Shopper Marketing Magazine - May 2015

Vol. 28, No. 5 • May 2015
DesignoftheTimes
DeadlineApproaches
Chicago — The deadline for
entry into the Path to Pur-
chase Institute’s 2015 Design
of the Times is June 5. The an-
nual competition recognizes the
most effective in-store activa-
tions, displays and campaigns.
Finalists will be displayed at the
Shopper Marketing Conference
& Expo, Oct. 13-15 in Minne-
apolis.
The fee is $525 per entry;
$475 for Institute members. For
more information and to enter,
visit www.dot-awards.com. SM
InstituteSeeking
2015DOTJudges
Chicago — The Path to Pur-
chase Institute is recruiting
consumer product manufactur-
ers and retail professionals to
participate as judges for its an-
nual Design of the Times com-
petition.
Judging takes place in two
phases: Round 1: Aug. 19 in
Chicago; Round 2: Oct. 13 in
Minneapolis at the Shopper
Marketing Conference & Expo.
Applicants must commit to par-
ticipating in both. Among the
perks for judges is complimen-
tary admission to the Confer-
ence & Expo.
Visit www.dot-awards.com/
call_for_judges.php to apply. For
more information, contact Peggy
Milbrandt at (773) 992-4412 or
peggy@p2pi.org. SM
REPORT
E-Commerce
Insights
Page78
See Albertsons, Page 11
SPECIAL REPORT
Supply
Chain
Page76
IN DIGITAL SHOPPER MARKETING
& E-COMMERCE
PAGE 20 Target MillerCoors MillerCoors Nestle USA General Mills Tyson Foods
HowtoWorkWith
AlbertsonsSafeway
Executive lays out plans,
expectations during Shopper
Marketing Summit presentation
By Sana Jafrani
Schaumburg, Ill. — Karen Sales, Albert-
sons and Safeway Family of Stores vice
president of shopper marketing, called for
collaboration and innovation via shopper
marketing programs when she addressed
the newly combined company’s plans and
expectations for brands during a general
session presentation in March at the Shop-
per Marketing Summit.
Sales explained that there are two ways to
commence shopper marketing programs at
Albertsons Safeway, the result of a merger
that was completed on Jan. 30, 2015. One
would be a division start, and the other a
national start. “You go directly to the na-
tional marketing directors or the division
sales managers for division-specific pro-
grams or to amplify savings offers,” she said.
“You start with the national shopper
team in Boise (Idaho) for multi-division or
national program opportunity for partner-
ship.” The national team would be highly
involved in the process across the compa-
ny’s divisions, she said. “We will help coor-
dinate with merchandising and marketing
commitments at the 14 divisions. We will
also work with the other divisions to bring
unique twists to the national program to
make sure each division solution is local-
ized and as relevant as possible.”
Sales further explained that brands
would still need to sell each division indi-
vidually against all merchandising efforts,
but that the national headquarters would
ADVERTISINGADVERTISINGLEARNMORE
PROGRAMMATICPROGRAMMATIC
LGElectronics’
HallofFame
DAVID
VANDERWAAL
PAGE 72
Source: A.T. Kearney/Menasha Packaging 2015 Supply Chain Collaboration Survey. Multiple selections
permitted. Responses might not add up to 100% due to rounding.
Increased trust
and information
sharing
Improved
go-to-market
proposition
Equitable
value sharing
Long-term
contractual
agreements
Others
33%
10%
17%
40%
0%
How have the collaboration initiatives
you’re engaged in enabled sustainable
relationships between organizations?
PAGE 12

Introducing the Answer to Your
Omni-Media Campaign Needs
To view Digimarc’s complete omni-media solution
in action, visit: www.digimarc.com/omni
TRY FOR YOURSELF!
Launch the Digimarc®
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Packaging, print, audio and video —
Digimarc provides brands and retailers
with one technology to facilitate mobile
engagement at every touch point
throughout the shopper’s journey.
Every component of a marketing campaign — print ads, catalogs,
direct mail, television and radio commercials, retail signage,
product packaging and more — can be made interactive to
facilitate deeper consumer engagement, build brand loyalty and
drive immediate purchase opportunities.
IN THE STORE
ON THE GO
AT HOME
dmrc_shopper_marketing_D2.indd 1 7/26/13 12:53 PM
Untitled-7 1 7/28/13 1:00 PM

Editorial Director Bill Schober, (773) 992-4430
Executive Editor Tim Binder, (773) 992-4437
Managing Editor Linc Wonham, (773) 992-4432
Art Director/Production Manager Sonja Lundquist, (773) 992-4419
Contributing Editors Peter Breen, Sana Jafrani, Cyndi Loza,
Rob Mahoney, Patrycja Malinowska, Samantha Nelson
Contributing Writers Dan Alaimo, Michael Applebaum, Joe Bush,
Anne Downes, Ed Finkel, Erika Flynn, Chris Gelbach, Sharon Goldman,
DawnKlingensmith,NealLorenzi,AprilMiller,WayneNiemi,DanOchwat,
BetsySpethmann
Publisher Chuck Bolkcom, (773) 992-4420; cbolkcom@p2pi.org
Associate Publisher Craig Hitchcock, (773) 992-4422;
chitchcock@p2pi.org
ADVERTISING SALES
Craig Hitchcock, (773) 992-4422; chitchcock@p2pi.org
Serving the Western United States
Rich Zelvin, (773) 992-4425; rzelvin@p2pi.org
Serving the Eastern United States, Canada, International
Need help finding a supplier? We may be able to help. Send your email to
shoppermarketing@p2pi.org and be sure to include a daytime phone number.
Shopper Marketing (ISSN 1040-8169) is published monthly by the Path to Purchase
Institute, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731. Periodicals Postage
Paid at Chicago, IL, and at additional mailing offices.
POSTMASTER: Send address changes to ShopperMarketing, Creative Data Services, 440
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CHANGE OF ADDRESS and other circulation correspondence should be mailed to:
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IL 60440, or email clewis@cds1976.com for customer service. (Include your address label
with all correspondence.)
WHERE TO WRITE: Please direct all letters to the editor and other business/advertising
correspondence to: Shopper Marketing, 8550 W. Bryn Mawr Ave., Suite 200, Chicago,
IL 60631-3731.
ARTICLE REPRINTS & E-PRINTS: Contact Quan Tran at (773) 992-4464 or qtran@p2pi.org.
NOTICE: The Path to Purchase Institute occasionally uses the logos of various
companies in its marketing materials. These include promotional brochures for events
such as the Shopper Marketing Conference & Expo, the Shopper Marketing Summit,
the Design of the Times Awards and others. The use of these logos does not imply
sponsorship or endorsement by the companies identified by those logos, unless
specifically noted as such.
Executive Director –
Chief Executive Officer
Peter W. Hoyt, (773) 992-4456
Managing Director –
Chief Operating & Financial Officer
Chris Stark, (773) 992-4444
Member Services & Events
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Managing Director – Strategy
Steve Frenda, (773) 992-4461
Platforms & Publishing
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Content & Editorial
Bill Schober, (773) 992-4430
PRODUCTION
Director – Production
Ed Ward, (773) 992-4418
Art Director/Production Manager
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MARKETING
Director – Marketing &
Communications
Michele Weston-Rowe, (773) 992-4440
Senior Manager – Marketing &
Communications
Brittney Winters, (773) 992-4441
Manager – Audience Development
Stacy Stiglic, (773) 992-4443
Art Director
Stephanie Beling, (773) 992-4442
MEMBER DEVELOPMENT
& SERVICES
Member Development
Terese Herbig, (773) 992-4438
Director – Member Development
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Senior Coordinator –
Member Services
Cindy Hahn, (773) 992-4414
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PHONE: (773) 992-4450
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CONTENTS
OPERATIONS
Director – Finance & Accounting
Mike Bernal, (773) 992-4445
Manager – Office Services/H.R.
Crystal Stone, (773) 992-4447
Senior Coordinator –
Administrative Services
Ann Estey, (773) 992-4448
Staff Accountant
Sajan Kuriakose, (773) 992-4446
INFORMATION TECHNOLOGY
Director – Information Technology
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Director – Sites & Systems
Rob Mahoney, (773) 992-4434
Coordinator – Digital Content
Production
Jean-Paul Masuda, (773) 992-4449
EVENTS & EDUCATION
Professional Development
Patrick Fitzmaurice, (773) 992-4466
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Manager – Event Production &
Marketing
Stacey Bobby, (773) 992-4423
Manager – Member Development
& Event Sales
Quan Tran, (773) 992-4464
Director – Education & Faculty
Administration
Ronit Lawlor, (773) 992-4415
P2PI.ORG
Associate Director – Content
Patrycja Malinowska, (773) 992-4435
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Samantha Nelson, (773) 992-4436
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PLATFORMS & PUBLISHING
Managing Director – Special Content
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Director
Craig Hitchcock, (773) 992-4422
Dir. – Market Development & Sales
Rich Zelvin, (773) 992-4425
78 Report:
E-Commerce Insights
With the help of Clavis Insight, we examine the
online retail environment surrounding the OTC
launch of Flonase.
80 Ricci at Retail
Joe reviews outside-the-box merchandising by ...
• ES Robbins
• Kryptonics
• Shakespeare
81 Personnel Appointments
82 Institute Strategist
While an executive declares it’s “business as
usual” at Walmart, there are concerns that the
retailer is cutting back on in-store displays.
4 Editorial: Peter Breen
6 Yoplait Is ‘Runway’ Ready
General Mills launches Yoplait Signature
Collection exclusively at Target with its cups
dressed up in designer fashions.
6 Solution Provider News
10 Explaining ‘Reese’s Rules’
The Hershey Co. leverages comedian
Jeff Foxworthy in videos that are part of
a broad path-to-purchase campaign.
10 Making Sound Decisions
Vizio rolls out semi-permanent displays to 685
Sam’s Club stores and select Costco locations
to introduce its 21-inch 2.1 sound stand.
SPECIAL REPORTS
12 Hall of Fame Q&A:
David VanderWaal
LG Electronics’ David VanderWaal is an in-store
marketing thought leader recognized for his
inspired shopper marketing work in the challenging
durables categories.
20 Who’s Who in Digital Shopper
Marketing
This third annual report recognizes the brand and retail
executives who are making significant progress in the
areas of digital shopper marketing, e-commerce, social
media and mobile marketing.
76 Report: Supply Chain
Optimization, Part 1
Creating more ongoing, strategic partnerships around
supply chain has myriad benefits, according to a survey
conducted jointly by the Path to Purchase Institute,
A.T. Kearney and Menasha Packaging.
“Reese’s Rules,”
Page 8
23 Guide to Digital
Shopper Marketing
An advertising supplement.
72 Feature:
Programmatic Buying
This feature brings you up to speed
on programmatic advertising, which is
expected to account for 48% of total
spend this year for online display ads.
74 So-Lo-Mo
A roundup of social, local and mobile
marketing activity at retail from:
• Facebook
• Amazon.com
• United Healthcare and Solutran
• Subway and Turnstyle Solutions
• Viggle Inc. and inMarket
• PetSense and Shopatron
• Ace Hardware
• GSP Inc.
• Endurance International Group
and AppMachine
So-Lo-Mo, Page 74

4 SHOPPER MARKETING MAY 2015
hile building the curriculum for our new Path to
Purchase Leadership University over the last six
months, we here at the Institute have spent a lot of
time considering the concept of “shopper marketing,” in
both the pragmatic and philosophical senses.
That’s led us to a number of observations about the cur-
rent state of the industry’s shared knowledge and under-
standing. One is that we’re still lacking a unifying definition
for “shopper marketing.” Yes, each organization should have
a modified version that fits its own business model and cor-
porate objectives. But the industry as a whole needs clearer
common ground, a declarative rallying point that can im-
mediatelysilencethosemarketingphilistineswho’ddismiss
shopper marketing as nothing more than “better” trade
promotion or, at best, next-generation customer marketing.
Here’s the definition we propose in our courses …
A cross-functional discipline designed to improve business
performance by using actionable insights to connect with
shoppers and influence behavior along the path to purchase.
… with the boldface type identifying what we believe
to be the most vital pieces. For the time being, we’re pre-
senting this as a “working” definition and ask our course
attendees to provide feedback – which I’ll also do here for
anyone who’d like to send us their thoughts.
A unifying definition would go a long way toward ad-
dressing what I think is the most critical issue we’ve en-
countered: that not enough organizations consider shopper
marketing to be a bona fide go-to-market strategy.
Longtime “students” of shopper marketing might re-
member this graphical framework (see chart) as part of
the work produced in 2010 by the Retail Commission on
Shopper Marketing and published in “Shopper Marketing
Best Practices: A Collaborative Model for Retailers and
Manufacturers.” (Visit P2PI.org to read the report.)
It was used originally to illustrate how deeply strategic
ABBOTT LABORATORIES
• JessicaKrauser,Senior
Manager,ShopperMarketing
• JamieLaRue,Director,
PediatricCommercial
AnalyticsatAbbott
ACCO BRANDS
• ElleryFischer,Director,
E-Commerce
• GaryLazicki,U.S.Marketing,
RetailMerchandising
• MarkSeeley,Senior
MerchandisingManager
ACH FOOD COMPANIES
• AaronNewhouse,National
ShopperMarketingManager
ALBERTSON’S&SAFEWAY
FAMILY OF STORES
• DebFifles,VP,Consumer&
ShopperInsights
• DimitriHaloulos,GroupVP,
ShopperMarketing
• KarenSales,VPofShopper
Marketing
ALCON
• JeremyBrown,Senior
Manager,ShopperMarketing
• MarkMcKeon,Associate
Director,Category&
ShopperInsights
• ShawnMillerick,Headof
Marketing,U.S.OTC
ANHEUSER-BUSCH
• JohnOros,Directorof
CategoryLeadership&
ShopperMarketing
• MelissaVanVickle,
ShopperInsightsManager
BARILLA AMERICA
• KimberlyHumann,Shopper
MarketingManager
• NinaMlynek,Shopper
MarketingManager
• DebbieZefting,Director,
Customer&Shopper
Development,NA
BAYER HEALTHCARE
• DominiqueBruno,
• SusanHayes,Director,
CustomerandShopper
Engagement–Walmart
• RichardHorris,Senior
BEIERSDORF INC.
• LauraCammarota,Senior
• DanielTheroux,Manager,
Business&Competitive
Intelligence
BIG HEART PET BRANDS
• DavidKnoepfle,Director
ofShopperMarketing&
Activation
• ToddNettleton,VP,Market
DevelopmentOrganization
• MacTillman,VP,Marketing
BROWN-FORMAN CORP.
• BillHensler,Director,Sales&
MarketingOperations
• BobKrall,VP,ChannelSales
Director,CasualDining
• JulieLynnYork,GroupManager,
PartnershipMarketing
CAMPBELL SOUP/
PEPPERIDGE FARM
• DebPiaseczynski,
SeniorGroupManager,
ShopperMarketing
• ShellySinas,Directorof
CustomerEngagement&
ShopperMarketing
CAPRE GROUP
• AnneChambers,CEO
• KristiRoss,Principal
CATAPULT
• PeterCloutier,CMO
• JoeRobinson,President
CHURCH&DWIGHT
• DanBracken,Director,
MarketingServices
CLOROX CO.
• DavidCardona,Directorof
ShopperMarketing,CAS&
MulticulturalCapabilities
COCA-COLA CO.
• JohnMount,VP,Commercial
OperationsandMarketing
• ChristopherRussell,Group
Director,ShopperInsights
• RachelSmith,AVP,Shopper
Marketing&Planning
COLGATE-PALMOLIVE
• BarryRoberts,Director,
RetailShopperSolutions&
E-Commerce
• BradWatt,WorldwideDirector,
GlobalShopperMarketing
• MarciGrebstein,VP,
Marketing&BrandStrategy
• NeilNorman,Managerof
CustomerLoyalty
FRITO-LAY INC.
• JanelleAnderson,VP,
ShopperMarketing
• ShelleyPisarra,SeniorDirector,
ShopperInsights&Strategy
• JeffSwearingen,SVP,Portfolio
Marketing&Analytics
GENERAL MILLS INC.
• BrianKittelson,Directorof
IntegratedShopperMarketing
GEOMETRY GLOBAL
• CarlHartman,CEO,NA
• ScottMcCallum,President,
ShopperMarketing,NA
GEORGIA PACIFIC
CORRUGATED
• DouweBergsma,CMO
• LauraKnebusch,Senior
Director,ShopperInsights&
Marketing,NACP
• JohnPfalzgraf,Director,
ShopperInsights,NACP
GFK
• JoeBeier,EVP
• SarahGleason,SVP,
Shopper&RetailStrategy
GLAXOSMITHKLINE
• JoeCadle,Director,
ShopperMarketing
• AngeloVeotte,GlobalCategory
&ShopperMarketingManager
GREAT NORTHERN INSTORE
• BrianFiebig,VP,Marketing
• MikeSchliesmann,SVP,
BusinessUnitManager
HEINEKEN USA
• DirkDeVos,SVP,
CommercialMarketing
• JonathanSimpson,Director,
CommercialMarketing
HERSHEY CO.
• RafaelAlcaraz,VP,Global
AdvancedAnalytics,HR&
Insight-DrivenSupplyChain
Analytics
• MichaelDePanfilis,General
Manager,E-Commerce&
ShopperMarketing
• MichaelWeinstock,VP,
GlobalKnowledge
HUNTER STRAKER
• JamesFraser,SVP
• ChadGrenier,EVP,
RetailMarketingServices
IBOTTA
• KaneMcCord,COO
• DanWallace,AccountExecutive
IN MARKETING SERVICES
• ToddEngels,EVP,
ManagingDirector
• LisaKlauser,President,
Consumer&ShopperMarketing
INCONTEXT SOLUTIONS INC.
• BrooksAugustine,
ChiefCustomerOfficer
• MarkHardy,CEO
INTEGER GROUP
• JennineFriess,Director,
NetworkCommunications
• NicoleSouza,SVP,Network
BusinessDevelopmentDirector
INTEL CORP.
• ReneeNovello,Director,
GlobalRetailShopper
MarketingManager
J.M.SMUCKER CO.
• JillBoyce,VP,MarketResearch
• JimBrown,VP,U.S.Grocery
Sales
• LizMayer,SeniorManager,
ShopperMarketing&
ConsumerPromotions
JOHNSON&JOHNSON
SALES AND LOGISTICS CO.
• DanielleJenkins,Director,
CategoryManagement&
ShopperMarketing
• JohnKing,SeniorDirector,
TradeStrategyandOperations
JOHNSONVILLE SAUSAGE
• DanBaltus,Customer
ResearchManager
• BetsyBartlett,Consumer
ResearchManager
• JoeBourland,Director,
StrategicInsights&Analytics
KAO
• JackieBishop,DirectorofSales
• DianeIsler,SeniorManager,
Insights&Category
Management
• JohnSullivan,VP,Sales
KELLOGG CO.
• AaronEllemen,Director,
ShopperMarketing,Walmart
• ScottHamric,VP,
ShopperMarketing
KIMBERLY-CLARK
• AnneJenkins,Director,
ShopperMarketing
CONAGRA FOODS
• TammyBrumfield,VP,
ShopperMarketing
• TomLisi,SeniorDirector,
ShopperMarketing,Walmart
CONSTELLATIONBRANDSINC.
• CarlEvans,VPofTrade
Marketing&Promotions
• DaleStratton,VP,
StrategicInsights
CRISP MEDIA
• TomJones,CRO&Founder
• JasonYoung,CEO
CVS HEALTH
• ChrisAlmeida,SeniorDirector,
ShopperMarketing&
Experience
• PeterBond,SeniorDirector,
ExtraCare
DEL MONTE FOODS
• JenniferReiner,Directorof
ShopperMarketing
DELL
• MaryFlanagan,Shopper
MarketingStrategy
• LoriPennington,Insights,
ShopperExperience&Strategy
• DanSeymour,Director,
RetailMarketing
DR PEPPER SNAPPLE GROUP
• ScottBarcenilla,Shopper
MarketingManager,East
• SheilaBonner,VP,
ShopperMarketing
• RichardMoulton,Director,
ShopperMarketing–Walmart,
WestGrocery&C-stores
E&J GALLO WINERY
• RobertRuijssenaars,Director,
CustomerMarketing
• JohnSchoenecker,Director,
ShopperMarketing
ENERGIZER HOLDINGS INC.
• MichaelLaw,SeniorDirector,
CustomerStrategy&Planning
• BethSt.Raymond,Directorof
ShopperMarketing
FCB/RED
• TinaManikas,President
• CurtMunk,SVP,Group
PlanningDirector
FOOD LION
• LeslieAtkinson,Directorof
BrandCommunications
• JeffKjome,Director,
ShopperMarketing
• JillWienkes,SeniorManager,
ShopperMarketingCenterof
Excellence
KRAFT FOODS GROUP INC.
• SueCareyCoyle,Director,
ShopperMarketing,
GrowthChannels
• JoanFrancolini,Senior
Director,ShopperMarketing
• ArtSebastian,CVP,Category
Leadership&ShopperInsights
LG ELECTRONICS
• StewartHenderson,Manager,
In-StoreMarketing/Brand
MarketingHomeAppliances
• RachelOlson,In-Store
MarketingManager
MARS CHOCOLATE US
• SusanBarkalow,Shopper
MarketingTeamLeader
• NatalieSellfors,Shopper
MarketingManager
MARS PETCARE
• JeffHingher,Shopper
MarketingManager
• DustinLehner,NationalTeam
LeadforShopperMarketing&
Insights
MATTEL
• BillBean,VP,ShopperInsights
&CompetitiveIntelligence
• MeredithJang,Director,
ShopperInsights&Analytics
• KevinKuehler,Director,
CustomerMarketing
MAXPOINT
• TomDolan,VP,Enterprise
Solutions
• MattKnust,Director,
ShopperMarketing
MEIJER INC.
• LannyCurtis,Director,
CustomerMarketing
• MichaelRoss,VP,
CustomerMarketing&
EmergingTechnology
MENASHA PACKAGING CO.
• BrianMumau,EVP,
BusinessDevelopment
• WillPhillips,Director,
RetailInsights
MEYER CORP.
• IngridEllerbrock,Senior
DirectorofConsumer&
ShopperMarketing
MILLERCOORS
• DanHennessy,VP,
ChannelMarketing
• RoyceWills,Director,
CustomerMarketing
MONDELEZ INTERNATIONAL
• SteveMcGowan,Directorof
ShopperMarketing
• MichaelTilley,Associate
Director,ShopperMarketing&
StrategicPartnerships
• KimYansen,Director,
FieldShopperMarketing
NESTLÉ USA
• JoeRadabaugh,Division
VP,CategoryandShopper
Excellence
• JillSchermerhorn,Team
Leader,ShopperMarketing
• LinseyWalker,
ShopperStrategist
OWNERIQ INC.
• RobScheckman,VP,
NationalShopperMarketing
• SteveUstaris,SVP,Marketing
PEPSICO (BEVERAGE)
• BryanJones,SeniorDirector
ShopperMarketing
• WilliamLangford,Senior
• EsperanzaTeasdale,Senior
PEPSICO (QUAKER)
• JackieClifton,Director,
ShopperMarketer
• KatieSchiavone,Director,
ShopperMarketing
PERNOD RICARD USA
• ScotHenderson,Director,
CustomerSolutions
• TimMurphy,VP,Marketing,
AbsolutVodka
• KarenQuach,Division
MarketingDirector
PFIZER
• ChuckMeyer-Hanover,
Director,ShopperCategory
&Insights
PHILIPS CONSUMER
LIFESTYLE
• KellyDowney,VP,Digital&
ShopperSolutions
• MonicaYoung,SeniorShopper
MarketingManager
PROCTER&GAMBLE
• LynnNeal,NARetailStrategy
Leader
• StephanieRobertson,Associate
RAPID DISPLAYS
• AlanFoshay,VP,NewBusiness
Development
• RayGottschalk,VP,
NewBusinessDevelopment
RB
• SamGagliardi,Marketing
Director,DigitalShopper
Solutions
The League of Leaders is an exclusive organization
of industry thought-leaders dedicated to
advancing the understanding of all marketing
efforts that culminate at retail.
• TarynMitchell,GlobalVP
Sales,DigitalChannel
• CherylPolicastro,Shopper
MarketingTeamLeader
RED BULL NORTH AMERICA
INC.
• MelissaLeggett-Accad,
Director,TradeMarketing
RETAIL SOLUTIONS INC.(RSI)
• MarieJackson,CMO
• MichaelQuinn,General
ManagerofDigitaltoStoreROI
REVTRAX
• MelLiebergall,VP,Channel&
PartnerDevelopment
• JonathanTreiber,CEO
ROCKTENN MERCHANDISING
DISPLAYS
• JonKramer,CMO
• TimSullivan,VP,Sales
SC JOHNSON&SON INC.
• NicoleAbramson,Shopper
MarketingManager
• AmyDragland-Johnson,
• BrigitteShreiner,Senior
SHELFBUCKS
• JimBanks,VP,Sales
• CatherineLindner,CMO
SHOPTOLOGY
• CharlieAnderson,CEO
• JulieQuick,SVP,Headof
Insights&Strategy
SONOCO DISPLAY AND
PACKAGING
• MeganBekker,Directorof
SalesandMarketingUS
• PhilippeErhart,Division,
VP&GeneralManager
STARBUCKS
SUN PRODUCTS CORP.
• JenniferAdams,Director,
ShopperActivation
TEMPT IN-STORE
PRODUCTIONS POWERED BY
QUAD GRAPHICS
• MikeDraver,President
• MauraPackham,VP,
Marketing&Communications
THE MARS AGENCY
• FernGrant,EVP,
StrategicPlanning
• RobRivenburgh,COO
TIME INC.RETAIL
• JenniferMarchant,VP,
CustomerMarketing
• BillRomollino,VP,
ShopperInsights
• TroyStratton,Directorof
RetailOperations&Display
TPN
• SarahCunningham,Senior
ManagingDirector,Client
Service&Development
• NancyShamberg,Managing
TYSON FOODS
• WendyjeanBennett,
Director,Customer
MarketingSalesServices
• ChristopherWitte,VP,
CustomerDevelopment
UBISOFT
• PaulAudino,SeniorManager,
ShopperMarketing
UNILEVER
• KevinFlagg,SeniorDirector
ShopperMarketing
• DawnHedgepeth,Marketing
Director,U.S.SkinCare
UNIVERSAL
• JoeBattaglia,EVP
• FranciscoDeJesús,
President&CEO
WALGREEN CO.
• LouisDorado,Director,
SpaceManagement,
VisualMerchandising&
BDMOperations
• MindyHeintskill,
SeniorDirector,Loyalty&
VendorCollaboration
• CheriseOrdlock,Senior
Director,E-Commerce
Planning&Analysis
WALMART STORES INC.
• AndyMurray,SVP,Creative
• MattParry,SeniorDirector,
ShopperMarketing
• JamieSohosky,VP,US
Marketing,General
Merchandise,Softlines&
Apparel
WILLIAM WRIGLEY JR.CO.
• ChrisBalach,TeamLead,
ShopperMarketing&
ConsumerPromotions
• LenaLewis,SeniorManager,
ShopperMarketing
• KelleyWalczak,Senior
AssociateBrandManager,
ShopperMarketing,
Walmart&Sam’sClub
WORLD KITCHEN
• SarahEbner,SeniorManager,
MarketplaceExecution
• RitaFinley,Director,
Category&ShopperInsights
• MichelleMalkin,VP,Customer
Development&Packaging
collaboration could be for both retailers
and manufacturers. But it also works as
an internal model for manufacturers, in
which the “strategic alignment” reflects
previously siloed marketing functions
aligningaroundshopperinsightstodevel-
op more effective, integrated plans rather
than working independently or, at best, in
separatestagesalongthepathtopurchase.
The problem is that, even within some
of the organizations that do view shopper
marketing as an effective method of engagement, the practice
is considered little more than a way to drive better results for
retail programs. In terms of the framework, shopper market-
ing is relegated to “Program Development” in the lower right
corner and never moves up to become a strategic catalyst
for the organization, as the Institute’s Patrick Fitzmaurice
explains when presenting our courses.
Kris Abrahamson of The Mars Agency (one of the Univer-
sity’s collaboration partners) refers to this reality as “playing
catcher,” with the shopper marketing group treated as an
afterthought that’s forced to adapt brand strategy long after
it’s been determined further up the organizational stream.
We’ve also heard it described as shopper marketing being
the “Band-Aid,” the 11th-hour method of driving volume
when the brand team’s original plan isn’t quite working.
But using shopper marketing capabilities simply to drive
short-term lifts as needed is kind of like using Eric Clapton
to play rhythm guitar. The results might be pretty awe-
some, but you’re wasting a whole lot of potential greatness.
To be sure, there are true believers out there. The more pro-
gressive organizations are making clear distinctions between
shopper marketing and all those other tactical activities with
which it gets confused. Participation in a retailer’s seasonal
promotion is not shopper marketing, for instance. Neither is a
price-focused feature-and-display program for a brand.
However, when that brand works with the retailer to
develop a strategic seasonal program designed to influence
shopping behavior, and maybe uses feature and display
as part of an integrated tactical plan, well now you’ve got
shopper marketing.
Speaking from the keynote stage at the Shopper Market-
ing Summit in March, the Institute’s Peter Hoyt relayed a
comment he’d recently heard from Robert Kennedy of Re-
tail Strategy Partners: “If shopper marketing isn’t working
for your organization, it’s not the shopper marketing that’s
failing. It’s the organization.”
Shopper marketing shouldn’t be pigeonholed as a tactical
method of improving short-term sales lifts at retail. It needs
to be understood as a holistic go-to-market strategy that
influences all areas of marketing and can deliver long-term,
brand-building results. That’s where the real potential lies.
But shopper marketing can’t do that when it’s stuck in a
corner. Through the University, we’re trying to get it out of
there. We hope you’ll help. SM
EDITORIAL
Peter Breen is managing director – special content
for the Path to Purchase Institute. He can be reached
at (773) 992-4431 or pbreen@p2pi.org.
W
It’sIntheWayThatYouUseIt

©2015FCBWorldwide,Inc.
we are the
shopper-first
brand agency
Every interaction is an opportunity to build
a brand and change shopper behavior.
FCBRED.com

PROGRAMS6 SHOPPER MARKETING MAY 2015
SOLUTION PROVIDER
NEWS
Study Shows Big Jump in Shopper Spend
Retail and CPG marketing research firm Cadent Con-
sulting Group, Wilton, Connecticut, has released a new
study showing that shopper marketing spending more
than doubled between 2012 and 2014. Based on the re-
sponses of 1,000 manufacturers, retailers and shoppers,
the study revealed that spending increased from 6%
of CPG manufacturers’ overall
marketing budget to 13.5%,
representing a $17 billion lift.
During the same time period, digital marketing spend-
ing increased from 7.1% of the budget to 12.5%, while
spendingontraditionalpromotiondroppedfrom49.8%
to 43.9%; spending on traditional advertising dropped
from 25.4% to 22.2%; and spending on traditional con-
sumer promotion dropped from 11.7% to 7.9%.
Partners Combine CPG Data Resources: Kantar Shop-
com, a Wilton, Connecticut-based analytics division of
Kantar Retail, has partnered with shopper insights pro-
vider IRI, Chicago, to integrate Kantar’s retail purchase
transaction loyalty card data with IRI’s national consum-
er panel data and point-of-sale
transaction data. The partners
say their combined assets will
deliver the most complete
coverage of the CPG data land-
scape to create a portfolio of multi-channel targeting
and measurement solutions. “We can now apply not
only sales lift but also the all-important causal variables
such as price, distribution and in-store promotion,” IRI
president and CEO Andrew Appel said in a statement.
Nielsen Gets Closer Look In-Store: Retail perfor-
mance measurement provider Nielsen, New York, has
partnered with RetailNext to bring the San Jose, Cali-
fornia-based company’s proprietary technology on in-
store analytics to Nielsen’s retail client base, including
grocery, mass, drug, conve-
nience, dollar stores and more.
RetailNext uses cameras and
mobile-based technologies to
provide comprehensive mea-
surements of shopper activities in-store. Combined with
Nielsen’s sales performance, promotion, pricing, mer-
chandising and assortment information, the technol-
ogy should offer retailers and manufacturers a deeper
understanding of shopper behavior.
OwnerIQ Taps RSi For In-Store Sales Data: Boston-
based programmatic ad platform OwnerIQ recently
partnered with Mountain View, California-based POS
analytics firm Retail Solutions Inc. to integrate RSi’s
retail store-level intelligence and sales data with Own-
erIQ’s pool of targeting and ana-
lytics data. The companies say
that CPG brands and retailers
can maximize the impact of their promotions by com-
bining RSi’s store-level UPC sales and inventory data
from more than 150,000 store locations with OwnerIQ’s
vast retail shopper data. Brands can also run different
programs in targeted ZIP codes in order to determine
which stores respond best to which deals.
NAM Partners With OwnerIQ: Promotional marketing
services company News America Marketing, New York,
has teamed with OwnerIQ to
introduce News America Pro-
grammatic Advertising. The
new offering is a response-
drivendigitaldisplayproductthatcombinesNAM’sgeo-
scoring system with OwnerIQ’s expansive shopper data
to provide precise delivery of impressions for clients.
Send your solution provider news – new projects
and programs with brands and retailers –
to lwonham@p2pi.org.
By Joe Bush
Minneapolis — In a bid to recover the Yoplait brand’s cat-
egory share lost to the rise of Greek yogurt, General Mills
dressed up Yoplait’s iconic tapered cup in designer fash-
ions. During an exclusive run at Target stores in January
and February, the Yoplait Signature Collection included
its most popular flavors paired with unique designs from
Christopher Straub, an alum of the sixth season of Lifetime
Channel’s “Project Runway” cable series.
The campaign included online and social media tactics,
and the collection was showcased at a February event
in New York City during Mercedes-Benz Fashion Week.
Attendees enjoyed samples and
browsed the cup designs along
with the dresses and sketches that
inspired them. Straub also revealed
the two custom gowns he created
using Yoplait cups and lids. Cone
Communications, Boston, spear-
headed public relations for the cam-
paign as well as the event.
The Yoplait Signature Collection
included six flavors – strawberry,
harvest peach and orange creme
from the Yoplait Original product
line and blueberry patch, key lime
pieandstrawberries’nbananasfrom
the Yoplait Light line. Those flavors
made sense for their popularity,
color difference and strength of dis-
tribution, says Yoplait shopper mar-
keting manager Andrew Lainsbury.
The personal choices inherent
in fashion drove a campaign that
was a natural for social media en-
gagement and interaction with con-
sumers, Lainsbury says. The main
digital components were a splash
page at Yoplait.com/Target, and in-
vitations to share selfies with favor-
ite cups on Instagram and Twitter
using a #YoplaitStyle hashtag. Straub
monitored the hashtag selfies and
sent customized sketches to those
users whose photos inspired him.
“We’ve really seen an explosion
of social media engagement, and it’s
interesting to see how people are re-
sponding and interacting with the
campaign,” says Lainsbury. “This
campaign is very much about help-
ing invite Target guest interaction
in kind of a unique way. We believe
that the storytelling behind the
campaign is helping to elevate it be-
yond just the transactional.”
Out-of-storeelementsincludedYouTubevideosofStraub
explaining the ideas behind the designs, as well as banner
ads and placement in Target circulars, on Target.com, on
the retailer’s Cartwheel mobile savings app and on Straub’s
personal website. In-store activation included refrigerated
endcap displays, header cards and shelf strips.
General Mills chose Target as its retail partner because
of its record with visual effects. “We knew that Target has
a successful history of celebrating breakthrough design in
lots of other categories,” says Lainsbury. “We believed this
campaign would be a great opportunity to really help bring
new awareness and energy to the yogurt aisles. By making
it exclusive to U.S. Target stores, we thought it could be
positioned as something that would also drive guest traffic
and loyalty.”
Lainsbury says General Mills focused on as wide of a
consumer base as possible, thinking more in terms of cul-
ture, the human attraction to creativity and the individu-
ality of fashion choices. “We tried to come up with some-
thing that would really relate to anyone who appreciates
the power of bold design; anyone who likes to celebrate
their style, which is one of our campaign messages, and
also anyone who might enjoy delicious snacks that make a
statement,” he says. “We made it very broad-based in intent
because we knew there were lots of new users as well as
lots of lapsed users, and we wanted a campaign that could
really bring things together.”
Insights began the process, says Lainsbury, and once
General Mills chose Target, more of the campaign and col-
laboration with Straub fell into place. “As soon as this idea
started to come to life as a Target-specific campaign, we
really used as our starting point Target’s brand promise,
‘Expect More, Pay Less,’” he says. “We
know that in a routine category like yo-
gurt, bringing together a designer part-
nership and trendy packaging to the
shelf is important, but we also know
that being able to maintain an afford-
ablepricepointwouldhelptodeliveron
the promise. We wanted to make sure
we were grounded there.”
Lainsbury says the campaign goals
other than sales lift were to revitalize
the regular yogurt segment after a pe-
riod of it taking a backseat to Greek
yogurt, and to bring back lapsed users
to old favorites. “We wanted to reduce
the barriers to trial of regular yogurt by providing the Tar-
get guests something extra special,” he says. “In this case,
we thought the designer packaging would help fit the bill.”
General Mills will judge the campaign on lift during the
promotion, impact at Target, earned media impressions,
website visits and average time spent on the splash page to
test engagement levels. “One of the things we’re definitely
looking at in this first iteration is to understand how did it
perform, do we feel good about it, and its performance at
Target,” Lainsbury says. “We’d love to be able to continue it
if it’s something that hits our success metrics.”
Digital help for the splash page came from General
Mills’ in-house content design studio, Studio G, for de-
sign, and WPP, New York, for development. Banner ad
partners included Studio G for design, and Zenith, New
York, for media. UltraCreative, Minneapolis, helped with
creative. SM
Yoplait Cups Ready for the ‘Runway’
GeneralMills’yogurtbrandlaunchesTarget-exclusivedesignstoattractbothnewandoldconsumers
BRAND: Yoplait
KEY INSIGHTS: With the rise of Greek yogurt, the Yoplait
brand lost category share. There are a lot of “lapsed users”
of the brand’s products. Target has a successful history of
celebrating breakthrough design in various categories.
ACTIVATION: General Mills partnered with Target for an
account-specific campaign launching a “Signature Col-
lection” of Yoplait’s most popular flavors with specially
designed packaging by Christopher Straub of cable series
“Project Runway.” In-store activation included refrigerated
endcap displays, header cards and shelf strips, while ex-
tensive social media engagement drove the out-of-store
portion of the campaign.
General Mills launched the Yoplait Signature
Collection exclusively at Target in early 2015,
while showcasing designer Christopher Straub’s
creations during Fashion Week in New York.

For more info visit www.incontextsolutions.com
or call 312-462-4198
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ShopperMX™ puts virtual in your hands to bring concepts to life
at the speed of thought, and get the “why behind the buy” for
conﬁdent decisions at retail.
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avid sports enthusiasts as well as more ca-
sual fans such as moms who want to in-
clude Reese’s products into creative experi-
ences with their families through recipes,
crafts, party planning and snack options.
“‘Reese’s Playoff Pandemonium’ has
something to offer both of these consum-
ers by communicating to them in the places
where we know they’re already engaged –
in-store, online and social channels,” says
Eric Snyder, consumer promotions man-
ager for Hershey. “We’re able to provide
them with useful, entertaining information
and also reward them for their engagement
with the coupon and bonus snacking and
recipe ideas.”
Out-of-store drivers for the campaign in-
cluded digital media, videos on social and
mobile, e-newsletters, the GoReeses.com
promotional site, and the mobile texting
campaign that prompted the coupons. In-
store POS, which ran across all materials
and featured “Ref” Foxworthy in an inte-
gratedthemewiththeonlineandsocialma-
terials, prompted shoppers to grab Reese’s
products for their game-day gatherings.
Specific in-store components included
a “Ref” Foxworthy standee provided by
Strine Printing Co., York, Pennsylvania,
as well as lug-ons that looked like penalty
flags, floor mats, shelf danglers, recipe tear-
pads and merchandising units with cus-
tomized headers, all provided by Hershey
PrintShop, Hershey, Pennsylvania.
“Playoff Pandemonium” complemented
Reese’s existing college football partner-
ships and seemed like a natural fit for the
brand, Snyder says. “The message was con-
sistent to grow association of Reese’s with
the football playoff occasion, increasing
purchases and frequency.” SM
PROGRAMS10 SHOPPER MARKETING MAY 2015
By Ed Finkel
Hershey, Pa. — The Hershey
Co. complemented Reese’s
status as an official sponsor of
the first-ever College Football
Playoff by executing a “Playoff
Pandemonium” campaign last
winter that coincided with the
four-team playoff to determine
a champion. Reese’s dispatched
comedian Jeff “Ref” Foxworthy
to explain “Reese’s Rules” to fans
through videos that were part of
a broader path-to-purchase cam-
paign.
For example, Reese’s Rules say
tackling is permitted when some-
one grabs the last Reese’s Minia-
ture; pass interference may be called
if you don’t share your Reese’s Minis;
and, when noshing on Reese’s Pea-
nut Butter Cups, always go for two.
“Jeff Foxworthy has entertained
millions with his comedy for more than
25 years,” says Reese’s senior brand
manager John Maitrejean, “and he’s the
largest-selling comedic recording artist
in history. So we believed he was the per-
fect choice to bring some entertainment to a
heated and intense playoff season.”
Consumers were encouraged to share
their own witty rules – or Reese’s-related
images – using a #ReesesGameday hashtag,
while an in-store SMS text campaign en-
abled them to ask for both additional “Re-
ese’s Rules” and a coupon for future Reese’s
purchases. The campaign aimed to reach
Reese’s Sweetens ‘Playoff Pandemonium’
Comedic referee explains how to make the brand part of game day during college playoffs
By Wayne Niemi
Irvine, Calif. — When consumer electron-
ics manufacturer Vizio was preparing to
introduce its new 21-inch 2.1 sound stand
last summer, the company’s marketers
knew there would be a unique challenge
in producing an in-store piece around the
audio system’s subwoofer. Vibrations from
the speaker could weaken the display, or
worse, the display housing could muffle or
distort sound quality.
Both scenarios were major concerns as
Vizio sought to roll out semi-permanent
units to 685 Sam’s Club stores and select
Costco locations, fulfilling an in-store vision
forthebrandthatseniordirectorofmerchan-
dising Victor Shu and his team work hard
every year to create. “We use a broad range
of consumer studies, market insights and
mystery shop data, along with retailer in-
sights and requirements to shape our P-O-P
and merchandising strategy,” says Shu. “The
display is an integral part of Vizio’s in-store
marketing efforts year after year, especially
for products such as the sound stand that
encourage customer interaction.”
Vizio entrusted the design project to Bur-
bank, California-based Origin, but sound
quality wasn’t going to be the only chal-
lenge for the P-O-P firm. The manufac-
turer’s in-store budget for the sound stand
required senior account manager Matt
Weston and the Origin team to get creative.
“We were given a budget that
was certainly challenging,”
Weston says, “so we had to
design into that cost. What
we were able to accomplish
was a premium display, and
certainly an upgrade to what
they’ve done before. We were
able to use new, upgraded
materials while maintaining
Vizio’s budget constraints.”
The necessity to use differ-
entmaterialsforthe2.1launch
relates back to the issue of in-
store customer interaction
with the product and the pos-
sibility that very high volumes
could potentially compromise
the stability of the display.
“The key requirement was that whatever we
created had to ensure there was no vibration
from the speaker, even when turned up to
11,” says Weston. “We couldn’t use metal
hardware because it could come loose.”
Origin tested other options until it came
up with a one-piece, urethane foam base
with a medium-density fiberboard back
panel. “After we were happy with the foam
and we did our testing,” Weston says, “I
took it to the client. Their sound engineers
are literally the ears of the company. They
listened to the sound quality and gave it
Vizio Makes Sound Decisions
P-O-P firm’s design solution props up manufacturer’s merchandising strategy at Sam’s, Costco
BRAND: Reese’s
KEY INSIGHTS: Sports enthusiasts as
well as casual fans such as moms want
creative experiences with their families
through recipes, crafts, party planning
and snack options. These individuals are
engaged in-store, online and in social
channels.
ACTIVATION: Comedian Jeff Foxworthy
appeared in videos on social media while
an in-store SMS text campaign gave
shoppers access to additional “Reese’s
Rules” and coupons for future purchases.
In-store POS featured Foxworthy in an
integrated theme.
MANUFACTURER: Vizio
SOLUTION PROVIDER: Origin
MERCHANDISING CHALLENGE: To cre-
ate an interactive in-store display for the
2.1 sound stand audio system that allows
shoppers to test the full range of volume
without distorting the sound or compro-
mising the display.
ACTIVATION: The manufacturer rolled
out semi-permanent units to 685 Sam’s
Club stores and select Costco locations,
achieving the highest compliance rate for
a Vizio display.
to the base with three screws and plug it in.”
On top of that, Weston says Origin hasn’t
received a single report of units damaged
during shipping or failure on the store
floor. “That’s especially pleasing,” he says.
“Even the push buttons we used looked
great and have proved to be resilient to
everyday wear and tear.”
The displays began shipping to stores in
August and were slated to remain for six to
nine months. Shu said the full success of
the display would be evaluated based on
five criteria: design and implementation;
durability; cost and timing; compliance
rates; and sales impact.
Weston says that the development of
the display could have a lasting impact
on Vizio’s future in-store efforts. “The ure-
thane foam was a resounding success,” he
says. “We were able to use it to make some-
thing that looked great, sounded great and
was really easy to set up.” SMThe Vizio display that recently appeared in Sam’s Club and Costco
proved to be a key component to the launch of the 2.1 sound stand.
their approval.”
The collaboration of Vizio’s research and
Origin’s innovative design paid off. Accord-
ing to Weston, the display had the highest
compliance rate of any in Vizio’s history –
as high as 65% to 75%, compared to Vizio’s
average of 25% to 40%.
Weston attributed the success in place-
ment to the fact that the 25-inch-wide by
18-inch-high display shipped nearly fully as-
sembled. “We shipped it with the product
alreadymountedtothedisplaybase,”hesays.
“All[retailers]hadtodowasattachtheheader
The “Playoff Pandemonium” campaign targeted
serious and casual sports fans by engaging with
both groups in-store, online and through social
media channels.

MAY 2015 SHOPPER MARKETING PROGRAMS 11
APPLIED LEARNING
TO EMPOWER
YOUR SUCCESS
Structured professional
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peak performers in shopper
marketing-related roles
For more information contact Stacey Bobby
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An exclusive beneﬁt
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TO LEARN MORE & REGISTER TODAY:
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Who Should Attend:
All professionals whose jobs impact
path to purchase success including:
> Brand Marketers
> Shopper Marketers
> Customer Marketers
> Sales/Category/Management Leaders
> Buyers/Merchants
> Insights Professionals
> Agency/Solution Providers
Coming to a City Near You:
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Shopper marketing is not a
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Courses Include:
SM 100: Fundamentals of Shopper Marketing
SM 101: Principles of Shopper Behavior & Engagement
SM 102: Effective Strategies for Developing Shopper Insights
SM 103: Understanding Retailers
SM 104: The Digital Landscape for Shopper Marketing
Do you know all you need to know to keep
up with this rapidly changing industry?
older adult, Sales said. Quality, fresh and
specialty selections are important to these
customers along with a good store experi-
ence. Sales explained that while the com-
pany doesn’t plan to abandon this core cus-
tomer, it now sees an opportunity to work
toward targeting growing segments. “We
are building shopper-targeted activation
around reaching our best opportunity for
the future,” she said. “This group is highly
grocery involved and skews heavily to-
ward Millennials and Hispanics. We want
to provide relevant and engaging solutions
for these shoppers.”
The company will still plan and execute
campaigns that are unique to a banner
because they want to “stay true” to their
brands, Sales said. “As you can see, we are
in constant contact with our shopper base.
Theseprogramsareeffectiveandimpactful.”
Now the second largest supermarket op-
erator in the United States, the Albertsons
and Safeway Family of Stores maintains
2,230 stores spread across 34 states and the
District of Columbia. The chain has been
divided into 14 divisions with more than
250,000 employees.
Sales explained that Albertsons Safeway
sends out 67 million emails and has 6.8
million unique website visitors and 3.9 mo-
bile visitors monthly. The new company’s
stores net more than $57 billion in sales
yearly, with more than 30 million consum-
er transactions per week. SM
help aid the process by:
n negotiating scale marketing buys,
n clearing brand and category approvals
with merchandising,
n coordinating a national plan, and
n project managing all of the omnichannel
touchpoints.
“Our divisions are fully empowered and
accountable in the market,” Sales said. “The
national team serves and enables the divi-
sion teams to help them compete and to
provide strategic guidance to leverage scale
and drive efficiency.”
She encouraged brands to reach out with
insights, innovations and overall interest in
partnership programs. “We are also open
to going off turf to meet with your corpo-
rate marketing teams to brainstorm and
plan for the future together,” she added.
“We are very eager to collaborate with you.”
The company’s overall goal is sales
growth, according to Sales. “With our new,
combined scale, just one extra item in the
basket equates to more than $100 million
more in sales. We want to work with you
so your initiatives and your investment are
reflected in our marketing approach.”
Platforms that teams can partner on with
the company include growing Safeway.
com e-commerce solutions. “We support
MyMixx and Just for U [digital coupon]
platforms offering personalized, relevant
digital coupon offers,” Sales said. “It’s defi-
nitely going to be more complicated than it
has in the past, but we think it’s worth it.”
Three key priorities were outlined for
Albertsons Safeway:
n combining operations to build a national
chain of local market leaders;
n differentiated value proposition for cus-
tomers; and
n driving profitable growth through in-
novation and expansion.
Sales detailed the national events that
will be held across both companies next
year. These will include Albertsons’ “Mo-
nopoly” and “Best Road Trip Ever” efforts
and Safeway’s “Savor the Summer.”
The current profile of the typical Albert-
sons Safeway customer is a high-income,
CORRECTION: On page 42 of the
Aprilissue,thearticle“TargetWelcomes
Brands That ‘Matter’” incorrectly stated
that Procter & Gamble’s Pampers brand
participated in the retailer’s “Made to
Matter” platform. This photo, taken in
a Salt Lake City Target store, suggested
that Pampers had participated.
Albertsons
Continued from Page 1
Albertsons Safeway’s Karen Sales

HALL OF FAME Q&A12 SHOPPER MARKETING MAY 2015
It’snot very oftenthat weseesomeone’s
first jobrelated so closely to theiroverall
body ofwork,but let’sfirst hearabout how
you became interested in marketing.
VANDERWAAL: Well, let’s see. I went to
the University of Illinois and took a class
when I was a sophomore in the advertising
college that I really liked a lot. From there I
just started to push more into the market-
ing and advertising area and declared my
major as a junior. That’s when my grades
improved significantly – I made Dean’s List
the next four semesters because I really
liked what I was doing.
Thiswasintheearly 1980s,so it’snot likely
that you everheardtheterm“shopper
marketing”inschool.
VANDERWAAL: Right. I would say that in-
store and shopper marketing in general was
not something I was familiar with until my
first job.
David VanderWaal was inducted into
the Hall of Fame in March at a ceremony
held in conjunction with the Shopper
Marketing Effie Celebration. The event
was part of the Shopper Marketing
Summit.
VanderWaal was inducted along
with Dirk De Vos, senior vice president,
commercial marketing, Heineken USA;
and Amy Dragland-Johnson, director,
shopper marketing, S.C. Johnson & Son.
De Vos was profiled in the March issue,
and Dragland-Johnson was profiled in
the April issue.
Photos by Steve Hockstein
HallofFame-calibercareers,inanylineofwork,arerarelyachievedwithoutthebenefitofafavorable
assignmentsomewherealongtheway.Onitsown,fortuitoustimingwillneverreplacethetalentanddrive
requiredtoreachthepinnacleofone’sprofession,butatsomepointalongaperson’spathtosuccess,the
starsmustalignatleastwellenoughtooffersomelight.ForLGElectronics’DavidVanderWaal,partofthe
22ndclassoftheShopperMarketingHallofFame,thelightscameonrelativelyearly.
Followinghis1983graduationfromtheUniversityofIllinois,VanderWaalacceptedajobinthe
advertisingdepartmentatMaytag’sheadquartersinNewton,Iowa.Hisfirstassignmentwastoleverage
LeoBurnett’snowlegendary“Ol’Lonely”adcampaignfeaturingtheforeverlonesomeMaytagrepairman
tocreateadynamicin-storepresencethatwouldsellmorewashersanddryers.Today,VanderWaalisan
in-storemarketingthoughtleaderrecognizedthroughouttheindustryforhisinspiredshoppermarketing
workinthechallengingdurablescategoriesinwhichhebeganmorethan30yearsago.
Whatheexplainswasa“sortofbreakthrough”solutionbackthenwouldtodayrequireanarsenal
ofdigitallydriven,complementarystrategiestoachievesimilarresults.VanderWaalhasbuiltalegacy
oncreatingsuchinitiativesandleadingtheirimplementationsacrossalltouchpointsalonganever-
evolvingpathtopurchase.AtLGsince2007andnowthecompany’sU.S.vicepresidentofmarketing,
homeentertainment/homeappliances,VanderWaalmetwithShopper Marketing managingeditor
LincWonhaminearlyFebruaryathiscompany’sheadquartersinEdgewater,NewJersey.
DAVIDVANDERWAAL

HALL OF FAME Q&A: DAVID VANDERWAAL14 SHOPPER MARKETING MAY 2015
Tellusaboutthat.
VANDERWAAL: Well, I took a job (ad-
vertising coordinator) in the advertis-
ing department of the Maytag Co., and
that’s really where I cut my teeth on
in-store. Maytag had an incredible em-
phasis on the moment of truth, the last
three feet. They were a premium brand
and they were getting rewarded with
high share of wallet. They believed –
and rightly so – that they were getting a
lot of it right there at the store level. So
the company put an incredible amount
of focus on P-O-P displays, demonstra-
tions, floor sales associate training, ev-
erything that really goes into – as P&G
called it – that First Moment of Truth.
Andyouweretaskedwithwhatexactly?
VANDERWAAL: My first assignment
there was really around how do we le-
verage our brand spokesperson, which
was “Ol’ Lonely,” at the store level. May-
tag had this great umbrella campaign that
Leo Burnett had created with “Ol’ Lonely”
– one of the most iconic creative campaigns
of all time – but when I got there in 1983,
they weren’t really able to leverage it into
the store. We did a life-sized “Ol’ Lonely”
standup, made it out of foam core, and were
able to figure out how to make it look really
good. We put that out in 2,000 stores and it
became a big success. It sounds old school,
but it was sort of breakthrough at the time.
And,justlikethat,youwerehookedonP-O-P?
VANDERWAAL: Pretty much, yeah. I just re-
ally started to like point of purchase and the
action of where things really do get decided.
didn’t think they had the marketing budget
to create anything with impact. I did that
for two years, and then I was recruited to
come up here.
So,youmovedherefromKansasCity inthe
summerof2007tobecomeLGElectronics’
newseniormanagerofin-storemarketing,
right?
VANDERWAAL: Yes, I was brought up here
to basically build out their shopper market-
ing capabilities. At the time, and even now,
a lot of companies still referred to shopper
marketing as in-store marketing, so I was
brought in to really build from the ground
up in-store marketing as a competitive ad-
vantage for LG.
And wheredid youbegin?
VANDERWAAL: We started pretty much
from ground zero. This was a relatively new
brand that had come to America in 2005,
so a lot of the things that we now have out
in the market, none of that existed. P-O-P
was usually just a sticker. We started with
a staff of two people and no process, and
really just started building.
Howisshoppermarketingstructured here
nowcomparedto whenyou arrived?
VANDERWAAL: Oh, wow. I think it’s really
night and day, where we were and where we
aretoday.Wherewewereisafunctionwhere
people just did P-O-P stickers, and where we
are today is true shopper marketing where
Of course, at that time the digital world
wasn’t what it is today, so all shopping deci-
sions were made right there, in a physical
store. I just really liked the energy of that.
YoumovedtoIndianapolistoworkon
Maytag’sJenn-Airbrand;wenttoKansas
CitytoworkforHallmark;thenmovedto
thevendorsidewithaP-O-Pfirmandlater
startedyourownbusiness.Tellusalittlebit
about that.
VANDERWAAL: I really saw the need for
ways that you could leverage in-store mar-
keting with small budgets and get big re-
sults, so the name of my consulting compa-
ny was Big Stick Marketing. It was targeted
for small to medium-sized businesses that
Members of David VanderWaal’s team at LG
include (from left) Stewart Henderson, senior
manager of in-store marketing; Paul Woo,
director of shopper marketing; Shannon DePinto,
in-store marketing manager; Rachel Olson,
shopper marketing manager; Aimee Martinez,
consumer insights manager; and Doug Loretucci,
director of consumer insights.

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it starts with insights. We’ve got a strong re-
search department where we do a lot of store
and shopper research both on physical and
digital path to purchase, and build those in-
sights into activations. So now we have built
it to, I would say, best in class – at least in our
categories. And we really use it as a competi-
tive advantage with our retail trade partners.
DoyouinterfacemuchwithLG’sother
global marketing executives?
VANDERWAAL: We do get together in
global marketing conferences about twice
a year, so we have some good opportunities
to learn from one another. We do talk about
shopper marketing at those, but one thing
that is interesting is that the actual “path to
purchase” is very different from one culture
and country to the next.
How so?
VANDERWAAL: Here in the U.S. and also
somewhat in Europe, we as manufacturer
brands are renters and not owners of the
retail space itself. In Asia and South Amer-
ica it is more of a brand shop, and you are
not really a renter. It’s like a bazaar where
you’ll actually own the space and you can
do what you want in that space. What
happens here in the U.S. – and I think a
lot of the path-to-purchase people reso-
nate with this – the negotiations and the
win-wins that you have to get with retail
here are paramount to success. Because
you can’t do it without them and, frankly,
I think the smart retailers know they can’t
do it without us, either. So, the magic po-
tion is finding that balance between win-
win for the retailer and win-win for the
brand.
Generally speaking, how do you find that
balance?
VANDERWAAL: What we try to do is look at
the category, not just a brand shift. Because
ultimately, retailers don’t care which brand
sells; what they really want is to drive their
store sales and their category sales. And
then we’re also trying to understand what
are the barriers that they are experienc-
ing in their competitive set versus our own
competitive set. We are trying to under-
stand so we can say, “OK, Mr. Best Buy or
Mr. Home Depot, we think that you can
sell more washers if you do this, and we
think you can sell more televisions if you
do this. Here is the insight, here is the re-
search that supports this.”
And dealing in durables or considered
purchases adds a different twist to the
dynamic, right?
VANDERWAAL: It’s a high-risk, high-ticket
item, so you have to recognize that people
don’t buy it every day and, for the most
part, they are not in the shopper mode ev-
ery day, or every week, or every month like
a CPG category. You’ve got to be at the right
place at the right time with the right mes-
sage because a lot of it is fueled by a need
that is outside of your control – probably a
fix or an upgrade.
Sowhat’sthegeneralstrategyforin-store?
VANDERWAAL: You have to create a store
experience that does a lot of things because
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now with its bigger brands, whether it is
physical space or identification that, “Here’s
wherethegreatbrandsare.”Ireallythinkthe
retailerswedealwitharestartingtocelebrate
the brands they carry, the portfolio itself.
WhereelsebesidesBest Buy areyou
experiencing this?
VANDERWAAL: I think you are starting to
see it more in Walmart, and that is prob-
ably a spillover from other CPG influences
there. But in the electronics area, you are see-
ing more celebration with endcaps that are
branded instead of just televisions on a wall.
They are giving brands more opportunities
to tell their story. Lowe’s is looking in their
appliance area to get more brand identifica-
tion and brand pods, if you will. Historically,
appliances have been merchandised togeth-
er by type of appliance instead of by brand
blocks, and now they are exploring what
wouldabrandblocklooklike,wherewehad
an LG and a Whirlpool and a Samsung, etc.
What advicewould yougivesomeone
entering the shopper marketing discipline
right now?
VANDERWAAL: Drink it in. I mean, what
an exciting specialty to be in right now.
Even in the last five years, the transition to
beyond physical stores, now path to pur-
chase and the interplay between digital
and physical. It is really exploding, and
people that get good at it and understand
the insights and how to take insights to
activations are going to be extremely attrac-
tive, are going to have great careers. SM
TITLE: U.S. vice president of marketing, home
entertainment/home appliances
CAREER PATH: VanderWaal arrived at LG
Electronics in 2007 with the title of senior manager
of in-store marketing and the task of building out
the company’s shopper marketing capabilities in
the U.S. Today, he leads a marketing team of 45
members and has eight direct reports who handle
all marketing touchpoints for home appliances and
home entertainment products. He began his in-
store marketing career working with the durables
categories for Maytag Co. He has also worked for
Hallmark Cards, on the vendor side with P-O-P firm
Sandy Inc., and launched his own business, Big Stick
Marketing, before coming to LG.
EDUCATION: VanderWaal holds bachelor’s degrees
in marketing and advertising from the University of
Illinois at Urbana-Champaign.
DAVIDVANDERWAAL
you have different shopping trip needs each
time. You have some people who are very
early and they are dreaming about maybe
a new kitchen or a new television, and you
want to inspire them – you want to make
them dream and think about what could
be, even though they are not ready to buy.
Then you have the next phase where they
are really into the selection, so you’ve got
to be able to give them some key category
decision points to help educate them on
what’s the right choice. Then you also have
to have the ability to give closing messages
that have deeper information – reviews,
detailed specs, things like that. You really
want to do all three of those things in-store.
Howaboutadigitalstrategyforearlier
alongthepathtopurchase?
VANDERWAAL: Durables are decided in the
first 25% of the shopper journey, and that’s
why we work so hard on the digital side.
For us being a new brand, we usually enter
consideration sets a little bit later because
our awareness level isn’t as high as some
of our competitors. Then, especially strong
consideration becomes a key metric for
what shopper does for us – are we able to
enter into that consideration set? So it’s like
a horse race – the horses have broken out of
the gate ahead of us and we’ve got to catch
up by the first turn. Because when they
round the second turn, we’re probably not
going to get there. It’s an interplay – there
are store visits but there are also a lot of
digital visits that happen early on, and we
are trying to break into that consideration
set – that’s one of our biggest KPIs.
Whatotherkindsof digitalinformationare
you gathering?
VANDERWAAL: We also gather behavioral
consideration on the digital side. We cat-
egorizethingslikewhenyougotoaproduct
detail page or where you buy on a retailer
site, and those become different behavioral
considerations for us. So if 12% of the over-
all television business is bought online and
8%oftheappliancebusinessisdoneonline,
we know that’s not the real story because
35% are actually looking and shopping and
making their decisions online – Webroom-
ing. For us, then, really understanding how
we can be not just present early with our
manufacturer website but also engaging
with SEM and certainly the retailer sites
becomes really key for our success.
Canyougiveusanexampleofaproject
that makes you particularly proud?
VANDERWAAL: I’d probably go back to LG’s
personal shopping assistant from 2009.
That’s the project I’m most proud of in my
careerwherewecreatedaninteractivekiosk
that addresses all these different trip states.
There’sagreatlifestyle-drivenvideoforvery
early in the process and getting inspired;
a select tool with lifestyle-based questions
and recommendations for people more in
the middle; the ability for people close to
closure to compare models instantly; and
you can take a snapshot of a QR code and
text it to your partner to say this is the mod-
el I’m looking at. So we had a little bit of
omnichannel going on – and, remember,
this was 2009. We ended up rolling it out
to 1,000 of the biggest stores and to this
day we are still out there. The next step is
to get them Wi-Fi-enabled because right
now they all work off their own hard drives.
Then we will be able to drive dynamic con-
tent, whether it’s sale offers or sponsorships
like the NCAA.
DoesLGhaveshopperprofiles?
VANDERWAAL: We have our target, of
course, and we’ve profiled both him and
her pretty deeply. But then from there, in-
stead of profiles by shopper, we do it by trip
type. What is the mission of the trip? Our
home appliance target is a woman named
Hanna, but Hanna has different trip mis-
sions so we have to accommodate her in
different ways. And on the home entertain-
ment/television side, the target is Hank,
and Hank also needs to be treated in differ-
ent ways depending on where he is on the
path to purchase.
Itseemsliketheretailershavebackedoff
a little from the extensive shopper profiles
theywereusingafewyearsback.Isit
becausethey’rerelyingmoreonthe brands
nowforprofiles?
VANDERWAAL: I can’t really speak categori-
cally for the retailers, just the ones that I
deal with, and yes, I haven’t seen them pro-
filing their consumer in the same way it was
happeningfiveyearsago.Ithinksomuchof
what’s going on – and this is where the chal-
lenge is – I mean, who really owns the path
to purchase for a brand? Because the retailer
is a brand now, too. Are you handing it off
at some point? If an LG brand advocate or
a person that you want at some point goes
to a Home Depot, are we saying, “OK, now
it’s a Home Depot experience?” I don’t think
so. It is jointly owned at that point, and
so the brand is what they are buying on
the front end. We at LG, at least, are trying
hard to create ways the retailer can ride the
momentumwe’rebuilding.Whoistheright
target for an LG customer and consumer?
It is younger, more affluent people – and
those are the people you want anyway. So
ride that wave and those are the people you
should be targeting, at least with LG.
Maybe the extreme retailer profiling
wasaphaseonitswayoutnowthat
communication between brands and
retailers has become more sophisticated.
VANDERWAAL: Yes, and what I’m seeing,
though – and I like this – is that, at least the
retailers we are dealing with, are coming
back to celebrating brands again. And that,
I think, is a recognition that brands do mat-
ter. For example, Best Buy is doing a lot more
2015 Inductees
LG’s David VanderWaal poses with fellow inductees
Amy Dragland-Johnson of S.C. Johnson & Son and
Dirk De Vos of Heineken USA at the Hall of Fame
ceremony on March 17 in Schaumburg, Illinois. For
a list of the 65 Hall of Fame members inducted over
22 years, visit www.p2pi.org/article/hall-fame.

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thatresonateswithourguest.Wethendeliverinsightsonpro-
gram performance and future recommendations.
In general, how effectively are CPG brands utilizing the
digital touchpoints along the path to purchase?
O’NEAL: CPG brands are very digitally savvy. I’ve been asking
them for years about their spend in traditional versus digital
media, and I would say now the tide has very much turned to
digital. They understand the value of the media and now look
at the retail channel as a media channel that is farther down
the shopping funnel, making it a great use of their marketing
spend to drive their business.
IhavealsoseensomeofourmostprogressiveCPGshopper
marketing partners leverage national agency media spends
to amplify or fill in the gaps of their shopper marketing plans.
The right hand knows what the left is doing, and it’s paying
off in a big way through increased guest response.
How can brands – in general – take better advantage of
the opportunities in digital?
O’NEAL: I have watched our shopper marketing partners
grow in their sophistication of understanding digital media.
This industry evolves so quickly that taking full advantage re-
quires a desire to test, learn and adapt quickly. Brands have
to be serious about being OK with failing sometimes. The
goal hasn’t changed over the years – we still want to reach
the relevant guest with the right content as close to real time
as possible. The difference between now and a decade ago is
that’s becoming a reality.
How much of an omnichannel shopper are you?
O’NEAL: I am very much an omnichannel shopper. I am what
Target calls the “demanding enthusiast” – I like to shop, I’m
deal-conscious and I use technology. I purchased the major-
ity of my holiday gifts online even though I still love visiting
the stores on Black Friday. A few years ago, I used my iPad and
phone more for research and my desktop to buy, but now I
buy through all devices.
Photo by Chris Bohnhoff
Lori O’Neal remembers what it was like to work with a catalog
promotional strategy team to send out Target’s first guest-
facing emails, and having discussions about contact strategy
and content. It was the turn of the 21st century. “That seems
like a lifetime ago,” she says. “It is amazing how much has
changed since that first email.”
That catalog role, her first with Target, morphed into po-
sitions in online promotional strategy and digital guest ac-
quisition to build the Target database and better understand
guest (i.e., shopper) preferences. When she was asked to
analyze how guests use traditional media and digital media,
O’Neal began her shopper marketing education.
“I remember thinking, ‘I’ll really dig in so I can get through
these weeds and get back to the fun stuff,’” she says. “To my
surprise, I absolutely loved this valuable work and developed
a much deeper understanding of our guests and their behav-
iors – which is critical to be a successful marketer.”
O’Neal recently took some time to answer the following
questions about Target’s progress in digital:
There’s been a lot of change in the digital arena
for Target the past 18 months; could you give us
a brief update on the view from where you sit?
O’NEAL: Over the past 18 months, Target has fo-
cused on digital more than I have ever seen in my
tenure. We have recruited amazing leadership
with extensive backgrounds in digital innovation,
e-commerce, merchandising and analytics. We’re
in the process of completely transforming how we work –
and it’s extremely energizing.
We delivered our strongest Q4 ever in digital commerce.
We are truly building great new capabilities and services that
revolve around guest convenience – saving them time and
money – with offerings like store pickup, subscriptions and
Cartwheel. We’re working to be bold and take smart risks and
do things differently so that we can continue to innovate and
become a leader in digital.
Can you describe your role and the goals of your team?
O’NEAL: I lead our DVM (digital vendor marketing) sales and
planningteam.We’veaddedgreattalenttoourteamtoensure
we are leveraging individuals from a variety of backgrounds
with strong digital and shopper marketing acumen. The en-
tire DVM team focuses on developing cutting-edge media
products, creative services and insights for our brand partners
to leverage. My team is tasked with partnering with brands
and developing media strategies that amplify or complement
their in-store activity. We work closely with our merchandis-
“We have recruited amazing leadership with
extensive backgrounds in digital innovation,
e-commerce, merchandising and analytics.
We’re in the process of completely transforming
how we work – and it’s extremely energizing.”
TARGET CORP.
Lori O’Neal, Senior Group Manager, Digital Marketing
Our third annual report
recognizes the CPG brand
and retail executives who are
making significant progress
in their ongoing efforts to
better engage the digitally
connected shopper through
innovative work in the areas
of digital shopper marketing,
e-commerce, social media
and mobile marketing.
SHOPPER MARKETING MAY 2015
7-ELEVEN
n Lena Huang, Senior Manager,
Digital Guest Experience
Huang is responsible for demand
generation, new-user acquisition and
retention through loyalty marketing,
including development across Web,
mobile, app and localized marketing.
She has led and implemented digi-
tal innovation initiatives, specifically
digital in-store technology to foster
7-Eleven’s digital footprint and com-
petitiveness.
A
ACCO BRANDS
n Randal Moss, Digital
Marketing Manager
Moss oversees the
digital marketing and
advertising efforts for a
portfolio of brands for
ACCO, managing the websites, social
media platforms, digital collateral
production and online collaborations
with partner retailers.
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AHOLD USA
n Jason Kunick, Director of E-Commerce
ALBERTSONS SAFEWAY
n Mike McCready, Vice President,
E-Commerce
McCready joined Albertsons as head
of e-commerce when the company
acquired Safeway in early 2015.
ALCON
n Jeremy Brown, Senior Shopper
Marketing Manager, OTC
Brown leads digital shopper market-
ing, strategic planning and execu-
tion for Alcon’s OTC portfolio. In
addition, he leads annual coupon
strategy, planning and execution for the portfolio
as well as shopper marketing strategy and execu-
tion within the food and drug channels.
AMAZON.COM
n Ramer Holtan, Head of Marketing,
Digital Music
n Andrew Morrison, Product Management,
Digital Products
ANHEUSER-BUSCH INBEV
n Vanessa Ivette Rosado, Global Director of
Digital Capabilities
Rosado is responsible for the implementation of
best practices for the management of digital activa-
tions and measurement of digital performance.
B
BAYER CONSUMER HEALTHCARE
n Alana Joy Feldman, Digital
Shopper Marketing Specialist
Feldman leads the exploration of
innovative digital opportunities for
retail and guides the development
of e-commerce strategy. She is also
a key resource for Bayer’s retail activation teams,
providing strategic guidance for digital marketing
within omnichannel trade programs for all brands.
BEAM SUNTORY
n Andrea Javor, Senior Director,
Global Digital & Media
As an expert for Beam’s customer teams, Javor pro-
vides thought leadership on media and digital as
they relate to partnerships and best approaches.
BENJAMIN MOORE & CO.
n Bobby Chin, Manager, Advanced and
Emerging Technologies
Chin’s duties include developing and integrating
emerging technologies into consumer experiences.
BOZZUTO’S
n Steve Methvin, Vice President,
E-Commerce/Retail Technology
Methvin’s group delivers customer-facing, data-
driven experiences by providing critical information
in mobile formats, reinventing the shopping experi-
ence with touch technologies and “seeing” the cus-
tomer through social and big data analytic engines.
BROWN-FORMAN
n Travis Smith, Director, Digital Marketing COE
Smith oversees the selection and management of
digital marketing vendors used across the com-
pany’s global portfolio of brands.
BURT’S BEES
n Lynnette Montgomery,
Associate Director of Global
E-Commerce and Digital
Marketing
Montgomery leads the strategy and
development of e-commerce, mo-
bile, CRM and digital media for Burt’s Bees, focusing
on consumer engagement, brand awareness and
building capabilities.
C
THE CLOROX CO.
n Katie Frink, E-Commerce Team Leader
Frink creates strategy and vision for Clorox business
at Amazon.com (Amazon Fresh, Pantry, Quidsi) and
other strategic e-tailers.
n Kristin Wonzen, Global Director
of E-Commerce
Wonzen oversees e-commerce digi-
tal marketing, product management,
international e-commerce, capability
development, direct-to-consumer
websites and the Amazon marketing team/agency.
Priority e-commerce brands for Clorox include
Burt’s Bees, Brita and Glad.
THE COCA-COLA CO.
n Ashish Arya, Director,
E-Commerce & Digital Marketing
Arya is responsible for developing
and executing the e-commerce
marketing strategy for the portfolio
of Coca-Cola brands. He is focused
on leveraging digital shopper marketing capabili-
ties to drive revenue and build strong brands.
n Julie Bowerman, Vice President, E-Commerce
Bowerman leads the brand’s e-commerce business
by managing a long-term strategic partnership
model with Amazon and other online partners.
n Jen Brevick, Director of
E-Commerce Capability
Brevick manages capability growth
and development in the e-com-
merce channel for Coca-Cola.
n Laura Houghton, Director,
Digital Shopper Marketing
Houghton is responsible for digital
shopper marketing strategy and ca-
pability building for Coca-Cola North
America, which includes defining
multi-year digital shopper strategies, building digital
capabilities and creating innovative digital shopper
solutions to activate along the path to purchase.
n Courtney Mauer, Director,
Connections Planning
Mauer helps to ensure that Coca-Cola’s brand
strategies build strong connections across owned,
earned and paid, as well as into powerful shared
programs with customers.
COLGATE-PALMOLIVE
n Mindel Klein Lepore, Worldwide Director,
Global Digital Marketing
n Dan Nosal, Team Leader,
U.S. E-Commerce
Nosal leads strategy and develop-
ment of Colgate’s U.S. e-commerce
business for key pure-play and brick-
and-mortar customers. He provides
strategic guidance to the marketing, digital marketing
and integrated marketing communications teams to
ensure alignment with the demands and needs of
this relatively new retail environment in CPG.
SHOPPER MARKETING MAY 2015
THE ART OF
MERCHANDISINGTM
HOOKS | SHELF MERCHANDISING | LABELING
WWW.TRIONONLINE.COM | 800-444-4665
©2015 Trion Industries, Inc.
22
cont. on page 63

The Guide to Digital Shopper Marketing • 2015
PERSONALIZED OMNICHANNEL
MEDIA POWERED BY THE
LARGEST DATABASE OF
SHOPPER PURCHASE HISTORY
Catalina helps brands and retailers target the right
consumers based on their purchasing preferences by
leveraging our omnichannel media network together with
2 years of purchase history on over 260 million consumers.
Consumers prefer our personalized advertising and
promotional messages because they’re relevant and
specific to their needs and wants. As a result, our exposure
rate to your targeted audience is much higher compared
to demographics-based targeting, resulting in improved
awareness and increased brand equity.
With Catalina, brands and retailers minimize purchase subsidization
and reach only the right audiences resulting in increased ROI/ROAS
and greater value for their media dollar through:
• Deeper Consumer Insight – We identify highly
loyal consumers, as well as those who may
be at risk, and those who represent the best
opportunity for you to grow your brand.
• Unrivaled Scale – We reach up to 260 million
shoppers in-store, and millions more online via
the largest CPG omnichannel media network in
the U.S.
• Unmatched Mass Personalization – We target
consumers based on their transaction behavior
or their purchase history.
• Closed Loop Measurement – We deliver insight
into the impact and effectiveness of our media
programs based on in-store sales, enabling you
to know the true benefit to your brand.
RECENT CATALINA INNOVATIONS
With Catalina’s recent acquisition of Cellfire, the leading provider
of load-to-card digital coupons in the CPG market, our retail and
brand partners can achieve the scale they are seeking, seamlessly
delivering content across all channels and screens.
Catalina’s My Favorite Deals™ helps retailers drive next week’s
shopping trip with personalized circulars for each shopper, featuring
items relevant for each customer from their upcoming circular with
0.5-1.5% top line sales lift to promoted IDs.
Catalina BuyerVision®
targets consumers based on their purchases
and affinity for a particular brand or category—the very same
consumers most important for growing your franchise. Purchase-
based ad targeting delivers a high return on spend (ROAS)
and minimizes the waste associated with demographics-based
advertising.
Catalina Category Marketing (CCM) is now omnichannel, going
cross-screen—in-store, mobile, online and video. CCM promotional
campaigns can drive up to 60% incremental sales for promoted
items at 2-5x more efficiency than Free Standing Inserts or other
mass advertising.
AT-A-GLANCE
WHO WE ARE
Powered by the largest database of shopper purchase
history in the world, Catalina’s personalized digital
media drives lift and loyalty for the world’s leading
CPG brands and retailers.
KEY EXECUTIVES
Jamie Egasti, CEO
Todd Morris, President, Catalina U.S.
EXPERTISE
Catalina’s personalized digital media connects shoppers to the
brands we know they want. We do this by delivering only the
most relevant ads and offers personalizing the shopper’s path
to purchase through mobile, online and in-store networks.
• Personalized digital coupons and promotions – Create
an omnichannel experience that reaches shoppers with
precision. Deliver up-to-the-minute offers based on a
shopper’s actual purchase history as that shopper engages
with a retailer’s website, subscription email or mobile app.
• Personalized digital advertising – Leverage the largest
media networks optimized for CPG brands to drive
awareness through integrated, omnichannel media with
Catalina BuyerVision®.
• Personalized in-store digital media – Personally engage
260 million shoppers with highly relevant media that
has an unparalleled 80 percent readership rate.
CONTACT
TEL: 727.579.5000
Paige Vesuvio, VP, Marketing
727.563.5944
CATALINAMARKETING.COM
ADVERTISEMENT

Every consumer has their own unique set of buying behaviors, or BuyerGraphicsTM
. It’s
our insights into a shopper’s purchase behavior that enable Catalina to personalize the
consumer’s path-to-purchase through mobile, online and in-store networks by leveraging
the evolving purchase history of more than three-fourths of American shoppers.
Engaging the Selective Shopper Study
Visit www.catalinamarketing.com/engagingreport to download your copy of
the study and discover how Catalina can help retailers and brands understand
shoppers and engage them across multiple channels, inside and outside of the store.
Or call 1-877-210-1917 to learn how you can start influencing your customer’s
path-to-purchase and drive lift and loyalty for your brand.
Visit
the study and discover how Catalina can help retailers and brands understand
shoppers and engage them across multiple channels, inside and outside of the store.
Or call 1-877-210-1917 to learn how you can start influencing your customer’s
path-to-purchase and drive lift and loyalty for your brand.
Identify Once, Engage Anywhere
@catalina
GOSSIP MAGAZINE
CAT LOVER
VEGETARIAN
LIQUID EYE-LINER
Get the Study Now

SOCIAL SHOPPER ACTIVATION THAT MOVES
AT THE SPEED OF YOUR BUSINESS
WHAT MAKES US DIFFERENT
The consumer media landscape continues to evolve at a lightning pace with exploding advances
in digital consumer technologies, consumer access and social channels, often outpacing the shopper
marketing industry’s ability to keep up. Until now…
Introducing CoOptions Social Shopper Activation, powered by Sverve,
a breakthrough set of technologies and services that give retailers, brands
and agencies a fast and accurate wormhole into the heart of the social
influencer community and their millions of loyal social followers.
OUR PHILOSOPHY
We believe that the company to which you entrust your social shopper
activations and budgets should be one that “walks the digital walk.”
That’s why the Sverve Community, in which our 20,000 active influencers live, was built. It’s not only
the place where we connect with our influencers and manage client projects, it’s also the place that they
engage and collaborate with one another—sharing content, endorsing one another, learning together in
Sverve’s own webinars, and collaborating on campaigns. Think of the Sverve community as a hybrid of
LinkedIn, Pinterest and Facebook capabilities, just for our influencers.
In addition to our unique influencer social
network, we offer clients:
Speed to Market. Because we are technology
based, we are able to execute custom sponsored
content programs in days vs. weeks; many of
our turnkey automated solutions, in minutes.
Technology also allows us to streamline
campaign management and pass on cost
efficiencies to clients.
Breadth of Options. Our technology platforms
offer clients choices, from authentic sponsored
influencer content, to turnkey Twitter, Pinterest,
YouTube and other platforms. Mixing and
matching tactics and channels based on
objectives and targeting, allow us to help clients
have clear visibility of options and optimize
budgets and results. We power in-store
shopper activations for new product launches,
live demos and store events, usage solutions
and occasions, in-store promotions; and online
shopper activations digital couponing, online
offers, brand usage/recipes, contests, sweeps
and traffic drive to brand site and social assets.
Real-Time Campaign Access & Analytics.
This is where the rubber meets the road. The
Sverve technology allows everything on a
campaign to happen and flow through one
platform, from influencer targeting and
selection, communication, content review,
payments and real-time analytics. Our user-
friendly dashboard provides you access to live
campaign performance and every piece of the
content created by influencers.
AT-A-GLANCE
WHO WE ARE
CoOptions Social, powered by Sverve, is the most
advanced social shopper engagement technology
platform in the industry. Our unique value proposition
combines our proprietary social network of 20,000
active influencers, with robust technology platform that
facilitates instant campaign setup, accurate targeting,
and real-time analytics portal.
KEY EXECUTIVES
Brian Sockin, CEO, CoOptions
John Branca, VP, Sales Bentonville CoOptions
Rohit Vashisht, CEO, Sverve
Eileen Wong, SVP, Biz Dev & Strategic Alliances, Sverve
PRODUCTS & SERVICES
• Custom sponsored content campaigns across blogs and
social channels that can be activated in hours vs. weeks
• Dedicated “pay-per-performance” turnkey platforms for
Twitter, Pinterest/Sweeps, YouTube & other social channels
• Pinpoint targeting by location, retailer affinities, ethnicities,
areas of influence & follower demographic information
• Live access to real-time analytics & performance with
downloadable charts, shopper leads & campaign images
• Ability to maneuver budget spend on-the-go for optimal
results
• A dedicated services team of experts strategizing &
executing campaigns for the best results & ROI
CONTACT
TEL: 919.303.3223
Brian Scott Sockin, President
bsockin@cooptions.com
John Branca, VP Sales – Bentonville
jbranca@cooptions.com
INDUSTRIES SERVED
• CPG brands & services
• Retailers in all classes of trade
• Shopper marketing & media agencies
• Walmart/Sam’s suppliers & agencies
(offices in Bentonville)
• Clients with multi-cultural social marketing
initiatives (i.e. Latina, African-American)
COOPTIONSSOCIAL.COM
“In today’s fragmented media environment we’ve been challenged to find cost-effective ways of engaging our target consumers and growing our brand.
Sverve provides exactly what we need to build awareness, generate trial and attract new users. The integrity of their platform as a ‘real’ and accessible
social network, combined with a mix-and-match choice of tactics, and real-time analytics, offers outstanding control over campaigns.”
Michael Servie, VP Sales & Marketing, Spartan Foods
ADVERTISEMENT

DATA IS AT THE HEART OF THE MATTER
CAPITALIZING ON
COUPONS.COM RETAILER IQ™
Data is at the heart of every solution we
offer. We deliver personalized promotions
to shoppers based on their past or expected
purchase behavior to drive activation and
influence buying behavior. Using first, second
and third-party data, we serve retailer-specific
and national media — both on Coupons.com
and off-site. We take data from each campaign,
couple it with proprietary research and leverage
that to determine the appropriate solutions to
meet your objectives and validate the perfor-
mance of our integrated solutions offerings.
By intelligently combining this data, Coupons.com
helps you deliver co-branded messaging and
relevant digital coupons to shoppers through-
out their shopping experience. Our solutions
help you reach the right shopper at the right
time with the right offer — before, during and
after their shopping trip — whether it’s via
web, mobile, social, email or even in-store.
We have solutions that deliver equity plus
activation. The best part is, there’s no need
to look elsewhere to make a powerful,
relevant shopper marketing program come
together — we’re truly a one-stop shop
offering a portfolio of integrated solutions
to connect digitally with the shoppers that
matter most.
Amplify national coupon content and brand
messaging for your partner retailer by using
the ShopperConnect platform to:
1. Drive demand to specified retailer(s) —
deliver foot traffic through the doors of
the retailer you’re supporting and get your
product into their baskets
2. Generate digital visibility & engagement
3. Amplify retailer merchandising efforts
4. Create a fully immersive co-branded
shopper experience
Seamlessly integrated into the point-of-sale
systems of grocery, drug, dollar and mass
retailers, Retailer iQ is a targeting and analytics
platform that:
• Engages shoppers with insight-led digital offers
to influence where they shop and what they buy
• Allows you and your retail partners to deliver
personalized & targeted digital coupons and media
• Leverages web, mobile & social channels to
provide a unified experience & omnichannel
engagement
AT-A-GLANCE
WHO WE ARE
Coupons.com is a leading-edge digital solution provider
dedicated to engaging shoppers and helping brands and
retailers drive sales. We leverage a variety of data to reach
the right shopper throughout her shopping experience —
from planning her trip through her time in-store — via our
scalable portfolio of digital, social & mobile solutions.
PRODUCTS & SERVICES
The Coupons.com ShopperConnect
platform includes:
• Retailer co-branded:
• Display media
• Destination pages
• Site sponsorships
• Promotions/coupons
• Retail Shopper Extend™
• CRM
• Research
CONTACT
Gary Stern, VP Shopper Marketing Sales
gstern@couponsinc.com
516.692.0274
COUPONSINC.COM
EXPERTISE
We recognize that connecting with your shopper in a
timely, relevant way is vital to your brand’s success. The
Coupons.com ShopperConnect™ platform uses shopper-
driven data to help retailers & brands digitally engage,
empower, connect and activate shoppers wherever they
are in their shopping journey.
INDUSTRIES SERVED
• Consumer packaged goods
• Grocery, drug, dollar and mass retail
• Specialty & franchise retail
• Restaurant
• Entertainment
• Financial services
LEVERAGE NATIONAL CAMPAIGNS AT THE LOCAL LEVEL
WITHTHECOUPONS.COMSHOPPERCONNECT™ PLATFORM
WHAT SETS COUPONS.COM APART?
Audience
Our audience makes 25% more trips, spends
12% more each trip, and spends 40% more
overall than the annual shopper1
. This adds up
to a power shopper — exactly the consumer
you want to reach and your retailer partners
want walking into their stores.
Retailer Network
Coupons.com is a clear industry leader,
offering digital solutions that can be utilized
by CPGs at virtually every grocery, drug, dollar
and mass retailer. Our breadth of retailer
relationships ensures you have a partner at
every step of the way to help develop, execute
and gain retailer support for digital shopper
marketing campaigns.
Smart Data
Using our robust Coupons.com intent data coupled
with retailer and third party data, we’re able to
capture our audience’s purchase intent right
before their actual purchase. This proprietary data
allows us to capture various declared and inferred
user behaviors and build user segments based
on shopping behavior. These user segments and
interest categories are available for personalizing
offers and targeting media in near real-time.
1
GfK, Digital Coupon Redeemer Shopper Trends, April 2015
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