease of use and greater
proximity to the purchase decision, she notes.
While significant aspects of the path to purchase may
largely become a mobile function, there are still aspects
of the shopping process that will long require the physical
environment. For this reason, “Don’t fear the mobile
phone, embrace it to enhance the store experience,”
Sajdeh says. „
Specialized Uses, by Penetration Levels
Light
Browse coupons from
your mobile phone
14.2%
Use an app or mobile
shopping application
13.6%
Use bar codes or scanning to
get pricing or product info
13.5%
Use a coupon from
your mobile phone
13.4%
Browse store circulars
from your mobile phone
11.4%
Participate in a sweepstakes,
game or promotion offer
11.1%
Place an order ahead of time
to ensure a quicker pick-up
10.8%
Heavy
72.9%
63.6%
59%
57.5%
70.2%
61.7%
58.1%
Use retailer comparison, selector, 9.6%
or customization tools
Use gift cards, reward
cards, or gift registries
9.2%
View product demos
8.8%
64.7%
63%
59.3%
Add a product to a
wish list or favorites
8.5%
62.9%
Use gift guides (e.g. look
for a ‘gift under $100’
or a ‘gift for mom’)
7.9%
53.7%
Compare payment plan options
(e.g. mortgage calculator)
7.8%
Utilize virtual shopping tools that
help you visualize the product
6.1%
61.3%
51.5%
Source: 2010 Leo Burnett and Arc Worldwide
11
BEST PRACTICES
RETAILERS
Mobile websites and apps are becoming commonplace
among retailers. But the following companies already are
moving beyond store locators and facile product searches
to offer tools that are truly designed with on-the-go
shopper needs in mind.
outfitted with the technology required to send offers to
shoppers after they enter a store.
Best Buy also runs Twelpforce, a customer service
program that launched in summer 2009 via Twitter but
will soon expand to Facebook and other digital platforms.
The service gives mobile users near-instant access to
technology experts.
Best Buy
Meijer
It should be no surprise that the nation’s top electronics
retailer would be leading the migration to digital shopper
marketing. Among its numerous initiatives has been the
deployment of QR codes as a standard component of
product signage, and a regular feature in circulars as well.
The codes generally provide access to product, service
and promotional offers on the chain’s website.
The chain also has launched several apps, including
one specifically for video game enthusiasts (for which it
also runs a special loyalty program, Facebook group and
Twitter account), and another that delivers enhanced
content about theatrical and home-video movie releases.
Elsewhere, Best Buy was a charter sponsor of the
Shopkick location-based rewards app that launched
in August 2010. (Macy’s and The Sports Authority also
joined for the launch; Target, American Eagle and Crate &
Barrel soon followed.) By Oct. 1, 257 locations had been
Last summer, the privately held Midwest supercenter
chain launched a mobile coupon program called
“mPerks” that lets registered
shoppers redeem preselected coupons at
checkout by entering their
mobile phone numbers.
The deals are selected on a
microsite linked to Meijer’s
home page, and stored on
frequent-shopper cards
until they are redeemed or
expire.
In a handful of stores,
Meijer also is testing “FindIt,” a smartphone app that
helps shoppers locate
12
products, departments, service counters, restrooms
and even their cars in the parking lot. The app uses GPS
technology to guide shoppers to the desired SKU. The
retailer is developing functionality that will let users build
an aisle-by-aisle shopping list, a feature that shoppers
have been requesting. The chain also plans to eventually
deliver relevant offers along the way.
Meijer also sends periodic text messages to registered
customers, including alerts that go out several hours
before the chain increases gasoline prices.
them to coupons that are scanned at checkout for
redemption. They also can download “Mobile GiftCards”
that likewise are scanned at checkout. (Target was the first
national retailer to add mobile-scanning capability to all
stores.)
The retailer’s app provides mobile-friendly access to
weekly circulars, lets users manage their gift registries,
and delivers special offers. It also has a built-in barcode
scanner, which saves users from opening a separate app
to obtain additional information on products while in the
store.
Sam’s Club
Just before holiday 2010, Walmart’s warehouse club
division simultaneously launched an app for iPhone,
Android and Blackberry
devices that delivers
product information,
member-supplied
reviews and access
to the chain’s eValues
digital coupon program.
The app enhanced the
already obligatory “store
locator” function to
deliver information about
on-site events, product
assortments and interior
maps for specific stores.
The all-digital eValues
program, which launched
in fall 2009, lets upper-tier
club members download coupons tailored to their own
purchase histories. The offers can be accessed online or
delivered to a mobile device.
Target
Walgreens
The drugstore chain’s
ever-improving iPhone app
already provides several
key services: “Express Refills
by Scan” lets pharmacy
customers scan the barcode
on their medication
container, then select a
store and time to pick up
the refill. (Users receive a
text message when the
prescription is ready.)
A similar service lets
shoppers send photos from
their phones to a specific
store for processing in about one hour; the photos can
even be shipped home, thereby eliminating the need
to visit the store entirely. Users also can check product
availability and pricing at particular stores.
Outside of the app, Walgreens sends five monthly text
messages with coupons and other offers to registered
customers, and has upgraded its online circular to provide
click-through savings in the shopper’s “cart.” „
In August, Target unveiled
“My TargetWeekly,” a
service on its website that
lets consumers customize
the chain’s weekly ad
and receive deal alerts. It
also lets consumers view
and print coupons, see
“Top 10” deals, share their
findings on Facebook and
Twitter, and create mobile
shopping lists.
The mass merchant
has been extremely
active in the digital space, launching a variety of
services designed to improve the shopping experience.
Smartphone users can receive text messages directing
13
BEST PRACTICES
Kraft’s “iFood Assistant”
BRANDS
Consumer brands are developing both push and pull
strategies, with the latter centered on developing longterm connections to consumers, and the former focused
more on immediate calls to action. In both cases, best
practices are based on an understanding of consumer
needs and the brand’s potential ability to fulfill them, as
well as the recognition of mobile communication as a
logical conduit rather than a simple marketing gimmick.
Constellation Brands’
“Wine Host”
For holiday 2010, the wine maker placed
QR codes (for smartphone users) and
SMS keywords (for feature-phoners)
on bottle neck hangers, case cards and
FSIs. The links gave consumers access
to a website featuring a party planning
calculator and food/wine pairings. (The codes linked
to a mobile website, the text to a more traditional site.)
Participants could also sign up for future promotions
and share their experience on Facebook or Twitter. Using
the newer QR code alongside the more standard SMS
option gave the campaign trendy cachet, but also a much
broader reach.
HP’s In-Store Activation
Hewlett-Packard passed out fliers
to attendees of National Basketball
Association games this fall that let them
earn immediate bonus points through
Shopkick. The handout encouraged
recipients to earn more points and
exclusive discounts on HP products by
visiting Best Buy, part of a broader initiative to utilize the
chain’s partnership with the location-based rewards app.
HP has been experimenting with QR codes as well, using
them to provide more in-store information to shoppers
in the category (96% of whom conduct research online
before buying, but 76% of whom still buy in a store).
Kimberly-Clark’s Pull-Ups’
“iGo Potty”
Smartphone-toting parents can set
up this app to call when it’s time for
the little one to give the toilet a try.
Tykes who successfully complete
their missions earn “stickers” that
accumulate to unlock toddler-friendly
games. When the training is over,
parents print out a certificate to hang
on the wall. The “on the go” app is a natural extension of
the brand’s website, which provides a wealth of tips and
information for parents at this lifestage.
14
Two years after its launch, Kraft’s
daily recipe finder is still the Michael
Jordan of marketing apps, with several
hundred thousand paid downloads and
a reported 60% engagement level. In
Arc’s survey, it also was one of the few
brand apps that respondents were aware
of (see page 8). Kraft has expanded the initial iPhone
program with apps for Blackberry, Android and iPad,
along with overlays through Facebook and Twitter. The
app also now includes coupon offers and a product finder
that helps users find the nearest store carrying specific
products.
LG Electronics’ “Mobile Shopping Assistant”
It’s a scaled-down version of the manufacturer’s website
that presents product specifications, user reviews
and other information on TVs, washers, dryers and
refrigerators in mobile-friendly form. The site is promoted
on P-O-P materials, which LG executives say benefits
retailers because it keeps potential buyers in the store
when they otherwise might head home for more research
on the computer. Launching the mobile version led to a
20% increase in site traffic for LG, according to reports.
The Assistant is also downloadable as an app.
Pampers’ “My Baby Registry”
Procter & Gamble’s diaper brand lets expectant mothers
create a single cross-retailer registry either online, on
Facebook or through an app. (The list is compiled by
scanning barcodes or finding products online.) The app
consolidates the selections into a single gift registry and
tracks the purchases made.
Purina’s “PetCentric Places”
The Nestlé brand’s online “Petcentric”
community also gets a logical app
extension, a tool that helps owners find
hotels, restaurants, parks and other
services that accommodate pets. Product
information is presented in a subtle manner
as a separate tab. The efforts extend the
brand’s commitment to healthy, happy pets (and owners).
20th Century Fox’s Avatar
Home Video Launch
Spicing up in-store promotions for the most
technologically advanced film in movie history was
probably a no-brainer – especially at Best Buy. P-O-P
materials and the retailer’s Best Buy Insider magazine
carried JagTag codes that connected shoppers to related
video, audio, coupons and other content. Participants
also could opt in to receive future content, giving Fox an
opportunity to pursue them at a later date. „
INDUSTRY REPORT
Mobile Shopping Barriers
Light Mobile Shoppers
% of light mobile shoppers who checked the following statements
It’s just easier for me to go online from a computer than to shop on my mobile device
62%
I am usually near a computer so I really don’t see the need to shop from my mobile device
50%
I think shopping from my mobile phone takes more time than shopping online
48%
I don’t have very many occasions when I need to shop from my mobile device
46%
The websites I access on my mobile device are much less user-friendly than the websites I access on my computer
42%
I really don’t have the need to shop from my mobile phone
40%
It’s just easier for me to go to a store than to shop on my mobile device
37%
Once I’m actually in a store I have no need to shop from my mobile device
37%
The screen on my mobile device is too small to see things clearly
37%
I don’t think shopping from my mobile phone is very convenient
35%
The websites I access on my mobile device have much less of the same content, features and functionality
33%
It is difficult to search for products and/or services on my mobile device
32%
It is difficult to use and/or search for coupons on my mobile device
31%
I am worried about the security of mobile payment services
27%
The Internet access on my phone is too slow to shop effectively on my mobile device
27%
I think shopping from my mobile phone would take just as much time as shopping online
23%
I am not certain that the transaction will be completed while shopping on my mobile device
13%
I am not certain that my phone number will be kept private while shopping on my mobile device
12%
None of the above
9%
majority of marketing messages that they get.
“There’s definitely a danger with clutter. But the
mobile shopper has far greater control over what she
receives,” notes Sajdeh. “In other media, there is less
ability to provide contextual relevance. With mobile, what
may seem like ‘noise’ through other media may be exactly
what she wants.”
Augme believes that the ability to deliver targeted
content is a fundamental benefit of mobile marketing
overall, especially when the message is received by a
shopper within the store. “You need to use some kind
of reward to get that consumer to take the phone out
of her pocket and engage with your brand,” says Apple.
“Especially now, when there’s still a great need for creating
behavior.”
Rule No. 8: Collaborate. “There is no denying the fact
that consumers look to retailers first for any type of
shopping solution,” says Sajdeh. Therefore, an effective
mobile strategy for any brand will include plans for
collaborative activity with key retailers.
Just as they had to do online, retailers will need to
develop strategies for attracting mobile shoppers and
driving sales. (Richard Mader, executive director of the
Association for Retail Technology Standards, is already
calling mobile “the fourth retail channel.”) And, similarly
to what’s been occurring on the “traditional” Internet,
they’ll be looking to manufacturer partners for assistance.
“Retailers have limited content right now, and that’s
a gap that manufacturers can fill,” says Garris. “They can
add a little value that will create a better experience for
the mobile shopper.”
“Manufacturers have a smaller role to play in mobile
shopping, but it’s an important one,” says Sajdeh.
“Shoppers are not going to use manufacturer apps until
they are looking for specific information. A manufacturer,
therefore, can and should provide that level of
information depth through the retailer’s platform.”
Collaboration also entails partnering with third-party
apps and mobile services, which can deliver reach –
millions of users, in some cases – and also can help turn
passive consumers into active shoppers: Users of locationbased rewards apps like Shopkick or Foursquare may not
be planning a purchase when they “check in” at a store,
but could be responsive to the right offer once they do.
Rule No. 9: Be Very Flexible. In the mobile world, a new
device like the Apple iPad can launch and add a whole
new marketing vehicle – seemingly overnight.
“Most companies plan 18 months out, but the
industry is now changing every three months,” says
Iacovone. “You need to have a system in place that lets
you respond to that rate of change and aim effectively.”
“The shopper journey is changing daily,” says Tia
Newcomer, director of Americas shopper marketing for
Hewlett-Packard Co. ”If we don’t make mistakes, if we
don’t try, test, and learn, we won’t be successful.”
15
INDUSTRY REPORT
Rule No. 10: Promote your efforts.
One step that mobile marketers
have largely forgotten thus far is
“telling people” about their efforts,
says Garris. “We don’t see any
promotion, which is a huge miss.
We need to get a little bit smarter
about helping to drive adoption.”
While response rates are low
mainly because of low penetration
levels for most mobile technologies,
a general lack of knowledge is also
a factor. For instance, “Nobody is
marketing these shopper apps yet,” says Sajdeh, noting
that the iTunes App Store doesn’t even have “Shopping”
among its classifications.
Pfizer provided a good example of what to do in
January, when it began running TV ads for the “Robitussin
Relief Finder,” a mobile website that helps consumers
choose the right product for their needs. The ads depict
a shopper at the shelf accessing the site through his
smartphone.
Such public education is an important aspect of newmedia development, which is why Augme advises clients
to employ QR codes despite their relatively low usage
levels: Familiarizing shoppers with the codes now will
facilitate the adoption process later.
“A lot of people are still uncomfortable trying new
technology,” says Newcomer. “But they become very
engaged once they learn how to use it.”
Conclusion: One World?
Other potential impediments to adoption, and possible
hindrances to marketing effectiveness later on, are
the vast amount of tools and service providers in the
marketplace, and the resulting dearth of technological
standards that such ubiquity brings.
Mobile couponing, as an example, is “really tricky
right now, because it’s a very fragmented space” with
numerous suppliers, says Garris. Pull-Ups isn’t staging any
promotional offers through the iGo Potty app (see page
14) largely because there are no tools that can smoothly
work across retailers, says Schuh.
While the ability to deliver shopper-specific messages
is perhaps the most exciting aspect of mobile marketing,
brands and retailers still desire access to large audiences.
“If you ran a campaign through any other medium that
reached less than 1% of your customers, you’d be fired.
Right now, if you do it with mobile, you’re a hero,” says
Apple. “You need to consider scale.”
“Everyone’s building their own mobile application. But
how many similar apps do you need on your smartphone,”
asks Ross at Meijer. “Customers aren’t interested in having
four different [code] readers, they only need one.”
“Companies are dabbling in this space, and spending
a lot of money on development,” Ross says. “But if we
could collaborate with other companies with the same
needs, we could increase speed to market and generate
faster consumer adoption.”
Ross even suggests that retailers could work together
on such tools as an in-store navigation app that would
cover multiple chains, which would add scale to the
system and be an even greater benefit for shoppers.
“Everybody’s thinking about doing their own thing. But
are there ways we could share?”
Augme likewise sees potential in scalable tools, and
currently is working with several in-store marketing
companies to develop a cross-retailer ad network
centered on QR codes at the shelf. Code functionality
would let brand marketers customize offers for each
participating retailer – or, theoretically at least, for each
individual loyalty cardholder who scans one.
The age of mass customization has begun. The mobile
shopper has arrived. The First Moment of Truth will never
again be the last step in the path to purchase. „
Arc Worldwide, Leo Burnett’s marketing services arm, specializes in digital communications, direct/database marketing,
promotions and shopper marketing. Formed out of several existing specialist agencies, Arc is best-in-class across all its
disciplines, able to create and execute campaigns that move people everywhere they move: online and in-store, over phones
and via underground events, one-to-one and within social networks. Using cross-channel activation, Arc moves people to
experience, to purchase, to recommend, and to return. Because at the end of the day, every marketing challenge begins and
ends with two things: people and their behavior. Arc creates award-winning campaigns for The Coca-Cola Company, McDonald’s,
MillerCoors, Procter & Gamble and other leading companies.
Augme Technologies is the leading mobile marketing solutions provider for some of the world’s largest
consumer and pharmaceutical brands. The company firmly believes that finding a truly complete mobile
solution is more important than ever for creating customer loyalty, influencing purchase decisions, and
understanding consumer behavior. Augme’s AD LIFE technology platform uses patented device-detection and the industry’s most advanced
mobile content adaptation software to give brands access to larger segments of targeted audiences across different mobile platforms and
providers using 2D barcodes, text messaging, mobile couponing and more. For more information, text “AM” to 30333.
The In-Store Marketing Institute is a global organization of brand marketers, retailers, agencies and
manufacturers focused on improving retail marketing strategy worldwide. The Institute serves the needs
of its membership by providing information, research, education and training, networking opportunities,
trade publications and a trade show designed to further the understanding, acceptance and effectiveness of in-store marketing. For more
information, go to www.instoremarketer.org.