60 minute read
Brand Watch
from P2PIQ -Jan/Feb 2022
by ensembleiq
Instacart Champions ‘Homemade’ in its First Brand Campaign
BY CHARLIE MENCHACA
Grocery delivery platform Instacart celebrated fresh food and community in its rst-ever integrated brand campaign. Dubbed “How Homemade is Made,” the e ort rolled out in November 2021 and ran through the winter holiday season.
The campaign emphasized Instacart’s long-term ambition to expand the brand and product experience from transactional to inspirational.
“As we look ahead, Instacart’s opportunity is to partner with grocery retailers to also inspire people across all of their food needs, whether it’s cooking your mom’s short ribs or putting together a quick lunchbox for your kids,” Instacart CEO Fidji Simo said in a media release. “With this campaign, we hope to remind people that food is more than sustenance; it’s an opportunity for human connection.”
The campaign came to life in a TV spot created in partnership with San Francisco-based agency Goodby Silverstein & Partners (GS&P). The story encouraged viewers to imagine a world where unique family dishes become commercially available. ABC, CBS and NBC carried 30- and 60-second versions of the spot, which was also posted on Instacart’s YouTube channel.
There were nine total pieces of creative, including the commercial and photographs of eight di erent recipes, says a spokesperson for Instacart. Each recipe contained a QR code that took consumers to a shoppable recipe on the Instacart app.
Digital out-of-home ads ran in Phoenix and San Francisco in large-format bulletins along highways, the Instacart spokesperson says. Small-format digital ads appeared on street furniture and at malls, gyms, electric vehicle charging stations and gas stations. Paid social, in uencer marketing utilizing a #HowHomemadeIsMade hashtag and programmatic advertising rounded out the campaign.
“We developed the ‘How Homemade is Made’ campaign to highlight how the traditional concepts of food, family and shared meals that we know consumers crave can not only live alongside modern technology, but actually be fueled by it,” said Rich Silverstein, GS&P co-founder and co-chairman, in the release.
Instacart’s brand strategy was developed in partnership with San Francisco-based agency TwentyFirstCenturyBrand. The media planning and execution were led by New York-based media investment company GroupM. The social media and in uencer campaign was developed with London-based production company Media.Monks. IQ
Working with Brands
For details on how SmartyPants collaborated with Instacart,
see page 51.
In-StoreExperience
BevAlc Brands Go Experiential
BY JACQUELINE BARBA
As the beverage alcohol (BevAlc) category overall continues to point to more innovation and success, brands are testing out pop-up and experiential physical concepts in order to win new consumers and create brand awareness. Read on to learn how three BevAlc brands tapped into the power of human connection in-store via new concepts that champion their spirits while engaging shoppers.
James B. Beam Distilling Co.’s Distillery
In August 2021, Beam Suntory’s James B. Beam Distilling Co. opened the Fred B. Noe Distillery, which is dedicated to seventh-generation Beam master distiller Fred Noe and led by Noe’s son, Freddie. It produces several of the
James B. Beam Distilling Co.’s well-known brands, including Little Book whiskey’s annual series of blends, and serves as a testing ground for future, high-quality innovations. The Fred B. Noe Distillery joins the Beam family’s iconic distillery campus in Clermont, Kentucky, which has produced bourbon (including Jim Beam) since 1935.
The new distillery, which is powered by renewable energy, also off ers experiential learning through distillation sessions and seminars with Freddie Noe, hands-on activities in the blending lab, and a tasting bar to sample new and yet-to-be released innovations for select members of the trade. Additionally, a “state-ofthe-art” classroom for the University of Kentucky’s James B. Beam Institute for Kentucky Spirits educates future leaders in the American whiskey industry.
Remy Martin’s Modern Boutique
Remy Cointreau’s Remy Martin has opened its fi rst standalone boutique in Hainan, China — the country where it has been exporting product from since the 1880s. Opened in October, the space showcases its fi ne Champagne cognacs by embedding the brand’s craftsmanship, heritage and its commitment to sustainability throughout the store. The sensorial and contemporary retail experience was created by Remy Martin’s architect team to characterize the House in Cognac, where Remy Martin’s cellars and tasting room is located in Cognac, France.
Inside the store, chalky white walls aim to resemble the Cognac vineyards, while light oak fittings serve as a reminder of the barrels deep in its cellars, according to the company. Remy Martin collaborated with French artist and designer Marianne Guely to create “poetic paper drapes” adorning the wall bays and to bring color to the space. Lavish displays and discovery tables encourage product discovery.
The boutique also offers tastings, gifting personalization and an interactive screen where shoppers can explore their organoleptic profiles and learn more about Remy Martin cognacs.
Johnnie Walker Princes Street Emporium
Diageo’s Johnnie Walker Scotch brand took its experiential in-store efforts to a new level, opening a “state-ofthe art,” eight-story experiential whisky department store in Edinburgh, Scotland, last year.
Diageo made a nearly $250 million (£185million) investment in the project — which was four years in the making — to create the Princes Street experience in Edinburgh, as well as to transform 12 of the company’s existing distillery single-malt experiences and to create other luxury branding experiences.
said Greg Klingaman, Diageo’s global reserve retail director, during a virtual session in November as part of Path to Purchase Live: The Digital Experience.
Johnnie Walker dove into a number of luxury experiences in one massive, former department store in Scotland, for whisky connoisseurs and tourists alike.
Brand innovation studio Dalziel & Pow assisted Diageo in designing the immersive retail experience. Some unique store features include: • A personalization area on the ground floor allowing shoppers to customize bottles with engraving and bespoke label-printing services or bottle their own special-edition liquid. • A “Flavour Finder” activity that uses an audio motion sensor showcase wall to tell the story of each liquid.
This interactive moment can also match customers’
preferred tastes and scents with a whisky profile. • A lifestyle boutique selling a range of store-exclusive branded garments and accessories, such as sustainably sourced clothing home accessories and bar tools. • Roof terrace planters to provide herbs for garnishes and infusions for drinks, a sedum roof covering and bird boxes to encourage biodiversity.
“Johnnie Walker Princes Street is a landmark investment in Scotch whisky and into Scotland, and it sets a new standard for immersive visitor attractions,” Ivan Menezes, Diageo’s chief executive, said in a statement. “It celebrates Scotland’s remarkable heritage, our incredible skilled whisky-makers, and looks to the future by engaging new generations of consumers from around the world in the magic of Scotch whisky.” IQ
ADAPTING TO ABNORMAL TIMES
Our 26th annual survey finds an industry figuring out how to engage shoppers while still dealing with the persistent pandemic and plenty of other concerns.
BY TIM BINDER
Ever since the World Health Organization declared COVID-19 a global pandemic in March 2020 and disruption set in, consumer product companies have been trying to adapt and fi gure out what the new normal will be. Now, as we approach the two-year mark, there’s still no clear answer.
With our 26th annual Path to Purchase Trends survey, conducted in October-November 2021, we set out to understand how these companies and their marketers have been dealing with the issues of the day as well as what their concerns were as we headed into the new year.
It should come as no surprise that, among the respondents to our online survey, the supply chain crisis, budget/funding/infl ation issues
RETAIL MEDIA TRENDS:
Rating of retailer networks, chain by chain Page 27
How investment (budgetary spend and/or attention) in the following areas changed in 2021 compared to 2020
E-commerce content (PIM, DAM, delivery packaging, etc.) Retailer media networks Other digital media beyond retailer networks and social media (paid search, internet ads) Social media Shopper marketing Insights & analytics Mobile (SMS, mobile app/website advertising) Trade promotion Consumer promotion In-store marketing Traditional media (TV, print, etc.)
2021 INVESTMENT CHANGES
70% 20% 10%
62% 25% 13%
61% 59% 53%
24% 15% 23% 18% 30% 17%
51% 33% 16%
50%
32% 29%
40% 40% 35%
16% 28% 30%
21% 36% 44%
19% 29% 52%
Survey respondents were permitted to skip this question, answering “not sure.” Source: P2PIQ Trends Report 2022 Increase Flat Decrease
Survey results for the second straight year showed that e-commerce content and digital media (including retailer networks) saw the biggest increases in investment, with traditional media and in-store marketing showing the biggest decreases. While the latter two’s decreases were similar for both 2020 and 2021, the increases for the top tactics have slowed a bit. E-commerce content (70% increase in 2021 vs. 85% in 2020), retailer networks (62% vs. 77%) and digital media (61% vs. 77%) showed smaller increases, perhaps indicating less drastic adjustments were needed following the initial changes in 2020 after the onset of the pandemic.
and a pandemic that won’t subside were among the biggest concerns heading into 2022.
“Increasing costs of everything — raw materials, transportation, labor (and not being able to find people to fill the positions in our plants),” said one respondent.
“There is no government plan in place to address these rapid cost increases,” answered another. “I am concerned high levels of inflation are on the horizon.”
And, beyond costs … “Material availability, whether it’s related to the production of our products or to our marketing efforts. Reliable transportation/carriers is also an increasingly troublesome issue,” a respondent said.
The COVID-19 virus itself, and the variants that have occurred, remained a concern for many of our respondents (and this was before the attention-grabbing omicron variant emerged in late November).
In addition to the general challenges the pandemic has presented, there’s still “the struggle to find effective and cost-efficient ways to sample products in the COVID world,” a respondent reported.
Many respondents did identify concerns beyond those mentioned above. “Getting noticed and keeping people’s attention,” was one respondent’s concern. “Also, making sure we have a steady flow of products to fill our orders.”
“Minimizing the impact of paring down in-store efforts,” said another. “The attention span is short, and ensuring we have the shopper’s attention throughout the journey is key to winning.”
Identifying a challenge not specific to these pandemic-related times, one respondent was concerned with overall brand awareness: “We are an emerging brand that has had success gaining placements, but are struggling with pull through on the shelves. Our two biggest priorities for 2022 are to drive marketing resources to our wholesale partners and exponentially growing our brand awareness.”
E-commerce/E-commerce content Digital media (other than retailer networks and social media) Retailer media networks Social media In-store display activity for retailer-driven programs Direct-to-consumer sales Traditional media In-store media/signage In-store display activity for brand-driven programs In-store sampling/demos Alternate venue sampling/demos Online sampling/demos Mobile marketing
*Respondents were asked to select up to three
Source: P2PIQ Trends Report 2022
34% 32% 31% 22% 17% 15% 15% 12% 11% 11% 10% 6% 50%
And, changing subjects, a concern for another respondent was, “Low-price players creeping into the category and providing inferior products may sour consumers for adoption of higher-end products.”
MOST IMPORTANT STRATEGIES/TACTICS
We presented the product marketers taking our survey with a list of 13 strategies or tactics and asked them to choose up to three that have been the most important to them in the past year (see chart above). Exactly half answered either e-commerce generally or e-commerce content — the most for any option. Next, slightly more than a third of respondents chose digital media tactics (other than retail media and social media), with retailer media networks and social media fi nishing close behind in third and fourth place, respectively.
As a follow-up to that question, we asked respondents to give us more detail on the strategic/ tactical changes they’ve made in the last year. Here’s a sampling of their responses:
• “Due to COVID we had to pivot and rely less on in-store and more on online.” • “We’ve increased our e-commerce strategy due to growing online grocery shopping.” • “Our organization is investing more in e-commerce — not in internal resources, but in marketing dollars for consumer promotions.” “We’ve increased focus on digital media that can impact e-commerce buys.” • “We’ve increased paid search to capitalize on product trends, and increased spend on analytics in order to make actionable decisions to optimize the budget.” • “There’s a greater focus on engaging the shopper before they enter the store via social media and other digital media, plus mobile marketing. Sales at the shelf are still important, so we continue to invest in shelf media spends.” • “It has been diffi cult to connect with some retailers as there has been signifi cant buyer turnover.
You start to plan activity only to be told that the person has left the company, been transferred or promoted.” • “Our key focus areas are getting more visibility to the impact of retail media, and collaborating with retailers to improve impact of shopper marketing and retailer media.” • “We had a signifi cant shift into social, especially TikTok, in order to follow the consumer. We’ve seen strong conversion from these activities, so we’ve amped up more expenditure in this space.”
Are you incorporating social commerce into your omnichannel budgets? Which social platforms are you incorporating?
No 22%
81%
46%
TikTok
45%
Yes 78%
Source: P2PIQ Trends Report 2022 Other
10%
Other mentions:
Facebook (6%) LinkedIn (3%) Pinterest (1%) Twitch (1%)
*Respondent were asked to select all that apply
Source: P2PIQ Trends Report 2022
Resoundingly Instagram, but also Twitter and TikTok, have been the primary platforms for social commerce activity among the 78% of respondents who indicated they budget for social commerce.
LEVERAGING PHYSICAL EXPERIENCES
While none of the various in-store related choices in the strategies/tactics question were selected by more than 22% of respondents, another question related to physical experiences had 72% say that they leverage in-store/ physical experiences in some way.
We picked their brains further, asking what types of physical experiences beyond the traditional retail environment their brands leverage.
Among the answers were: hosting or having a presence at local events; sponsoring larger events such as concerts, festivals and sports; leveraging brand or pop-up stores; executing demonstrations inside and outside stores; and retailtainment.
And then, getting to the “why,” we asked what the main factors were in driving the decision/ability to leverage physical experiences outside the traditional retail environment.
Many of the answers were simple and what you might expect, including the ability to reach the right consumer; brand awareness and sampling; brand engagement; content generation and testing; and to drive innovation.
Some of the other responses dove a little deeper: • “The desire to stay connected to our local community.” • “To meet the end-users where they work and play, rather than hoping they’ll fi nd the time to come to our dealers’ stores.” • “For consumers to see/feel/experience products live and engage with brand authorities and experts.”
Does your brand leverage physical experiences outside of the typical retail environment?
No 28%
Yes 72%
Source: P2PIQ Trends Report 2022
ENGAGEMENT INSIDE THE STORE
Diving deeper into the store itself, we asked what will most eff ectively drive shopper engagement inside the store going forward. Interestingly, the term “omni” popped up in multiple answers.
“This is a tough one,” one respondent said. “Outside of pricing tactics, I would say a link to the omni-experience — the ability for shoppers to browse in-store and on their phone at the same time to gather more information to aid their decision-making.”
“The complete omni-journey,” answered another. “In-store is not going away, so as tactics evolve more to before the store, it’s important to keep in
Does your brand have a direct-to-consumer (DTC) capability?
Yes, it’s been around for a while
25%
Yes, and it’s newly launched
47%
No, but we’re thinking about/ working on it
19%
No, we’re not going there
9%
Source: P2PIQ Trends Report 2022
We asked this question in our survey two years ago, pre-pandemic (although offering slightly different choices of answers), and the numbers tell a story. In our 2020 Trends Survey, 53% of respondents indicated they were already selling directly to consumers. This time around, 72% said they are selling DTC. And while just 9% said outright “no” to using DTC this time around, two years ago 32% said they had no plans to sell directly to consumers.
mind that you still need to win the physical shelf.” physical shelf.”
“Omnichannel communication and off ers” are critical, said one respondent. “The retailer creating reasons/ experiences for shoppers to want to go in-store and break their curbside/ delivery habits.”
Other responses included: • “Attractive and informative displays with eff ective consumer marketing elements will still drive the highest lift.” • “Exclusive products and innovative merchandising.” • “Experiential marketing. Give shoppers a reason to go to the store. Something that they cannot experience from the comfort of their own home.” • “On-shelf signage, merchandising complementary items together, building brand awareness online so that the consumer is familiar prior to in-store shopping, and onshelf promotions.”
RETAILER LOYALTY PROGRAMS — ENGAGEMENT
Focusing further on engagement, we asked what factors contribute to a retailer’s loyalty program, off ering the best opportunities for engaging shoppers.
“Being able to do precision targeting,” said one respondent,
Retailers’ ability to share actionable shopper data to drive more eff ective marketing
Ability to share actionable data
7-Eleven (n=21) Ahold Delhaize (n=33) Albertsons (n=43) Aldi (n=15) Amazon (n=55) Best Buy (n=14) Costco (n=41) CVS (n=31) Dollar General (n=31) Family Dollar (n=26) H-E-B (n=34) Home Depot (n=23) Kroger (n=39) Lowe’s (n=16) Meijer (n=35) PetSmart (n=11) Publix (n=35) Sam’s Club (n=32) Sephora (n=10) ShopRite (n=31) Southeastern Grocers (n=27) Target (n=47) Total Wine (n=15) Walgreens (n=23) Walmart (n=56) Whole Foods (n=25)
26% 18% 14% 33% 47% 43%
10% 19% 39%
9% 26% 14%
7%
27% 29% 29% 27% 42% 36%
40% 22% 7% 29% 7%
5% 39% 32% 24%
16% 10% 15% 15% 22%
36% 25% 14% 39% 35% 38% 61%
52% 33%
31% 46%
39% 27% 24%
7% 16% 13% 23% 24% 9% 17% 15% 15% 31% 13% 17% 23%
27%
14% 19% 10% 3% 11% 13%
27% 22% 23% 24% 18%
31% 31% 40% 48% 44%
55% 27% 39% 46%
24%
46% 34% 34% 30% 29% 9%
20% 16% 20% 19%
15%
30% 9% 23% 27% 20% 26% 20% 20% 11%
24% 28%
Excellent Good Poor Don’t share
Please take into consideration the low sample sizes (n=) for some retailers. Retailers with fewer than 10 responses are not shown (Petco, Ulta) Source: P2PIQ Trends Report 2022
Data sharing is collaborative
Data sharing is a revenue source 29% 71% 9% 91% 44% 56% 13% 87% 35% 66% 36% 64% 39% 61% 29% 71% 39% 61% 46% 54% 47% 53% 57% 44% 39% 62% 50% 50% 57% 43% 64% 36% 51% 49% 34% 66% 60% 40% 48% 52% 48% 52% 60% 40% 60% 40% 48% 52% 41% 59% 44% 56%
For “ability to share actionable data” results, we present the retailers in alphabetical order. And we caution you to consider the sample size (n=) and not read too much into the results for those with a lower number of respondents. We encourage you to look primarily at the “excellent” and “good” percentages — and those two answers combined. Kroger, Amazon and Best Buy received the highest percentage of “excellent” ratings, while CVS and Home Depot have the highest “good” or better ratings. We also asked whether each retailer’s data sharing was “collaborative” or “a revenue source.” PetSmart, Target, Total Wine and Sephora received the highest marks for being collaborative, while respondents said Ahold Delhaize, Aldi, 7-Eleven and CVS used data more for a revenue source.
offering an example. “Target is able to target select segments (e.g., demo, lapsed, category, etc.) in their loyalty program.”
“The ability to tap into the retailer’s loyalty data for targeted programming to meet specific objectives of the manufacturer,” said another.
“The ability to engage shoppers at the point of decision and the ability to read the long-term result of that engagement,” answered another. “Sampling is a great example. It’s one thing to know the immediate impact, but the worth is the impact over the next two or three occasions.”
A few of the respondents would like to see more from retailers in this area. For example: • “I would say making it easy to see offers both in-store and online. I’m not sure if any one retailer has a grasp on this yet, at least not in the adultbeverage category.” • “I don’t see any retailer doing anything unique in this space to build true loyalty/love for the retailer.”
SURVEY METHODOLOGY
In October and November 2021, marketing executives at U.S.-based consumer product manufacturers were emailed a questionnaire to be completed online. The names were drawn from Path to Purchase IQ magazine subscribers, Path to Purchase Institute members and others in the EnsembleIQ database, with an emphasis on people with manager, director or senior executive titles. From those emails, 122 executives submitted surveys. Each respondent was entered into a drawing for one of four $100 Amazon gift cards.
7-Eleven (n=21) Ahold Delhaize (n=33) Albertsons (n=42) Aldi (n=15) Amazon (n=55) Best Buy (n=13) Costco (n=38) CVS (n=30) Dollar General (n=29) Family Dollar (n=25) H-E-B (n=33) Home Depot (n=22) Kroger (n=38) Lowe’s (n=15) Meijer (n=34) PetSmart (n=11) Publix (n=34) Sam’s Club (n=29) Sephora (n=10) ShopRite (n=31) Southeastern Grocers (n=27) Target (n=45) Total Wine (n=15) Walgreens (n=22) Walmart (n=54) Whole Foods (n=24)
5% 3% 7% 29% 30% 31%
20% 13% 38% 39%
48%
33% 29% 27% 14%
33%
11% 35% 39% 16%
36% 18% 11% 23% 15% 23% 42% 32%
7% 17% 12% 3% 9%
30% 17% 24% 27%
50%
24% 20% 6% 35%
34% 33%
47% 41% 40% 52%
32%
17% 24% 24% 18%
32%
9% 29% 13% 33% 13% 27%
9% 21% 20%
3%
46% 24%
36%
38% 60% 18% 27% 9% 44% 24% 24% 17% 10% 10%
42% 19%
15% 15% 18% 20% 33% 9% 41% 52% 19%
56%
20% 18% 27% 9%
27% 23%
13% 49% 35% 4%
4% 38% 38% 24%
Excellent Good Poor They can’t
Please take into consideration the low sample sizes (n=) for some retailers. Retailers with fewer than 10 responses are not shown (Petco, Ulta) Source: P2PIQ Trends Report 2022
PetSmart, Best Buy and Amazon received the highest marks for their effectiveness at segmenting online vs. brick-and-mortar sales. If you consider “good” or better ratings, Target and Sephora head the list. Approximately half of the retailers on our list had at least 50% of the respondents who worked with the chain say the retailer’s effectiveness at segmenting data was “poor” or that they couldn’t segment the data. Again for this chart, consider the sample size (n=) when analyzing the results.
RETAILER MEDIA NETWORKS: RATINGS AND CHALLENGES
BY CYNDI LOZA
Responding to changing shopping behaviors and the incredible growth of e-commerce due to the ongoing COVID-19 pandemic, retailers in 2021 seemed to be either doubling down on their media network offerings or creating new networks altogether. As more marketers work with retailer media networks and retailers fully embrace their role as media companies, however, challenges are naturally coming to light.
“Each network varies in terms of capabilities, search methods, etc., which makes providing one set of [key performance indicators] difficult to establish,” said one survey respondent when asked what has been most challenging in working with retailer media networks (RMNs).
Respondents shared issues ranging from data sharing and ROI tracking to transparency and creative freedom. “Getting information reported back to our company is challenging,” noted another respondent. “When we are able to get it, the price is very steep (investment required to get ROI information returned).”
Some RMNs are standing out above others with regard to different performance metrics — at
Do you work with retailer media networks? From which budget is your retail digital media spend most often allocated?
No 18%
Yes 82%
Source: P2PIQ Trends Report 2022
Determined campaign by campaign 18%
Other 3%
National media 30%
Shopper marketing 50%
Source: P2PIQ Trends Report 2022
What’s your assessment of retailer media platforms?
A simple money grab for the retailer
Effective, but no more so than other digital media
More effective than other digital media Other
Source: P2PIQ Trends Report 2022
33%
43%
15% 10%
2020 Results
23%
39%
14% 24%
least for now while some retailers build out their networks. We asked respondents to rate the retailer media networks with which they work based on their relative strengths in targeting eff ectiveness, measurement capabilities, ROI, data sharing, sales growth, creative freedom and traffi cdriving capabilities.
Not surprisingly, Walmart Connect, Target’s Roundel, Kroger’s Kroger Precision Marketing (KPM), Amazon DSP and Instacart were the networks our brand respondents worked with the most. Among these networks – and most other networks included in the survey – KPM led the way for its measurement capabilities and data sharing, with 62% of survey participants giving the network “excellent/very good” scores for these metrics. “Kroger and Amazon provide much better data without spend level commitments,” noted one respondent.
Instacart Ads also did well among these topfi ve networks for its ROI with a majority of survey participants giving the network an “excellent/very good” score for the metric. Among other results: • Walmart Connect has some work to do as far as creative freedom: a majority of survey participants who have worked with the network gave the platform a “poor/fair” score for creative freedom.
Otherwise, the platform generally performed well in all other metrics. • Amazon generally earned “excellent/very good” and
“good” scores across all metrics. • 71% of survey takers who worked with Sam’s Club
Media Group gave the platform an “excellent/very good” for sales growth. • 82% of participants who worked with Petco group gave the platform an “excellent/very good” for sales growth (although nearly threequarters noted the network’s targeting effectiveness and sales growth needs to improve). • Although the Chesapeake Media Group network is relatively new, a majority of respondents gave the platform an “excellent/very good” score for ROI. The concept of these networks representing legitimate “media” opportunities has also continued to grow: nearly a third (30%) of respondents said network buys are being funded by national media budgets, up from 24% in last year’s Trends survey and 18.2% in 2020. Skeptics remain, however, and continue to grow in numbers. About a third (33%) of survey takers said the networks are more a “money grab for the retailer” than an eff ective tool (an increase from 24% in last year’s survey). Moreover, 43% of respondents this year felt networks were “eff ective, but no more so than other digital media.” IQ
RATING RETAILER MEDIA NETWORKS
For any retailer media network you have worked with, please rate its performance in the following areas …
Ahold Delhaize
(AD Retail Media)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 13.3% 26.7% 60.0% Measurement capabilities 20.0% 40.0% 40.0% ROI 13.3% 13.3% 73.3% Data sharing 13.3% 26.7% 60.0% Sales growth 26.7% 33.3% 40.0% Creative freedom 40.0% 26.7% 33.3%
Traffic-driving capabilities
(off-site media placement) 13.3% 33.3% 53.3%
Respondents: 15
Albertsons
(Albertsons Performance Media)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 33.3% 40.0% 26.7% Measurement capabilities 20.0% 26.7% 53.3% ROI 26.7% 20.0% 53.3% Data sharing 6.7% 40.0% 53.3% Sales growth 20.0% 26.7% 53.3% Creative freedom 20.0% 53.3% 26.7%
Traffic-driving capabilities
(off-site media placement) 20.0% 40.0% 40.0%
Respondents: 15
Amazon
(Amazon DSP)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 42.9% 31.4% 25.7% Measurement capabilities 37.1% 37.1% 25.7% ROI 45.7% 40.0% 14.3% Data sharing 28.6% 37.1% 34.3% Sales growth 34.3% 42.9% 22.9% Creative freedom 28.6% 37.1% 34.3%
Traffic-driving capabilities
(off-site media placement) 40.0% 37.1% 22.9%
Respondents: 35
Best Buy
(Best Buy Media Network)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 50.0% 21.4% 28.6% Measurement capabilities 42.9% 21.4% 35.7% ROI 64.3% 7.1% 28.6% Data sharing 50.0% 14.3% 35.7% Sales growth 57.1% — 42.9% Creative freedom 28.6% 35.7% 35.7%
Traffic-driving capabilities
(off-site media placement) 42.9% 14.3% 42.9%
Respondents: 14
Costco
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 36.4% 27.3% 36.4% Measurement capabilities 27.3% 9.1% 63.6% ROI 27.3% 27.3% 45.5% Data sharing 27.3% 18.2% 54.5% Sales growth 18.2% 36.4% 45.5% Creative freedom 45.5% 27.3% 27.3%
Traffic-driving capabilities
(off-site media placement) 27.3% 27.3% 45.5%
Respondents: 11
CVS
(CVS Media Exchange)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 50.0% 10.0% 40.0% Measurement capabilities 30.0% 20.0% 50.0% ROI 40.0% 20.0% 40.0% Data sharing 20.0% 20.0% 60.0% Sales growth 10.0% 40.0% 50.0% Creative freedom 20.0% 20.0% 60.0%
Traffic-driving capabilities
(off-site media placement) 50.0% 10.0% 40.0%
Respondents: 10
Dollar General
(DG Media Network)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 42.1% 31.6% 26.3% Measurement capabilities 21.1% 26.3% 52.6% ROI 31.6% 36.8% 31.6% Data sharing 15.8% 42.1% 42.1% Sales growth 36.8% 31.6% 31.6% Creative freedom 36.8% 21.1% 42.1%
Traffic-driving capabilities
(off-site media placement) 21.1% 26.3% 52.6%
Respondents: 19
eBay
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 27.3% 27.3% 45.5% Measurement capabilities 54.5% 9.1% 36.4% ROI 18.2% 36.4% 45.5% Data sharing 36.4% 27.3% 36.4% Sales growth 18.2% 18.2% 63.6% Creative freedom 18.2% 54.5% 27.3%
Traffic-driving capabilities
(off-site media placement) — 18.2% 81.8%
Respondents: 11
Family Dollar
(Chesapeake Media Group)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 25.0% 16.7% 58.3% Measurement capabilities 33.3% 33.3% 33.3% ROI 58.3% 8.3% 33.3% Data sharing 33.3% 25.0% 41.7% Sales growth 25.0% 50.0% 25.0% Creative freedom 25.0% 25.0% 50.0%
Traffic-driving capabilities
(off-site media placement) 16.7% 33.3% 50.0%
Respondents: 12
Giant Eagle
(Advantage Media)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 30.8% 23.1% 46.2% Measurement capabilities 30.8% 30.8% 38.5% ROI 38.5% 23.1% 38.5% Data sharing 38.5% 15.4% 46.2% Sales growth 46.2% 23.1% 30.8% Creative freedom 46.2% 7.7% 46.2%
Traffic-driving capabilities
(off-site media placement) 30.8% 23.1% 46.2%
Respondents: 13
Gopuff
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 31.3% 50.0% 18.8% Measurement capabilities 56.3% 6.3% 37.5% ROI 31.3% 31.3% 37.5% Data sharing 37.5% 18.8% 43.8% Sales growth 37.5% 31.3% 31.3% Creative freedom 18.8% 31.3% 50.0%
Traffic-driving capabilities
(off-site media placement) 50.0% 12.5% 37.5%
Respondents: 16
H-E-B
(H-E-B Retail Media)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 35.7% 28.6% 35.7% Measurement capabilities 28.6% 35.7% 35.7% ROI 21.4% 14.3% 64.3% Data sharing 7.1% 35.7% 57.1% Sales growth 21.4% 35.7% 42.9% Creative freedom 14.3% 21.4% 64.3%
Traffic-driving capabilities
(off-site media placement) 50.0% 21.4% 28.6%
Respondents: 14
The Home Depot
(Retail Media+)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 42.9% 21.4% 35.7% Measurement capabilities 64.3% 14.3% 21.4% ROI 35.7% 42.9% 21.4% Data sharing 64.3% 28.6% 7.1% Sales growth 42.9% 42.9% 14.3% Creative freedom 21.4% 28.6% 50.0%
Traffic-driving capabilities
(off-site media placement) 21.4% 14.3% 64.3%
Respondents: 14
Instacart
(Instacart Ads)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 30.4% 13.0% 56.5% Measurement capabilities 26.1% 43.5% 30.4% ROI 52.2% 17.4% 30.4% Data sharing 26.1% 21.7% 52.2% Sales growth 47.8% 21.7% 30.4% Creative freedom 21.7% 30.4% 47.8%
Traffic-driving capabilities
(off-site media placement) 13.0% 47.8% 39.1%
Respondents: 23
Kroger
(Kroger Precision Marketing)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 48.3% 24.1% 27.6% Measurement capabilities 62.1% 13.8% 24.1% ROI 34.5% 41.4% 24.1% Data sharing 62.1% 24.1% 13.8% Sales growth 24.1% 41.4% 34.5% Creative freedom 24.1% 44.8% 31.0%
Traffic-driving capabilities
(off-site media placement) 27.6% 31.0% 41.4%
Respondents: 29
Meijer
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 28.6% 42.9% 28.6% Measurement capabilities 42.9% 21.4% 35.7% ROI 28.6% 50.0% 21.4% Data sharing 42.9% 28.6% 28.6% Sales growth 57.1% 14.3% 28.6% Creative freedom 21.4% 28.6% 50.0%
Traffic-driving capabilities
(off-site media placement) 28.6% 35.7% 35.7%
Respondents: 14
Petco
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 27.3% — 72.7% Measurement capabilities 18.2% 18.2% 63.6% ROI 36.4% 36.4% 27.3% Data sharing 81.8% — 18.2% Sales growth 27.3% — 72.7% Creative freedom 45.5% 18.2% 36.4%
Traffic-driving capabilities
(off-site media placement) 45.5% 18.2% 36.4%
Respondents: 11
Sam’s Club
(Sam’s Club Media Group)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 17.6% 29.4% 52.9% Measurement capabilities 35.3% 23.5% 41.2% ROI 29.4% 35.3% 35.3% Data sharing 35.3% 29.4% 35.3% Sales growth 70.6% 29.4% — Creative freedom 41.2% 35.3% 23.5%
Traffic-driving capabilities
(off-site media placement) 41.2% 11.8% 47.1%
Respondents: 17
Shipt
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 25.0% 12.5% 62.5% Measurement capabilities 37.5% 18.8% 43.8% ROI 18.8% 31.3% 50.0% Data sharing 25.0% 25.0% 50.0% Sales growth 18.8% 31.3% 50.0% Creative freedom 37.5% 25.0% 37.5%
Traffic-driving capabilities
(off-site media placement) 25.0% 43.8% 31.3%
Respondents: 16
Target
(Roundel)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 33.3% 40.7% 25.9% Measurement capabilities 25.9% 29.6% 44.4% ROI 11.1% 40.7% 48.1% Data sharing 18.5% 40.7% 40.7% Sales growth 11.1% 48.1% 40.7% Creative freedom 22.2% 29.6% 48.1%
Traffic-driving capabilities
(off-site media placement) 22.2% 40.7% 37.0%
Respondents: 27
Wakefern
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 44.4% 22.2% 33.3% Measurement capabilities 27.8% 33.3% 38.9% ROI 44.4% 11.1% 44.4% Data sharing 22.2% 16.7% 61.1% Sales growth 33.3% 16.7% 50.0% Creative freedom 22.2% 33.3% 44.4%
Traffic-driving capabilities
(off-site media placement) 50.0% 16.7% 33.3%
Respondents: 18
Walgreens
(Walgreens Advertising Group)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 40.0% 30.0% 30.0% Measurement capabilities 20.0% 60.0% 20.0% ROI 30.0% — 70.0% Data sharing 40.0% 20.0% 40.0% Sales growth 50.0% 20.0% 30.0% Creative freedom 50.0% 10.0% 40.0%
Traffic-driving capabilities
(off-site media placement) 30.0% 20.0% 50.0%
Respondents: 10
Walmart
(Walmart Connect)
EXCELLENT/VERY GOOD GOOD POOR/FAIR
Targeting effectiveness 21.9% 46.9% 31.3% Measurement capabilities 25.0% 43.8% 31.3% ROI 21.9% 40.6% 37.5% Data sharing 21.9% 31.3% 46.9% Sales growth 28.1% 40.6% 31.3% Creative freedom 3.1% 43.8% 53.1%
Traffic-driving capabilities
(off-site media placement) 25.0% 37.5% 37.5%
Respondents: 32
15
EMERGING BRANDS TO WATCH
From cannabis-infused drinks to sustainably packaged cleaning products to a new breed of personal care items and everything in between, these newcomers in the CPG space are responding to evolving consumer trends and changing the game. Keep your eyes on these brands making big moves.
BY JENNY REBHOLZ
The retail world has been an evolving landscape for the past decade. So has the world of consumer packaged goods. With the onset of the pandemic, shopper behavior continued to evolve at an exponential pace, with new factors coming to the forefront, including a whole new level of contemplation about life and how to live, work and survive at home. From a greater focus on wellness and healthy living to sustainability, the pet adoption boom and a conscious consumer mindset, people were looking deeper at the brands they were buying and the impact of the products they were selecting for themselves and their families. This shift in priorities set the stage for a host of emerging CPG brands to enter the space. While some of these brands have been finding a place in their market categories for numerous years, several are more recent introductions. Here’s our roundup of the emerging brands you may want to keep track of this year.
Spot & Tango
Category: Pet Spotandtango.com
When it comes to furry friends, consumers are happily investing in their health and well-being. The pet adoption boom in 2020 spurred a spike in pet care industry sales, which show no signs of slowing down. The ongoing humanization of pets is a clear trend, with owners exploring premium food selections — like Spot & Tango — for their fur babies.
Russell Breuer and his wife Molly started Spot & Tango in their kitchen, preparing fresh meals from scratch (from family recipes) for their dog, Jack. They wanted to provide the very best nutrition for their pet, so Spot & Tango came to life with the goal of improving the lives of pets and their parents.
Spot & Tango recipes incorporate real food locally sourced from farms and human-grade suppliers in the U.S. The recipes are made with 12 simple ingredients (UnKibble has 14 ingredients). There are no arti cial ingredients — no powdered meat meals, no arti cial additives or preservatives, and no soy, wheat, gluten, antibiotics or GMOs.
Fresh and UnKibble are the two types of food o erings. With the Fresh recipes, customers receive a customized meal plan for their dog, so the food supports their weight, breed and dietary needs. This line appeals to pet parents looking to serve the freshest food possible, and it is a good alternative for picky eaters and aging dogs.
The UnKibble option (approximately 40% less expensive than other fresh options on the market) utilizes a “Fresh Dry” process, whereby fresh, whole food ingredients are combined and then chilled, so the water can be extracted in a unique low-pressure environment. This method yields minimally processed, shelf-stable food with only human-grade ingredients.
“Spot & Tango is a mission-driven brand,” says Breuer. “We believe that pet health and wellness is a right, not a luxury. We’re constantly working to introduce new recipes and products to meet customers’ needs.”
Dropps
Category: Household Cleaning Products Dropps.com
COVID-19, combined with extreme weather conditions, has consumers re-evaluating cleanliness as well as their environmental footprint. Market reports indicate the global household cleaning products category is positioned for growth.
Enter Dropps, an eco-friendly household cleaning brand that pioneered the original laundry detergent pod in 2006. The company is committed to e ective, eco-responsible and convenient products, with a goal to simplify life for people and the planet. The brand provides ingredient transparency, maintains high sourcing standards, uses eco-responsible packaging and is manufactured in the U.S.
In 2017, Dropps was awarded the EPA Safer Choice Partner of the Year by the U.S. Environmental Protection Agency (EPA). In 2020 as the company was experiencing record-breaking growth, it updated its brand identity to support future success, including the expansion into other areas of home with reusable Swedish dishcloths, seasonal scents and Active Wash laundry detergent pods.
“Dropps is remaking cleaning for good. Our purpose is to make life simple — for both people and planet,” said Jonathan Propper, founder and CEO of Dropps, in a media release. “We are driven to make life easier for individuals and families, and to do the right thing by providing everyday products that are both eco-responsible and economical, which, if multiplied across a multitude of individuals and families, can have a measurable impact on the planet.”
Blueland
Category: Household Cleaning Products Blueland.com
Blueland is another brand providing cleaning solutions with an eco-responsible mindset.
According to the Blueland website, since 2019 the brand’s products have helped eliminate more than 1 billion single-use plastic bottles from land lls and oceans. The brand story is expressed as “a cleaner planet starts at home.” That is where the journey started for CEO and Co-Founder Sarah Paiji Yoo. As a new mom, she was overwhelmed to learn about all of the single-use plastic being thrown away — and wanted to do her part to make a di erence.
The basics of the system is purchasing a “Forever Bottle” once, and then re lling it with water and the appropriate cleaning or soap tablet. According to the company, the re ll tablets are more than 30 times smaller than the average cleaner. And the reusable Tritan and glass Forever Bottles are BPA- and antimony-free. In addition to the brand’s bottles, shakers and tins, the company uses recyclable shipping boxes, paper-based tape, compostable re ll packaging, no single-use plastic and water-based inks. Blueland is B Corp and Cradle to Cradle Certi ed. The brand has been carbon neutral since 2020 and was Climate Neutral Certi ed as of 2021.
Goli Nutrition
Category: Supplements Goli.com
Consumers have a whole new perspective on health and wellness. From physical tness and mental health to proper immune system support and smart dietary choices, there is a desire to stay as healthy as possible — and a is a desire to stay as healthy as possible — and a growing interest in supplements. growing interest in supplements. Goli Nutrition is the creator of the Apple Goli Nutrition is the creator of the Apple Cider Vinegar Gummy — a patented Cider Vinegar Gummy — a patented formula that combines apple cider vinegar formula that combines apple cider vinegar with vitamins B9 and B12 to help support with vitamins B9 and B12 to help support immune health, cellular energy production, immune health, cellular energy production, heart health, a healthy nutrient heart health, a healthy nutrient metabolism, a healthy nervous system metabolism, a healthy nervous system and overall good health, according to the and overall good health, according to the company. Goli Nutrition’s products are company. Goli Nutrition’s products are non-GMO, vegan, gluten-free, un ltered, non-GMO, vegan, gluten-free, un ltered, gelatin-free and free of chemicals and gelatin-free and free of chemicals and arti cial ingredients. arti cial ingredients. The brand touts itself as a peoplefocused nutrition company aimed at providing products to support sustainable wellness. In that spirit, Goli Nutrition partners with Vitamin Angels to combat childhood malnutrition. Each purchase of Goli Gummies provides a 1-for-1 vitamin grant to provide a child in need with a six-month supply of vitamins.
Vital Proteins
Category: Supplements Vitalproteins.com
Another brand that emerged out of a personal journey, founder Kurt Seidensticker was looking for a product to support his joint health after experiencing knee discomfort from running. Learning about ingestible collagen changed his approach to diet, and he launched Vital Proteins in 2013. The brand o ers a wide range of premium collagen products with the goal of helping people live fuller, more vibrant lives. The premium collection of collagen products includes a selection of powders, supplements, drinks and gummies, designed to help people “reach their full potential and upgrade their wellness routines.”
Olipop
Category: Beverage Drinkolipop.com
While there are many consumers who are dedicated brand fans of their favorite soda, the focus on health and wellness translates into exploring options for drinking habits.
Olipop is a fast-growing functional beverage brand, co-founded by Ben Goodwin and David Lester, focused on bringing the bene ts of digestive health to a mass audience. It is a clinically backed beverage designed to bring ber back into American’s diet. According to data shared by Olipop, humans used to get 150 grams of ber a day compared to now only 16 grams of ber. In combating this “ ber gap,” Olipop is said to so far have contributed more than 75 million grams of ber to the American diet.
Olipop is made with “OLISMART,” a blend of eight unique botanicals, plant bers and prebiotics. It comes in six avors: Vintage Cola, Strawberry Vanilla, Orange Cream, Classic Root Beer, Ginger Lemon and Cherry Vanilla. The brand is bringing consumers soda with digestive health bene ts and, according to company-released information, the refrigerated beverage has yielded 6x retail door growth and 10x revenue growth.
JuneShine
Category: Beverage (Hard
Kombucha)
Juneshine.com
JuneShine was founded by former college roommates Forrest Dein and Greg Serrao to be a new type of alcohol brand — a product to support healthy, active lifestyles without sacri cing avor and fun. It is brewed with real, organic ingredients and no arti cial coloring, GMOs, pesticides or processed corn rice or syrup: just green tea, honey, fruit juice, spices and a jun kombucha base.
According to JuneShine, it is recognized as the No. 1 hard kombucha brand in the U.S. with more than 10 million cans sold. The refreshing beverage is 6% ABV and approximately 145 calories per can (only 2-3 grams of sugar per can). It comes in avors such as Grapefruit Paloma, Midnight Painkiller and Blood Orange Mint.
The brand is also committed to environmental consciousness. In partnership with Climate Neutral, JuneShine is 100% carbon neutral, and also donates 1% of all sales annually to 1% For The Planet, a collection of environmental nonpro ts working to ght climate change.
Aunt Jackie’s
Category: Personal Care (Hair) Auntjackiescurlsandcoils.com
With the breadth of emerging beauty brands recently, it is clear that consumers want products that address their unique personal care needs. A slew of newcomers are not only delivering a customized experience, but they’re doing so with a conscience.
Aunt Jackie’s believes better products support better hair. The brand’s products are sulfate- and paraben-free and contain no mineral oil or petrolatum. The products utilize eco-friendly preservatives to deliver high-quality, sustainable products with long shelf lives. From customized product regimens to a supportive Curl Clique community platform, Aunt Jackie’s is committed to “providing high-quality products for textured hair that help women and families embrace their natural curls, coils and waves to achieve healthy hair.”
Quatreau
Category: CBD Beverage Shopcanopy.com
Cann
Category: Cannabis
Beverage
Drinkcann.com
Cann is a cannabis-infused social tonic created by Jake Bullock and Luke Anderson in 2018. Another innovative garage startup story, the brand describes the product as “the future of social drinking.”
As an alternative to alcohol, one of the promoted bene ts is a similar buzz without a hangover in the morning. Made from ve simple, natural ingredients, it comes in avors such as Lemon Lavender, Blood Orange Cardamom and Grapefruit Rosemary. In addition to all-natural avors (not from concentrate), it is lightly sweetened with a touch of agave. It has no gluten, no Stevia and is non-GMO.
This cannabis-in-a-can product o ers consumers a micro-dose of 2MG THC. It gives partygoers and happy hour patrons a buzzworthy option free of alcohol (according to the company, e ects can be felt within 10 minutes, but also tend to subside at a faster rate, approximately an hour). In 2020, Canopy Growth Corp. launched Quatreau, a premium ready-to-drink, CBDinfused sparkling water, in the U.S. market after a successful rollout in Canada. Quatreau is described as a functional zero-sugar drink that is a natural low-calorie beverage alternative. It is a sparkling water with 20 milligrams of premium, U.S. grown hemp-based CBD in four avors: Cucumber + Mint, Passionfruit + Guava, Ginger + Lime and Blueberry + Acai.
“We have proven our beverage strategy in Canada, where we are currently the market share leaders in CBD-infused, ready-to-drink beverages,” said Canopy Growth President and Chief Product O cer Rade Kovacevic in a media release. “Beverages are fueling growth in the CBD category, and we believe this product will resonate with U.S. consumers looking for a naturally avored, zero-sugar option.”
Dr. Squatch
Category: Men’s Personal Care Drsquatch.com
Dr. Squatch is “raising the bar on men’s personal care products.” The brand boasts natural products — formulated speci cally for the needs of men — with no harmful ingredients. Founder and CEO Jack Haldrup brought Dr. Squatch to market due to his own skin condition, psoriasis. While he nally found a natural soap at a farmer’s market that worked for him, he wanted to create something more accessible and made for men. The Dr. Squatch product line includes bar soaps, hair care, deodorant and toothpaste. The brand o ers a variety of scents, such as Pine Tar, Fresh Falls, Bay Rum, Wood Barrel Bourbon, Cedar Citrus, Grapefruit IPA and Cold Brew Cleanse.
Versed
Category: Skincare Versedskin.com
The Versed mission is to “make good skin and clean products for all.” The products are formulated to the highest European Union standards, avoiding more than 1,350 toxins and questionable ingredients. In addition, the brand is committed to reducing waste, lessening its carbon footprint and playing its role in preserving Earth’s ecosystems. The brand promises to keep things real, “high-performance, not hype.” This includes being a source of information and expertise. The website o ers an extensive Ingredient Glossary as part of its “The Good Skin Blog” and numerous ways to give customers personal attention — from prescriptive icons and a Skin Decoder quiz to a DM and text message-based Skin Hotline.
Cerebelly
Category: Food (Baby) Cerebelly.com
Looking for baby brain food? Dr. Teresa Purzner, a neurosurgeon and mom with a PhD in Development Neurobiology was looking for the right baby food for the rst of her three children. The available options were lacking the daily value of nutrients she believed were important for the growth of a baby’s brain — for her children and kids everywhere. She partnered with her brother and tapped into a team of world-class pediatricians, nutritionists and food scientists to create Cerebelly, a product line that provides 16 key nutrients for the growing brain. The brand believes there is a better way to nourish children, so “Cerebelly unites neuroscience, nutrition and organic, farm-fresh food to give them the very best from the very start.”
Function of Beauty
Category: Personal Care
(Shampoo/body wash/skin)
Functionofbeauty.com
Launched in 2015, Function of Beauty o ers customizable hair, skin and body care products. In addition to the company’s commitment to be clean, ethical and sustainable, the brand is socially conscious with a mission of supporting women and girls in STEM (science, technology, engineering, mathematics). A distinctive detail of the startup story was the decision to build its own state-of-the-art factory (in Catawissa, Pennsylvania) in order to be able to create its customized products at scale. It has since expanded with a second facility in Paxinos, Pennsylvania. Cruelty-free and 100% vegan, the brand currently uses more than 60 natural ingredients to create custom formulas — products free of sulfates, parabens and phthalates. The website has a running tabulation (with a last seen total) of 87,221,245,070,160 unique formulas.
Hello Bello
Category: Personal Care/Cleaning (Baby) Hellobello.com
In addition to what’s best for our bodies and our pets, brands are tapping into what is best for babies.
Celebrities Kristen Bell and Dax Shepard co-founded the premium and a ordable baby product line Hello Bello with Sean Kane, Jay McGraw and Jennifer Pullen. Launched in February 2019, the brand aims to give parents the best products for their kids at a budgetfriendly price. Hello Bello manufactures and distributes products such as diapers, wipes, toiletries and cleaning supplies — more than 100 family essentials. The brand is committed to creating products that are good for babies, parents and the planet. According to its mission statement, “We believe in premium for all because every baby deserves the best.”
Immersive
Brand Experiences
Looking to further deepen your connection with consumers? Take inspiration from these CPG and DTC brands that came to life via physical spaces and pop-ups designed to engage shoppers and build a brand fan base.
BY JENNY REBHOLZ
No matter the shopping channel, brand success depends on the basic principle of consumers buying products. And brands have learned that by developing a deeper connection with consumers and nurturing a relationship, a continuous purchasing cycle can be achieved. This relationship development has uncovered the importance of delivering memorable brand experiences. Even pre-pandemic, brands were working with creative teams and forming unique collaborative partnerships to curate immersive experiences to surprise and delight shoppers. From pop-up shops to new DTC retail spaces, CPG brands are seeing the power of directly connecting with shoppers to gain market share and create a brand fan base.
“We continuously see the push toward direct-toconsumer relationships. You are seeing that more and more in the CPG world and seeing a lot of experiential things happening, even pre-pandemic,” says Melissa Gonzalez, CEO and chief strategist of The Lionesque Group, an MG2 company. “It’s about creating that emotional connection with the brand and taking it beyond the product on the shelf. Companies are investing in creating deeper connections that entrench the consumer in the lifestyle and value proposition of the brand.”
While astute brands have been leveraging the online experience and connecting with consumers wherever they are, especially since COVID-19 hit, physical retail and in-person experiences deepen the brand-consumer relationship. Shoppers are craving opportunities for exploration and discovery — to get out of the house, be inspired and feel a sense of community. From ritualizing a daily event to off ering personalization and customization, immersive experiences open consumers’ eyes to the possibilities of a product and increase the lifetime value of the brand.
“With the overwhelming adoption of online exploration
and transaction, designing compelling brand experiences across the entire omnichannel landscape is more important than ever,” says Nick Burdett, Digital Director EMEA for Landor & Fitch. “Experience is the brand’s opportunity to truly differentiate in the marketplace, and to build affinity and preference with customers. And since the last best experience that anyone has anywhere becomes the minimum expectation for the experiences they want everywhere, brands must push the envelope to create relevant, intuitive and engaging experiences.”
Considering the sea of choices in the CPG world, Gonzalez challenges brands to think about what is going to make a product stand out in a deeper way. She believes notable immersive experiences educate, demystify, inspire and empower consumers, achieving the emotional connection that helps a brand stand out. “If the brand can successfully do all of those things, I think they have a powerful opportunity to increase brand loyalty,” says Gonzalez.
Read on to see how M&M’s, KitKat, 5 Element Food Therapy, Cuyana, Business & Pleasure Co. and Old Spice are bringing the lifestyle and value proposition of their brands to life in immersive experiences that surprise and delight shoppers.
M&M’S BERLIN
In October 2021, M&M’s introduced an immersive flagship retail experience in Berlin. The brand experience celebrates M&M’s commitment “to creating a world where everyone feels they belong.”
“At M&M’s, our aim is to always elevate and evolve our fans’ experiences with the brand. Creating immersive experiences like our newest Flagship M&M’s Berlin is a continued step forward in reaching the M&M’s fans in a meaningfully unique and dynamic way,” says Patrick McIntyre, director of global retail at Mars Retail Group. “M&M’s Berlin is our first store in continental Europe allowing Berliners and travelers alike to experience M&M’s in a way they haven’t had the opportunity to before across all five senses.”
The approximately 32,000-square-foot immersive retail experience exudes the vibrant energy and artistic roots of Berlin. The colorful space includes experiential highlights such as an M&M’s Cafe, offering M&M’s beverages, cookies and ice cream, as well as photo moments at the Karaoke Garden — a tribute to Berlin’s karaoke culture. At M&M’s Street Art, fans can visit a graffiti wall inspired by the Berlin Wall. Visitors can also shop M&M’s Berlin merchandise at the “I <3 Spati Shop,” which is a nod to the area’s distinct convenience shops, the Berlin Spati.
“We’re really proud of how the brand’s commitment to creating a world where everyone feels they belong shines through in every element of the store,” says McIntyre. “Experiences in the store like the Karaoke Garden and M&M’s Street Art — both unique to the M&M’s Berlin store — are designed to encourage fans to celebrate and express their individual and creative true selves, something we strive to achieve in everything we do.”
THE KITKAT CHOCOLATORY
Located in Sao Paulo, Nestle’s KitKat Chocolatory is a permanent retail flagship designed to “premiumize” the brand in South America, the largest confectionery market in the world, explains Nick Burdett, digital director EMEA at Landor & Fitch, which worked with the brand to develop the experience. The intent was to elevate the product through an experience centered around KitKat’s “Have a Break” tagline and connect with the local Gen Z market.
“The goal of the experience was to truly differentiate KitKat in the marketplace with a flagship experience that was unlike any retail experience in the region,” describes Burdett. “We were guided by bringing to life a selection of experience principles (the experience DNA) that focused in on “product,” “play” and “community.” We were guided by these principles to design an experience that was engaging, truly immersive and inherently social.”
The experience includes activations such as a virtual reality game in which consumers participate in the creation of a newly released product line while exploring a virtual KitKat world. Through social augmented reality, an in-store “treasure hunt” experience encourages consumers to engage with KitKat filters and interactive shareable content. Interactive kiosks also allow consumers to order products and even customize their own confectionery.
“This move to automation empowers customers to order product without the need for a staff member present,” says Burdett. “The very deliberate push to integrate technology-enabled experiences also allows the brand to track performance and uptake in real time. Store managers can view the performance of each area of the store with absolute accuracy that allows them to test and learn and make incremental changes to improve overall performance for each square foot of the store.”
According to Burdett, the experience has been a success since its launch with demand for product almost surpassing product availability. “The local community has viewed the retail space as a destination to hang out and socialize with their friends in a fun environment,” he adds. “And the online platform has seen a large uptake in the region with its innovative take on the purchase funnel.”
The new retail format is planned to be rolled out across Brazil and South America as the brand grows market share.
In early 2021, Landor & Fitch helped Nestle Brazil with an ecommerce solution as a follow up to the successful, award-winning physical retail experience. This was an opportunity for the brand and business to scale across the region despite COVID-19 impacting additional physical retail launches.
“The concept was to create a virtual expression of the physical concept to provide a common design language and experience concept across all customer touchpoints in the region,” describes Burdett. “Think of it as a KitKat Chocolatory universe, common across all touchpoints.”
5 ELEMENT FOOD THERAPY
Sharon Felice Tuggle learned about the benefi ts of fresh pet food and Chinese herbs through a personal experience— the cancer care of her Boxer-Rottweiler mix Hoochie. In 2016, she partnered with the doctor who helped her and Hoochie on their cancer journey, Certifi ed Holistic Vet Dr. Anne Reed. They introduced 5 Element Food Therapy: a line of pet food supplements based in traditional Chinese veterinary medicine.
Their mission to “Feed What They Need – Love Them Longer” began online with an array of products created to “help readjust and maintain balance in your pet’s system through supplements to their regular diet.” The business model required a lot of refrigeration and storage space, and Tuggle knew the education around the products could benefi t from face-to-face interactions with pet parents, which led to her opening a 439-square-foot retail space in Oakland, California, in March 2021.
“We typically sell wholesale, but with COVID-19 and people out walking their dogs, I thought it might be a great opportunity to connect with pet owners,” Tuggle says. “Adding a small retail area to support the storage space seemed like the best of both worlds.”
Tuggle says retail sales have far exceeded online sales. Second quarter 2021 has yielded 125% growth compared to 2020. “The retail experience for my canine customer is one of complete delight,” she adds. “I have a Bone Broth Bar and Snack Bar, so the dogs rush in for free tastings.”
While the retail space allows Tuggle to connect with and educate pet owners on the benefi ts of fresh food and supplements, it also provides opportunities to bolster the brand’s community ties. From honoring National Pet Grieving Day to playing off the area’s cherished culinary tradition of chicken and waffl es (with Chicken & Woofl es treats on Sundays), she is creating moments of surprise and delight for shoppers to engage with the brand on a deeper level. 5 Element Food Therapy continues to ship nationwide through its online store, with many loyal customers on the East Coast. “I absolutely have plans for future locations,” says Tuggle. “We are currently scouting the East Bay where our commercial kitchen is located. Ultimately, we would like to expand to cities like San Diego, Austin and Denver.”
CUYANA
San Francisco-based Cuyana is an innovative and sustainable fashion brand founded by Karla Gallardo and Shilpa Shah based on a “fewer, better” philosophy. The brand promotes the practice of purchasing fewer, but better, quality pieces. In celebration of the company’s 10-year anniversary, the brand partnered with Toyota to launch a unique pop-up retail experience — Cuyana In Motion: A Traveling Showroom.
The Cuyana In Motion experience touts itself as “the fi rst expression of the innovative Toyota Agile Space (TAS) concept, the reimagining of the use and provisioning of space for multiple new uses and applications,” according to a media release. The traveling showroom takes advantage of unused space, helping shopping centers monetize non-typical Gross Leasable Space. It provides brands like Cuyana the opportunity to test locations, gain exposure and gather data before making any long-term lease commitments.
The design for this modern mobile shopping concept was a creative collaboration between Cuyana and architecture fi rm Bohlin Cywinski Jackson. The elevated shopping experience is a modular structure that occupies approximately eight parking spaces. It can be broken down, transported on a fl atbed truck and re-constructed within one week.
For Cuyana, the micro-concept translates its IRL experience into a physical showroom that provides a safe shopping environment in a designated location for approximately one month. Customers can purchase items from the curated collection on display as well as the entire brand off ering with delivery available direct to their homes. The brand utilizes beacon technology to gather customer information and generate leads.
“We’re incredibly excited to fi nally debut this concept focused on innovation and design while delivering exceptional service and accessibility,” says Shilpa Shah, cofounder and chief experience offi cer at Cuyana. “Our goal is to reimagine shopping in the post-pandemic era and bring the Cuyana brand with our fewer, better philosophy directly to our sustainability-minded customers.”
The Cuyana In Motion pop-up experience features a thoughtfully curated collection of products, including some of its best-selling bags, small leather goods, accessories and jewelry. It launched in June 2021 at The Platform in Culver City, California. Cuyana In Motion was at Fashion Island in Newport Beach, California, through Jan. 19, 2022, with future stops to be confi rmed.
BUSINESS & PLEASURE CO.
Business & Pleasure Co. (B&PCo.) translated its e-commerce experience into a physical expression of its sophisticated beach product brand with the introduction of its first retail store in May 2021.
Dubbed The Laguna Beach House, the well-appointed space not only allows consumers to touch and feel the exquisite detailing and quality of the products, but it also provides the perfect setting for product testing on the spectacular Laguna Beach just steps away from the store. The brand is finding the physical retail introduction to be a huge success as it provides an opportunity to connect with the customer base to explain quality, pricing and other technical product details. “In the beginning, we built our product for e-commerce trade, focusing on state-of-the-art packaging and un-boxing experiences,” says a B&PCo. spokesperson. “We have these little product touches and surprises that most brands cut corners and save costs on. It’s been lovely to see these extra details being noticed in-person.” B&PCo. is planning for future locations in key cities around the globe. It is committed to creating brand experiences that reinforce the high quality and timeless appeal of the products and longevity of the brand.
OLD SPICE BARBERSHOP
In March 2021, Procter & Gamble’s Old Spice introduced a brickand-mortar barbershop in Columbus, Ohio, playing off its roots as an iconic American grooming brand with an 80-year-plus history offering anti-perspirants, deodorants, body washes, body sprays, shampoos and hair stylers.
The barbershop is Old Spice’s first and only retail space, and an opportunity to invite customers into an immersive brand experience. The location selection not only connects to the brand’s Ohio roots, but it also targets its core audience — a young, diverse demographic — in the vibrant downtown area. The classic, upscale design of the space sets the stage for the innovative experience.
“Old Spice is turning the traditional barbershop on its head by welcoming guys into the Old Spice universe for a real-life experience with the brand they know and love,” Leif Edgar, Old Spice brand director, said in a media release. “Every single detail from the front desk to the mural in the back of the shop has been created for a truly memorable experience as we help our guys navigate the seas of manhood with the perfect haircut, style and hair grooming products.”
Highlights of this immersive experience include a fully operational content studio, which allows the barbershop to extend its influence across the United States with content such as overthe-top haircuts and celebrity barber tips. The physical space also boasts a barber residency program as a unique draw — weekend residencies feature celebrity barbers styling hair, leading hair information sessions and shooting content spots. The Old Spice Barbershop also provides an opportunity for the brand to share new hair care and styling formulas, as well as a chance to deepen community connections with partnerships, such as serving a cobranded coffee by local Brioso Roastery and Coffee Bar.
“Looking at what Old Spice did opening a barbershop, it’s not just about a product,” notes The Lionesque Group’s Gonzalez. “It’s a more immersive, comprehensive experience around the culture of what happens in a barbershop, and it organically creates a human connection beyond just what the brand is. That is pretty powerful when that can happen.” IQ
Retail Activation
DTC Brand Fi Moves In-Store at PetSmart
BY CHRIS GELBACH
Fi, a producer of smart dog collars that has made its mark through direct-to-consumer (DTC) sales, has expanded into retail through a partnership with PetSmart that made its product available in 250 PetSmart stores across 41 states and in Puerto Rico starting in early October 2021.
The partnership emerged after months of talks as PetSmart works to modernize the product categories it o ers in stores. “We’re proud to integrate with Fi to move forward our shared vision of empowering pet parents to be the best that they can be,” said Jennifer Helman, senior director at PetSmart in the initial release announcing the partnership. “Whether our customers are shopping for themselves or seeking a purposeful gift for the dog-lover in their lives, many of them now have the chance to learn more about Fi’s location and health tracking for dogs at a PetSmart near them.”
The product launched in 2019 as the rst LTE-M enabled GPS tracking collar and has since been used by millions of dog owners in the U.S. Key to the rollout at PetSmart are in-store displays — collaboratively designed by Fi and the PetSmart team — which focus on educational details about the collar’s capabilities.
“The objective for our in-store display was to stand out and generate awareness about our collars as people shopped the store,” says Jonathan Bensamoun, founder and CEO of Fi. “The vast majority of people still don’t realize you can see where your dog is — live on your dog is — live on your phone.” your phone.”
This is one This is one differentiator differentiator between the between the product and product and microchips, which Fi microchips, which Fi also makes. While a microchip also makes. While a microchip allows a vet or animal control allows a vet or animal control to scan your pet’s chip and look up your contact information in a registry, it doesn’t allow you to track your pet in real time.
The Fi collar enables pet owners to track their pet via GPS anywhere in the U.S., from anywhere in the world. It also allows owners to create geofences that provide instant alerts if the dog escapes. The Fi collars additionally give pet owners smartwatch-style health insights on their furry pal through activity and sleep tracking. This includes the ability to monitor changes in the pet’s sleeping time and behaviors that could indicate health issues, and the ability to compare the dog’s activity to that of others of their breed, age and location.
Fi dog collars are available at PetSmart stores and online at the PetSmart website in small, medium and large sizes, and in colors that include yellow, gray, blue and pink. As of Jan. 3, it was selling for $49.99, down from its initial retail price of $149.99.
Besides the in-store displays, trainers and groomers at PetSmart locations have also been given coupons featuring a $10-o o er, along with one-sheeters that along with one-sheeters that educate their clients on educate their clients on these features. these features. The fact The fact sheet sheet leads with leads with a statistic a statistic noting that noting that 10 million 10 million pets get lost pets get lost every year in every year in the U.S. and the U.S. and that Fi helps that Fi helps with this issue by with this issue by functioning like a functioning like a cellphone for your cellphone for your dog, which helps dog, which helps you nd your dog you nd your dog if it escapes or to if it escapes or to check in on it when check in on it when you’re traveling. you’re traveling. An email touting An email touting the partnership was sent to the hundreds of thousands of pet lovers comprising the PetSmart and Fi email lists. The campaign also included an Instagram giveaway and social media announcements to spread awareness among the two partners’ combined audience of nearly 1 million followers.
According to Bensamoun, Fi remains primarily focused on DTC sales outside of this PetSmart partnership, but the company is always exploring the right retail opportunities.
“While Fi’s magic takes place largely in our software, the collar’s sleek design gets a unique chance to shine in the brick-and-mortar retail experience,” Bensamoun says. IQ
