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Shopper-Centric
                                        success
 I
       t’s like being a mini General Manager without              latter to the extent that one’s shopper marketing
       the authority. That was how the head of shopper            initiatives extend to packaging and pallet changes.
       marketing at a major consumer packaged-goods                       According to the survey, most (80 percent)
       company described her job to us last month.                companies do not succeed in these types of endeavors.
 She went on to explain that the job requires her to              This is because they think that just restructuring boxes,
 work with virtually every department in the company              responsibilities and communications process flow plus
 and often convince them to disrupt their normal                  adding a little training will be sufficient.
 procedures to make shopper marketing                                                      What they do not anticipate — or




                                                            5
 “work” in their organization.                                                        don’t feel it is necessary to address — is
      It’s a tough job, but she stays                                                 the underlying, broad resistance to
 because she knows shopper marketing is                                               these types of changes that inevitably
 making a difference. Reveries.com survey                                             comes from those with a vested interest
 respondents agree with her. Virtually all
 respondents with experience in shopper
                                                       barriers                       in preserving the status quo.
                                                                                           Actually, this is so common that
 marketing report one or more significant             to shopper                       change-management experts have been
 benefits they would not have achieved                                                 able to codify this resistance into five
 without shopper marketing. For example,              marketing                       common barriers.
 43 percent cited “improved sales”;
 32 percent “better meeting shopper
                                                     and how to                            Barrier #1. I don’t know where
                                                                                      we’re going with this, so I’ll keep doing
 needs” and 30 percent “improved retail
 customer relationships.”
                                                    address them.                     what I know. Other ways in which this
                                                                                      barrier manifests itself are represented
      The indications are that none of                                                in the following quotes from the
                                               MMBY CHRIS HOYTMM
 these companies was able to achieve                                                  Reveries.com survey:
 these results without considerable            & G A I L P E T E R S E N , P H .D          “This may be fine for a company
 disruption to traditional approaches.                                                like P & G or Unilever, but I don’t see how
 When asked, “What changes, if any, has your                      it applies to my brand.”
 company made to overcome the [internal] barriers to                      “I don’t really get the difference between the shopper
 the success of shopper marketing?” — all respondents             and the consumer. It’s a given that all consumers shop
 reported that their companies did various things that            so what’s the big deal?”
 significantly changed the game for most departments.                      “We have been meeting our objectives for five
      Thirty-nine percent said “required that shopper             straight years without shopper marketing…and we’re
 marketing initiatives are now an integral part of the            not about to blow up our organization for something
 annual brand planning process,” while 29 percent said            as indefinite as attempting to grow share through
 “re-engineered to assure close internal and external             retailers.”
 collaboration and alignment on shopper marketing                         These comments are typical of people when first
 initiatives.” (see table I)                                      exposed to a new initiative where they can’t see the
      The message from these responses is that shopper            benefit to change. They literally fog out. It’s called the
 marketing cannot be treated as a bolt-on. To become              first wall of resistance.
 truly proficient at shopper marketing, one must                           How does one overcome this first wall or avoid
 now be prepared to cope with core changes that                   change and what success will look like. With respect
 involve the entire organization — Sales, Marketing,              to shopper marketing, this means top management
 Market Research, Customer Marketing, Advertising,                understanding of — and commitment to — the concept,
 Consumer Promotion and even Manufacturing — the                  and a clear vision of why marketing to one’s target




 34    THE HUB     MAY/JUNE 2007
TA B L E 1.
      What changes, if any, has your company made to overcome barriers to shopper marketing?

                      Required that shopper marketing initiatives are now an
                                                                                                                 39.2%
                          integral part of the annual brand planning process

       Reengineered to assure close internal and external collaboration
              and alignment across departments on shopper marketing                                     28.8%
              initiatives (marketing / sales / promotion / agencies, etc.)

                             Put marketing execs on key retailer account teams                      22.9%

                                   Provided specialized training and education
                                                                                                    22.9%
                                     on shopper marketing via outside experts

                                Changed or added promotion agencies because
                                                                                                    22.9%
                                      of their expertise in shopper marketing

                                    Established a separately funded, dedicated
                                                                                               20.9%
                                                   shopper marketing function

               Changed incentives to align marketing and sales objectives                     17%

                                      Added promotion agency representation
                                                                                     9.2%
                                                to certain key account teams

                           Assured funding for shopper marketing initiatives
                                                                                   7.8%
                      via a corporate tax or other form of dedicated funding

                                                                        Other               15.7%


S O U R C E : Reveries.com



consumers as shoppers as opposed to just consumers                    behavioral change of almost all managers and
is important.                                                         employees in almost all frontline departments, it must
     The vision should be kicked-off with an initial,                 be sold-in through a way that makes everyone want to
eye-opening and attention-getting event that lets                     achieve its objectives and willingly participate.
people know it’s not business-as-usual. One company                        Barrier #2. When those people over in “Frozen” get
did this by dedicating its entire annual meeting to                   on board, then maybe I’ll join in. Shopper marketing
shopper marketing, while another insisted that all                    is particularly difficult to plan and implement in
employees shadow shoppers on different types of                       companies that organized into separate operating
shopping trips.                                                       groups because it requires that these groups fully
      The vision must be communicated through mul-                    integrate to succeed.
tiple mediums, repeatedly and often over an extended                       In these types of environments, people often have
time frame. Systematic, top-down attention must be                    a “what’s-in-it-for-me?” reaction when confronted
focused on the initiative until it becomes part of the                with the idea are often are most concerned with
D.N.A. of all stakeholders. In uncertain times, people                what they might lose — whether this be autonomy,
look for role models and examples of what the new                     control, resources or just plain personal comfort. A
performance looks like — smart leaders know this and                  parochial view emerges that puts the interest of their
publicize those efforts in every forum possible, such                 particular operating group ahead of the interests of
as town halls, e-mail memos or small celebrations.                    the company.
     One must then translate the overall strategy so                       In addition, there can be an inherent resistance
that employees, at every level, understand how it                     to change, particularly if they are already meeting
applies to their jobs and benefits them to extend their                objectives. Sometimes, an elaborate rationale is
knowledge base and learn new skills.                                  constructed as to why their brands are not suitable to
     Bottom Line: Because shopper marketing — if                      be portfolioed — and marketed — with those of other
done correctly — requires new learning and                            operating groups.




                                                                                             MAY/JUNE 2007      THE HUB   35
Meanwhile, the initiative bogs down because it          to Sales for developing consumer insights for category
doesn’t get the full support of a leadership team acting     management recommendations.
as one voice. People, lower down, sense the dissension            With respect to shopper marketing, the reality is
and hang back, saying, “If they can’t agree, I’m not         that it cannot be successfully planned or implemented
going to risk my career on this.” Resources get held         without informed Marketing Department participation
up, diverted, or otherwise committed, and the general        and cross-functional collaboration.
confusion often leads to inertia                                  Because shopper marketing inherently involves
     To avoid this resistance, top management must           retail, and because many in marketing are trained to
be sure that all operating groups are on board and           view anything having to do with the word retail as
committed to the success of the initiative — flesh out        tactical, they default the effort to Sales and pay little
all issues and objections before the launch.                 attention to it. This is why so many companies make
     Insist that all operating groups present a unified       the initial mistake of forming a dedicated shopper-
front — not only to their own organizations but also to      marketing department comprised solely of salespeople
the rest of the company in total. Have frequent review       and then compound it by having the department
meetings with operating-group leadership to assure           report to Sales.
continued cross-departmental integration and to stay              Anticipating and avoiding the negatives associated
on top of problems and opportunities.                        with this barrier requires a corporate commitment
     In addition, reinforce corporate commitment by          that elevates shopper marketing to the same level of
providing the right resources to the right people. If        importance traditionally ascribed to consumer (brand)
necessary, make personnel changes that signal to the         marketing. It also demands the re-training and re-
rest of the organization that the company is committed to    education of all Marketing Department personnel on
shopper marketing and fully intends to see this through.     the role retailers can play in helping them achieve
     Bottom Line: Top management can’t just give lip         their objectives.
service to shopper marketing; they have to be hands-              Shopper marketing initiatives must become an
on and actively drive the effort.                            integral part of the annual brand planning process —
      Barrier #3. What do you mean I have to start           cited by Reveries’ survey respondents as the most
working with retailers? That’s not in my job description!    important step that shopper marketing practitioners
For most companies, the biggest hurdle with respect          have taken. Methodologies and tools that help break
to getting an effective shopper marketing program off        traditional thinking should be provided and marketing
the ground is getting Marketing on board.                    executives should be put on key retailer account teams
     In fact, more than 55 percent of the respondents to     as a prerequisite to general management responsibilities.
the Reveries.com survey on shopper marketing noted                Bottom Line: Marketing must become aligned with
that one of the most important factors in becoming an        the business imperative through new organizational
effective shopper marketing organization is “Marketing       structures and skills.
Department understanding of the strategic potential of            Barrier #4. I’ll join this effort as long as I still
retail and pro-active participation in developing            get my comp and bonus the way I’m used to. This is
shopper marketing initiatives.”                              where many implementation efforts fall down—not
     Why has this proven so difficult for some?               measuring and rewarding people’s performance in
     With the difficulty in reaching one’s target consumer    line with the new, required goals.
today — caused by media fragmentation and consumer                 People are very rational and efficient with their
perception of marketing overload — marketers are             time. They essentially say, “It’s not what you tell me
looking at all varieties of alternative media. One would     to do, it’s what you measure me on that counts.” For
think that marketing in the one place — the retail store —   example, top management undercuts their efforts
where they can be assured of reaching 100 percent of         when they tell people they must now collaborate
their target consumers at least four times per month         across functions but still reward people on individual
at a time when consumers are focused on selection            performance for acheiving the same goals as in previous
would command at least as much of their attention as         years.
cell phone or blog marketing.                                     As a result, people may pretend to go along but,
     Marketing involvement has proven to be particularly     in the end, do what they know will affect their wallets
challenging for some because Marketing has remained          and even their promotions. The mixed message again
so steadfastly removed from retail. Marketing Depart-        confuses people and they go back to their default
ments, in many companies, have abrogated responsibility      setting (i.e., what has worked before).




36   THE HUB     MAY/JUNE 2007
T A B L E 2 . What does shopper marketing “success” look like
                                in your company or client, in terms of hard benefits?

                               Improved Sales                                              42.7%             45.3%

                            Improved Loyalty                  18.3%

                                 Improved ROI                 17.7%

                               Improved Share         13.4%

                                Improved Trial      3.7%

                                            Other   4.3%


               S O U R C E : Reveries.com


      Beyond the impact of formal reward systems,               in knowing the types of initiatives that deliver the
which are sometimes difficult to change, leaders make            highest return-on-investment.
the common mistake of ignoring more informal rewards.                It is for this reason that once one decides to
These can include public recognition of actions, both           embark on a shopper marketing strategy, sustainability
at the group and individual level, which specifically            becomes imperative. Ways to address:
demonstrate the new skills and business performance                  • Use all of the tools previously mentioned — a
that are desired.                                               clearly articulated vision, attention-getting corporate
      Bottom Line: Align the formal compensation/               kick-off, ensuring that all leadership is on board,
reward system closely with the new strategy while               constant training, retraining, education and follow-
using the power of informal rewards.                            up, aligning incentives with objectives and frequent
      Barrier #5. This too shall pass. It’s a fact of life      recognition of accomplishments.
that most employees have lived — even suffered —                     • Continually re-calibrate the objectives so
through many business initiatives in their careers.             that they always stretch participants and keep the
Two that come to mind immediately are DPP (Direct               momentum strong. A common, frequent error in
Product Profitability) of the early ‘80s and ECR (Efficient       this regard is declaring “success” too soon in an
Consumer Response) of the early ’90s — both now                 environment where people may just be doing the
defunct, although initially positioned as great panaceas.       minimum to show they are cooperating. As soon as
It is as a result of these types of initiatives — plus many     management turns it focus away, the organization
others that are corporately sponsored and then not              lapses back to its old behavior.
followed through — that employees become cynical and                 Bottom Line: Keep the momentum going and always
call them the “flavor of the month.” This is the second          be on the lookout for new, hidden barriers. Re-calibrate
wall of resistance — passive-aggressive cosmetic                the effort and keep the hammer down. ■
compliance. “We’ll go along until the rah-rah wears
off, then it’s back to business as usual.”
      This begs the question of whether shopper                                    CHRIS HOYT is president of Hoyt
marketing is going to go the way of DPP or ECR or                                  & Company, a Scottsdale, Arizona-
whether its potential justifies the relatively significant                           based marketing/sales consulting and
investment companies will have to make to become                                   training organization that specializes
truly excellent at it — an investment to which we have                             in shopper marketing. Chris may
                                                                                   be reached at (480) 513-0547 or at
briefly alluded in this article.
                                                                                   chrishoyt@hoytnet.com.
      For those who are still in the throes of making
this decision, know that because profitable shopper                                 GAIL PETERSEN is an associate of
marketing is data-base driven, the lead your competitors                           Hoyt & Company and specializes
have established will be difficult to overcome. For                                 in organizational development and
                                                                                   change management. Gail may be
every year your competitors gain experience with
                                                                                   reached at (480) 585-6644 or at
shopper marketing, they are that much further                                      gailpetersen@hoytnet.com
ahead in knowing what works and doesn’t work for
their brands in specific accounts and formats and




                                                                                      MAY/JUNE 2007          THE HUB        37

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Shopper centric

  • 1. RE SE ARCH REP ORT Shopper-Centric success I t’s like being a mini General Manager without latter to the extent that one’s shopper marketing the authority. That was how the head of shopper initiatives extend to packaging and pallet changes. marketing at a major consumer packaged-goods According to the survey, most (80 percent) company described her job to us last month. companies do not succeed in these types of endeavors. She went on to explain that the job requires her to This is because they think that just restructuring boxes, work with virtually every department in the company responsibilities and communications process flow plus and often convince them to disrupt their normal adding a little training will be sufficient. procedures to make shopper marketing What they do not anticipate — or 5 “work” in their organization. don’t feel it is necessary to address — is It’s a tough job, but she stays the underlying, broad resistance to because she knows shopper marketing is these types of changes that inevitably making a difference. Reveries.com survey comes from those with a vested interest respondents agree with her. Virtually all respondents with experience in shopper barriers in preserving the status quo. Actually, this is so common that marketing report one or more significant to shopper change-management experts have been benefits they would not have achieved able to codify this resistance into five without shopper marketing. For example, marketing common barriers. 43 percent cited “improved sales”; 32 percent “better meeting shopper and how to Barrier #1. I don’t know where we’re going with this, so I’ll keep doing needs” and 30 percent “improved retail customer relationships.” address them. what I know. Other ways in which this barrier manifests itself are represented The indications are that none of in the following quotes from the MMBY CHRIS HOYTMM these companies was able to achieve Reveries.com survey: these results without considerable & G A I L P E T E R S E N , P H .D “This may be fine for a company disruption to traditional approaches. like P & G or Unilever, but I don’t see how When asked, “What changes, if any, has your it applies to my brand.” company made to overcome the [internal] barriers to “I don’t really get the difference between the shopper the success of shopper marketing?” — all respondents and the consumer. It’s a given that all consumers shop reported that their companies did various things that so what’s the big deal?” significantly changed the game for most departments. “We have been meeting our objectives for five Thirty-nine percent said “required that shopper straight years without shopper marketing…and we’re marketing initiatives are now an integral part of the not about to blow up our organization for something annual brand planning process,” while 29 percent said as indefinite as attempting to grow share through “re-engineered to assure close internal and external retailers.” collaboration and alignment on shopper marketing These comments are typical of people when first initiatives.” (see table I) exposed to a new initiative where they can’t see the The message from these responses is that shopper benefit to change. They literally fog out. It’s called the marketing cannot be treated as a bolt-on. To become first wall of resistance. truly proficient at shopper marketing, one must How does one overcome this first wall or avoid now be prepared to cope with core changes that change and what success will look like. With respect involve the entire organization — Sales, Marketing, to shopper marketing, this means top management Market Research, Customer Marketing, Advertising, understanding of — and commitment to — the concept, Consumer Promotion and even Manufacturing — the and a clear vision of why marketing to one’s target 34 THE HUB MAY/JUNE 2007
  • 2. TA B L E 1. What changes, if any, has your company made to overcome barriers to shopper marketing? Required that shopper marketing initiatives are now an 39.2% integral part of the annual brand planning process Reengineered to assure close internal and external collaboration and alignment across departments on shopper marketing 28.8% initiatives (marketing / sales / promotion / agencies, etc.) Put marketing execs on key retailer account teams 22.9% Provided specialized training and education 22.9% on shopper marketing via outside experts Changed or added promotion agencies because 22.9% of their expertise in shopper marketing Established a separately funded, dedicated 20.9% shopper marketing function Changed incentives to align marketing and sales objectives 17% Added promotion agency representation 9.2% to certain key account teams Assured funding for shopper marketing initiatives 7.8% via a corporate tax or other form of dedicated funding Other 15.7% S O U R C E : Reveries.com consumers as shoppers as opposed to just consumers behavioral change of almost all managers and is important. employees in almost all frontline departments, it must The vision should be kicked-off with an initial, be sold-in through a way that makes everyone want to eye-opening and attention-getting event that lets achieve its objectives and willingly participate. people know it’s not business-as-usual. One company Barrier #2. When those people over in “Frozen” get did this by dedicating its entire annual meeting to on board, then maybe I’ll join in. Shopper marketing shopper marketing, while another insisted that all is particularly difficult to plan and implement in employees shadow shoppers on different types of companies that organized into separate operating shopping trips. groups because it requires that these groups fully The vision must be communicated through mul- integrate to succeed. tiple mediums, repeatedly and often over an extended In these types of environments, people often have time frame. Systematic, top-down attention must be a “what’s-in-it-for-me?” reaction when confronted focused on the initiative until it becomes part of the with the idea are often are most concerned with D.N.A. of all stakeholders. In uncertain times, people what they might lose — whether this be autonomy, look for role models and examples of what the new control, resources or just plain personal comfort. A performance looks like — smart leaders know this and parochial view emerges that puts the interest of their publicize those efforts in every forum possible, such particular operating group ahead of the interests of as town halls, e-mail memos or small celebrations. the company. One must then translate the overall strategy so In addition, there can be an inherent resistance that employees, at every level, understand how it to change, particularly if they are already meeting applies to their jobs and benefits them to extend their objectives. Sometimes, an elaborate rationale is knowledge base and learn new skills. constructed as to why their brands are not suitable to Bottom Line: Because shopper marketing — if be portfolioed — and marketed — with those of other done correctly — requires new learning and operating groups. MAY/JUNE 2007 THE HUB 35
  • 3. Meanwhile, the initiative bogs down because it to Sales for developing consumer insights for category doesn’t get the full support of a leadership team acting management recommendations. as one voice. People, lower down, sense the dissension With respect to shopper marketing, the reality is and hang back, saying, “If they can’t agree, I’m not that it cannot be successfully planned or implemented going to risk my career on this.” Resources get held without informed Marketing Department participation up, diverted, or otherwise committed, and the general and cross-functional collaboration. confusion often leads to inertia Because shopper marketing inherently involves To avoid this resistance, top management must retail, and because many in marketing are trained to be sure that all operating groups are on board and view anything having to do with the word retail as committed to the success of the initiative — flesh out tactical, they default the effort to Sales and pay little all issues and objections before the launch. attention to it. This is why so many companies make Insist that all operating groups present a unified the initial mistake of forming a dedicated shopper- front — not only to their own organizations but also to marketing department comprised solely of salespeople the rest of the company in total. Have frequent review and then compound it by having the department meetings with operating-group leadership to assure report to Sales. continued cross-departmental integration and to stay Anticipating and avoiding the negatives associated on top of problems and opportunities. with this barrier requires a corporate commitment In addition, reinforce corporate commitment by that elevates shopper marketing to the same level of providing the right resources to the right people. If importance traditionally ascribed to consumer (brand) necessary, make personnel changes that signal to the marketing. It also demands the re-training and re- rest of the organization that the company is committed to education of all Marketing Department personnel on shopper marketing and fully intends to see this through. the role retailers can play in helping them achieve Bottom Line: Top management can’t just give lip their objectives. service to shopper marketing; they have to be hands- Shopper marketing initiatives must become an on and actively drive the effort. integral part of the annual brand planning process — Barrier #3. What do you mean I have to start cited by Reveries’ survey respondents as the most working with retailers? That’s not in my job description! important step that shopper marketing practitioners For most companies, the biggest hurdle with respect have taken. Methodologies and tools that help break to getting an effective shopper marketing program off traditional thinking should be provided and marketing the ground is getting Marketing on board. executives should be put on key retailer account teams In fact, more than 55 percent of the respondents to as a prerequisite to general management responsibilities. the Reveries.com survey on shopper marketing noted Bottom Line: Marketing must become aligned with that one of the most important factors in becoming an the business imperative through new organizational effective shopper marketing organization is “Marketing structures and skills. Department understanding of the strategic potential of Barrier #4. I’ll join this effort as long as I still retail and pro-active participation in developing get my comp and bonus the way I’m used to. This is shopper marketing initiatives.” where many implementation efforts fall down—not Why has this proven so difficult for some? measuring and rewarding people’s performance in With the difficulty in reaching one’s target consumer line with the new, required goals. today — caused by media fragmentation and consumer People are very rational and efficient with their perception of marketing overload — marketers are time. They essentially say, “It’s not what you tell me looking at all varieties of alternative media. One would to do, it’s what you measure me on that counts.” For think that marketing in the one place — the retail store — example, top management undercuts their efforts where they can be assured of reaching 100 percent of when they tell people they must now collaborate their target consumers at least four times per month across functions but still reward people on individual at a time when consumers are focused on selection performance for acheiving the same goals as in previous would command at least as much of their attention as years. cell phone or blog marketing. As a result, people may pretend to go along but, Marketing involvement has proven to be particularly in the end, do what they know will affect their wallets challenging for some because Marketing has remained and even their promotions. The mixed message again so steadfastly removed from retail. Marketing Depart- confuses people and they go back to their default ments, in many companies, have abrogated responsibility setting (i.e., what has worked before). 36 THE HUB MAY/JUNE 2007
  • 4. T A B L E 2 . What does shopper marketing “success” look like in your company or client, in terms of hard benefits? Improved Sales 42.7% 45.3% Improved Loyalty 18.3% Improved ROI 17.7% Improved Share 13.4% Improved Trial 3.7% Other 4.3% S O U R C E : Reveries.com Beyond the impact of formal reward systems, in knowing the types of initiatives that deliver the which are sometimes difficult to change, leaders make highest return-on-investment. the common mistake of ignoring more informal rewards. It is for this reason that once one decides to These can include public recognition of actions, both embark on a shopper marketing strategy, sustainability at the group and individual level, which specifically becomes imperative. Ways to address: demonstrate the new skills and business performance • Use all of the tools previously mentioned — a that are desired. clearly articulated vision, attention-getting corporate Bottom Line: Align the formal compensation/ kick-off, ensuring that all leadership is on board, reward system closely with the new strategy while constant training, retraining, education and follow- using the power of informal rewards. up, aligning incentives with objectives and frequent Barrier #5. This too shall pass. It’s a fact of life recognition of accomplishments. that most employees have lived — even suffered — • Continually re-calibrate the objectives so through many business initiatives in their careers. that they always stretch participants and keep the Two that come to mind immediately are DPP (Direct momentum strong. A common, frequent error in Product Profitability) of the early ‘80s and ECR (Efficient this regard is declaring “success” too soon in an Consumer Response) of the early ’90s — both now environment where people may just be doing the defunct, although initially positioned as great panaceas. minimum to show they are cooperating. As soon as It is as a result of these types of initiatives — plus many management turns it focus away, the organization others that are corporately sponsored and then not lapses back to its old behavior. followed through — that employees become cynical and Bottom Line: Keep the momentum going and always call them the “flavor of the month.” This is the second be on the lookout for new, hidden barriers. Re-calibrate wall of resistance — passive-aggressive cosmetic the effort and keep the hammer down. ■ compliance. “We’ll go along until the rah-rah wears off, then it’s back to business as usual.” This begs the question of whether shopper CHRIS HOYT is president of Hoyt marketing is going to go the way of DPP or ECR or & Company, a Scottsdale, Arizona- whether its potential justifies the relatively significant based marketing/sales consulting and investment companies will have to make to become training organization that specializes truly excellent at it — an investment to which we have in shopper marketing. Chris may be reached at (480) 513-0547 or at briefly alluded in this article. chrishoyt@hoytnet.com. For those who are still in the throes of making this decision, know that because profitable shopper GAIL PETERSEN is an associate of marketing is data-base driven, the lead your competitors Hoyt & Company and specializes have established will be difficult to overcome. For in organizational development and change management. Gail may be every year your competitors gain experience with reached at (480) 585-6644 or at shopper marketing, they are that much further gailpetersen@hoytnet.com ahead in knowing what works and doesn’t work for their brands in specific accounts and formats and MAY/JUNE 2007 THE HUB 37