By Markus Stahlberg, Ville Maila
New and starting to be, buyer advertising and marketing is without doubt one of the preferred developments in advertising at the present time. It ambitions shoppers whereas they're within the shop and consists of each element of the buying event, from promotions, monitors and packaging to the shop structure itself. based on a research by way of Deloitte, spending on buyer advertising and marketing has doubled when you consider that 2004. Procter & Gamble by myself invests at the least 500 million funds a 12 months in patron advertising. Microsoft, IBM, Coca-Cola and Nestle all have their very own client advertising units. This publication combines the views of 35 the world over famous customer advertising specialists, between them popular writer Paco Underhill. Its 3 sections contain study into consumer habit [Insights]; interviews with specialists [Strategy] and case stories of profitable consumer advertising actions [Practice].
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Additional info for Shopper Marketing: How to Influence Consumer Decision Making at the Point of Purchase
Example text
Shopper marketers must be able to understand the vision and objectives of their marketing department, generate the relevant shopper and retailer insights and mix all these elements into a smart and perfectly executed point-of-sales proposition. 1 Shopper marketing framework Developing shopper marketing plans and activities is not something that brand marketers or key account managers should do on top of their regular tasks. The strategic importance and the complexity of the work call for dedicated employees who work closely with marketing and sales.
Some of these reasons are the same as those that led to the introduction of category management almost 20 years ago. At the heart of any new management method is the constant search, by retailers and manufacturers, for sources of competitive advantage. Shopper marketing, like category management, represents an opportunity to use the competitive strengths of companies that believe in early-mover strategies for competitive advantage. These competitive strengths arise from forward-thinking management in combination with the impact of a number of other influences, including information and technology advantages, emerging competitive threats, and superior collaborative capabilities.
This framework of thinking has far-reaching implications beyond the retail food arena, as it is not limited to any industry, channel or manufacturer. The potential drivers of shopping behaviour reside within the household and are intrinsically linked to brand building in the at-home experience. Our ongoing research continues to investigate and measure the role of: • • • • • • • household social structures on shopping behaviour; social networks external to the home influencing consumption habits within the home; consumption occasions within the home; taste and preference formation within the home on future shopping behaviour; product design with regard to storage and consumption within the household; household orientations to household finance on consumption; orientations (however fragmented) towards food, personal care and health.