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1 ©2009 Winston Weber & Associates, Inc. 1 Confidential Winston Weber & Associates, Inc Shopper Insights, Merchandising and Marketing A clear vision for shopper centricity New skill requirements Training programs and approach Keith ConardDavid Zahn
2 ©2009 Winston Weber & Associates, Inc. 2 Confidential Webinar Objectives Provide a brief introduction to WWA and our unique training capability 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. 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
3 ©2009 Winston Weber & Associates, Inc. 3 Confidential Winston Weber & Associates (WWA) For 24 years WWA has provided customized solutions to retailers and CPG manufacturers worldwide. Retailer Solutions Strategic Direction Organization/Process Design Store Merchandising Execution Merchandising Support System Guidance Center Store Space Optimization Category Management Shopper Centric Retailing SM Supplier Collaboration Skills Development CPG Manufacturer Solutions Strategic Direction Organization/Process Design Customer Alignment Retail Customer Collaboration Category Management Brand Marketing Trade Promotion Optimization Merchandising Solutions Skills Development
4 ©2009 Winston Weber & Associates, Inc. 4 Confidential 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 Retailing SM …the next generation model beyond category management. One of the industry’s leading experts on shopper insights and shopper marketing transformation GMA’s Forum Magazine WHITE PAPER WINSTON WEBER & ASSOCIATES, INC Shopper Insights and Shopper Marketing “ Getting it Right ” By: Win Weber Published in April, 2009
5 ©2009 Winston Weber & Associates, Inc. 5 Confidential The expertise of our chief instructional designer, combined with the industry experience of our senior consultants provides a unique training capability Instructional Designer WWA Consultants 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. Consultants all have 20+ years of operational and consulting experience Deep understanding of both Retailers and CPG Manufacturers Extensive expertise in: ‐ Sales strategy ‐ Customer strategies ‐ Category management ‐ Shopper Insights, merchandising and marketing Customized training that is highly relevant to the participants Reinforces the integrity of program content Ensures the ease of translation from the classroom to business building application Virtually guarantees the highest return on investment for our clients. WWA Training Advantage
6 ©2009 Winston Weber & Associates, Inc. 6 Confidential WWA offers a wide range of training programs that focus on “operational” and “technical” skills Brand/ Category Analysis Trade Promotion Effectiveness Basics of Financial Understanding Category Management Shopper/Consumer Insights Application Developing Effective Sales Presentations Retailer Insights/ Practices Customer Business Planning Customer Penetration and Collaboration Effective Third-Party Management Business Analysis and Understanding Strategic Customer Development Category Management and Shopper Insights Core Business Skills Team/Regional Management Skills Shopper Centric Solutions Planning
7 ©2009 Winston Weber & Associates, Inc. 7 Confidential The need for change and for new skills is being driven by a rapid shift to a shopper centric environment Leading retailers are now placing greater emphasis on the “demand side”… the shopper and the shopping experience Store is becoming the primary demand generator… it is the shopper’s knowledge source Over 70% of final purchase decisions are made in the store… at the shelf Store must be an information resource and facilitator that helps the shopper make satisfying decisions The ability of the store to help shoppers make good decisions determines loyalty to the store, department and category
8 ©2009 Winston Weber & Associates, Inc. 8 Confidential WWA’s definition of Shopper Insights and the Key Activation Points 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 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 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 Product development Packaging Communication Pre-store marketing Direct to Consumer promotion Activation in 3 Areas …is solutions focused and more operationally aligned with most organizations
Confidential ©2009 Winston Weber & Associates, Inc. 9 Confidential The Shopper Insights/Shopper Marketing function should have the ability to identify, develop… Strategy formulation for Shopper Insights/Marketing Lead Ideation on Merchandising Concepts Lead Ideation on Merchandising Concepts Engage Resources for Concept Development and Execution Research Selection and Execution Distill Research into Insights, Conclusions and Growth Concepts Distill Research into Insights, Conclusions and Growth Concepts Understand brand strategies and fit within marketing mix Identify key shopper marketing opportunities ‐ By brand ‐ By channel/retailer Align Shopper Marketing opportunities with retailer/banner opportunities Ideas may be: ‐ Consumer facing ‐ Customer facing Multi-expertise ideation session interpreting: ‐ Existing research ‐ Customer Research Customer ideation sessions Develop merchandising solutions Test and evaluate in-store merchandising solutions Direct Customer interface with account teams Manage merchandising solution providers Establish baseline and performance metrics 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 Mine existing consumer and shopper research Determine additional research requirements Conduct Customer Specific Shopper Research Maintain shopper research knowledge repository Manage shopper research partners and implement differentiated merchandising concepts that drive sustainable growth
Confidential ©2009 Winston Weber & Associates, Inc. 10 Confidential Shopper Insights directional perspective… several alternatives will emerge Strategy/ Other Shopper Insights Category Management Consumer Research Corporate Insights Support “Center of Excellence” Functional Head Shopper Insights Corporate Category Management Sales Shopper Insights within Sales/Customer Development Functional Head Also, a few in Shopper Marketing and Consumer Research Organizational structure and process redesign will be necessary Shopper Insights Typical Structures ©2009 Winston Weber & Associates, Inc.
Confidential ©2009 Winston Weber & Associates, Inc. 11 Confidential Shopper Marketing directional perspective… several alternatives will emerge Also, a few in located in Marketing; some combining Shopper Insights/Marketing Organizational structure and process redesign will be necessary Shopper Marketing within Sales/Customer Development …embedded in Marketing Shopper Marketing Shopper Insights Sales Shopper Marketing within Sales/Customer Development Functional Head Corporate Category Management Shopper Marketing Shopper Insights Sales Functional Head Corporate Category Management Marketing Embedded Shopper Marketing Typical Structures ©2009 Winston Weber & Associates, Inc.
Confidential ©2009 Winston Weber & Associates, Inc. 12 Confidential The structure and cross functional roles will determine the knowledge and skill development requirements for the various functions Marketing Retailer Consumer Research Field Shopper Insights HQ Shopper Insights Field Category Management Sales Teams Customer Marketing HQ Category Management Field Shopper Marketing HQ Shopper Marketing 360 o Integrated Marketing Solutions As a starting point, most companies build off of their category management capability
13 ©2009 Winston Weber & Associates, Inc. 13 Confidential There are two macro processes that provide the framework for knowledge transfer and application Identify Category and Brand Opportunities Push Insights and Concepts to Sales/Cat.Mgt Sales/Cat.Mgr Develop Customer Application and Activation Foundational Research Selection and Execution Foundational Research Selection and Execution Distill Research into Insights, Conclusions and Growth Concepts Distill Research into Insights, Conclusions and Growth Concepts 1. Shopper Insights “PUSH” to the Customer Retailer and/or Supplier Identifies Shopper Opportunity Sales and/or Cat. Mgt clarify the business question Research Selection and Execution Ideation on Merchandising Concepts In-store Activation 2. Shopper Insights “PULL” from the Customer Key Functions involved in Shopper Insights Knowledge Transfer and Application Consumer Research Shopper Insights Customer Sales team Leader Account Managers Brokers Cat Mgt Leaders Category Managers Consumer Marketing Consumer Promotion Customer Marketing Shopper Marketing
14 ©2009 Winston Weber & Associates, Inc. 14 Confidential It will be necessary to build upon traditional category management skills to include shopper insights capabilities Today Tomorrow Category Management Linear thinking More tactical Understands purchase dynamics and the consumer Uses syndicated information and databases to understand and interpret data (numbers) Deductive reasoning by “boiling the ocean” and analyzing all available research Presents research “One size fits all” actions Shopper Insights Open ended reasoning More strategic Understands and interprets purchase dynamics, the consumer and the shopper Interweaves syndicated information, consumer insights and shopper insights Inductive reasoning by ”theorizing opportunities” and confirming with analysis Interprets research Customized solutions
15 ©2009 Winston Weber & Associates, Inc. 15 Confidential Shopper Insights/Merchandising/Marketing training programs should fulfill the following knowledge and skill requirements Understand the key drivers of the Market Place looking forward and the need for “Shopper Centric, Solutions Oriented Planning” Understand the key components that must be in place to create an effective shopping experience Learn the process for an effective Shopping Experience Audit Learn the most commonly employed consumer and shopper research methods and their application to different types of shopping experience questions Understand important shopper insights concepts such as shopper segmentation, trip missions, decision trees, shopper need states, solution groupings, etc Identify key components of a shopper solutions strategy 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 Learn the steps for breakthrough ideation and collaboration with retailers on developing actionable shopper solutions Learn importance of developing broader retailer contact points including merchandising, marketing and operations to develop and execute Shopper Centric Solution Plans Understand methods for evaluating and measuring ROI on in-store merchandising and marketing solutions
16 ©2009 Winston Weber & Associates, Inc. 16 Confidential Key Elements of Shopper Insights/ Merchandising/Marketing Training Curriculum Key Shopper Centricity Concepts/Definitions Assessing the Shopping Experience Assessing the Shopping Experience Consumer/Shopper Insights 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 Key definitions −Shopper Insights −Shopper Merchandising −Shopper Marketing The need for “Shopper Centric, Solutions Oriented Planning Key components of an effective shopping experience The shopping experience audit process Identifying shopper solution opportunities/key business questions 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
17 ©2009 Winston Weber & Associates, Inc. 17 Confidential Synthesizing Data into Insights Synthesizing Data into Insights Shopper Solutions Development Shopper Solutions Activation 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. Key components of a shopper solution strategy SWOT analysis to identify strategic imperatives and tactical initiatives 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 Project implementation checklist Developing customer relationships beyond category management and merchandising Organization integration strategies and techniques Methods for evaluating and measuring ROI on in-store merchandising and marketing solutions Key Elements of Shopper Insights/ Merchandising/Marketing Training Curriculum (cont’)
18 ©2009 Winston Weber & Associates, Inc. 18 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 Consumer and Shopper Insights availability and application Sales and Marketing Planning process Category Management Approach Shopper Marketing Approach Breadth and depth of the training curriculum is customized to the participants and the level of skill development required 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 1 day orientation workshop Advanced 2 day workshop using select modules Two - 2 day advanced training workshops
19 ©2009 Winston Weber & Associates, Inc. 19 Confidential Skills Inventory (1) Orientation/ Advanced Training Orientation Training Orientation Training Skills Inventory (2) Reinforce/ Institutionalize Shopper Insights knowledge/skills development must be aligned with roles, responsibilities and near term business needs The Process Progressive development of knowledge and skills based on most immediate needs by functional level Skills inventory to determine skill needs of the first and second level managers who must be prepared to perform new responsibilities ASAP Based on outcome of skills inventory, design and conduct training for aforementioned first and second level managers Conduct orientation for select Sales Managers focused on application of Shopper Insights Conduct orientation for Field Category Managers focused on application of Shopper Insights If necessary, consider conducting skills inventory of Field Category Managers to identify available talent as transformation to shopper insights continues Assess progress and determine plan to reinforce and institutionalize the training (Client Example)
20 ©2009 Winston Weber & Associates, Inc. 20 Confidential 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. Situational Assessment Situational Assessment Trends Influencing Future Skills Requirements Trends Influencing Future Skills Requirements 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? Team Leader Skills Development Focus Team Leader Skills Development Focus Sales/Customer Team Leader skills must also evolve to meet the needs of retailers in today’s dynamic industry environment 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
21 ©2009 Winston Weber & Associates, Inc. 21 Confidential David Zahn Competency Enhancement Leader Winston Weber & Associates, Inc Keith Conard Executive Vice President Winston Weber & Associates, Inc To Learn More About WWA and our Training Capability Please Contact… or
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