P2PIQ-March/April 2021

MARCH/APRIL 2021

Path Purchase

pathtopurchaseiq.com

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E N D - TO - E N D S T R AT E G I E S F O R D R I V I N G C O N S U M E R D E M A N D

INSIDE MERCHANDISING LEADERS: ANNUAL WHO’S WHO REPORT

IN-STORE STATUS REPORT: PANDEMIC’S IMPACT ON P-O-P

STORE SPOTLIGHT: H-E-B PLUS

ACTIVATION GALLERY: SUPER BOWL/FOOTBALL

SPECIAL REPORT

SHOPPER BEHAVIOR

ON RETAILER WEBSITES

Our exclusive research examines the key tools of digital engagement

POWERED BY

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“The global economy is dynamic and tumultuous.

But, there is always an opportunity to innovate, collaborate, and delight today’s shoppers.”

— TANNER VAN DUSEN, CHIEF INNOVATION OFFICER, ENSEMBLEIQ

THE FUTURE TAKES FOCUS

NOW

Unexpected market forces rapidly change the way we build trust in our brands. It’s time to join the only community that connects thousands of professionals to the insight and influence essential for solving business problems and driving growth into the future. The time to align with Path to Purchase IQ is NOW.

PathtoPurchaseIQ.com F O R M O R E I N F O R M A T I O N , PLEASE CONTACT ARLENE SCHUSTEFF, ASSOCIATE BRAND DIRECTOR, AT ASCHUSTEFF@ENSEMBLEIQ.COM

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Contents E N D -TO - E N D ST R AT E G I E S F O R D R I V I N G C O NS U M E R D E M A N D

26

Who’s Who in Merchandising

Our annual report recognizes more than 100 brand and retail in-store professionals, with expanded profiles of executives from Bimbo Bakeries, The Home Depot, Brown-Forman and Molson Coors.

16

40

SPECIAL REPORTS

Shopper Behavior on Retailer Websites Using exclusive research, the Institute takes a shopper-centric view of retail media by asking shoppers the all-important question: What are you doing online?

March/April 2021

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What’s in Store for P-O-P?

The P-O-P industry stands at a crossroads as it determines how permanent the pandemic-driven shifts in shopper marketing and merchandising will be.

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VO LU M E 3 4 | ISS U E 2

March/April 2021 NEWS

DEPARTMENTS 6

Editor’s Note:

History in the Remaking

8

10 P&G, Meijer

P2PI Member Perspective:

PepsiCo’s Garner examines online engagement

Celebrate Fans

9

NFL sponsor Procter & Gamble teams with Meijer to welcome the “sense of normalcy” that the Super Bowl invokes.

PureRED

12 Putting a Label

15

on Malnutrition

Dole Packaged Foods shines a spotlight on nutrition gaps with an experiential initiative sparking shopper dialogue and action.

10

P-O-P Design & Manufacturing

47

Activation Gallery: P2P Toolkit

Spotlight: At the Shelf

50

Bob Evans Farms showcases its dinner sides for the 2020 holiday season, leveraging multiple retailers and their media networks.

Store Spotlight:

H-E-B Plus

14 ShopRite Adds Media

Wakefern Food Corp. offers brands the ability to launch sponsored product campaigns and display media through a platform from CitrusAd.

15 P&G Launches at Target 14 58 Fred Meyer Interacts

Solutions Showcase:

Super Bowl/Football

Shopper Marketing

The CPG giant unveils an exclusive Native hair care line, while debuting sustainable shaving products from Planet Kind by Gillette.

32 43

12

13 The Many Sides of

P2PI Member Spotlight:

53

NEW Horizons

54

Solution Provider News

56

Personnel Appointments/ Editorial Index

50 58

Kroger’s Fred Meyer chain updates the electronics department with interactive in-line displays that track engagement and conversion.

Path to Purchase IQ (USPS 4568, ISSN 2688-4984 ) is published monthly, except Feb, April, July, Aug. , by EnsembleIQ, 8550 W. Bryn Mawr Ave., Ste. 200, Chicago, IL 60631. Subscription rate for the U.S.: $90 one year; $166 two year; $14 single issue copy (pre- paid only); Canada and Mexico: $108 one year; $194 two year; $16 single issue copy (pre- paid only);Foreign: $122 one year; $233 two year; $16 single issue copy (pre- paid only); $60 one year digital; $95 two year digital. Periodical postage paid at Chicago, IL 60631 Copyright 2021 by EnsembleIQ. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or information storage and retrieval system, without permission in writing from the publisher. Reprints, permissions and licensing, please contact Wright’s Media at ensembleiq@wrightsmedia.com or (877) 652-5295. POSTMASTER: send address changes to Path to Purchase IQ, 8550 W. Bryn Mawr Ave. Ste. 200, Chicago, IL 60631.

March/April 2021

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With our finger on the pulse of the evolving commerce landscape, our connected media expertise informs us how and where to deliver your brand message to convert search into purchase.

the consumer-focused brand engagement agency

Find us at hmtassociates.com connect@hmtassociates.com or call us: 216.369.0109

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Editor’s Note

Editor-in-Chief Peter Breen, pbreen@ensembleiq.com

History in the Remaking

Executive Editor Tim Binder, tbinder@ensembleiq.com Managing Editor Charlie Menchaca, cmenchaca@ensembleiq.com Associate Director/Content Patrycja Malinowska, pmalinowska@ensembleiq.com Associate Editor/Content Cyndi Loza, cloza@ensembleiq.com

PETER BREEN, EDITOR-IN-CHIEF

“Those who cannot remember the past are condemned to repeat it,” a philosopher once said. But what about those who do remember the past, and are therefore condemned to always be cynically grumpy about the present?

I remember my path to purchase history fairly well. (When I don’t, I just consult the P2PI.org archives.) So I don’t have to worry about repeating it. But, because I remember, I do have to worry about being the eternally grumpy cynic in the room, the one trying hard not to rain on the parade of all the optimistic folks talking excitedly about the newest industry game-changer.

For example: “These advancements make Walmart Connect one of the largest in-store activation networks and digital out-ofhome ad platforms.” The world’s largest retailer made that statement in January while outlining plans for some brick-andmortar additions to the game-changing Walmart Connect media network.

The statement is ripe with positive implications not just for Walmart, but also for renewed interest in the brick-andmortar store as a vibrant, viable component of omnichannel shopper engagement.

You could say that Walmart Connect is “one of the most innovative customer contact systems anywhere.” You could say that, except that was a phrase once used to describe the Walmart Smart Network, which – if you remember your history – was the game-changing in-store media network the world’s largest retailer unveiled in …

2008. (As far as revolutions go, that one never quite earned a national holiday.)

Memory also served me begrudgingly well in January, when news broke about KroGo, the high-tech “smart” shopping cart being piloted by Kroger that lets shoppers scan and bag their groceries while traveling through the store, and then pay without having to go through checkout.

That news reminded me of Concierge, another “smart cart” concept with equal capabilities that was even better prepared for omnichannel shopping because it let consumers create lists at home they could access within the store. Concierge was introduced in 2005. Food Lion piloted the technology in 2008 in its experimental Bloom store concept. We’re not quite sure when Food Lion stopped using the Concierge carts; we do know it shuttered the last Bloom store in 2012.

I know what all you more-optimistic readers are saying right now. Sure, you’re saying, the road to shopper engagement success has been lined with scores of innovative ideas and cutting-edge tools that never quite reached fruition – in many (if not most) cases, because no one wanted to pay the costs of scaling them.

But this time, circumstances are different, you’re saying, because all of those “nice to have” technologies from years gone by have become “must have” tools for retailers and brands trying to keep pace with rapidly changing shopper behavior. However, as the grumpiest, most cynical person in the room, there is only one thing I can say in response: I completely agree. Against my better judgment. Against all reason. Against all of the lessons that the history of this industry has taught me, I sincerely believe that circumstances are different this time.

Why? Because, for what might be the first time in industry history, shopper expectations and retailer objectives are aligned in the push toward seamless omnichannel experiences. And because brand marketers, as always, are there to help both of them achieve their goals. And also because this “retail media” trend might very well deliver a lot more funding to help these efforts reach scale.

So yes, there is reason for us to be optimistic this time. I just hope we’re right.

I really don’t want history repeating itself.

March/April 2021

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Associate Editor/Content Jacqueline Barba, jbarba@ensembleiq.com Editor Emeritus Bill Schober, bschober@ensembleiq.com Director – Production Ed Ward, eward@ensembleiq.com Creative Director Colette Magliaro, cmagliaro@ensembleiq.com Art Director Michael Escobedo, mescobedo@ensembleiq.com CONTRIBUTING WRITERS Erika Flynn, Ed Finkel, Michael Applebaum, Chris Gelbach, Dawn Klingensmith, April Miller, Samantha Nelson

SALES & P2PI MEMBER DEVELOPMENT Managing Director Tanner Van Dusen, 312.518.5000, tvandusen@ensembleiq.com Brand Leader Joe Territo, 973.727.7338, jterrito@ensembleiq.com Associate Brand Director Arlene Schusteff, 773.992.4414, aschusteff@ensembleiq.com Senior Account Executive Katrina Lopez, 813.732.5281, klopez@ensembleiq.com Senior Director/Member Development Patrick Hare, phare@ensembleiq.com Director/Member/New Business Development Todd Turner, tturner@ensembleiq.com

AUDIENCE

List Rental MeritDirect Marie Briganti, 914.309.3378 SUBSCRIBER SERVICES/CUSTOMER CARE TOLL-FREE: 1.877.687.7321 FAX: 1.888.520.3608 contact@p2pi.org

ENSEMBLEIQ LEADERSHIP TEAM

Chief Executive Officer Jennifer Litterick Chief Financial Officer Jane Volland Chief Innovation Officer Tanner Van Dusen Chief Human Resources Officer Ann Jadown Executive Vice President, Events & Conferences Ed Several Senior Vice President, Content Joe Territo

EDITORIAL AND EXECUTIVE OFFICES 8550 W. Bryn Mawr Ave., Suite 200 Chicago, IL 60631 Phone: 773.992.4450 | Fax: 773.992.4455

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Call 800-444-4665 TrionOnline.com products and keep your bottom line in Call 800-444-4665 || TrionOnline.com ZIP Track® forwards and faces product at Call 800-444-4665 | TrionOnline.com shape! Of course these waterfall utility Create Your Own Merchandising Masterpiece with Trion Fixtures all times. Quickly add lanes with this easy hooks are perfect for more than hand® ® to install andEadjustA system.

ZIP Track T H R T O F M E R C H A N D I S I N G weights. Give them a try. offers a wide range of adjustability for Call ever-evolving 800-444-4665beverage | TrionOnline.com Create Your Own Merchandising Masterpiece with Trion Fixtures this category and changing package designs.

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Clear Scan Label Holders Containers Well Contained Storewide solutions for any labeling Cooler Capable AMT need. Available in a variety of profiles ®

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Ready for a weights workout, wire baskets, wire shelving, wire What do you wantReady your for customers to a personal trainer. a workout, Trion hooks display heavy of 4-scanning toIndustries’ 6-ounce cups;Plain the medium AMT and hooks. paper labels know?

Want promote great prices or products, liketo free weights in multiple Trion Industries’ hooks display heavy organizes mid-range offerings; and the drop in with behind a clear PVC front, sizes, both sales and flexible safety in mind. unique product features?

Add wall tags products, like free weights in multiple large gives ice cream lovers pause allowing labels to beeasily changed quickly and YourAMT customers can browse to your displays faster than youthe can say sizes, with both sales in merchandise, which is and held in place to browse and choose asafety pint of mind. their inexpensively without messy adhesive “sign up!”

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This strips also available if that is your need. opportunity to surfaces, cross-sell related vertical display for cleaner byproducts built-in pinsensures to keep product manual-feed tray that products keep your bottom line in boost Save time,and increase visibility, and overall presentation. from shifting or falling.

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Of course these waterfall utility remain faced and accessible.

Time to sales with this storewide labeling system. hooks are perfect for more than hand Call 800-444-4665 | TrionOnline.com opportunity to cross-sell related re-stock?

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Addpromo Clear Cooler capable, and built-in weights. Give them a try. products and keep and your bottom line in ® Scan Label Holder, you’re finished!

Clip label holders and strips available.

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Pin-Stop Waterfall Hooks Pin-Stop Waterfall Hooks Versatile Wall Tags

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Available TM Trion’s large literature slatwall, holdersScan-It can beclocks, is available in a range of spaced horizontally to accommodate all sizes,with Fully compatible the and Clear Scan® in a range of gauges, weights, back plate sizes and label holder manner of product sizes.

Label System holders for C-channel, Trion’sHolder large literature can be configurations.

Call 800-444-4665 | TrionOnline.com shelf edge, wire basket, and refrigerated spaced horizontally to accommodate all areas storewide. manner of product sizes.

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Each individually adjusted to large AMTcan gives ice cream lovers pause Each lane can be individually adjusted to Each lane can be individually adjusted to a range of widths to maximize cross-sell to browse and choose a pintcross-sell of their aarange maximize cross-sell range of of widths widths to to maximize opportunities.

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Trion pushers keep items forwarded and faced for best Display or Scan, Saddle Mount or Plug pillowitems packs, gusseted keep forwarded andbags, faced bottles, for best keep items forwarded and faced for best visibility.

Deploy Trion’s acrylic options in, there are Trion WonderBar Hooks clam shells, blister Trion’s packs, and various tub visibility.

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Depths rangecosmetics, from 13" to vitamins 24", and for items including cosmetics, vitamins for and items including cosmetics, vitamins crafts, party trayssupplements, feature integrated label supplies, holders. supplements, crafts, supplies, andand supplements, crafts, partyparty supplies, and more.

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Dividers WonderBar Hooks Dividers & & Pushers Pushers

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©2019 Trion Industries, Inc.

©2019 Trion Industries, Inc. Trion Industries, ©2021

Inc.

Extend Your Revenue Super Hooks!

E x t e n d Y o u r® R e v e n u e

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HOOKS | lAbElING | SHElF & COOlER MERCHANDISING HOOKS || SHElF HOOKS || lAbElING lAbElING SHElF & &COOlER COOlER 800-444-4665 | info@triononline.com MERCHANDISING MERCHANDISING .triononline.com/Art 800-444-4665 | info@triononline.com 800-444-4665 | info@triononline.com .triononline.com/Art .triononline.com/Art HOOKS | lAbElING | SHElF & COOlER

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MERCHANDISING HOOKS | lAbElING | SHElF & COOlER 800-444-4665MERCHANDISING | info@triononline.com .triononline.com/Art 800-444-4665 | info@triononline.com

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THE PATH TO PURCHASE INSTITUTE is the only community that connects commerce and marketing professionals to the intelligence, innovation, and influence needed to navigate the complexity of today’s consumer retail landscape and drive growth.

JOIN THE LEADERS WHO ARE SHAPING THE FUTURE OF COMMERCE!

urner,

THE INTELLIGENCE: Expert and editorial insights covering in-store, digital, retail marketing, actionable insights to drive shopper engagement and sales. Highly relevant and content-rich professional development and training courses designed to provide the know-how for tomorrow.

THE INNOVATION: Amplify your thought leadership, competitive edge, and be part of the elite consumer goods executive community.

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BECOM E A M E M BE R TO DAY !

To learn more about membership packages that align with your goals, please contact your sales representative or visit p2pi.org/membership.

06-07-P2PIQ_editors note.indd 7

3/8/21 2:32 PM

Member Perspective

Keeping Consumers Engaged Online Post-Pandemic

BY K AT E G A R N E R , P E P S I C O

The world has changed in just about every imaginable way over the past year.

One way that is particularly relevant to retailers and marketers is the dramatic shift to e-commerce.

It happened virtually overnight.

Now, nearly 80% of Americans report having shopped online for groceries since the COVID-19 outbreak, double the pre-pandemic number, according to Inmar. To respond to that initial urgent demand, retailers accelerated digital investments with an abundance of new shopping experiences. But now it’s time to thoughtfully consider what happens next.

As vaccines roll out and we move into the second half of 2021, some consumers naturally will want to return to their pre-pandemic grocery shopping habits.

Shopping in-store is sure to become a draw again: 25% of online shoppers say they find the digital experience less satisfying than visiting stores in person, according to Kantar.

But there also will be a rich opportunity to improve and refine e-commerce to keep old and new consumers alike engaged. I see several ways retailers can ensure that this happens.

Focus on convenience: The need for convenience hasn’t changed, but during the pandemic, the reasons shifted. Prepackaged,

single-use foods have always been great for portability – but recently, they’ve had the added benefit of adapting to health and safety guidelines. In digital spaces, calling out the other additional solutions these individual portions offer will be an important way to connect with online shoppers.

As more people return to pre-pandemic schedules, they once again will be focused on anything that makes their days quicker and easier. Those same multi-packs and single portions will be go-to options for packing kids’ lunches. Whether they’re exercising at home or in gyms, consumers will still want fast hydration and snacks like nutrition bars. Surfacing selection that keeps convenience in mind will add a driver to the online shopping experience.

Make meal planning more intuitive: Seven out of 10 consumers will continue to cook at home more than they did before COVID-19, so the online environment can streamline meal preparation and planning by curating the shopping “trip” with bundles of products designed to complete those occasions.

This is a place where online has the advantage; a physical store’s shelves and layouts are restrictions to organizing the shopping experience by meal. Online shopping provides greater

March/April 2021

08-P2PIQ_Mperpective.indd 8

opportunity to group products the way a shopper would use them over the course of a day.

We’ve seen the opportunity to build these meal occasions through our data science tools at PepsiCo, where we’ve been able to create predictive models for retailers to maintain household penetration. Based on the products they have already purchased, we can suggest shopping basket ideas to target and message shoppers with curated selections that are relevant to them.

Help create celebrations: Everyone has missed connecting with each other so much. I see 2021 being about finding joy and ways to be together. We’re hopefully going to be able to enjoy the simple acts of meeting friends and letting our kids play together again, so you’re going to see people wanting to entertain.

The big moments to think about are summer holidays like the Fourth of July and Labor Day, and any chances for consumers to reconnect outdoors.

Reaching out to help them celebrate these times will be essential. Consider bundles, themes, reminders and party-planning checklists to make it easier to ensure people have everything they need.

What’s most exciting about this time in retail is that any debate on the importance of e-commerce is behind us. We can instead focus our energies on being highly effective in this space. Last year, the industry innovated at a lightning-fast pace to help people navigate the pandemic. Now, we can think strategically and open shoppers up to new experiences while also providing longterm solutions that can improve the retail environment for all of us. IQ

ABOUT THE AUTHOR As senior vice president of PepsiCo’s Demand Accelerator, Kate Garner leads growth across the company’s North America foods and beverage business, including shopper analytics and insights, shopper marketing, category leadership and space transformation. Garner has overseen teams across a variety of functions over her nearly 18 years at PepsiCo, including marketing, sales, strategic insights and advanced analytics.

| 8 | pathtopurchaseiq.com 3/8/21 2:33 PM

Member Spotlight

PureRED

A Q&A with Amy Reach, CEO of the marketing service/tech company

would say it’s been one of our premier partners. The p2pi.org website helps us to stay educated and on the edge of trends and consumer engagement. Also, P2PI’s network has been a great place to get our point of view out there. We’ve done a few webinars with the Institute, and we’ve received really good feedback from those who’ve attended. Being a member has opened up a pathway for us.

What is your current view of the industry, and how can you help your clients during this time?

What is PR1 and what is its origin?

REACH: PR1 is a dynamic platform that services some of the top retailers. It helps our clients streamline their promotional planning processes internally. For instance, we saw clients that had a print circular team, a separate website team and so forth. We thought, “Wouldn’t it be great to create the content once, make a definite version and then distribute it to any channel?”

It’s important to note that PR1 is not an

everything or nothing solution. It’s comprised of modules, such as one for digital asset management and another for the digital circular. Our product can be sold on the SaaS model. It can be used within a retailer’s teams and technology or PureRED can manage it for you. We can help you unlock the bottleneck.

How does your company use its P2PI membership resources?

REACH: Our partnership with the Path to Purchase Institute has been very strong. I

PureRED’s PR1 solution will allow Rite Aid to continue to expand our digital footprint and provide great efficiencies to our marketing team. PureRED has been a strong partner in helping us navigate the way.

— CINDY SCHAUER, VP, CREATIVE SERVICES, RITE AID

March/April 2021

09-P2PIQ_memberspot.indd 9

REACH: The COVID-19 pandemic has pushed the need for organizations to be digital faster. Our solutions allow them to do that more seamlessly.

For instance, the PR1 platform allows for efficient personalization in e-commerce. Our biggest goal is to get up and offer content across multiple channels in the quickest way possible to help our clients save costs and expand their reach.

We have the tools that allow them to take their personalized assets and utilize them at the scale that they need. IQ

MEMBER UPDATE Path to Purchase Institute is delighted to welcome new and returning members to our community: Anheuser-Busch LLC, Bumble Bee Foods, FKA Brands (HoMedics), Foodspace Technology, Merge World, Moet Hennessy, Motive Group and ShoptoCook.

Join the hundreds of companies that benefit from P2PI every day with strategies and best practices on succeeding in today’s chaotic omnicommerce environment. For more information, contact Katrina Lopez at klopez@ensembleiq.com.

| 9 | pathtopurchaseiq.com 3/8/21 2:33 PM

Consumer Engagement

P&G Celebrates Fandom at Meijer

BY C Y N D I L O Z A

National Football League sponsor Procter & Gamble teamed with Meijer this winter to run a campaign celebrating the fandom and welcome “sense of normalcy” that the Super Bowl invokes.

Running from Jan. 24 to Feb. 6, the campaign encompassed in-

store and digital activity that identified the manufacturer as an NFL sponsor. It spotlighted exuberant fans holding P&G products and wearing football jerseys supporting one of six teams within Meijer’s store footprint, including the Indianapolis Colts, Detroit Lions and Chicago Bears.

A “Ready for Anything” tagline was communicated throughout the campaign, which celebrated fans’ and shoppers’ enthusiasm, patience and resilience during the ongoing COVID-19 pandemic.

The campaign at the Midwest mass merchant was developed by “looking at the convergence of three key areas: the Meijer shopper, P&G brands and the NFL,” says Mike Schneider, marketing director at P&G. “Then we took it a step further by looking at these key areas through the lens of the effects of the pandemic.”

Schneider describes P&G as being rooted in normalcy with its brands providing trust and performance, improving life and helping meet the unmet needs of health, hygiene and cleaning during the pandemic. Add the knowledge that sports is a way of life for many Meijer shoppers who also want to help their families return to a sense of normal in spite of all the game cancellations and postponements due to COVID-19. The NFL continued through the pandemic and is hugely popular across generations and fan groups, many of which are the true “fanatics” implied by the term.

“From this, our key insight was formulated: In times of an emotional void, the NFL reminds us that fandom brings a welcome sense of normalcy,” Schneider says.

The integrated campaign included in-store “Ready for Anything” signage that draped entryways and pallet trains stocking a variety of P&G SKUs. Features in the retailer’s Jan. 24

March/April 2021

10-11-P2PIQ_PG meijer.indd 10

and Jan. 31 circulars also communicated the tagline as well as incentives including $5 off a future receipt with purchase of $25 worth of household products or $20 worth of health and beauty products.

Entry shrouds depicting fans with attire from the local team also plugged the offers.

“Meijer is a great partner and helped amplify the campaign through the use of in-store merchandising and point-of-sale materials,” Schneider says.

M c s m

The program’s primary out-of-store strategy comprised paid social media and programmatic digital ads. Since the campaign’s creative was specific to each region, ads were geo-targeted based on each team’s city and proximity to a Meijer store, Schneider says.

Chicago-based shopper marketing agency Blue Chip handled all elements of the campaign, including the strategic insight, creative concepts and activation tactics as well as planning and execution.

“Fans experience a great release when they can put their game faces on,” Jason Geis, vice president/group creative director at Blue Chip, said in a media release. “The Super Bowl draws an immense fan base, and it’s a cultural celebration that means even more this year, as Super Bowl LV celebrations take different forms.” IQ

For more Super Bowl activations at retail, see page 43 and visit P2PI.org.

| 10 | pathtopurchaseiq.com 3/8/21 2:34 PM

Media is changing, so let’s change media for good.

First-party data paired with a deep understanding of not just what people want but how and where they shop.

That’s how we deliver your perfect audience across display, social, search, and TV. See how we’re changing media for good at Roundel.com.

Media, re-imagined

by Target. © 2021 Target Brands, Inc. Roundel, Target, and the Bullseye Design are trademarks of Target Brands, Inc.

10-11-P2PIQ_PG meijer.indd 11

3/8/21 2:34 PM

Cause Marketing

Dole Touts ‘Malnutrition Labels’

BY C H A R L I E M E N C H AC A

Dole Packaged Foods is shining a spotlight on nutrition gaps with an experiential initiative designed to create dialogue and action among shoppers.

The “Malnutrition Labels” campaign launched in February with large-scale projections on buildings in New York, Los Angeles and Baltimore, followed by a three-week digital run in the U.S. The creative is presented in the style of a nutrition label, with food item details replaced by regional and global statistics on food insecurity, obesity and the importance of good nutrition.

“Malnutrition Fact: 117 million U.S. adults suffer from at least one chronic disease related to improper nutrition and lack of exercise,” one of the labels says.

“The target (market) is everyone,” says Dole global CMO Rupen Desai. “This

information is vital to bringing awareness to the nutrition gaps that exist on local, national and international levels. Our hope is that, by raising awareness, we are able to create more momentum and energy that can be channeled into creating systemic change.”

Up to 15 labels were created for the campaign in partnership with the David agency’s Madrid and Miami offices. They were inspired by the trusted and universally recognized nutrition facts label.

“Malnutrition is a world health crisis that goes unnoticed by most of us,” says Saulo Rocha, executive creative director at David Madrid. “It’s inspiring to partner with a client that is brave enough to put a spotlight on it. These labels are meant to engage people in this crucial conversation and the change nutrition needs … boldly enough that you can’t ignore it.”

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12-P2PIQ_dole.indd 12

The campaign’s related content is being distributed and amplified via Instagram, Facebook, a #changethefacts hashtag and online video platforms such as YouTube, Desai says. New York-based Spark Foundry handled media buying while Los Angeles agency High Wide & Handsome covered social media. The creative also is housed on a dedicated web page within SunshineForAll.com, Dole Packaged

Foods’ cause website.

Although there is no in-store activity planned for the Malnutrition Labels campaign, the effort is one of several global activations being led by the brand as it brings “The Dole Promise” to life. The promise was announced in 2020 and is focused on nutrition, sustainability and the creation of shared value for Dole’s employees and their communities.

Desai envisions the campaign extending into other U.S. markets and globally with more labels added to continue highlighting statistics and crucial issues.

Two other New York-based companies rounded out Dole’s campaign partners: National Experiential produced the projection elements, while Peppercomm provided media relations support. IQ

| 12 | pathtopurchaseiq.com 3/8/21 2:36 PM

Retail Media

Bob Evans Picks Winning Sides

BY J AC Q U E L I N E B A R B A

Bob Evans Farms undertook its first-ever integrated shopper marketing campaign to spotlight dinner sides for the 2020 holiday season. The effort spanned multiple retailers and touchpoints, including in-store signage and ad placements via retail media networks.

Kicking off in October (specific launch dates varied by retailer) and ending in December, the national “Pick Your Side” campaign primarily targeted “busy, career-focused couples with kids” who may feel rushed or lack confidence in the kitchen and turn to prepared foods for easy dinner solutions, says Tony Fung, senior shopper marketing manager at Bob Evans.

Fung joined Bob Evans about one year ago to build and lead the brand’s shopper marketing and e-commerce strategy across multiple retailers. While shopper marketing is still relatively new to the company, this campaign aimed to cover all bases with account-specific overlays.

Notably, the CPG partnered with Quotient Performance Media to activate targeted advertising across the media operated by Albertsons Companies (10 million estimated impressions), Ahold Delhaize (10.7 million) and Giant Eagle (3 million), according to Fung. Running through the end of December, the digital activity spanned mobile banner ads, brand engagement pages and optimized search. The brand also ran a national digital coupon through Quotient in October.

In addition, it leveraged two other retailer media networks to promote digital savings.

Running the campaign amid an aggressive second surge of the pandemic brought its own set of challenges. “From a brand standpoint, we shifted the communication strategy

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13-P2PIQ_bob evans.indd 13

to be more food-centric and focused more on digital and e-commerce while still maintaining a balance of traditional shopper media vehicles,” Fung says.

Albertsons chains, Ahold Delhaize banners, Giant Eagle and H-E-B received dedicated custom violators, shelf talkers and shopping cart signs inviting shoppers to “Pick a Winning Side” and driving to BobEvansGrocery.com/pickyourside.

Account-specific violators at Ahold, for instance, included tearpads dangling $1 off from the manufacturer.

The promotional web page invited shoppers to vote for their favorite dinner side, choosing between the brand’s “rich, creamy, indulgent classic” original mashed potatoes and the “decadent union of pasta and cheese” macaroni and cheese side.

The web page, as well as FSIs and other promotional activity, also touted a bulk-purchase incentive awarding a $5 e-gift card to shoppers who bought $15 worth of participating dinner sides between Nov. 16 and Dec. 31. Shoppers uploaded a photo of their qualifying receipt to BobEvansVirtualCash.com (powered by TPG Rewards) to redeem the offer.

Other support spanned retailer circular features, email ads, display ads on retailer websites and search optimization across multiple partners. Plus, Bob Evans teamed with Catalina to offer print coupons as well as promote the campaign via full-motion digital signage from Starlite Media near store entrances in select locations.

“Overall, this campaign highlighted the importance of reaching shoppers using an omnichannel approach,” Fung says, “especially in the refrigerated sides category, [in] which we typically don’t see a lot of shopper marketing activations.” IQ

| 13 | pathtopurchaseiq.com 3/8/21 2:36 PM

Retail Media

Wakefern Offers CitrusAd’s Technology

BY C Y N D I L O Z A

Wakefern Food Corp. is offering brands the ability to conduct sponsored product campaigns and display advertising across its desktop and mobile e-commerce websites through retail media technology from CitrusAd. Using a real-time relevance engine developed by CitrusAd, Wakefern and its brand partners can place products and banner ads “in a nonintrusive, organic way” on the retailer’s ShopRite and The Fresh Grocer chain e-commerce sites, according to a media release from Brisbane, Australia-based CitrusAd. “We have display banners that are targeted to align with shoppers browsing and searching for relevant categories and keywords on desktop and mobile [sites],” says Brian DeCoveny, vice president, retail media partnerships at CitrusAd, noting that the capability would extend to the [ShopRite] mobile app in February.In addition, within desktop and mobile [e-commerce sites], we offer sponsored products and brand pages.”

Store owners in Wakefern’s cooperative and brand partners will gain full transparency and ROI measurement of shopper activity by accessing the real-time reporting dashboard in the platform, according to CitrusAd. The ads will appear based on business parameters that have been aligned by Wakefern and CitrusAd, but the retailer maintains the ability to adjust based on evolving priorities, according to DeCoveny. If inventory is selling out, for example, DeCoveny says CitrusAd would work closely with the retailer to identify further areas of opportunities and make sure that any additional placements

enhance the online shopping experience by helping shoppers find relevant products.

Launched in 2017, CitrusAd is a white label, self-serve e-commerce advertising platform that lets retailers monetize their digital shelf space while enabling suppliers to increase sales by launching targeted campaigns.

In addition to Wakefern, CitrusAd works with U.S. supermarkets such as Hy-Vee and Kroger’s Harris Teeter.

Wakefern first began working with CitrusAd in May 2020. DeCoveny says the company and retailer have since formed a closer “working partnership in an effort to grow the program based on heightened e-commerce demand.” (Mi9 previously managed sponsored product campaigns and display media for Wakefern.) The retailer also partners with Inmar for programmatic offsite advertising.

“We are working with leading technology partners like CitrusAd, whose solutions add value across our platforms,” Elizabeth Goodbread, director of digital commerce for Wakefern, said in the release. “The CitrusAd platform is scalable, easy to integrate and

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14-P2PIQ_wakefern.indd 14

will enable CPG brands to boost their sales online in a relevant and meaningful manner that also makes the shopping experience more convenient for our shoppers.”

Online grocery sales jumped dramatically in 2020, when more shoppers turned to online shopping due to the ongoing COVID-19 pandemic. Wakefern joins a list of retailers that are doubling down on their digital ad technologies to keep up with the rapid growth of online shopping. (Walgreens and CVS launched retail media platforms in December and August, respectively, and Walmart is rebranding its media arm to Walmart Connect and expanding its scope.)

“We are delighted to partner with a leading grocery retailer such as Wakefern and play our part in [its] exciting retail media strategy,” CitrusAd chief executive officer, Brad Moran, said in the release. “Our aim is to support and empower retailers like Wakefern to succeed on their respective retail media journeys.

ONLINE SHOPPING Strengthening e-commerce capabilities and fulfillment services has become a priority for various retailers during the pandemic. However, online shopping won’t be going away after the pandemic, said Cheryl Williams, Wakefern’s chief information officer, during a Jan. 12 session at the National Retail Federation’s “Retail’s Big Show - Chapter One” virtual expo.

“I do believe that those [shoppers] who have shifted online will continue to stay online, and I do believe more and more people will be going online,” said Williams, adding that she herself did all of her 2020 Christmas shopping online.

Williams’ comments are in line with what the Institute’s Shopper Behavior Monitor survey (conducted in cooperation with Edge Marketing) found in September 2020.

The majority of consumers surveyed said they plan to shop online at least as often or even more often than they currently are after the pandemic is resolved. IQ

| 14 | pathtopurchaseiq.com 3/8/21 2:37 PM

Exclusive Products

Native Deepens Ties with Target

BY C Y N D I L O Z A

Procter & Gamble’s Native recently launched its first-ever hair care line exclusively at Target, strengthening its relationship with the retailer.

Native rolled out 16.5-ounce shampoos and conditioners as well as a 6-ounce hair mask to Target stores and Target. com on Feb. 1. While the hair mask is only available in an almond and shea butter scent, Native shampoos and conditioners are available in three scents and are each formulated to address a different haircare concern.

Priced at $8.99 each, the line is positioned as free of sulfates, parabens, silicones and dyes; vegan; cruelty-free; and made with just 10 ingredients. Native has plugged the line’s arrival at Target

with Facebook and Instagram updates as well as a Feb. 1 email blast. It is unclear if and when the line might expand to the brand’s direct-to-consumer site NativeCos.com or other retailers.

The Native hair care line arrived on the heels of the launch of customizable shampoos and conditioners from DTC brand Function of Beauty at Target. However, while Function of Beauty shampoos and conditioners encourage shoppers to customize hair care products, Native wants to give shoppers simple options.

“There are so many options out there when it comes to hair care and even more do’s and don’t’s, which can become overwhelming,” Vineet Kumar, Native chief executive officer, said in a media release. “We launched this collection so choosing a hair product doesn’t have to be. These products

Sustainability

Gillette Debuts Line at Target

BY C Y N D I L O Z A

Target is stocking a new line of sustainable shaving products from Procter & Gamble’s Gillette. Planet Kind by Gillette shaving SKUs rolled out to Target stores and Target.com in February, encompassing: • a kit with two razor blade cartridges and a razor handle made from 60% recycled plastic (the equivalent of one recycled water bottle), • a 4-count razor refill pack, and • shaving cream, moisturizer and face wash “with cucumber and vitamin E.” Ranging in price from $7.99 to $9.99, the products come in blue packaging that is recyclable but already made with 85% recycled paper, 85% recycled plastic or infinitely recyclable aluminum.

Planet Kind SKUs are also available on the line’s direct-to-consumer site PlanetKindByGillette.com, where shoppers can sign up for a subscription. It is unclear if Planet Kind items will roll out to other retailers.

In stores, account-specific, in-line and endcap displays spotlight the product and tout the line’s recycled packaging. Recently created Instagram and YouTube accounts for the line spotlight the SKUs and their availability at Target and the DTC website.

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15-P2PIQ_programs.indd 15

deliver all the amazing benefits you want and need through an effective, clean formula in the signature Native scents we know and love.” IQ

Planet Kind is underscoring its commitment to reduce plastic waste through a partnership with Plastic Bank, a Vancouver-based social enterprise that aims to help stop ocean plastic while improving the lives of those who help collect it in vulnerable coastal communities. Starting Feb. 1, every purchase of a Planet Kind item will help prevent 10 plastic bottles from entering the ocean, according to a media release from Gillette. In the first year of the partnership, Planet Kind’s goal is to prevent 10 million plastic bottles from becoming pollutants.

The launch of Planet Kind also supports Gillette’s sustainability goals to have 100% of its packaging be recyclable by 2030 and to increase the use of post-consumer recycled content in products. IQ

| 15 | pathtopurchaseiq.com 3/8/21 2:38 PM

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SPECIAL REPORT: SHOPPER BEHAVIOR ON RETAILER WEBSITES

A SHOPPER-CENTRIC LOOK AT RETAILER.COM Proprietary research finds an array of tools influencing purchase behavior

BY P E T E R B R E E N

The shopper commerce industry has been abuzz lately with discussions about retail media networks and their effectiveness at driving shopper engagement and product sales, especially relative to the other marketing and media options at the disposal of consumer brands.

But amid all the talk about optimized reach, pinpoint targeting and closed-loop attribution, one important consideration seems to be getting less attention: Exactly what are shoppers doing on retailer websites?

While much of the industry conversation has focused on the digital tools that retailers are using to drive traffic and influence purchase, few studies have sought to identify which of these tactics might actually be popular with the shoppers themselves. Answering that question was the goal the Path to Purchase Institute undertook in January by fielding a research study with 1,000 shoppers across the U.S. to learn why they visit retailer websites and, more importantly, what they do when they get there.

Some results are not at all surprising (search is important for most shopping trips, for one), although others might raise some eyebrows (video content doesn’t seem terribly influential here). But overall, the survey finds shoppers employing a variety of tools and services to help them make their purchase decisions online.

This article evaluates some key highlights from the survey. Members of the Institute have access to more comprehensive results, including a deep dive into retailerspecific activity for Amazon, Walmart, Target, Kroger, Home Depot, Best Buy and other leading chains.

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SPECIAL REPORT: SHOPPER BEHAVIOR ON RETAILER WEBSITES

1. RECENT ONLINE SHOPPING ACTIVITY CHANNELS SHOPPED IN PAST 7 DAYS

RETAILERS SHOPPED IN PAST 7 DAYS 71%

Amazon 71%

E-tailer

66%

Mass

Target

26%

Albertsons (Total)*

25% 21%

Kroger

54%

Supermarket

57%

Walmart

Walgreens 27%

Drugstore Home Improvement

18%

Home Delivery

15% 13%

Electronics

37%

All Other 0%

10%

20%

30%

40%

50%

60%

70%

80%

17%

CVS

14%

Best Buy

13%

Costco

13%

Home Depot

12%

Dollar General

11%

Lowe’s

10%

Instacart

10%

7-Eleven

10% 0%

10%

20%

30%

40%

50%

60%

70%

80%

*Albertsons reflects shoppers at Safeway (110),Albertsons (69), Acme (45), and Vons (23)

Source: Path to Purchase Institute “Shopping Behavior on Retailer Websites/Apps” (January 2021)

TRIP TRIGGERS The sudden, massive shift experienced in mid-2020 appears to have subsided, but the migration to digital shopping continues: 8% of respondents to the survey said they conducted their first online shopping trip within the last seven days. Most, however, have already made it part of their standard routine, with 41% professing to shop online at least weekly (see Chart 2, page 19).

The vast majority of these shoppers are conducting their activity on retailer websites, either on a computer (49%) or via smartphones (25%). However, one-fourth said their most recent shopping was done through the retailer’s mobile app, an action that typically requires a greater degree of familiarity both with online shopping and that particular retailer. At the retailer level, Target shoppers were the most likely to have used the app rather than the website.

It’s important to note that 27% of shoppers said they visited the retailer’s website to begin a trip that would conclude with purchases made in a brick-and-mortar store, with 39% identifying that as their typical behavior. So while omnichannel shopping habits are now prevalent, brick-and-mortar stores remain a critical part of the equation.

Otherwise, while most respondents (71%) said they conducted their entire trip in one visit to the retailer’s website, 27% said their final order included items that had been placed in their shopping cart on a previous visit. In addition, 18% of the shoppers who

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METHODOLOGY The Path to Purchase Institute fielded an online survey among 1,000 shoppers from Jan. 12–19, 2021. To qualify, participants had to be the primary shopper for their household and have shopped at least once on a retailer or delivery service website or app in the prior week.

The demographic breakdown is as follows: Gen Z ...........................................................................7% Millennial ................................................................. 37% Gen X ........................................................................22% Baby Boomer ..........................................................29% Mature ........................................................................ 5% Survey participants were asked questions about their most recent shopping experience, as well as about their general website/app shopping preferences and behaviors. To clarify the retailer features and services being discussed, respondents were shown example images as they took the survey. They also were encouraged to open the retailer website/app in question as an additional frame of reference.

The Institute would like to thank the following people for their help in developing and evaluating this survey: Charles MeyerHanover of The Bountiful Company and Chris Perry of Firstmovr.

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SPECIAL REPORT: SHOPPER BEHAVIOR ON RETAILER WEBSITES

2. ONLINE SHOPPING FREQUENCY TOTAL (n=1,000)

First time 8% Daily 5% A few times per week About once per week

20% 16% 32%

A few times per month Once per month or less

19%

E-tailer (n=222)

Mass (n=216)

Supermarket (n=202)

Drugstore (n=153)

Electronics (n=98)

Home Improvement (n=98)

1%

6%

15%

7%

9%

12%

5%

6%

3%

5%

4%

6%

24%

12%

20%

18%

34%

16%

18%

19%

19%

10%

14%

14%

37%

35%

27%

37%

23%

23%

14%

23%

15%

24%

15%

28%

Source: Path to Purchase Institute “Shopping Behavior on Retailer Websites/Apps” (January 2021)

3. SHOPPING TRIP BEHAVIOR (Most recent experience)

Target had more shoppers using its app than any other retailer.

60%

27%

12%

16%

didn’t make a purchase during their latest trip did add something to their cart.

Did all their shopping Browsed on the Browsed/shopped on First browsed Amazon.com on the retailer’s website/app before going website/app while in the before going to another Also noteworthy is the fact that 92% website/app to the physical store to physical store retailer website/app to shop of shoppers ultimately made a purchase make purchases during their most recent trip, which 39% say this is typical behavior suggests a high level of purposeful activity that is also illustrated by the Source: Path to Purchase Institute “Shopping Behavior on Retailer Websites/Apps” (January 2021) motivations shoppers gave for initiating the visit in the first place: 45% of shoppers went straight to the retailer’s site (or app) because they already “wanted of one month’s worth of trips, however, 31% of shoppers claimed to be inspired by emails something”; 68% said this is what from the retailer and more than 20% from ads placed on social media (especially typically inspires their visits.

Facebook), search engines or other websites (also Chart 5). The impact of such Some advertising vehicles off-site vehicles on trips will be an important consideration for potential and other potential trip advertisers as they evaluate the effectiveness of retail media buys versus triggers are driving a fair other types of digital media. amount of site traffic, Here’s another important point: 22% of shoppers conducted despite the fact that no their most recent trip on Amazon.com, more than any other retailer single factor sparked of shoppers visit a (Walmart.com was second at 17%). But another 16% said they first retailer’s website without the most-recent trip browsed Amazon.com before going to another retailer’s website/ prompting and with for more than 9% of app to do their shopping. So the critical need for brands to establish a specific goals in mind. shoppers (see Chart 5, strong presence on Amazon regardless of what they might be doing with page 20.) Over the course other retailers is legitimate.

FAST FACT

68%

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SPECIAL REPORT: SHOPPER BEHAVIOR ON RETAILER WEBSITES

4. CHECKOUT BEHAVIOR And one final point about omnichannel (Most recent experience) experiences: 12% of shoppers profess to be using the retailer’s website or Shopped and browsed; did app while they are in the physical store, not put items in cart underscoring the need for retailers and Non-Purchasers brands to effectively integrate their Added items to cart online and offline activity. but did not check out As for order fulfilment, 56% of shoppers opted for home delivery of their purchases during the latest experience, Shopped for and purchased with the rest making a literal trip to pick everything in a single visit Purchasers it up in the store (24%) or at curbside Added items on previous (16%). This was one area in which results visits; checked out during differed dramatically across retailers, with most recent visit the totals largely reflecting the business Source: Path to Purchase Institute “Shopping Behavior on Retailer Websites/Apps” (January 2021) models and capabilities of each – thus, 93% of Amazon shoppers opted for home delivery, store, and Kroger had the highest percentage (30%) using curbside pickup. while only 25% of Walgreens and 20% ENGAGEMENT TRIGGERS of Kroger shoppers Once they get to the website or app, shoppers are taking advantage of of shoppers visit the did so. Conversely, a wide variety of trip-enhancing tools to help them find, and buy, the retailer’s website to Walgreens had the products they want. But few tools have been adopted thus far by a majority begin a trip that concludes highest percentage of shoppers.

In fact, other than the ubiquitous search engine – which was with purchases in the of shoppers (53%) utilized by 61% of shoppers – fewer than one-third utilized any tool during their physical store. picking orders up inmost recent shopping experience (Chart 7, page 22). These relatively low usage

75% 18%

71% 27%

FAST FACT

39%

5. RETAILER TRIP DRIVERS

Motivation for visiting a retailer’s website/app MOST RECENT EXPERIENCE 45%

Wanted something and went straight to website Email from retailer

9%

Saw social media ad

7%

Offer on digital coupon website/app

IN THE PAST MONTH Looking for something and go straight to the website/app

Facebook (73%) Instagram (24%)

Want to shop/browse before going to store to purchase

6%

Search result

5%

Saw Google ad

5%

Sent from brand’s “Where to Buy” website/app

4%

Saw ad on internet search browser (not Google)

3%

Text from retailer

2%

Ad on personal interest website

2%

68% 39% 31%

Emails/texts from retailer Social media ads

22%

Ads/Search results on Google/other browsers

22%

Ads on other websites/apps

21%

Ad on recipe website/app 1% 0% 10% 20% 30% 40% Source: Path to Purchase Institute “Shopping Behavior on Retailer Websites/Apps” (January 2021)

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16-25-P2PIQ_coverstory.indd 20

0%

10%

20%

30%

40%

50%

60%

70%

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SPECIAL REPORT: SHOPPER BEHAVIOR ON RETAILER WEBSITES

6. FULLFILLMENT BEHAVIOR (Most recent experience)

Among Purchasers

56%

Had order delivered

24%

Picked order up in the store

16%

Picked order up curbside

Source: Path to Purchase Institute “Shopping Behavior on Retailer Websites/Apps” (January 2021)

that, collectively speaking, help accomplish three general functions: 1. Decide which products to buy: 54% and 36% of shoppers, respectively, are reading product ratings and reviews “most of the time.”

2. Plan the trip: 40% are looking at their purchase history and 39% are compiling a shopping list.

3. Find deals: 41% are consulting the digital circular and 38% are redeeming digital coupons during most of their trips.

Albertsons shoppers are big fans of digital coupons.

numbers are likely related to a general lack of familiarity with online shopping, especially in the grocery channels.

Indeed, when asked, many shoppers claimed to be unaware of such common website features as product detail pages (46%) and digital circulars (64%). That would certainly suggest that retailers need to do a better job educating shoppers about the many offerings that are available – especially as they work to improve engagement through the key vehicles being built up for brand involvement.

More habitually speaking, shoppers are utilizing a number of tools to significant levels across retailers (Chart 8, page 22).

Search, again, is the most common tool (at 97%). But a fair number of shoppers also are tapping into features and services

The level of activity for these behaviors does vary significantly across retailers, however, in ways that generally reflect the specific go-to-market strategies and/or shopper profiles of each one. To wit: • Search and product reviews are the most commonly used features for Amazon.com of course, but also for mass merchants Walmart and Target (as well as for The Home Depot, Lowe’s and Best Buy).

• Digital circulars and coupons are the most popular features at price and promotionfocused supermarket retailers such as Kroger and Albertsons.

• Category-level pages are used more frequently at drugstore retailers Walgreens and CVS, where trips (more so than elsewhere) are often driven by a need for specific remedies.

Category pages are a big part of the shopping routine at CVS.com.

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SPECIAL REPORT: SHOPPER BEHAVIOR ON RETAILER WEBSITES

7. MOST POPULAR WEBSITE/APP FEATURES (Most recent experience) FIRST FEATURE USED

TOTAL USING

37%

Search 8%

Category on main page

61% 23%

Purchase history

6%

29%

Digital weekly ad

6%

18%

Category pages

6%

28%

Pickup/delivery page

5%

33%

Written product reviews

5%

19%

Digital coupons

5%

21%

Personalized offers

4%

18%

Product information pages

3%

15%

Product ratings

3%

26%

Shopping list

3%

27%

Ad on a page

2%

6%

Menu on bottom of page

2%

5%

Ideas page

1%

5%

Online chat

1%

11%

Recipes

1%

10%

Source: Path to Purchase Institute “Shopping Behavior on Retailer Websites/Apps” (January 2021)

Category pages and site menus are pretty common destinations in general, too, with 49% of shoppers saying they often use them. That result aligns with the fact that much of the search activity undertaken by shoppers is done at the category level (Chart 9, page 23).

Drilling down into several of the most important trip behaviors – in terms of both shopper activity and current retailer media opportunities: Search: Paid search has already become a key aspect of the “retail media” buy – and with good reason given the results already discussed. The 61% of shoppers who used the search function during their last visit to a retailer website employed a mix of styles, with slightly more of them (52%) typing in the name of a product category than particular product details (44%) or a specific brand (40%).

That strongly suggests that an effective searchterm buy for brand advertisers needs to cover all three of those options, especially given typical shopper behavior regarding search results: While 56% of shoppers say they scan results to find the one that best matches their search intent, 22% admit to normally clicking on the first result and 14% to usually picking from among the first few listings.

Product Detail Pages: Thanks to early efforts by Amazon, the product detail pages on many retailer websites Amazon.com contain vast amounts accounted for more trips of information and a (22%) than any other variety of other brandretailer; another 16% of building accoutrements aimed at providing shoppers visited Amazon shoppers with everything before shopping they might need to make a elsewhere. purchase decision. Retailers sometimes require product marketers to provide incremental funding to add these components to their pages.

The painstaking effort being expended on PDPs would seem to be counterintuitive to their current level of use by shoppers, only 29% of whom utilized them during the most recent trip.

However, shoppers who did reference PDPs on

FAST FACT

Kroger shoppers chose curbside pickup as their fulfillment option most often.

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SPECIAL REPORT: SHOPPER BEHAVIOR ON RETAILER WEBSITES

8. GENERAL FREQUENCY OF FEATURE USE

This is only part of Walmart.com’s product detail page for belVita.

their last trip did identify a number of content types and features as having an influence on their purchase decisions. By far the most influential “detail” is, of course, price, which had “a lot” of impact on 71% of shoppers and at least “a little” on all but 4%. Also not surprising is the effect of reviews and ratings and the product’s availability for either home delivery or instore pickup (Chart 12, page 25).

Also noteworthy for marketers is the substantial influence that detailed packaging images and product features/ benefits are having – at least among this segment of shoppers. But perhaps also worth considering is the relatively low interest in nutritional information and video content, given the general consensus in most industry circles (and, to be fair, other consumer research) of the

EVERYTIME

MOST OF THE TIME

SOME OF THE TIME

NOT VERY OFTEN

NEVER

Search

40%

37%

16%

4%

3%

Product ratings

24%

30%

25%

12%

9%

Pickup/delivery page

24%

27%

24%

14%

11%

Menu of categories and products

22%

29%

30%

11%

9%

Written product reviews

19%

27%

27%

17%

10%

Digital coupons

17%

24%

29%

20%

11%

Digital weekly ad

16%

22%

29%

18%

15%

Shopping list/wish list

16%

23%

29%

20%

12%

Purchase history/orders

15%

25%

36%

18%

7%

Save to cart

14%

26%

32%

19%

9%

Shopping ideas

10%

15%

28%

27%

21%

Advertisements for products

9%

18%

32%

26%

15%

Recipe suggestions

8%

12%

19%

28%

34%

Source: Path to Purchase Institute “Shopping Behavior on Retailer Websites/Apps” (January 2021)

9. COMMON SEARCH METHODS (Most recent experience)

Typed in product category

61%

Typed in specific details about a product I wanted

44% 40%

Typed in a brand name Used search during most recent experience

Other

2%

Source: Path to Purchase Institute “Shopping Behavior on Retailer Websites/Apps” (January 2021)

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16-25-P2PIQ_coverstory.indd 23

52%

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SPECIAL REPORT: SHOPPER BEHAVIOR ON RETAILER WEBSITES

10. IMPACT OF PDP FEATURES ON PURCHASE DECISIONS (Most recent experience)

71%

Price

29% Used product detail pages during most recent experience

Product reviews

57%

Availability for home delivery

56%

Detailed images of package

55%

Features/benefits

53%

Availability in store

52%

Product ratings

51%

Info on how to use product

13%

19%

22%

30%

12%

29%

15%

18%

22%

32%

13%

30%

27% 15%

4%

29%

34%

Nutrition info Videos

23%

27%

16%

32%

24%

39%

A lot

A little

None

Source: Path to Purchase Institute “Shopping Behavior on Retailer Websites/Apps” (January 2021)

impact that both elements can have on conversion.

while 31% of Best Buy shoppers said they “often” click on the ads they encounter, only 17% of Amazon shoppers did.

FAST FACT

Digital Advertising: Meanwhile, the oft-maligned digital ad seems to be doing fairly well as a purchase influencer: 11% of shoppers said they clicked on a digital ad for a product during their most recent trip, a figure that theoretically blows away standard industry OTHER PURCHASE click-through rates and might effectively imply that consumers in TRIGGERS of shoppers are using relevant situations – such as shopping on a retailer website – are In general, all of the retailer the retailer’s website or far more likely to engage with advertising than the typical online tools covered in the Institute’s app while in the consumer. What’s more, nearly half of those clickers (44%) say the survey have a significant effect physical store. ad had “a lot” of influence on their purchase decision, 67% say that on purchase decisions among ads influenced more than one purchase (Chart 11, below). the shoppers who use them. In fact, Attention to ads also varied substantially across retailers. For example, more than 40% of shoppers attributed “a lot” of influence for all 17 of the retailer website/app features that were evaluated (Chart 12, page 25). The audiences may be 11. IMPACT OF DIGITAL ADS ON PURCHASE DECISIONS somewhat small in many cases, but the (Most recent experience) impact can be large.

In fact, some of the least-utilized NUMBER OF ADVERTISED ITEMS PURCHASED features enjoyed some of the highest levels of influence, such as recipes and 22% 20% ideas for product usage. Both of those 17% features, perhaps not coincidentally, were 15% among the tools that shoppers were the least aware of. So their low usage levels at 10% 8% this point could be driven more by lack of 7% visibility than by general disinterest.

Here, too, marketers need to be Clicked on an ad during aware of differences across retailers. For most recent experience None 1 2 3 4 5+ Don’t recall example, Best Buy shoppers are more influenced than average by PDPs but less Source: Path to Purchase Institute “Shopping Behavior on Retailer Websites/Apps” (January 2021)

12%

11%

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SPECIAL REPORT: SHOPPER BEHAVIOR ON RETAILER WEBSITES

12. IMPACT OF FEATURES ON PURCHASES (Most recent experience)

FIRST FEATURE USED

INFLUENCE ON PURCHASE DECISION (among those using feature) 61%

Search box Written product reviews

62%

33%

Product detail pages

29%

Product ratings

28%

Category on main page

27%

Category pages

26%

Purchase history

72%

Shopping list Pickup/delivery page

18%

Personalized offers

18%

Digital coupons

44%

49%

Ad on a page

11%

Menu at bottom of page

10%

38%

13% 27%

51%

42%

46%

9%

29%

52%

15%

40%

48%

8% 7%

45%

57%

4% 11%

65%

15%

5%

25%

44%

19%

2%

32%

71%

21%

7% 27%

63%

23%

Digital weekly ad

31%

8%

46%

44%

5%

43%

49%

14%

29%

22%

Ideas page

6%

66%

28%

7%

Recipes

5%

66%

28%

6%

Online chat

5%

67%

Source: Path to Purchase Institute “Shopping Behavior on Retailer Websites/Apps” (January 2021)

A lot

19% A little

14%

None

by category pages; Walgreens shoppers (as noted earlier) place more importance than average on category pages as well as the digital circular.

As retailers continue to refine their website operations to better engage both shoppers and brand advertisers (hopefully in mutually beneficial ways), Of the 7% of shoppers there likely will be some significant whose trip was inspired by shifts in priorities among the tools that social media advertising, are being delivered and emphasized.

73% saw the ad on Engagement involving shopper Facebook. purchase histories and the delivery of personalized offers, for instance, is expected to increase in strategic prominence even though shopper usage is relatively low at the moment.

And as both retailers and brands continue to invest in these kinds of tools, they’ll need to continue closely tracking shopper activity to ensure the effort is worth the cost. This is, after all, a Among social media, shopper-centric industry. IQ Facebook is by far the

FAST FACT

top retail trip driver.

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WHO’S WHO IN MERCHANDISING

More than 100 brand and retailer executives are represented in this year’s list of noteworthy merchandising professionals who are developing in-store solutions that stand up to the challenges of today’s dynamic retail environment.

BIMBO BAKERIES USA

MAUREEN STICCO Senior Director, Marketing Center of Excellence The first 10 years of Maureen Sticco’s career were spent on the agency side working on iconic brands like Maxwell House coffee, Lever 2000 soap and Jell-O. She took the leap to the client side as the Best Foods Baking Co. consumer promotion manager, working across a portfolio of brands such as Entenmann’s and Thomas’ breakfast brands. Sticco worked her way up to director of marketing on the Entenmann’s business, spending 19 years as part of a team that helped build it into the $1 billion entity it is today. (Entenmann’s has been owned by Bimbo Bakeries since 2002.)

Then in 2018, Sticco shifted to sales

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and became the director of direct-store delivery excellence with a focus on merchandising best practices. In this role, she traveled the U.S. 80% of the time, working shoulder-to-shoulder with the company’s frontline employees, coaching them on practices that were identified and designed to develop its staff and in turn grow the business.

This led to her current position in the marketing center of excellence (COE).

Q

What are your job responsibilities?

STICCO: I lead the packaging graphics, merchandising, shopper marketing, product strategy, research and directstore delivery excellence customer alignment teams.

Our goal is to find new and innovative strategies to drive toward stronger execution and increased effectiveness – with the goal of amplifying our brands in the marketplace.

Q

Describe the structure of your organization as it relates to merchandising.

STICCO: This is where a COE is critically important to fostering a unified approach. Merchandising is centralized and positioned

as a world-class branding site.

This team is responsible for purchasing and shipping of displays, but its members also are classically trained to ensure we develop and execute worldclass creative and fixtures. Since the team resides in the COE, there is a very close relationship with other functions located there, as well as the brand and sales teams.

Q

What are the important characteristics of a mutually beneficial merchandising collaboration between manufacturer and retailer?

STICCO: Ensuring everyone’s goals are aligned from the very beginning of a project is extremely important to ensure waste is minimized. That includes wasting time as well as developing something that ends up being difficult to execute in the field. We use the acronym “FREE” when we are developing merchandising, and no I don’t mean the cost. FREE stands for “Friendly to Route, Easy to Execute.” If a merchandising piece does not meet this standard, we quickly know we are off course.

Q

Describe one of your more recent merchandising successes.

ICON KEY Institute member

Ace Hardware

STICCO: Our back-to-school program is executed across our strong portfolio of brands.

This program is designed for flexibility in the field with modular displays that can be built for large volume stores like Walmart or smaller footprint stores. It does not require a lot of explanation to stand up, it is an eye-catching yellow display and our frontline really rallies behind execution. Shopper marketing is a huge piece of this program where we amplify our portfolio with customized tactics by retailer. Then the COE functions of shopper marketing and merchandising work closely to ensure use of top-line materials, communication and implementation.

— Charlie Menchaca

LORNE COHEN, Chief Retail Advisor – Ace Global Solutions Cohen partners with Ace International retailers around the globe to identify, analyze and implement businessbuilding solutions to improve the retail model. Key areas of focus include assortment optimization, retail pricing strategies, inventory best practices and e-commerce development.

ACH Food Cos. THEODORE KULAS, National Retail Execution Kulas has experience in U.S. domestic and international CPG sales, brand marketing and trade strategy, with a shopper conversion focus.

He is driven by the opportunity to contribute to ACH’s cross-functional “Perfect Store,” which aims to benefit shoppers, retailers and the company’s shareholders.

PAUL REARICK, Research Development Packaging Engineer

Adidas CAREER ACHIEVEMENT STICCO: Of all the brands I have worked on, I have to say the Little Bites merchandising has been my most successful work. I have been part of an amazing team since the launch of the Little Bites line in 1999 to grow it to the powerhouse brand it is today.

Merchandising played a critical role in ensuring the brand was positioned in the market to capture the impulse purchases of moms and kids. I worked on the positioning, packaging, merchandising, social media, TV, radio and all aspects of marketing this line. The reason Little Bites is so successful is because we have a continuous improvement mindset. We always challenge ourselves on “What’s next? How can we do it differently? How do we make it easier?” Most importantly, we listen to and act on what our consumers and our frontline tell us needs to change.

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MATT KELLY, North America Director of Marketing Procurement Kelly ensures that the company has the right marketing supplier partners at the right time for the right price. This contributes toward the goal of having Adidas seen as the premium athletic apparel company in the U.S. and Canada.

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WHO’S WHO IN MERCHANDISING Ahold Delhaize THE GIANT CO. STEVE ALLISON, Director, Merchandising Planning & Strategy Allison is responsible for the development and implementation of the chain’s omnichannel commercial calendar, e-commerce merchandising, visual store displays and circular and promotion execution.

BRYAN BECK, Category Manager Beck leads his team to source and merchandise fresh and sustainable seafood to provide shoppers with healthy meals.

Through customer insights, the team makes assortment and promotional decisions to make purchasing seafood convenient and affordable.

TANEYA CLARK, Bakery Category Manager Clark and her team review availability of new products on a weekly basis in order to bring different items and flavor profiles to shoppers. The team strives to meet all consumer needs through assortment planning.

KRISTIN FRANTZ, Category Manager Frantz is responsible for developing the merchandising strategy for the beauty and baby categories. This includes leading her team to make assortment, price and promotion decisions utilizing data-driven insights.

JOSH GEYER, Category Manager Geyer is responsible for managing pricing, promotion and assortment in produce vegetables, leading his team in providing shoppers fresh product at the highest quality and value.

CHAD KYLLONEN, Category Manager Kyllonen oversees all aspects of merchandising for the frozen department and is responsible for meeting shopper needs through strategic planning and vendor collaboration.

EUGENE PETERS, Center Store Sales Manager Peters oversees the implementation of instore merchandising strategies and initiatives. He works with national and local vendors to achieve operational excellence.

DARLA RIEG, Director, Category Management Rieg and her team provide simplified and inspired shopping solutions for various categories including beverage, commercial bread, beer/wine and ethnic/kosher.

MORGAN SHREIBER, Director, Fresh Field Staff Shreiber’s team is responsible for sales and merchandising in all of the fresh departments. The team works daily with the chain’s operations arm to provide support to the stores and shoppers.

CRYSTAL SMITH, Manager, Promotional Execution Smith’s role includes the development, execution and validation of the circular, tag and signage creation.

She uses analytical data to ensure the circular will deliver on financial metrics and promises made to shoppers.

GIANT FOOD CIPRIANO ANDRADE, Director of Center Store Field Merchandising Andrade works closely with the operations team to ensure agreed-

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upon execution of strategy. He also provides leadership to district specialists and managers on specific product areas.

BILL CAMPBELL, Director, Meat/ Seafood Campbell is responsible for longterm planning to move the meat and seafood category forward and ahead of the retailer’s competition.

He ensures the field team is executing merchandising plans to hit sales, gross profit and shrink budgets while driving a great experience for Giant’s shoppers.

DAVID GROVE, Category Director of Deli/Bakery Grove leads a team whose responsibilities include assortment assessment and void identification, procurement, promotion and execution. He has been with Giant Food for more than 43 years.

TONY HERRING, Senior Vice President of Merchandising Herring has been with Giant Food for roughly three years. She oversees how all products are priced, promoted and placed on shelves with a team of 200-plus employees.

MONICA SIMMONS-DOLCE, Director, Edible Grocery, Dairy & Frozen Simmons-Dolce focuses on insights and trends to ensure shoppers have quality, value and products that work with their lifestyle. She has been with Ahold–Delhaize for 17 years and is a 2020 Griffin Report “Women of Influence” honoree.

CYNTHIA VOLK, Director, Fresh Field Merchandising Volk’s role connects the chain’s operations and fresh merchandising teams. With a focus on people development, relationships and program execution, Volk fosters alignment and a culture of selling.

DANIEL WIGGINGTON, Director, Nonfood Wiggington and his team develop strategies to provide shoppers with value on products they need every day to care for themselves and their families. The team brings local suppliers into the stores and helps them develop price and promotion strategies to grow their businesses and the communities in which they operate.

STOP & SHOP FARRAH ACERNO, District Pharmacy Manager The stores in Acerno’s New York districts were among some of the first in the company to carry a COVID-19 vaccine. Her team is focused on patient adherences, customer care and growing the pharmacy business.

SAM ANDRADE, Category Manager Andrade has led the Stop & Shop beer and wine business, including licensing and merchandising duties, since the product line’s infancy. In 2020, the commercial bakery business was added to his responsibilities.

LUCRETA BOLDING, Produce Buyer Bolding is responsible for all procurement activities across three distribution facilities for packaged salads, salad toppings and healthy alternatives.

JUAN BRAUN, Director, Pricing Strategy Braun is responsible for the development and execution of Stop & Shop’s pricing strategy. He plays a key role in building a high-quality pricing and promotion capability while leading a team that partners closely with category teams.

AMY COSTA, Shopper Marketing Manager Costa is responsible for developing, refining and driving the retailer’s overall shopper program while integrating it with omnichannel commercial plans.

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WHO’S WHO IN MERCHANDISING

THE HOME DEPOT

JENNIFER WAGNER Director of Visual Merchandising for Operations and Strategic Initiatives Jennifer Wagner has been with The Home Depot for nine years. Before moving to the in-store environment, she was working in store operations, where she was a co-captain for the retailer’s annual Operations Product Walk experience.

During that process, she met Jalal Hamad, senior director, in-store experience, and stayed in touch with him. When an opportunity opened up a couple years ago, she was excited to apply and then join his team.

Q

What are your current duties?

WAGNER: I am responsible for the visual merchandising and strategy of areas not typically associated with merchandising, like Pro, credit, rental and home installation services. I am also responsible for our strategic initiatives, such as our in-store wayfinding project.

Q

Describe the structure of your organization as it relates to merchandising.

WAGNER: I have a very talented team. We split the business units and keep like areas together. An example is keeping our Pro department and our loyalty program, Pro Xtra, with the same visual merchandiser. It helps provide a better global perspective when working on projects. We interact with consumer insights whenever possible to help us make data-driven decisions through observations, customer interceptions and panel interviewing.

Q

How has the emergence of the omnichannel shopper influenced your overall approach to merchandising?

WAGNER: 2020 challenged the non-merchandising side of

CAREER ACHIEVEMENT WAGNER: I am proud and humbled to have worked on our in-store COVID-19 signage package in 2020.

Keeping our associates and shoppers safe is a top priority for the company.

Changes were happening fast across the country, with regulation changes almost weekly. We were able to move quickly to help our stores maintain a safe environment.

We truly believe in servant leadership at The Home Depot. Our associates are working on the front line every day helping people, so it was important to me to help keep everyone safe.

March/April 2021

26-39-P2PIQ_whosWHO.indd 29

our business to speed up. We have gotten ideas to execution faster than ever. We launched curbside pickup in less than 14 days nationwide. Knowing that a majority of consumers were going to move to online shopping, we needed to determine how to help them get the product once they got to the store.

Q

Tell us about one of your recent merchandising successes.

WAGNER: We recently completed our final stores for the wayfinding project. This took five years to complete, but for the first time in company history, all of our U.S. stores have the same standards for directional signage. This is a huge accomplishment by the working team.

Q

How has technology played a role in helping Home Depot maintain high standards in merchandising?

WAGNER: We have been putting a huge focus on QR codes for our home installation services team. We launched QR codes throughout the store for 35 categories that take shoppers directly to the lead page for their category of interest. Customers really like a contactless solution. We’re looking for new ways to expand this concept in stores.

Q

How does Home Depot utilize merchandising to service its Pro shoppers?

WAGNER: We focus on highlighting benefits such as our bulk savings or Pro Xtra program rewards with strategic placement. We focus on the Pro desk and help the overall team with messaging throughout merchandising categories. This keeps the wording consistent so our Pro customers know exactly what we offer and how being a part of our programs can benefit them.

— Charlie Menchaca

| 29 | pathtopurchaseiq.com 3/8/21 2:44 PM

WHO’S WHO IN MERCHANDISING WILSON DOS SANTOS, Category Manager Dos Santos is responsible for the assortment, pricing, promotion and merchandising of packaged deli and frozen meat.

MELISSA HUGHES, Director, Merchandising Services Hughes ensures the retailer has the right item in the right location at the right time. She manages the company’s macro and micro space, multicultural and local assortment.

JASON LACHEWIECZ, Category Manager Lachewiecz manages items in the service deli, including specialty cheese and dips, from production to shelf.

CLIFTON LAWRENCE, Assistant Category Merchant Lawrence focuses on service deli assortment, awareness programs, finances and acquisition.

MATT PHILLIPS, Category Manager Phillips manages prepared foods and home meal replacement from production to shelf.

NATALIA TORRES FURTADO, VP, Category Management Torres Furtado handles DSD merchandising for beverage, snacks, bakery and multicultural.

She works in tandem with the field leaders to ensure proper service at each store.

LEONARD TRAMONTE, Field Merchandising Specialist Tramonte ensures new programs and merchandising plans are executed at store level. His role also includes coaching and training retail associates.

B

Bacardi U.S.A. EDDIE PINEIRO, Director, Marketing Materials

MICHELE SMITH, Senior Manager, Visual Merchandising Smith leads the design and development of in-store solutions and secondary display vehicles across food, drug, mass and club for the Bayer portfolio of brands. Initiatives include prepacked displays for national and customer-specific programs, consumer promotion support and new item launch displays.

Beiersdorf SHEILA STROH, Senior Manager, In-Store Excellence Stroh leads and develops brand merchandising strategies while aligning with customer strategies and insuring premium placement at the point of sale. She enjoys bringing to life solutions that dynamically change the shopper experience. She is most proud of her work balancing the complexities of COVID-19 as it relates to in-store shopping and pivoting to add digital messaging on displays, which allows shoppers to learn quickly about the company’s brands.

SCOTT WATTERS, Senior Director, Creative Services

Brown-Forman DEBBIE BROOKS, Associate Sales Promotion Manager See profile on page 31

Burt’s Bees JEFF CECCARELLI, Retail Engagement Team Leader Ceccarelli leads category management, training/education and international sales planning. He’s proudest of the work his team has done around refreshing its category vision for personal care amidst the rapidly changing consumer and retail landscape. The team conducted extensive research to identify what matters most to consumers today and then partnered with key retailers to identify areas for driving future growth.

THERESA CHAMPAIGNE, Merchandising Manager

C

Campbell Soup JUSTIN CERRITELLI, Director, Sales Operations & Execution

Bimbo Bakeries USA

MAUREEN STICCO, Senior Director, Marketing Center of Excellence See profile on page 26

Blue Buffalo CRAIG STANKEVICH, Vice President, Shopper Marketing & Consumer Activation

Boar’s Head KRISTINA CALVIN, Brand Manager, Shopper Marketing Calvin creates strategic solutions to drive sales in grocery stores across the country based on trends and shopper data. She develops, designs, tests and launches programs that bring value to the shopper’s overall brand experience.

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Boston Beer

Bayer Healthcare

BARRY FOWLER, Merchandising Strategies Lead Fowler is the retail activation lead for Campbell’s Snacks, focusing on corrugated and permanent display solutions for the company’s expanded snack and bakery portfolio.

Central Garden & Pet ROGER MOSSHART, Vice President, Retail Sales & Service

Coca-Cola SUSAN AGRO LANIER, Commercial Merchandising Lanier leads design, development and

production for national pillar programs and brand initiatives across the water and coffee categories. She has extensive experience within the Coca-Cola system, including global marketing, promotions, print production and packaging.

SUSAN LAZARO, Director, North America Merchandising Lazaro drives commercial in-outlet execution through design and implementation of next-generation solutions in support of national pillar, innovations and brand programming.

RENEE SORRELLS, Shopper Marketing Merchandising Manager Sorrells is responsible for planning and developing in-store tools for a portfolio of tea brands, Powerade and sports assets.

The tools are used to enliven the consumer shopping experiences and drive transactions at retail.

BRAD WILLIAMS, Senior Manager, Merchandising Excellence Working across all retail channels, Williams has led the development and commercialization of many innovations for more than 11 years. He came to Coca-Cola from The Home Depot, where he led visual merchandising.

Conagra Brands ARI FERNANDEZ, Retail Innovation Manager, Merchandising With several years of domestic and international experience, Fernandez develops in-store vehicles across all retailers and the Conagra portfolio. She leads new vendor/partner relationships and innovative programs to accelerate new product launches, and increase basket size. She also determines optimal use of promotion, funding focusing on maximizing ROI.

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WHO’S WHO IN MERCHANDISING

BROWN-FORMAN

DEBBIE BROOKS Associate Sales Promotion Manager Debbie Brooks’ career at Brown-Forman Corp. started 34 years ago in an unlikely place: the mailroom. It was an entrylevel position that allowed her to get to know the company, the people and various departments.

After the mailroom, Brooks was promoted to the B-F Enterprises division setting up accounts, which eventually led her to the international division and work on the Southern Comfort brand. Her career advanced upward through multiple global marketing positions, giving her a wide range of experience that Brooks says prepared her well for the present.

Q

Describe your current role.

BROOKS: I lead the creative design, development and logistics of Brown-Forman’s portfolio of brands for our National Accounts team in the grocery channel. From concept to creation, I manage our team of freelance designers

to ensure brand and customer alignment when developing in-store materials and tools, consumer offers and customer presentations. Our shopper marketing programs deliver against key business imperatives and better meet the needs of our partners, retailers and shoppers.

Q

Tell us about the most successful merchandising work of your entire career.

BROOKS: Woodford Reserve Sonoma-Cutrer “Friendsgiving for No Kid Hungry” was a cause marketing campaign that connected two of our super-premium brands and a partnership with Share Our Strength. The group’s mission is to end child hunger and poverty in the U.S. and abroad.

Merchandising materials for this program included floor displays, case cards, recipe booklets, info hangtags, and shelf talkers, with each piece carrying a “text to donate” callout. This was a multi-

layered program that not only connected with consumers on a national level but one that was customized at the state, regional and local level to raise money to fight hunger. The importance of the program spurred a bit of friendly competition with our distributor partner, which made a donation for each display that was gained. The sponsorship raised money and awareness around childhood hunger in the U.S. and helped low-income families learn to shop and cook

RECENT ACHIEVEMENT BROOKS: During the critical holiday shopping season, our goal was to engage consumers, drive awareness and gain display opportunities for our super-premium brands. Our focus was creating a holiday display with a gift-giving theme that showcased our premium spirits.

For the display, we used floating gift boxes instead of a traditional unit with shelves. The individual gift boxes were designed to hold a full case. To further encourage gift giving, we created gift tags with a “To/From” write-on area, which provided the shopper the added convenience of not having to purchase a card. In-store, we aligned P-O-P with bottleengraving opportunities for further personalization. This unique design drove shopper engagement and increased sales during an important selling season. The display was awarded the “Silver Addy” in the 2020 American Advertising Awards.

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26-39-P2PIQ_whosWHO.indd 31

healthier. Share Our Strength raised $401,000 in donations during this campaign and provided more than 4 million meals.

Q

How has your merchandising work changed to adapt to the COVID-19 pandemic?

BROOKS: With lockdowns and restrictions in place, we shifted to developing tools and resources that retailers, restaurants/bars and shoppers needed. Merchandising became more solution-focused and required a great deal of flexibility. We developed social distancing and directional signage for retailers, cocktail kits and to-go cups for restaurants/ bars, and online alcohol delivery options in participating states.

Many of our program themes changed from large gatherings to “at-home” everyday occasions.

— Charlie Menchaca

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2021 P-O-P DESIGN & MANUFACTURING SOLUTIONS GUIDE

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Access an Entire Range of Retail Solutions Great Northern Instore offers a richer, more robust portfolio that includes a full range of temporary, semi-perm, permanent, and interactive merchandising display solutions. With the ability to use a variety of materials that include corrugate, wood, metal, and print solutions, Great Northern Instore can create more impactful and compelling shopping experiences to fully engage shoppers at retail as an answer to e-commerce.

Want Your Brand to Win? We’ll Show You How. • Shopper Insights. We use sophisticated tools to understand the current trends, macroeconomics, and the retail industry.

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26-39-P2PIQ_whosWHO.indd 32

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Our team designed a bold, 180 degree-shoppable display that uniquely merchandised Mountain Dew. Unique header designs for each state localized the promotion to drive sales.

Our team designed a bold, 180 degree-shoppable display Winner of that uniquely merchandised Mountain Dew. Unique header designs for each state localized the promotion to drive sales.

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17

OMA

855.909.2053 | greatnortherninstore.com

Awards

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WHO’S WHO IN MERCHANDISING Crayola BETH ONDUSH, Leader, Merchandising Ondush is responsible for research and insights, strategy planning and the development of all merchandising efforts for the organization. She collaborates with key accounts and sales teams across all channels, and internally leads a cross-functional team that includes members from engineering, creative, operations and distribution for execution, as well as the external supplier base.

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DAS Cos. DEREK LEHMAN, Director, Channel & Shopper Marketing Lehman develops strategic and insightdriven shopper solutions for the convenience and travel center channels. He focuses on creating engaging consumer experiences to ultimately drive conversion on the path to purchase. He’s most proud of partnering with Love’s Travel Centers to reimagine the shopping experience for professional drivers and complement the Mobile to Go Zone sets on the diesel side of its stores.

D.G. Yuengling & Son CHRIS SEIGH, Trade Marketing Manager Seigh leads shopper efforts with large- and small-format national accounts, driving activation and customization. He’s focused on utilizing actionable insights to drive merchandising that influences behavior and demand across multiple touchpoints at retail. He created two scale, solution-based partnership programs for key retailers to help drive not only Yuengling’s business but also total baskets around key food-shopping occasions. He also created a new item launch program that drove the company’s new Flight

brand to its strongest repeat rates in recent history.

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Edgewell Personal Care NATALIE MALLONE, Senior Merchandising & Display Manager, Hair/Skin Mallone oversees all merchandising and display strategy initiatives for the hair/skincare businesses. With more than 20 years of experience in the CPG space, her focus is to bring to life brand and customer priorities in the in-store environment while focusing on margin-enhancing opportunities and display compliance. She is most proud of achieving sell-through of 92% nationally for holiday gift packs during the pandemic.

DAVI TASH, Senior Merchandising & Licensing Manager

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General Mills JENNIFER FREED, North American Display Planning Manager LIZZIE JOHNSON, Strategic Events Manager HEATHER OPPEL, Senior Operations Manager – In-Store Design Team Oppel leads the end-to-end display operations for General Mills’ North American region. The team develops ideas and solutions that connect with the needs and strategies of the company’s marketing and sales teams to deliver capabilities tied to how both can win in-store.

GlaxoSmithKline MARGHERITA FARRELL, Manager, Displays/Special Packs Farrell manages the development, production and

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execution of GSK’s OTC promotional displays/shelf merchandising for day-to-day business and launches (Rx to OTC switches). She has more than 30 years’ experience at Bristol-Myers Squibb, Novartis and GSK. She works closely with supply planning, demand planning, customer service, brand, marketing, customer strategy and planning, sales, master data, finance and suppliers, specializing in on-time delivery to retail.

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Hallmark Cards DAVID MACCONNIE, Vice President, Creative Visual Merchandising MacConnie leads the creative visual merchandising organization, driving the strategic creative development of in-store consumer experiences within both the mass channel and Hallmark Gold Crown stores. This includes the development and implementation of visual creative for shopper experiences in the full portfolio of Hallmark destinations and extended support across international partnerships.

Hershey SCOTT DUNKLEY, Director, Merchandising Center of Excellence Dunkley has been with the company for nearly 15 years in a variety of strategy and sales positions. His team defines and executes Hershey’s merchandising strategy across permanent secondary displays, pre-packed units and retail carry-in P-O-P. Using data-driven analytics, shopper insights and impactful experiences, the team drives space expansion and retail conversion for Hershey’s iconic brands. Dunkley’s favorite part of the job is being able to see team initiatives come to life in stores and drive a measurable impact to Hershey’s business.

MICHAEL KAUTZ, Merchandising Manager, Small Format, Permanent Secondary Display Kautz is responsible for the development and implementation of aggressive in-store merchandising tactics to gain permanent, incremental, high-quality, secondary space that results in increased sales, profits and market share for Hershey’s candy, mint and gum and snacks businesses.

Space creation is a critical strategic pillar for Hershey as shopping behaviors and retail formats evolve.

TIFFANY PIEJA, Merchandising Manager, Walmart As a member of Hershey’s Merchandising Center of Excellence team, Pieja leads the design and development of innovative solutions for Walmart.

The Home Depot DAVID PASSAFIUME, Merchandising Vice President – Tools Passafiume is responsible for merchandising aspects of the tools business. He previously oversaw the appliances and lighting departments.

After joining The Home Depot in 2005, Passafiume held divisional merchandising manager and merchant roles before becoming a vice president in 2010. Prior to his retail career, Passafiume worked in sales and marketing at GE for 10 years.

JENNIFER WAGNER, Director, Visual Merchandising for Operations and Strategic Initiatives See profile on page 29

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Jockey International ROBERT STYLES, Head of Materials

Johnson & Johnson STEVEN HECHT, Senior Manager, Retail Merchandising

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WHO’S WHO IN MERCHANDISING

MOLSON COORS BEVERAGE CO.

MEGHAN MEANS Shopper Marketing Manager, Brand Solutions Meghan Means’ career started in sports marketing, in both the professional and collegiate spaces. Then she moved to the agency world with GMR Marketing and had Molson Coors as her client for six years. In pursuit of a switch to the client side, she took an opportunity with Aldi. There, she was able to learn the retailer side of the business while also building and leading the regional marketing team. This eventually led her back to Molson Coors, where she started as a customer marketing manager. She initially focused on below-the-line marketing for Molson’s entire portfolio at customers such as Publix and Ahold Delhaize before becoming a brand solutions manager.

Q

What are your current responsibilities?

MEANS: I am part of our shopper marketing team and lead all offpremise North American belowthe-line work for our Miller and Coors family of brands.

Q

Describe the structure of your organization as it relates to merchandising.

MEANS: Merchandising, while integral, is a just a part of our shopper marketing work. We focus on physical and digital retail solutions inclusive of pre-shop media and consumer

promotions. We also partner closely with our shopper insights team to ensure everything we create serves a larger purpose and is a true opportunity for the shopper, retailer and brand.

Q

What are the important characteristics of a mutually beneficial merchandising collaboration between manufacturer and retailer?

MEANS: I think trust, open communication and KPI alignment ultimately lead to the most successful programs for both a customer and supplier.

Q

How has your merchandising work changed to adapt to the COVID-19 pandemic?

MEANS: Early in the pandemic, the focus was on supply and ensuring retailers simply had enough product to accommodate the rise of alcohol

Q

What role will the physical store play in the future?

MEANS: We’ve seen behavior shift and now, more than ever, people are comfortable shopping online. This will make managing the instore experience versus the online experience crucial to success. On top of this, instore shopping trips will likely remain shorter in length, making it important for our merchandising solutions to help simplify the experience.

— Charlie Menchaca

RECENT ACHIEVEMENT MEANS: Miller Lite Holiday 2020 was a success story from a merchandising standpoint. From our new holiday thematic packaging to our iconic knitwear program, we saw huge displays across off-premise and increased network engagement. I think the reason this program did well is because it was positioned through the line and built using shopper insights that remained relevant even during the pandemic.

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sales in the off-premise. Most of the shopper marketing change has happened behind the scenes. We have adapted our timelines so we don’t have to work as far out on program development. Also e-commerce has always been a priority for us, but it became an even bigger focus for our team.

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WHO’S WHO IN MERCHANDISING

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Kellogg Co. KURT DECK, Senior Creative Design Manager Deck is involved in the design process for corrugated displays, which include promotional, snacks-stock knockdown and pre-packed units for the snacks and morning foods business units. He also oversees the design and purchase of permanent display fixtures for these business units that support display opportunities, along with shelving-system initiatives and in-aisle reinvention projects.

MEGAN PHELAN, Director, Design Operations Phelan has oversight of display development, production and logistics, packaging prepress, color management and commercialization, and off-pack print production (including POS, signage and coupons). She also provides strategy and direction for technology solutions supporting design operations and is a regional liaison for global design execution.

Keurig Dr Pepper DON COLLINS, Director, Merchandising and Retail Innovation Collins leads the company’s merchandising strategy. He is driven by taking on new challenges and finding creative solutions that drive incremental display activation. His team is responsible for developing solutions that get executed across all channels.

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LG Electronics JEFF GAYDOS, Account Manager – Shopper Marketing Gaydos is the key company contact for

all P-O-P materials and execution at all national and regional retail locations. He leads the team supporting various product lines through numerous channels.

COLLEEN HARDIE, Shopper Marketing Manager, Home Entertainment Hardie continues to convert shoppers to purchasers by creating best-in-class displays at the largest U.S. retailers. She manages the home entertainment and emerging categories business for shopper marketing and is most proud of the development and launch of the LG Vendor Pad into select Best Buy stores.

STEWART HENDERSON, Senior Shopper Marketing Manager Henderson leads the shopper marketing team for LG’s home appliance business units and is tasked with developing and executing omnichannel experiences for the shopper.

RACHEL OLSON, Director of Shopper Marketing Olson leads a team of six for the U.S. market.

She specializes in bringing high-end home electronics and appliances to market.

Lowe’s MARGI VAGELL, Senior Vice President and General Merchandising Manager, Home Decor Vagell is responsible for advancing the company›s merchandising strategy for paint, flooring, decor, kitchen and bath, and appliances.

Lowes Foods JASON RAMSEY, Executive Vice President of Merchandising

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Molson Coors

Mars Wrigley RUONAN CHENG, Director, Merchandising & In-Store Strategy

MEGHAN MEANS, Shopper Marketing Manager – Brand Solutions See profile on page 37

Mondelez International

MASCO MARK GERMAIN, Director, Retail Experience Germain has worked in the retail experience arena for more than 20 years. He has been with Masco’s Behr brand for eight years.

McCormick & Co. BRIAN ESLINGER, Merchandising Development Manager

Meijer SHELLY HUISKEN, Director of Presentation & Category Management Delivering a great customer experience is one of the highest priorities for Huisken’s team, so the layout of the department has to be intuitive and meet the needs of the customer. Her process for category management combines customer shopping behavior with space availability to influence assortment decisions and improve on-shelf availability.

Microsoft Corp.

JAKE OLSENJACOBSEN, Senior Retail Demo Manager A 29-year retail veteran, Olsen-Jacobsen previously managed the Xbox and Xbox 360 global video game retail kiosk programs. He is proud of his team’s work adding retailer-supported digital fact tags onto Microsoft Windows demo devices at multiple retailers globally. The tags reveal key device details to shoppers, simplifying and supporting purchase decisions while providing attachment opportunities.

MATTHEW JORDAN, Merchandising Solutions Manager Jordan is currently responsible for managing the design, development and production of prefilled custom biscuit displays, prefilled chocolate displays and unfilled temporary displays for c-stores.

STEVE MCGOWAN, Head of Shopper Activation & Strategic Partnerships McGowan has 25 years of experience in brand management, sales strategy, category development, category management, shopper insights and shopper marketing at HJ Heinz, Cadbury, Kraft Foods and Mondelez International. He currently leads the shopper marketing team at Mondelez, which has secured 13 Effies and 16 Reggies over the past five years.

KELLY O’BRIEN, Merchandising Manager O’Brien manages the creation and production of P-O-P displays for Mondelez’s popular brands. Her career has balanced pragmatism with passion to be relevant and innovative, working alongside admirable and diverse partners to deliver the company’s goals.

CHRIS PANACCIONE, Associate Merchandise Manager ROBYN PETROSKI, Senior Merchandising Manager BRUCE PYE, Manager, Graphic Design

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WHO’S WHO IN MERCHANDISING MARIA RUVOLO, Merchandising Manager Ruvolo manages the end-to-end execution of both national and custom biscuit pre-packed displays.

STEVE ZOELLNER, Director, Shopper Merchandising Solutions U.S. Zoellner has led the POS Center of Excellence for 15 years. His experience includes account management, strategy, analytics and retail management.

He has focused his experience and leadership on creating incremental, profitable programs for brands and retailers while driving efficiency through the supply chain. As business project owner/lead, he developed and launched a proprietary IT system linking P-O-P project management and planning, financial planning, commercialization and execution.

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Nestle Coffee Partners JENNIFER QUOTSON, Vice President, Global Creative Studios

Nestle Purina Petcare BILL KAMBOL, Principal, Merchandising and Display Kambol is responsible for structural design and shopper marketing efforts for multiple brands including Friskies, Fancy Feast, Pro Plan, Purina One and Tidy Cats. He is most proud of the design and production of the inaugural Fancy Feast Advent calendar in 2020.

PAM MASHMAN VENN, Senior Merchandising Venn started her 30year career working at display manufacturer companies creating temporary and semipermanent displays. On the CPG side, she has worked for Kraft, Sara Lee, Nestle Waters and now Nestle

Purina. Throughout the pandemic, the demand for products through mass, club and e-commerce have grown exponentially. Even through the work-from-home paradigms, her team thrived in the midst of numerous last-minute customer requests.

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PepsiCo KARL FLOWERS, Senior Merchandising Manager Flowers is responsible for the design, development and execution of smallformat permanent merchandising solutions for Frito-Lay. DENIS GIBNEY, Director, Merchandising Design & Development

Pharmavite LLC TONIA ENTOUS, Visual Merchandising Team Lead Entous and her team are responsible for instore displays and signage across all accounts including Walgreens, Kroger, Albertsons, Target, Meijer and Walmart. She has worked in retail strategies for more than 15 years, overseeing national marketing programs across top CPG brands.

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Sargento Foods MICHAEL VASZILY, Director of Sales Planning & Execution Vaszily leverages more than 20 years of CPG marketing and sales experience to lead the company’s sales planning and execution efforts as well as the broker agency relationship.

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Sony Electronics North America ANTHONY SHINKER, Manager, Retail Merchandising & Strategy, HES Sound Shinker leads all retail merchandising strategy and product display activation for Sony’s mobile and home audio categories, and was part of the core team that launched the company’s top-rated noisecanceling headphones in 2020.

Spin Master CONNIE BUFFONE, Senior Director, Shopper and Trade Marketing Buffone’s responsibilities include shopper marketing, trade marketing and trade shows. She creates best-inclass customer experiences for the company’s retail partners.

TOR SIRSET, Vice President, Omnichannel Marketing & Partnerships Sirset joined the company in 2014 and works with its general business units to drive innovation and shopper opportunities with some of the world’s leading toy brands such as Paw Patrol, Kinetic Sand, Monster Jam and Hatchimals. He is driven by the dynamic nature of the toy industry, launching lines of toy brands and products every six months and orchestrating successful omnichannel programs.

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Timberland (VF Corp.)

Sherwin-Williams Co. PAUL COBB, Director, In-Store Experience Cobb has 38 years of experience with the company, primarily in marketing

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and marketing communications.

He is most proud of developing and implementing a Covid-19 plan to keep the company’s stores open in 2020.

JACQUELINE LALIME, Senior Director, Integrated Merchandising, Americas

As the leader of a talented merchant team, LaLime is proud to serve the Americas region and the Timberland brand with purpose-led and performance-driven assortments and product initiatives across footwear, apparel and accessories.

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Walmart PAUL KILSCH, Distinguished Product Manager Kilsch partners with merchants and operators to find ways to implement technology that improves the customer’s shopping experience. He most recently supported program management and process for digital services offered within the Walmart app. He is driven by being a part of a talented team of individuals that is vested in finding ways to help customers and associates overcome everyday pain points using technology.

STEVE ROGERS, Senior Director, Marketing Rogers is a retail marketer with a focus on improving the customer experience throughout the shopping journey. He has extensive experience in retail graphics, store design and retailtainment events for big-box retailers. He is most proud of getting the retailer’s in-store marketing materials consolidated monthly for its stores to improve field execution.

Wonderful Co. DAVID CHURCHILL, Vice President of Merchandising, Wonderful Sales Churchill is responsible for the day-to-day operations and strategic planning of the entire merchandising team for North America. This includes conventional grocery in the U.S. and Canada and the merchandising activity for Walmart and Sam’s Club. IQ

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A TIPPING POINT FOR THE

P-O-P INDUSTRY? Touchless merchandising and ‘Shop Online’ signs are here to stay.

But what about traditional P-O-P displays?

BY M I C H A E L A P P L E B A U M/I N S T I T U T E S TA F F

In February, candy maker Mars Wrigley and ShopRite began testing Smiley, a mobile robot (from robotics provider Savioke) that is traveling the aisles of a Monroe, New York, store to serve as both a checkout-display-on-wheels for impulse purchases and a roving safety monitor: The device (see photo at left) carries sanitation wipes and presents messages about social distancing when its detects too many shoppers nearby.

Welcome to in-store marketing, pandemic-style.

When you consider the fallout from the COVID-19 global pandemic across the retail landscape, it’s clear that the virus was not an equal opportunity assailant.

“Essential” channels including mass, grocery, drug and home improvement all flourished – some earning record-breaking sales – while department stores and other discretionary channels like fashion floundered.

Likewise, the pandemic was a major boon to digital shopper marketing and a decided bust for traditional merchandising as concerned consumers shifted to online shopping: 77% of brand marketers increased spending on digital activity last year, while 43% decreased their allocations for in-store marketing, according to our 2021 Path to Purchase Trends Report (published in January). The shift came, in large part, out of necessity, as only 38% of the programs originally planned for 2020 ran as scheduled.

SHORT-TERM IMPACT Success for many P-O-P companies during the pandemic was hit or miss, depending on the particular combination of retailers and product categories in their customer base, as well as which stage of production cycle they were in during when the pandemic first peaked in early spring.

In grocery channels, stores were initially focused on restocking shelves and less concerned with promotional merchandising, says Chris Cummings,

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national sales manager at Green Bay Packaging in Wisconsin. “If you’re a Target or Walmart operating during the pandemic, your number-one priority is the supply chain and getting big boxes of [essential supplies] out on the floor.

It’s not a back-to-school program or Halloween promotion.”

“Overall, the pandemic reduced the programs that were run, as brands and retailers focused on the safety of employees and shoppers first, and then on maintaining their supply chains,” says Dan Sabanosh, director of shopper marketing at Great Northern Instore, Racine, Wisconsin. “Fortunately, we were able to weather the shift. [We had] a broad range of customers that included some decreases in activity as well as some increases in certain categories.”

“Some stores postponed orders, but then Target, Walmart and Costco all said, ‘No, we’ll take them,” says Mike Eckert, president of Design Phase in Waukegan, Illinois. “We were still manufacturing, shipping and installing at retail throughout the pandemic.”

So not all product categories were affected equally. “Impulse items [such as] candy, gum, mints and singleserve chips were heavily impacted in a negative way,” says Regina Bailey, senior director of retail/category strategy at Menasha, Neenah, Wisconsin. “Those manufacturers were looking for ways to interact with click-and-collect and curbside opportunities.” (Hello, Smiley.)

“The way people shopped the category changed over the past year, and we’ve

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adapted our consumer engagement strategies in response,” Mike Gilroy, VP of trade development and sponsorship at Mars Wrigley, told Progressive Grocer. “We’re working with retailers on new instore merchandising opportunities.

Meanwhile, demand for merchandising in the wine and spirits category surged as on-premise drinking became off-limits legally and at-home consumption grew. “Off the shelf, freestanding merchandising has catapulted in the last six to nine months,” Jerry Fox, CEO of Bish Creative, Lake Zurich, Illinois, said in February 2021. “That’s true of CPG in general, but in particular for our clients in the wine and spirits industry,” which include Diageo and Constellation Brands.

So while there maybe have been a precipitous drop in secondary merchandising for a brief period at some retailers, the longer-term impact might not have been so dramatic: IRI estimates that CPG retailers have been carrying only about six fewer displays per store since September compared with the prior, pre-pandemic year. That’s significant, but not catastrophic.

“We are starting to work on lots of new opportunities for the second half of 2021,” says Jeff Rafalski, vice president of new business development at Vanguard Packaging in Kansas City, Missouri. “Opportunities are slowly emerging as brands look to position their strategies post-COVID.” What’s more, although secondary display activity declined, the use of in-store signage surely didn’t. Retailers needed immediate solutions to communicate their new store policies and improved safety features (see photo at right), such as social distancing floor decals and mask-mandate signage, says Eric West, SVP of strategy and operations at Integrated Merchandising Solutions (IMS), Morton Grove, Illinois. IMS also saw a jump in demand for signage about the BOPIS (buy online, pick up in-store) and curbside fulfillment offerings that suddenly became critical.

It’s also worth noting that the massive shift to e-commerce actually had a positive effect on some of the more traditional sectors of the P-O-P business. For example, increased packaging and shipping needs led to double-digit increases in sales of corrugated material last year, says Cummings at Green Bay Packaging. “In a good year, corrugated might be up 1% to 2%. We were up 11% [as recently as] December,” he said.

In fact, the e-commerce migration even “created shortages in container board” because home delivery requires more packaging than activity through conventional retail, explains Glen Gardiner, owner and president of Abbott-Action in Attleboro, Massachusetts.

“Raw materials continue to be in short supply, which adds to lead time and causes additional waste on the corrugators.”

LASTING IMPACT There is pretty clear evidence that shoppers are pleased with some of the behavioral shifts they’ve made and the resulting changes they’ve witnessed to the store environment. Institute research conducted last fall identified a shopper mindset that is much more purposeful, intentional and mission-focused about

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“Consumers demand added value from shopping experiences as the tradeoff for visiting brick-and mortar locations. … Interactive and engaging experiences [will be] table stakes in the coming years.”

— Jeff Rafalski, Vanguard Packaging trips to physical stores. This fact should inform future product display strategies in a variety of ways, including: Faster trips needed: In-store dwell times dropped dramatically in 2020 – by as much as 50%, according to some estimates – as health-conscious shoppers spent less time in stores. That put the onus on retailers to make it easier not only to navigate the aisles but to find the products they want.

And it put the onus on product displays to tell their stories faster. “People were spending less time in stores,” said Fox at Bish Creative. “That made it harder to catch the shopper’s attention and increased the demand for disruptive merchandising.”

No-touch trips: There has been a surge in demand for product displays with touchless features such as QR codes or augmented reality (see photo, page 42) that let shoppers learn about product features and benefits without physically interacting with displays and packaging.

“We expect a lasting shopper sensitivity to shared contact and close interaction,” says Rich Butwinick, founder and president of MarketingLab and SellCheck in Minneapolis.

“Displays should allow for more shopper spacing – shoppable from three or four sides. We expect brands to create new engagement moments based on socially distanced queues.”

“Before the pandemic, most digitally enabled merchandising displays included touchscreen or lift-and-learn components,” says West at IMS. “[Now] we’ve been offering a lot more options that are built around augmented reality and scannable codes, so shoppers can use their phones … without having to directly touch anything. These experiences will be a larger part of future interactive displays.”

Design Phase’s new touchless “Wave and Play” display, now in Costco stores, lets shoppers place their hands over a button to play a video demonstrating various product features and benefits, explains Eckert. (“We received plenty of new orders for displays for LG TVs, electronics, headphones and Bluetooth speakers,” he adds. “People were buying those items up like crazy because they were spending so much time at home.”)

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A TIPPING POINT FOR P-O-P INDUSTRY?

Omnichannel trips: Shoppers now often have one hand on the shopping cart and the other on their smartphones. Retailers are quickly adapting their store environments to address this fact and asking brand partners to do the same. It will require displays that can connect shoppers to online inventory and information, but also displays that address the store’s evolution into more of an e-commerce fulfillment center.

One example of the latter is PepsiCo, which worked with Walmart to install coolers for single-serve beverages alongside the pickup lockers for online orders in one Minneapolis-area supercenter (see photo above), keeping the impulse buy possible even for online shoppers.

And if he isn’t already doing so intentionally, the aforementioned Smiley, too, is foreshadowing the day when most shoppers will be handling their own checkout throughout the trip rather than at the very end.

And note that Walmart is creating new brand marketing vehicles both inside and outside stores (as part of curbside pickup) to work in tandem with the Walmart Connect “retail media” infrastructure it’s amassing online. While these new offerings will largely consist of digital signage, they still represent continued dedication to the brick-and-mortar environment.

FUTURE IMPACT Of course, the trend toward e-commerce was already affecting traditional in-store marketing, as retailers and brands have confronted an omnichannel marketplace. Should stores only carry the highest volume SKUs? Should they devote more space to product experience and exploration and less to product shelf placement? Will checkout lanes go away completely? The pandemic has intensified the need to answer questions like these.

And yes, the shift to e-commerce has led many CPGs to send more money in that direction. “We are certainly seeing a commensurate shift in P-O-P investment from in-store to online,” says Butwinick. “With accelerated advancements in delivery and pickup, the online experience is simply a newer P-O-P moment.

While in-store P-O-P is vital – and will eventually rebound – the

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online experience enables a contextual purchasing moment.”

For P-O-P companies, these changes will likely require continued diversification into packaging and other capabilities that are needed regardless of where the “point of sale” is. Vanguard has developed a BoxGenie tool that enables smaller brands to design their own custom packaging.

“Many brands experienced late deliveries, supply chain disruptions and retail uncertainty [last year],” explains Rafalski.

“This accelerated the need for a more flexible, consolidated supply chain solution [and a] turnkey merchandising model.”

“Packaging needs to be improved and differentiated for the e-commerce distribution model” which involves “smaller orders, smaller packages [and] higher costs due to the proliferation of package types,” says Gardiner at Abbott-Action. “Attention must also be paid to the consumer experience, as packaging is a reflection of the brand now more than ever.”

But these changes also demand new strategies for old merchandising practices. No, the store won’t soon be overrun by robotic shippers chasing shoppers through the aisles. But product displays will need to evolve with the shoppers they’re seeking to attract.

“Consumers demand added value from shopping experiences as the tradeoff for visiting brick-and mortar locations, requiring entertainment or education they can’t get from online shopping,” Rafalski says. “We see the development of these types of interactive and engaging experiences as table stakes in the coming years.”

“The moment of truth in-store will continue to be very fast and require clear, concise engagement that the shopper can utilize outside of the brickand-mortar environment,” says Bailey at Menasha.

Is the standard corrugate shipper become obsolete? Not as long there are new products to launch and promotional volume to sell through. If more than a decade of sustainability concerns and decades of clean-store initiatives haven’t killed them yet, how much harm can a little pandemic do? Despite the massive growth in online grocery shopping this year, the vast majority of CPG sales still take place through the physical store.

And as long as that fact remains true, the P-O-P marketplace still has some things to be Smiley about. IQ

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ActivationGallery

Super Bowl/F /F

tball

Late January and February each year is the time for National Football League sponsors such as PepsiCo/Frito-Lay to command attention at retail with spectacular displays.

Other NFL sponsors and many other CPG brands activate as well, trying to become part of consumer game-watching parties. While this scenario played out again in 2021, Path to Purchase Institute editors noticed that displays were not quite as ubiquitous as usual, surely due to the effects of the lingering COVID-19 pandemic. That said, we still found plenty of activations to share, both in stores and online. Here is a sampling of activity.

Institute members can see many more examples of football and Super Bowl-related activations in the image vault at P2PI.org.

Spectaculars from AnheuserBusch’s Bud Light invited shoppers at Kroger’s Fred Meyer chain to “bring home the Super Bowl party.”

The display comprised standees and a header positioned on case stacks activating the brand’s NFL sponsorship.

Procter & Gamble activated its NFL sponsorship at Walgreens with a digital circular feature that promoted BOGO and myWalgreens Cash rewards offers on Gillette shaving products. The feature dropped concurrently with P&G’s football-themed “brandSaver” FSI event in late January.

Mars Wrigley Confectionery activated its official NFL sponsorship by staging a national “Candy Call It” sweepstakes with account-specific execution through Walmart and Amazon. The manufacturer commanded prime upfront positioning in Walmart stores with both a full pallet display and two types of half-pallets that engaged shoppers with a clear, “Don’t just watch the game, play the game” call to action. On Amazon.com, a Super Bowl tab within Mars’ brand shop prominently touted the sweeps and offered “add to cart” and other buying options for participating items, a recipe for Snickers “football treats” and a tabletop game idea incorporating Skittles. Mars also activated its sponsorship for “Share with your squad” ads running throughout Walmart.com that did not reference the sweeps.

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ActivationGallery

PepsiCo/Frito-Lay enjoyed secondary merchandising space at Meijer via Super Bowl LV-themed spectaculars positioned along the retailer’s action alley and in the front of the store. One of the spectaculars featured elaborate headers depicting football helmets and signage plugging a “Countdown to Crunchtime” sweepstakes awarding $100,000 to four grand-prize winners.

BJ’s Wholesale Club went big with displays in stores, mainly from NFL sponsor PepsiCo/Frito-Lay. The manufacturer commanded attention with another “Countdown to Crunchtime” spectacular that included an archway positioned above other party essentials like beer and paper plates near store entrances, as well as with game time-themed endcaps and pallet displays.

PepsiCo/Frito-Lay also activated its NFL sponsorship at ShopRite via spectaculars drumming up support for the Super Bowl halftime show.

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PepsiCo/Frito-Lay’s massive activation package included several footballthemed displays at Walmart. Some locations erected upfront spectaculars merchandising beverages plus chips and dip while touting Pepsi’s sponsorship of the Super Bowl halftime show, “Countdown to Crunchtime” promotion and even its Lipton ready-todrink products. Prime locations also boasted archways activating the manufacturer’s NFL sponsorship.

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PepsiCo/Frito-Lay commanded attention at Publix stores ahead of the game with signage communicating the halftime show. One sign invited shoppers to “purchase” specially marked packages, “scan” a QR code on limitededition Pepsi cans and “unlock” exclusive artist and show assets and augmented reality filters.

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Select Albertsons chains collaborated with PepsiCo/Frito-Lay on a weekly “Rush in to Win” sweepstakes that leveraged the retailer’s Just for U loyalty program to spotlight a new digital coupon for a participating product each week, such as $1 off the purchase of two qualifying Pepsi or Tostitos SKUs. Loyalty members automatically received one entry into the sweeps for each coupon redeemed in stores or online during the promotional period.

Support spanned signage in stores, circular features and a corresponding microsite as well as dedicated ads and an e-commerce shop within chain websites.

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Sam’s Club teamed with PepsiCo/FritoLay to run a bulk-purchase incentive and promote a virtual event with former Tampa Bay Buccaneers running back Warrick Dunn ahead of the big game. The incentive promised Sam’s Club members a $5 e-gift card with purchase of $25 in qualifying Pepsi, Lipton, Gatorade, Frito-Lay or Quaker products online or in stores.

Support included Sam’s Club email ads, website display and carousel ads, and an accountspecific microsite.

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www.TrionOnline.com Toll-Free 800.444.4665 © 2020 Trion Industries, Inc.

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ActivationGallery

Anheuser-Busch’s Bud Light and PepsiCo/ Frito-Lay’s Pepsi activated their NFL sponsorships at Bethesda, Maryland-based Total Wine & More. Bud Light headers and standees encouraged shoppers to “Bring Home the Super Bowl party,” while Pepsi arches (not pictured) labeled its products as “Made for Football Watching.”

Mondelez International deployed “touchdown snacks”-themed floorstands at ShopRite – and many other retailers – that stocked Ritz SKUs and directed shoppers to Pinterest.com for ideas on entertaining and recipes such as “Triscuit cauliflower nachos,” “Ritz Asian pulled pork sliders” and “Oreo nobake margarita bars.”

Fifth Generation’s Tito’s Handmade Vodka enjoyed secondary merchandising at Meijer stores via pallet displays outfitted with 3-D corrugate toppers resembling a football stadium filled with vodka bottles.

In an interesting placement decision spotted at one Walmart store in California, game day-themed floorstands from Mission Foods outfitted with a base wrap were sandwiched between racks of footwear on clearance.

Ahold Delhaize’s Giant Food division used a digital circular feature to invite shoppers to “Create a winning snack spread” with Kellogg Co. products. The feature dangled a free chicken wing bucket from the retailer’s prepared food section with a $10 purchase of participating SKUs from Cheez-It, Town House, Club and Pringles. The offer ran for two weeks leading up to the Super Bowl on Feb. 7.

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Technology Innovation

P2P Toolkit

A roundup of technology-driven tools that drive consumer understanding, engagement and conversion on every step of the path to purchase.

Here’s a good idea for parents to tuck away for next Christmas: A Canadian company named P&E Watts Holdings has put together a “wish list app” for children called TinyToyList.com. The idea is that the site, with its oversized images and touch-friendly interface, enables very young children to choose toys without being subjected to ads, being tracked or wandering off to naughty sites not designed for nice young users. Parents can limit the selection by setting age and price limits; the child then can create his or her own list of items that parents can track down and purchase from conventional e-commerce sites. An iOS and an Android app are planned for the future.

Bacardi Limited’s Patron brand has made marketing through limited-edition packaging a specialty. This year, over the holidays, the brand launched what it called a “first-ofits-kind” holiday experience, pairing user-generated content with Web-based augmented reality renderings of its packaging.

The WebAR was created by technology consultant Rose Digital, New York City, using the WebGL engine to create custom “digital wrapping” that a recipient can view on a mobile device.

I wasn’t sure how I’d feel if someone sent me a virtual bottle of booze for Christmas with virtually no booze inside, so I sent one to myself. It was simple to execute using their various templates.

I put an image of my dog Olive, passed out, on the bottle.

Bill Schober is Editor Emeritus of Path to Purchase IQ. He’s been associated with the Institute since 1994, covering all aspects of consumer marketing with a special emphasis on the shopping experience. He welcomes any questions, comments, requests or pitches about P2P Toolkit, and can be reached at bschober@ensembleiq.com.

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Last November, technology specialist Clean Planet Solutions and Los Angeles-based Vu Digital Media launched “High Bright Video Advertising Benches,” mini-digital billboards placed outside storefronts that broadcast full HD video and audio commercials. The ad placement logic is straightforward enough: A parking-lot-facing bench can alert arriving shoppers about everything from national brand messages to daily store specials when they are primed to make buying decisions. Vu Digital Media operates “High Bright” as a turnkey program, handling the manufacturing, installation and maintenance of the benches as well as hosting the content management system.

Shopping startup “YesSheMay.com” launched last November to offer “socially conscious gifting” in time for the holidays. The company claims that YesSheMay is the only online platform on which consumers can shop exclusively for products made by women-owned businesses from around the world. Its mission is to help these entrepreneurs grow globally by offering them access to an advanced technology platform and competitive shipping rates.

Company executives say they spoke with more than 300 women founders and selected the most innovative to participate on the site. Each product offered was curated so that no two brands compete in the same space. The site boasts more than 800 products from 50 women-owned brands.

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P2P Toolkit

SPOTLIGHT: At The Shelf

In late January, Charlotte, N.C.-based InVue launched “InVue LIVE,” a connected platform said to offer real-time visibility by tracking, monitoring and managing activities such as merchandising, access control, security and operations. This suite of hardware and software employs Semtech’s “Low Power, Wide Area Networking” (LoRaWAN) specification, a sub-GHz networking protocol that’s used in smart home and IoT devices. LoRaWAN boasts easy setup, robust global security standards and scalability, and this is considered to be a first-of-its-kind application for retail operations.

The first compatible products to be released include the OSA Sensor designed to track important SKUs and deliver alerts when shelves are empty; and the S3100V, a display with a wireless sensor that allows customers and store associates to handle products without cords and even demo them while moving about the store, albeit inside its security parameters.

A sign that in-storemarketing innovation is ramping back up: Pricer announced a deal to deploy its electronic shelf labels (ESLs) in 119 Best Buy stores during the second quarter of 2021. Best Buy began adding ESLs in 2019, but the rollout was constrained by the pandemic. Stockholm, Sweden-based Pricer has sold more than 200 million ESLs to 17,000 stores in more than 50 countries, but they are still relatively unusual in the U.S. Pricer’s three-color (black, white and red) ESLs are connected to store computers, enabling instant updating of info such as pricing and QR codes.

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Back in our P-O-P Times days, we tracked patent filings, so we’re trained to watch for out-of-the-box ideas. Walmart Apollo LLC has a patent pending (filed April 2020) on a “customized in-store navigation” system that could be game changing. The patent envisions a system of shelving units and electronic shelf labels (ESLs), beacons, wireless access points and a navigation interface that ultimately will “display directions to the location of the target retail product on a display device.”

Back in 2017, Walmart got some static when a similar patent filing – this one was for “a biometric feedback cart handle” – was discovered by some British newspapers. A system that logs your grip on your shopping cart, turns it into “a stress estimation” and then alerts “store associates that a customer may need assistance” sounds pretty useful.

(I can never find their Great Value unsaltedtop saltines). On the other hand, who wants to be hounded by a store clerk every time they bump into their ex-, their boss or their cardiologist in Action Alley?

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LG Electronics is betting that disinfection will become the next big “customer expectation in the new contactless economy.” Last December, the company announced that it was building on core competencies in robotics, AI, autonomous vehicles and customer-needs states to develop an autonomous robot that will use ultraviolet light to disinfect hightouch areas inside retail environments by early 2021. The robot is said to be able to irradiate a room’s touchable surfaces in 15-30 minutes, disinfecting multiple areas on a single battery charge.

Skreeneo is helping to make retail sales floors safer spaces by introducing the “Smart Safe Station,” said to be the first touchscreen kiosk that balances interaction with safety. The Paris-based company has developed a terminal that has a 24-inch touchscreen that’s covered with SoClean, an anti-viral and anti-bacterial film said to prevent the spread of microorganisms on hands and surfaces. A 3D-camera can count (and help staff regulate) the number of people coming into the store while checking to see if each of these visitors is wearing a mask. As each guest approaches the terminal, a projected light near the bottom turns green, directing their attention to a dispenser of disinfectant lotion that can be distributed without any contact.

The pandemic made Zoom a household name, and it’s been a boon to video chat inside of retail as well. This rapidly evolving medium enables in-store associates to advise, upsell, handhold and otherwise interact one-on-one with online customers.

Over the 2020 holiday shopping season, video-platform-provider Go Instore reported that it fielded more than 1 million customer calls. The company also asserts (not surprisingly) that live video chats, where frontline clerks become personal shoppers for customers, can increase conversions by up to 30%.

How much staying power this approach will have postpandemic is unknowable, although it seems likely that for high-ticket items like jewelry and furniture, some retail workforce skillsets will be changed forever.

Whoops, there goes another parttime job for high-school kids. Late last year, a food-automation platform named Blendid partnered with smoothiemaker Jamba to place robotic “Jamba by Blendid” kiosks inside various Walmarts in California. These food-automation kiosks use machine-learning, robotics, and AI to make a customized smoothie, on-demand, in under three minutes. The newest iteration, in a Fremont Walmart, is said to be completely autonomous. Contactless ordering, payment and pickup is managed via the consumer’s smartphone. The foodoperating system (“foodOS”) uses a robotic arm, blenders, a refrigeration system, and numerous dispensers to process up to 45 drinks an hour and nine drinks simultaneously.

In January, Landover, Md.-based Giant Food identified 3,100 inventoried products owned by minority-based businesses and began alerting shoppers to them through updated shelf labels at all of its 164 stores. The retailer says that 218 businesses in Giant’s network of vendor partnerships are owned by women, veterans, or representatives of the Black, AsianIndian, Hispanic, Asian-Paciific or LGBTQ+ communities. Electronic versions of the shelf labels will also be featured on GiantFood.com and on its mobile app in the coming year, along with special supplier pages that will feature storytelling and product spotlights.

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Interesting factoid from Mountain View, California-based Quotient, courtesy of its “Ubimo Consumer Survey Report:” More than 90% of consumers are still making a physical shopping trip at least once a week during the pandemic.

In mid-February, the company announced the expansion of its In-Lane Digital Promotions at a major drug retailer in the second half of 2021.

In-Lane, which is part of Quotient’s Retailer Promotions Platform, uses shopper purchase data to deliver targeted offers and personalized content on customers’ shopping receipts as they are printed.

More than 2,000 U.S. brands are already participating in the platform.

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StoreSpotlight

H-E-B Plus

BY J AC Q U E L I N E B A R B A

Privately held regional supermarket operator H-E-B has roughly 400 stores in Texas and its Southern neighbor, Mexico.

The retailer operates a number of formats in addition to the standard H-E-B supermarket, including Central Market, Mi Tienda and Joe V’s Smart Shop, as well as nearly 40 H-E-B Plus “superstores.”

Located primarily in the San Antonio and Austin, Texas, markets, H-E-B Plus stores range in size from 120,000 to 180,000 square feet and devote about one-fourth of their space to non-grocery categories. Stores carry a full assortment of grocery and health & beauty items, as well as roughly 40,000 additional SKUs of general merchandise.

In recent months, the Path to Purchase Institute visited a number of H-E-B Plus stores, taking notice of some unique departments and elements that differentiate the Texasbased retailer from a typical supermarket chain.

An increasing number of H-E-B Plus stores and some hybrid locations boast different foodservice counters and sit-down cafes for instore dining. The retailer also carries a number of store-within-a-store concepts, like the Beauty by H-E-B concept first introduced in 2019 at a store in San Antonio. To gain a larger slice of the beauty category, the concept offers an expanded, curated assortment of mass and trendy products and a more modern and enhanced shopper experience.

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The expansive Kodi shop commands attention, devoting plenty of space to H-E-B’s Yeti-like, outdoors private label spanning coolers, tumblers, accessories and even some apparel. The retailer launched the shop in 2018 and now operates Kodi concept shops within nine H-E-B Plus locations. The section is impossible to miss, with massive black and white “Kodi” arches hanging above that seemingly send shoppers into the camping section of a miniature Dick’s Sporting Goods or REI. The shop gives off a wood cabin/industrial vibe and uniquely merchandises a slew of products designed with “Texas families and the Texas outdoors” in mind, according to H-E-B. Elevated with messaging like “Taming the Texas Terrain” and “Raise Your Expedition,” Kodi clearly targets adventurers.

Inside the section, half of a steel trailer built into a merchandising wall stocks a variety of temperature-retaining tumblers and water bottles under a large header communicating a “From backyard to Big Bend” message.

A black wall display merchandises a number of Kodi containers and smaller coolers, some attached to the wall in plastic cases. An affixed TV screen plays different informational and promotional videos for the brand.

The section is made even more adventurous with faux rock terrain and black rubber tubes used to draw attention to coolers.

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StoreSpotlight

Mia’s Mirror is a store-within-a-store format that launched in 2012 and is located in a number of H-E-B Plus locations to showcase fashion and accessories.

H-E-B Plus stores are typically more brightly lit than traditional supermarkets and house more elaborate food stations that are identified by large, illuminated ceiling mobiles of various shapes and colors. General merchandise departments, such as apparel, baby and entertainment enjoy distinct aesthetics, with fixtures and layouts varying by category, but share a common use of large-scale graphics and bold colors.

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In general, H-E-B is considered to have one of the cleaner and more engaging shopping environments in the supermarket sector. Stores feature high ceilings, large windows and aisles that are relatively free of clutter. Signage and decor pay heavy homage to the chain’s Texas locale, showcasing cowboy imagery and graphics of local sports franchises.

Table displays are common for merchandising particular brands, such as Revlon’s Big Sexy Hair and lip care brand Eos.

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NEW Horizons

Supporting LGBTQ+ in the Workplace

BY S A R A H A LT E R Sarah Alter is president and CEO of the Network of Executive Women, a nonprofit learning, leadership and gender equality advocacy organization of 13,500 members (representing nearly 900 organizations), 300plus national and regional corporate partners, and 22 regional groups in the United States and Canada.

The Network of Executive Women was established in 2001, and over that time most would say workplaces have improved for LGBTQ+ people. Yet there is still a major disconnect at many organizations between stated progress and the day-to-day experience of being an LGBTQ+ person at work.

In 2018, the Human Rights Campaign (HRC) published its “A Workplace Divided” study and was able to say that the number of employees who were closeted at work had dropped. Unfortunately, that number had only dropped by 4% (from 50% to 46%) over the 10 years since their previous study in 2008.

As the report stated, “LGBTQ workers lack faith in accountability systems, sometimes with good reason.” HRC found that workers primarily don’t report hearing their coworkers speak negatively about LGBTQ+ people because they simply don’t think anything will be done to stop it – and fear harming their relationships with coworkers.

For LGBTQ+ employees to be their full selves at work, organizations need to prove they are worthy of their employees’ trust. And that starts at the top.

ZERO TOLERANCE FOR INTOLERANCE The HRC reported that one out of 10 employees has heard a supervisor making

negative comments about LGBTQ+ people.

This leads to employees who feel excluded from company culture, 31% of whom state that they feel depressed at work. Knowing you may have depressed employees who feel denigrated by their supervisors should be enough to prompt any employer to take swift and decisive action.

Allyship can only begin when accountability has been established. LGBTQ+ employees need to hear clearly stated policies from their employer that ban discriminatory language from the workplace and encourage those that hear it to report it via an unbiased accountability system. Forty-five percent of LGBTQ+ people agreed with the statement that “enforcement of the non-discrimination policy is dependent on their supervisor’s own feelings toward LGBTQ people,” adding to the pressing need for an impartial resource outside their direct supervisor.

Fifty percent of LGBTQ+ workers state they believe they are the only LGBTQ+ person in their workplace. Ensuring that employees who feel isolated are secure in the knowledge that their identity will be respected could not be of more critical importance for their comfort, happiness and retention.

ACTIONS MEAN MORE, BUT WORDS MATTER Allyship begins with education, and there is no better way to start than with robust education for employees on unconscious bias and the realities of the LGBTQ+ community. Fifty-three percent of LGBTQ+ people reported hearing jokes about their community at work, while just 37% of non-LGBTQ+ employees heard them. This gap shows unconscious bias in the minds of many non-LGBTQ+ employees, which, while unintentional, can only change with education.

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Respecting pronoun use is another way to show your allyship. There are many wonderful resources out there to help explain why this small sign of respect can have outsized impact on the well-being of those around you – one I recently discovered, created by the NYC Department of Social Services, does a wonderful job.

Remember: Educating yourself should be the order of the day, and arranging for professional education for your team.

Relying on LGBTQ+ coworkers to educate you adds additional stress to an already stressful situation. Some wonderful online resources you can lean on instead include the Human Rights Campaign and the University of California San Francisco’s Lesbian, Gay, Bisexual and Transgender Resource Center.

STAND BY YOUR TEAM After education, however, comes action.

Allies need to be willing to speak up at work when they hear a coworker, fellow supervisor, or even fellow board member denigrating LGBTQ+ people. “It’s just a joke” is never an excuse for making members of the LGBTQ+ community feel they don’t belong in your workplace.

Twenty percent of LGBTQ+ people working in an unwelcoming environment said they were looking for other jobs, and 17% of LGBTQ+ people report being exhausted with trying to hide their identity at work. If nothing else, the cost of replacing employees lost to prejudice – and the strong evidence that diverse workplaces lead to better business outcomes – should motivate businesses to respond.

The HRC report cited in this article is from 2018, and there can be no doubt that the COVID-19 epidemic has wrought many changes on our workplaces since. But with our coworkers more involved in our lives than ever – seeing our dogs, our homes and our children over Zoom – everyone deserves to be as open as they would like to be at work. IQ

More at P2PI.org Two years of commentary from NEW’s Sarah Alter is archived on the Institute’s website.

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Solution Provider News

RangeMe Grows Product Sourcing Capabilities Online product discovery platform RangeMe is partnering with multiple certification providers in an industrywide initiative to help retail buyers find higher quality products and bring greater transparency to the shelf RangeMe says retailers are eager to meet the demands of label-conscious consumers by sourcing products that validate their claims and create a more tailored assortment for customers. In support, RangeMe will work with the certification providers to give their efforts greater visibility and promote better understanding across the nearly 200,000 suppliers on its platform about the need to carry the certifications.

Many retailers have invested heavily in sourcing products that match their core values to not only provide a unique assortment, but also to differentiate their offerings from the competition.

Retailers use RangeMe to source brands with specific certifications, such as sustainable practices and supplier diversity, because they believe these brands will meet their quality and consumer standards, according to the solution provider.

Ad Agency Campaign Celebrates 50 Years of Black Storytelling Chicago-based multicultural ad agency Burrell Communications Group

is honoring its golden anniversary by launching a community engagement initiative that pays tribute to its 50 years of connecting some of the world’s most powerful brands with Black communities.

As part of the “50 Acts of Kindness” initiative, the agency first made a surprise donation to Primo Center, which provides family shelter, permanent supportive housing and other services to homeless families in underprivileged neighborhoods of Chicago. Burrell also performed acts of kindness to support stakeholder groups focused on empowering the underserved.

The agency was founded in 1971 by marketing maestro Tom Burrell, who sought to develop a relevant, respectful and strong relationship between brands and Black consumers. Burrell coined the phrase, “Black people are not dark-skinned white people,” as he championed the inherent cultural differences that must be considered when marketing to Black consumers.

Mondelez Finds Partner for Cookie-Less Ad Measurement Mondelez International leveraged the early access program for DoubleVerify’s latest ad performance measurement tool to conduct a cross-platform display campaign for one of its snack brands. DV Authentic Attention is a privacy-conscious data solution aimed at optimizing campaign performance using timely, impression-level insights such as the impact of an ad’s presentation and key dimensions of consumer engagement.

For Mondelez, Double Verify highlighted the value of “high-exposure” impressions on the campaign. There was a 9% increase in favorability, an 8% lift in consideration overall and a 5% rise in purchase intent among the brand’s primary target audience. DV Authentic Attention analyzes more than 50 data points

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about the exposure of a digital ad – and a consumer’s engagement with it – in real time. With this solution, advertisers are able to benchmark top-performing sites and apps, evaluate cost-effective private marketplace deals characterized by high performance, and focus on the ad units and creatives that deliver the most impact, according to DoubleVerify.

MarketingLab/SellCheck Acquired by Tech-Focused Agency Neighbor MarketingLab and SellCheck, marketing services firms that excel at leveraging audience engagement technology, datadriven insights and behavioral science to aid the brands they serve, have been acquired by Razr Marketing Inc. (RMI).

The transaction aligns the capabilities of two Minneapolis-based companies to create more value for their combined list of clients, aiming to make the new entity stronger and more complete. Both firms leverage tech-enabled services to improve consumer experiences and create sustainable behavior change.

RMI’s three core market-facing brands are RAZR, FluidNorth Technology and Grayduck Health.

Rich Butwinick, founder and CEO of MarketingLab and SellCheck, will join RMI’s senior leadership team and become chief strategy officer for the company. In that role, he will drive innovation, new business and product strategy efforts for the combined entity.

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Industry Group Pilots Universal Mobile Wallet Coupons The Coupon Bureau, an industrymanaged nonprofit coupon data exchange, is piloting universal digital coupons with Popwallet, a mobile wallet marketing platform.

The collaboration aims to empower CPG brands and retailers to transform paper coupons into a secure, contactless and environmentally friendly digital alternative using mobile wallets Apple Wallet and Google Pay. The pilot program leveraged two CPG brands – Procter & Gamble’s Pampers and General Mills’ Chex – and took place at Elden’s Foods, an independent retailer in Alexandria, Minnesota.

Shoppers at the store were sent coupons via text message that could be saved to their mobile wallet. At the point of purchase, a shopper scans the barcode on her mobile wallet coupon and, within milliseconds, the coupon is securely verified with the discount applied to the purchase.

Digital Solutions Shops Sync Mobile Data A new partnership between mobile commerce company Button and crossplatform solutions company Branch Metrics gives mutual clients like Sam’s Club and Zulily visibility into all of their

mobile attribution data in one tool. Rather than looking at each channel in a silo, the partners say this integration enables marketers to analyze Button mobile performance data alongside other mobile touchpoints in a single view within their Branch dashboards. It also brings mobile affiliate traffic into the marketing fold and offers brands a full view of their spend across all marketing channels.

Button and Branch believe that the COVD-19 pandemic clearly accelerated an ongoing shift toward mobile shopping, citing as proof U.S. Department of Commerce statistics finding e-commerce sales increased 31.2% in October and 32.4% in November last year, and Salesforce data that found global digital sales growing 45% year over year to $181 million from Dec. 1-14. The partners leverage a mobile app strategy based on a cost-per-acquisition (CPA) pricing model, with a thorough measurement solution to help brands cultivate a loyal customer base and boost mobile growth.

Dunnhumby Study: Amazon Top Grocery Retailer Chicago-based data science company dunnhumby this month released its fourth annual Retailer Preference Index, a study that examines the approximately $1 trillion U.S. grocery market based on a survey of 10,000 U.S. households combined with an evaluation of retailer financial performances.

After a year dominated by COVID-19, Amazon eclipsed previous winner H-E-B and runner-up Trader Joe’s to take the top spot. For the first time, Target, due to strong COVID-driven momentum, broke into the index’s top quartile. Target is the only newcomer to the first quartile overall, jumping six spots to move out of the second quartile for the first time ever. The

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top 10 grocery retailers with the highest overall customer preference scores are Amazon, H-E-B, Trader Joe’s, Wegman’s, Aldi, Market Basket, Sam’s Club, Costco, Publix and Target. They were followed

by Fresh Thyme, ShopRite, Sprouts Farmers Market and Walmart.

AI, Analytics Provider Absolutdata Has New Owner Absolutdata, which delivers scalable business impact through AI-powered solutions, advanced analytics and data science services, has been acquired by Infogain, a ChrysCapital portfolio company that provides human-centered digital platform and software engineering services.

As part of a larger organization with broader skills, Absolutdata’s data scientists and solution engineers can work with strategy, experience and cloud technology experts to deliver comprehensive AI and analytics solutions along with the infrastructure needed to execute digital transformation strategies. With a strategic focus on growing capabilities, Infogain is in strong growth mode. The Absolutdata acquisition follows earlier purchases of Silicus Technologies and Revel Consulting. IQ

Send your solution provider news – new products, projects, programs and technologies – to Charlie Menchaca at cmenchaca@ensembleiq.com.

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Personnel Appointments BRAND MARKETERS Smithfield Foods, Smithfield, Virginia Russ Dokken, former EVP, U.S. packaged meats, was appointed chief sales officer. He is responsible for aligning sales, marketing, product innovation and business management initiatives.

Dokken began his career in 1986 with John Morrell Food Group, a former independent operating company, where he held various positions in sales until it was acquired by Smithfield in 1995.

served as Starbucks Corp.’s chief operating officer, group president. She also served as president and CEO of Sam’s Club.

RETAILERS

SOLUTION PROVIDERS

Target, Minneapolis Rick Gomez was named EVP and chief food and beverage officer. Gomez, who has been with Target since 2013, most recently served as the company’s chief marketing, digital and strategy officer.

He succeeds Stephanie Lundquist, who is leaving the company but will remain in an advisory role through the spring.

Bold Strategies, Rogers, Arkansas Chase Carter was hired as director of creative and web development. Carter is an experienced leader with an extensive background in user experience design with brands including Walt Disney, Walmart and DreamWorks. The hire supports the rapid growth of the consultancy’s direct-toconsumer practice.

Mosaic, Chicago Jason Dubroy was appointed SVP, commerce and experience. He works with the North American retail and shopper marketing team to develop digitally driven, integrated commerce programs that build brands and drive business results for Mosaic’s clients.

Additionally, Dubroy plays a key role in agency leadership, operations and new business development.

Walgreens Boots Alliance, Deerfield, Illinois Rosalind Brewer was named CEO, making her the only Black woman to lead a Fortune 500 company. She succeeds Stefano Pessina, who will transition to the role of executive chairman of the WBA board of directors. Brewer previously

Fetch Rewards, Madison, Wisconsin Nupur Sadiwala, former CFO of digital sales platform Reebonz, was named to the same position at Fetch. She plays a critical part in building out the company’s financial systems to drive business performance and is a key contributor to the overall strategy development. Prior to Reebonz, she was a

PureRED, Atlanta Amy Reach was named CEO permanently after serving as president and acting CEO since July 2020. She has more than 25 years of experience in building successful consumer product, retail and marketing technology strategies.

For a Q&A with Reach, see page 9.

ROSALIND BREWER

RICK GOMEZ

AMY REACH

NUPUR SADIWALA

VP in the investment banking group at Goldman Sachs.

Editorial Index 7-Eleven ........................................................ 18 Abbott-Action ............................................ 41 Absolutdata ................................................ 55 Ahold Delhaize ............................13, 46, 49 Albertsons Cos. ....................13, 18, 21, 45 Amazon ..................... 18-21, 24, 43, 46, 58 Anheuser-Busch ................................. 43, 46 Bacardi Limited.......................................... 47 Best Buy ...................................18, 21, 24, 48 Bimbo Bakeries USA ............................... 26 Bish Creative Display .............................. 41 BJ’s Wholesale Club.................................. 44 Blendid.......................................................... 49 Blue Chip .................................................... 10 Bob Evans Farms ....................................... 13 Branch Metrics ........................................... 55 Brown-Forman .......................................... 31 Burrell ............................................................ 54 Button ........................................................... 55 Catalina ......................................................... 13 CitrusAd ........................................................ 14 Clean Planet Solutions ........................... 47

Costco............................................................ 18 Coupon Bureau ......................................... 55 CVS Pharmacy..................................... 18, 21 David Agency ............................................ 12 Design Phase .............................................. 40 Dole Packaged Foods ............................. 12 Dollar General ..................................... 18, 45 DoubleVerify............................................... 54 Dunnhumby .............................................. 55 EOS ................................................................. 52 Fifth Generation ........................................ 46 Giant Eagle .................................................. 13 Go Instore .................................................... 49 Google .......................................................... 58 Great Northern Instore ........................... 40 Green Bay Packaging .............................. 40 H-E-B ...................................................... 13, 50 High Wide & Handsome ........................ 12 Home Depot, The ......................18, 21, 29 Infogain ........................................................ 55 Instacart........................................................ 18 Integrated Merchandising Solutions ... 40

March/April 2021

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InVue.............................................................. 48 Jamba ............................................................ 49 Kellogg Co. .................................................. 46 Kroger ...................................... 18-21, 43, 58 LG Electronics ............................................. 49 Lowe’s ..................................................... 18, 21 MarketingLab/SellCheck ................ 41, 54 Mars Wrigley ....................................... 40, 43 Meijer ..............................................10, 44, 46 Menasha ...................................................... 40 Mission Foods ..................................... 46, 54 Molson Coors Beverage Co. ............... 37 Mondelez International ......................... 46 National Experiential............................... 12 Network of Executive Women............. 53 OnQ ............................................................. 58 P&E Watts Holdings ................................. 47 Peppercomm.............................................. 12 PepsiCo/Frito-Lay ..................8, 42, 44-46 Popwallet ..................................................... 55 Pricer .............................................................. 48 Procter & Gamble ......................10, 15, 43

Publix ............................................................. 45 PureRED .........................................................9 Quotient ................................................ 13, 49 RangeMe ...................................................... 54 Razr Marketing .......................................... 54 Revlon ........................................................... 52 Rose Digital ................................................. 47 Sam’s Club ................................................... 45 Semtech ....................................................... 48 ShopRite .........................................40, 44, 46 Skreeneo ...................................................... 49 Spark Foundry ........................................... 12 Starlite Media ............................................. 13 Target...............................................15, 18, 21 Total Wine & More .................................... 46 TPG Rewards............................................... 13 Vanguard Packaging ............................... 41 Vu Digital Media........................................ 47 Wakefern Food Corp. .............................. 14 Walgreens ........................18, 20, 21, 25, 43 Walmart .......18, 19, 21, 42-44, 46, 48, 49 YesSheMay.com ........................................ 47

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Retail Intel

Fred Meyer Rolls Out Content-Rich Displays

BY C Y N D I L O Z A

Kroger’s Fred Meyer chain has been gradually updating its electronics department with interactive inline displays that employ tablets to communicate brand- and productspecific content, as well as track engagement and conversion even after shoppers leave the store.

Available at 12 of Fred Meyer’s 132 stores, the displays spotlight various products – such as Amazon’s Ring and Alexa home devices, Google’s Nest SKUs, and House of Marley headphones – by allowing shoppers to slide railmounted tablets under each device to automatically call up a display of detailed information and videos about the item. Created by OnQ, a Hayward, California-based technology and retail display company, the solution also lets shoppers input their email or phone number, or scan a QR code, to receive

product details.

Northwest mass merchant Fred Meyer first engaged OnQ a few years ago to learn more about the tech company’s solution and how it could help better present products in the retailer’s home automation section. Fred Meyer then worked with OnQ to roll out the solution to one store in December 2018, four in 2019 and seven in 2020.

“Particularly with category management displays, there’s always been this need to figure out how to bring all that amazing rich content – reviews, setup videos, instructions and comparisons – into a static display,” says Paul Chapuis, OnQ founder and chief executive officer. “What I love about this display, philosophically, is that this is a retailer working really hard to present all these products in a beautiful way to the customer, and bring together a physical, great, kinetic retail experience and all that amazing content you normally only get online.

March/April 2021

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Beyond the shopper-facing experience, the displays also monitor and capture engagement. “I like to call us the Google Analytics of the in-store experience. A lot of the data that we’re collecting is very similar and it’s just as fine-grained,” says Jason Seed, OnQ’s chief technology officer. “As soon as somebody comes up and gets in front of [a device], we understand that as a start of a session and we’re recording every touch, every video watch, everything they browse on, and everything they pause on during that experience.”

Brands therefore can the compare dwell times of different videos and swap out content to test relative effectiveness. Also, while brands can’t get specific information about a competing brand, they can get benchmarking details to see how shoppers are generally interacting with the display as a whole.

Since the QR code is unique to each individual session, OnQ is able to monitor behavior (without tracking the individual) even if shoppers do not submit their phone number or email address, Chapuis explains. Thus, the company is able to know when and where someone scanned it, allowing OnQ to monitor what display and products are getting the most interest. They are also able to track engagement on the content shoppers send themselves. All content shoppers receive – either via phone number, email or QR code – will also contain a link to purchase the product via FredMeyer.com.

“Of course we want to present the customer with all the information they need to make a decision right there,” Chapuis says. “But, we do recognize that, especially for more complicated or more expensive products, often somebody makes more than one trip or wants to come back later. So we want to maximize the likelihood that somebody comes back to that retailer to purchase the product even if they’re not in the store.”

The displays have proven successful, with featured products enjoying nearly triple sales lift, according to Chapuis, who could not comment on the possibility of a wider rollout at Fred Meyer. IQ

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