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Keith Conard David Zahn

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1 Keith Conard David Zahn
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

2 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 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 RetailingSM 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 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

5 Instructional Designer
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 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 Business Analysis and Understanding Retailer Insights/ Practices Customer Business Planning Customer Penetration and Collaboration Strategic Customer Development Category Management Shopper/Consumer Insights Application Shopper Centric Solutions Planning Category Management and Shopper Insights Team/Regional Management Skills Effective Third-Party Management Developing Effective Sales Presentations Core Business Skills

7 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 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 Product development Packaging Communication Pre-store marketing Direct to Consumer promotion …is solutions focused and more operationally aligned with most organizations

9 The Shopper Insights/Shopper Marketing function
should have the ability to identify, develop… Strategy formulation for Shopper Insights/Marketing Research Selection and Execution Distill Research into Insights, Conclusions and Growth Concepts Lead Ideation on Merchandising Concepts Engage Resources for Concept Development and Execution 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 Mine existing consumer and shopper research Determine additional research requirements Conduct Customer Specific Shopper Research Maintain shopper research knowledge repository Manage shopper research partners 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 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 and implement differentiated merchandising concepts that drive sustainable growth

10 Organizational structure and process redesign will be necessary
Shopper Insights directional perspective… several alternatives will emerge Shopper Insights Typical Structures Insights Support “Center of Excellence” Shopper Insights within Sales/Customer Development Corporate Sales Functional Head Functional Head Strategy/ Other Consumer Research Shopper Insights Category Management Shopper Insights Corporate Category Management Also, a few in Shopper Marketing and Consumer Research ©2009 Winston Weber & Associates, Inc.

11 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 Shopper Marketing within Sales/Customer Development Marketing Sales Sales Functional Head Functional Head Embedded Shopper Marketing Shopper Insights Corporate Category Management Shopper Marketing Shopper Insights Corporate Category Management Also, a few in located in Marketing; some combining Shopper Insights/Marketing ©2009 Winston Weber & Associates, Inc.

12 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 Retailer 360o Integrated Marketing Solutions HQ Shopper Marketing Field Shopper Marketing 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

13 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 Sales team Leader Account Managers Brokers Customer

14 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 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 Key Shopper Centricity Concepts/Definitions Consumer/Shopper Insights
Key Elements of Shopper Insights/ Merchandising/Marketing Training Curriculum Key Shopper Centricity Concepts/Definitions 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 Shopper Solutions Development Shopper Solutions Activation
Key Elements of Shopper Insights/ Merchandising/Marketing Training Curriculum (cont’) 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

18 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 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 Assess progress and determine plan to reinforce and institutionalize the training Reinforce/ Institutionalize 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 Conduct orientation for Field Category Managers focused on application of Shopper Insights (Client Example) Orientation Training Conduct orientation for select Sales Managers focused on application of Shopper Insights Orientation/ Advanced Training Based on outcome of skills inventory, design and conduct training for aforementioned first and second level managers Skills Inventory (1) Skills inventory to determine skill needs of the first and second level managers who must be prepared to perform new responsibilities ASAP

20 Sales/Customer Team Leader skills must also evolve to meet the
needs of retailers in today’s dynamic industry environment 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? Situational Assessment Trends Influencing Future Skills Requirements 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. Team Leader Skills Development Focus 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 To Learn More About WWA and our Training Capability Please Contact…
David Zahn Competency Enhancement Leader Winston Weber & Associates, Inc. Keith Conard Executive Vice President Winston Weber & Associates, Inc. or

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