Shopper Insights, Merchandising and Marketing
• A clear vision for shopper centricity
• New skill requirements
• Training programs and approach
Keith Conard
David Zahn
Winston Weber & Associates, Inc
©2009 Winston Weber & Associates, Inc.
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Webinar Objectives
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Provide a brief introduction to WWA and our unique training capability
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As context for identifying the new skill requirements, share WWA’s
definition of Shopper Insights, Shopper Merchandising and Shopper
Marketing along with key structure and process overviews.
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Outline the new skill requirements for both category management and sales
personnel along with a high level overview of WWA’s training curriculum
and approach
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Winston Weber & Associates (WWA)
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For 24 years WWA has provided customized solutions to retailers
and CPG manufacturers worldwide .
Retailer Solutions
CPG Manufacturer Solutions
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Strategic Direction
Organization/Process Design
Store Merchandising Execution
Merchandising Support System Guidance
Center Store Space Optimization
Category Management
Shopper Centric RetailingSM
Supplier Collaboration
Skills Development
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Strategic Direction
Organization/Process Design
Customer Alignment
Retail Customer Collaboration
Category Management
Brand Marketing
Trade Promotion Optimization
Merchandising Solutions
Skills Development
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WWA Leadership Highlights
 Introduced concept of trading partner collaboration to US in 1985…later in Mexico,
Australia and Asia.
 Recognized worldwide as one of the original architects of category management.
 A resource for the Joint Industry Project on ECR: The Category Management Report
 Recently introduced Shopper Centric RetailingSM …the next generation model beyond
category management.
 One of the industry’s leading experts on shopper insights and shopper marketing
transformation
WHITE PAPER
WINSTON WEBER & ASSOCIATES, INC
Shopper Insights and
Shopper Marketing
“Getting it Right”
By: Win Weber
GMA’s Forum Magazine- 2008
Published in April, 2009
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The expertise of our chief instructional designer, combined
with the industry experience of our senior consultants
provides a unique training capability
WWA Consultants
Instructional Designer
WWA Training Advantage
• David Zahn is recognized
industry wide for his
expertise in instructional
design, development and
delivery of training
programs.
• Twenty years of training
and consulting for the
FMCG and retail
industries
• Experience in
organization design,
employee development,
training, competency
enhancement and
behavioral change.
Customized training
that is highly
relevant to the
participants
• Consultants all have
20+ years of operational
and consulting
experience
• Reinforces the integrity
of program content
• Deep understanding of
both Retailers and CPG
Manufacturers
• Ensures the ease of
translation from the
classroom to business
building application
• Extensive expertise in:
• Virtually guarantees the
highest return on
investment for our
clients.
©2009 Winston Weber & Associates, Inc.
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Sales strategy
Customer strategies
Category management
Shopper Insights,
merchandising and
marketing
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WWA offers a wide range of training programs that
focus on “operational” and “technical” skills
Business Analysis
and Understanding
Brand/
Category Analysis
Trade
Promotion
Effectiveness
Basics of
Financial
Understanding
Strategic Customer
Development
Retailer Insights/
Practices
Customer
Business
Planning
Customer
Penetration and
Collaboration
Category Management
and Shopper Insights
Category
Management
Shopper/Consumer
Insights Application
Shopper Centric
Solutions Planning
Core Business Skills
Team/Regional
Management Skills
Effective
Third-Party
Management
Developing
Effective Sales
Presentations
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The need for change and for new skills is being driven
by a rapid shift to a shopper centric environment
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Leading retailers are now placing greater emphasis on the “demand side”…
the shopper and the shopping experience
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Store is becoming the primary demand generator… it is the shopper’s
knowledge source
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Over 70% of final purchase decisions are made in the store… at the shelf
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The ability of the store to help shoppers make good decisions determines
loyalty to the store, department and category
Store must be an information resource and facilitator that helps the shopper
make satisfying decisions
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WWA’s definition of Shopper Insights and the Key Activation Points
Activation in 3 Areas
Shopper Merchandising
• Improving the shopping experience
through better assortment, shelf
arrangement, fixture design, shopper
communication and displays
• Plan-o-gram aligned with shopper needs
• The realm of category management
Shopper Insights
Insights necessary to understand
the shopping experience
including shopper need states,
shopping occasions, shopper
behavior in-store, drivers behind
the purchase decision at the shelf
and reaction patterns to
particular in-store stimuli
Shopper Marketing
• The employment of marketing stimuli,
developed based on a deep
understanding of shopper behavior,
designed to build brand equity and/or
store banner equity, engage the shopper
and lead him/her to make a purchase
Consumer Marketing
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Product development
Packaging Communication
Pre-store marketing
Direct to Consumer promotion
…is solutions focused and more operationally aligned with most organizations
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The Shopper Insights/Shopper Marketing function
should have the ability to identify, develop…
Strategy
formulation for
Shopper
Insights/Marketing
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Understand brand
strategies and fit within
marketing mix
Identify key shopper
marketing opportunities
‐ By brand
‐ By channel/retailer
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Align Shopper Marketing
opportunities with
retailer/banner
opportunities
Distill Research
into Insights,
Conclusions and
Growth Concepts
Research
Selection and
Execution
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Mine existing consumer
and shopper research
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Determine additional
research requirements
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Conduct Customer
Specific Shopper
Research
Maintain shopper
research knowledge
repository
Manage shopper
research partners
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Enhance consumer
decision trees
Identify shopper
segments and need
states
Understand key
purchase drivers by
segment and need
state
Identify most
promising
opportunities for
generating sales
growth
Engage
Resources for
Concept
Development and
Execution
Lead Ideation on
Merchandising
Concepts
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Ideas may be:
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Develop merchandising
solutions
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Test and evaluate
in-store merchandising
solutions
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Direct Customer interface
with account teams
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Manage merchandising
solution providers
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Establish baseline and
performance metrics
Multi-expertise ideation
session interpreting:
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Consumer facing
Customer facing
Existing research
Customer Research
Customer ideation
sessions
and implement differentiated merchandising concepts
that drive sustainable growth
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Organizational structure and process
redesign will be necessary
Shopper Insights directional perspective… several alternatives will emerge
Shopper Insights
Typical Structures
Shopper Insights within
Sales/Customer Development
Insights Support
“Center of Excellence”
Strategy/
Other
Corporate
Sales
Functional
Head
Functional
Head
Consumer
Research
Shopper
Insights
Category
Management
Shopper
Insights
Corporate
Category
Management
Also, a few in Shopper Marketing and Consumer Research
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Organizational structure and process
redesign will be necessary
Shopper Marketing directional perspective… several alternatives will emerge
Shopper Marketing
Typical Structures
Shopper Marketing within Sales/Customer
Development …embedded in Marketing
Marketing
Embedded
Shopper
Marketing
Shopper Marketing within
Sales/Customer Development
Sales
Sales
Functional
Head
Functional
Head
Shopper
Insights
Corporate
Category
Management
Shopper
Marketing
Shopper
Insights
Corporate
Category
Management
Also, a few in located in Marketing; some combining Shopper Insights/Marketing
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The structure and cross functional roles will determine the knowledge
and skill development requirements for the various functions
Consumer
Research
Marketing
Customer
Marketing
Sales Teams
360o Integrated
Marketing
Solutions
HQ Shopper
Marketing
Field Shopper
Marketing
Retailer
HQ
Shopper
Insights
Field
Shopper
Insights
HQ Category
Management
Field Category
Management
As a starting point, most companies build off of their category management capability
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There are two macro processes that provide the
framework for knowledge transfer and application
1. Shopper Insights “PUSH” to the Customer
Identify
Category and
Brand
Opportunities
Foundational
Research
Selection and
Execution
Distill Research
into Insights,
Conclusions and
Growth Concepts
Push Insights
and Concepts to
Sales/Cat.Mgt
Sales/Cat.Mgr
Develop
Customer
Application and
Activation
2. Shopper Insights “PULL” from the Customer
In-store
Activation
Ideation on
Merchandising
Concepts
Research
Selection and
Execution
Sales and/or Cat.
Mgt clarify the
business question
Retailer and/or
Supplier Identifies
Shopper
Opportunity
Key Functions involved in Shopper Insights Knowledge Transfer and Application
•Consumer Research
•Shopper Insights
•Consumer Marketing
•Consumer Promotion
•Customer Marketing
•Shopper Marketing
•Cat Mgt Leaders
•Category Managers
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•Sales team Leader
•Account Managers
•Brokers
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•Customer
It will be necessary to build upon traditional category
management skills to include shopper insights capabilities
Today
Tomorrow
Shopper Insights
Category Management
Linear thinking
Open ended reasoning
More tactical
More strategic
Understands purchase dynamics and the
consumer
Understands and interprets purchase
dynamics, the consumer and the shopper
Uses syndicated information and databases
to understand and interpret data (numbers)
Interweaves syndicated information,
consumer insights and shopper insights
Deductive reasoning by “boiling the ocean”
and analyzing all available research
Inductive reasoning by ”theorizing
opportunities” and confirming with analysis
Presents research
Interprets research
“One size fits all” actions
Customized solutions
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Shopper Insights/Merchandising/Marketing training programs
should fulfill the following knowledge and skill requirements
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Understand the key drivers of the Market Place looking forward and the need for “Shopper
Centric, Solutions Oriented Planning”
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Understand the key components that must be in place to create an effective shopping
experience
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Learn the process for an effective Shopping Experience Audit
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Understand important shopper insights concepts such as shopper segmentation, trip missions,
decision trees, shopper need states, solution groupings , etc
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Identify key components of a shopper solutions strategy
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Learn the steps for breakthrough ideation and collaboration with retailers on developing
actionable shopper solutions
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Learn importance of developing broader retailer contact points including merchandising,
marketing and operations to develop and execute Shopper Centric Solution Plans
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Understand methods for evaluating and measuring ROI on in-store merchandising and
marketing solutions
Learn the most commonly employed consumer and shopper research methods and their
application to different types of shopping experience questions
Learn to incorporate the 4 P’s and key shopping experience strategies into a cohesive plan that
connects with the shopper and the shopping experience
©2009 Winston Weber & Associates, Inc.
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Key Elements of Shopper Insights/
Merchandising/Marketing Training Curriculum
Key Shopper Centricity
Concepts/Definitions
• The marketplace “looking
ahead”
• What is the path to
purchase and the role of
Shopping Experience
• Understand the two types
of self serve shopper
behavior and how shoppers
shop a category
Assessing the
Shopping Experience
• Key components of an
effective shopping
experience
• The shopping experience
audit process
• Identifying shopper solution
opportunities/key business
questions
Consumer/Shopper
Insights
• Identification of most
commonly employed
consumer and shopper
research methods
• Design of various research
methods
• Application of research to
different types of shopping
experience questions
• Key definitions
− Shopper Insights
− Shopper Merchandising
− Shopper Marketing
• The need for “Shopper
Centric , Solutions Oriented
Planning
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Key Elements of Shopper Insights/
Merchandising/Marketing Training Curriculum (cont’)
Synthesizing Data
into Insights
• Approaches to
assessing and
analyzing performance
• Synthesizing data from
multiple sources
• Shopper insights
concepts
− Shopper segmentation
− Trip missions
− Shopper decision trees
− Shopper need states
− Solution groupings
− Etc.
Shopper Solutions
Development
Shopper Solutions
Activation
• Key components of a
shopper solution strategy
• Project implementation
checklist
• SWOT analysis to identify
strategic imperatives and
tactical initiatives
• Developing customer
relationships beyond
category management
and merchandising
• Prioritization of potential
strategies and tactics for
shopper solution
development
− 4 P’s
− Shopping experience
enhancements
• The concept ideation
process and effective
collaboration between
retailer and manufacturer
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• Organization integration
strategies and techniques
• Methods for evaluating
and measuring ROI on
in-store merchandising
and marketing solutions
Confidential
Customized training that is highly relevant to participants
We believe training of this type should be customized as this reinforces the
integrity of program content, ensures ease of translation from the class room
to business building application and virtually guarantees the highest ROI
 Program Content is customized to the clients approach and capabilities on
shopper insights and marketing
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Breadth and depth of the training curriculum is customized to the participants
and the level of skill development required
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Consumer and Shopper Insights availability and application
Sales and Marketing Planning process
Category Management Approach
Shopper Marketing Approach
Shopper insights managers and analysts
Category managers and category advisor’s
Sales team leaders and managers
Program structure is customized based on the time and investment available
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1 day orientation workshop
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Advanced 2 day workshop using select modules
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Two - 2 day advanced training workshops
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Shopper Insights knowledge/skills development must be aligned
with roles, responsibilities and near term business needs
Reinforce/
Institutionalize
The Process
Progressive development
of knowledge and skills
based on most
immediate needs by
functional level
If necessary, consider conducting skills
inventory of Field Category Managers to
identify available talent as transformation
to shopper insights continues
Skills
Inventory (2)
Orientation
Training
(Client Example)
Conduct orientation for Field Category Managers
focused on application of Shopper Insights
Orientation
Training
Orientation/
Advanced
Training
Skills
Inventory (1)
Assess progress and determine
plan to reinforce and institutionalize
the training
Conduct orientation for select Sales Managers
focused on application of Shopper Insights
Based on outcome of skills inventory, design and
conduct training for aforementioned first and second
level managers
Skills inventory to determine skill needs of the first and second
level managers who must be prepared to perform new
responsibilities ASAP
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Sales/Customer Team Leader skills must also evolve to meet the
needs of retailers in today’s dynamic industry environment
Situational
Assessment
Trends
Influencing
Future Skills
Requirements
Team Leader
Skills
Development
Focus
• Over past 15 years most training investment focused on building category
management skills…minimal investment on Sales/Customer Team Leader
management skills development.
• Multiple streams (sales, category management, shopper insights, shopper
marketing) interfacing with customer…sales role becoming increasingly diluted. Key
question…Who owns the retail customer business development strategy and is
accountable for performance?
• Growing importance of shopper data analysis and longer range planning.
• Growing importance of providing merchandising innovation and strategic support.
• Growing importance of having a general management mind set; thinkers and doers .
• Understanding of category management, shopper/consumer insights , shopper
marketing, marketing and finance through career path exposure or training.
• The ability, from a general management perspective, to coordinate and decide cross
functional, customer specific initiatives
• The ability to conceptualize problems and solutions…strategic thinking.
• The ability to engage in productive strategic collaboration at the highest levels.
Must have the knowledge and skills to be the hub and leader of all customer management activity
©2009 Winston Weber & Associates, Inc.
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To Learn More About WWA and
our Training Capability Please Contact…
Keith Conard
Executive Vice President
Winston Weber & Associates, Inc.
kconard@winstonweber.com
www.winstonweber.com
614-202-7292
or
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David Zahn
Competency Enhancement Leader
Winston Weber & Associates, Inc.
davidzahn@winstonweber.com
www.winstonweber.com
203-269-9290
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