P2PIQ-Mar/Apr 2022

MARCH/APRIL 2022

Path Purchase

pathtopurchaseiq.com

TO

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 HALL OF FAME:

Meet the 2022 Inductees

SPECIAL REPORT: SCAN CODE TO UPDATE YOUR SUBSCRIPTION

Evolution of the In-Store Experience (in cooperation with Great Northern Instore)

Next-Gen

GROCERY How brands and retailers are reshaping the future of omnichannel grocery

POWERED BY

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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

Feature: Next-Gen Grocery

As they deal with lasting impacts of the pandemic, grocery retailers and brands are finding new ways to meet the needs of shoppers across channels.

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Hall of Fame 2022

Executives from The Home Depot, 7-Eleven and Procter & Gamble are this year’s Path to Purchase Institute Hall of Fame inductees.

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The Evolution of the In-Store Shopping Experience Part 1 of our exclusive research examines shopping frequency and changes in shopping habits, as well as in-store vs. online shopping preferences.

Sponsored by Great Norther Instore.

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The Path to ‘Purpose’ Closing the intention-toaction gap to drive sustainable behavior change presents a huge opportunity for both brands and retailers.

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VO LU M E 35 | ISS U E 2

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Editor’s Note:

#burnthesweatpants

10 Future Forward

Here’s a preview of the Path to Purchase Institute’s new in-person event, which will take place May 16-19, 2022, at the Sheraton Grand Riverwalk in Chicago.

8 P2PI Member Perspective: The Mars Agency

12 Author’s Corner: Paco Underhill

9 P2PI Member Spotlight

This Q&A picks the brain of the consumer behavior expert and retail guru whose most recent book explores “How We Eat: The Brave New World of Food and Drink.”

16 Brand Watch:

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17 Brand Watch: Unilever’s Axe, Dove

Instacart

Grocery delivery platform Instacart has extended its support of underrepresented groups with a commitment to amplify women-owned CPG brands.

18 In-Store Experience: Pet Retail Concepts

Retailers in the petcare channel and beyond are expanding how they reach and serve shoppers and their fur babies.

The New Consumer

Men+Care, Degree

51

Activation Gallery:

Sports: Super Bowl

and Beyond

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Solutions & Innovations:

Delivery with Robomart

and Uber Connect

Editorial Advisory Board

50 SkinnyPop Indulgence

Keith Albright, Post Consumer Brands Dana Barba, Coca-Cola North America Stephen Bettencourt, CVS Health Lianna Cabrera, L’Oreal Paris Cosmetics Mia Croft, Native Christiana DiMattesa, Under Armour Gregg Dorazio, Giant Food (Ahold Delhaize) Paige Dunn, FIJI Water, JUSTIN Vineyards &

Hershey Co.’s Amplify Snack Brands is reminding consumers that they should enjoy as much of its low-calorie popcorn snack as they want.

58 Insider Intel:

Winery, Landmark Vineyards & JNSQ Wines

Campari Group

Jessica Fair, The J.M. Smucker Company Tony Fung, Bob Evans Farms Patrick Hallberg, Apple Travis Harry, Home Depot Brendon Lynch, Jushi Holdings Jose´ Raul Padron, The Hershey Experience Jonny Rigby, Amazon Rodney Waights, Beiersdorf

The producer of spirits, wines and aperitifs ran a digital media campaign aimed at boosting sales at Albertsons Cos.

Path to Purchase IQ (USPS 4568, ISSN 2688-4984) is published bi-monthly by EnsembleIQ, 8550 W. Bryn Mawr Ave., Ste. 200, Chicago, IL 60631. Subscription rate for the U.S.: $80 one year; $155 two year; $14 single issue copy (pre-paid only); Canada and Mexico: $105 one year; $185 two year; $16 single issue copy (pre-paid only); Foreign: $115 one year; $215 two year; $16 single issue copy (pre-paid only); $56. Periodical postage paid at Chicago, IL 60631 Copyright 2022 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.

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IT MAY NOT BE A

ROCK CONCERT

BUT WE’RE GETTING THE BAND

BACK TOGETHER! GET RE-INSPIRED To engage with shoppers in new ways

BE REINVIGORATED

!

ITED V N I E

YOU’R

With the tools to succeed in this next generation of commerce

AND RECONNECT With industry colleagues and friends via unique networking opportunities. a

ISIT SE V A E L COM P ARD. W R O N UREF T ATIO U F M R O P2P INF ORE M ER. R FO GIST E R TO AND

mentorship round-table, off-site personal enrichment activities and a celebration honoring the winners of our inaugural 40 Under 40 Awards.

JOIN US IN CHICAGO MAY 16-19, 2022 SHERATON GRAND CHICAGO CONTACT:

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Patrece Remmel premmel@ensembleiq.com

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Editor’s Note

Editorial Director Jessie Dowd, jdowd@ensembleiq.com

#burnthesweatpants

Executive Editor Tim Binder, tbinder@ensembleiq.com Managing Editor Charlie Menchaca, cmenchaca@ensembleiq.com Digital Editor Jacqueline Barba, jbarba@ensembleiq.com

J E S S I E D O W D, E D I T O R I A L D I R E C T O R

This March marks the two-year anniversary of the World Health Organization declaring COVID-19 a global pandemic. It was March 11, to be precise. I remember shopping nervously in my local grocery store after work that night, filling my cart high with food for the uncertain weeks ahead. Shelves were already being wiped out of canned foods, rice, pasta, frozen foods and, of course, toilet paper. The anxiety permeating the aisles was palpable. What began as a “two-week lockdown” turned into a much longer nightmare than many of us could have comprehended (or accepted) at the time.

Fast-forward two years into the pandemic, and we are finally seeing some hope and a return to more “normal” times that we’ve all been longing for. With this positive turn comes many things, like socializing with more friends and family, traveling, dining out and a return to shopping in-store. On page 36, we share part 1 of our latest research that examines “The Evolution of the In-Store Shopping Experience,” and what that means for brands and retailers as more and more shoppers return to physical stores across most categories. Although fielded during the midst of the omicron variant wave, our survey respondents indicated that they were still shopping in-store, although the experience left something to be desired. (In part 2 coming in the May/June edition of the magazine, we’ll dive into the nitty gritty of which components of the in-store experience are engaging

shoppers the most, including what’s driving their impulse purchases.)

This spring’s good news also brings with it a ramped-up return to inperson events for the retail industry.

Considering that March 11, 2020, didn’t just mark the beginning of the pandemic, but also the last time many of us (myself included) worked in a corporate office, the return to in-person events brings even more excitement (turn to page 10 for a sneak peek of our very own Future Forward conference, which takes place May 16-19 in Chicago).

In-person events represent a chance to reconnect face-to-face, outside of a Zoom square on a screen, with colleagues and old friends. It’s the chance to meet new industry connections IRL. It’s the energy in a room that comes from a live audience with a dynamic speaker on stage. It’s learning, sharing, discovering and discussing new ideas together.

And then, of course, there’s the whole “wearing something other than sweatpants” side to it. The past two years, my remote work attire has been somewhat of a mullet: business on the top, cozy lounge party on the bottom.

I have an entire closet of fun dresses, pants and fabulous shoes (So. Many.

Shoes.) that have not seen the light of day in far too long. I can’t wait to reintroduce them to society!

So, in honor of returning to in-person events — and also returning to so many other things we once held dear — I hope you’ll join me in my campaign to #burnthesweatpants! Perhaps we’ll do a little bonfire at Future Forward.

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Director/Member Content Patrycja Malinowska, pmalinowska@ensembleiq.com Managing Editor/Member Content Cyndi Loza, cloza@ensembleiq.com Editor/Member Content Beth Christenson, echristenson@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 Michael Applebaum, Ed Finkel, Erika Flynn, Chris Gelbach, Jenny Rebholz, Bill Schober

SALES & P2PI MEMBER DEVELOPMENT Vice President, Brand Director Eric Savitch, esavitch@ensembleiq.com Associate Director, Brand Partnerships Arlene Schusteff, 773.992.4414, aschusteff@ensembleiq.com Regional Sales Manager Orlando Llerandi, 678.591.8284, ollerandi@ensembleiq.com B2B Account Executive Patrece Remmel, premmel@ensembleiq.com Senior Director/Member Development Patrick Hare, phare@ensembleiq.com Director/Member & Business Development Todd Turner, tturner@ensembleiq.com Director of Member Development Nicole Mitchell, 203.434.5733, nmitchell@ensembleiq.com Member Experience Manager Heather Kurtik, 724.553.0093, hkurtik@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 Between 9 a.m. to 5 p.m. EST weekdays contact@pathtopurchaseiq.com

ENSEMBLEIQ LEADERSHIP TEAM Chief Executive Officer Jennifer Litterick Chief Financial Officer Jane Volland Chief Human Resources Officer Ann Jadown Executive Vice President, Operations Derek Estey Executive Vice President, Content & Communications 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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Storewide Merchandising Solutions

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Economical All Wire Hook

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Use the Peg Hook Overlay to quickly convert All Wire Hooks to Scan Hooks.

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Pouch Hook™ Merchandising n Standard and Gravity-Feed options keep items forwarded and automatically faced. n

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steff,

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ner,

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2022 WEBINAR SERIES

JANUARY 25: Harnessing the DTC Strategy FEBRUARY 22: Omnichannel Grocery Trends and Tactics APRIL 12

The Brands Pioneering Social Commerce

JUNE 15

S

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The Institute’s unique Path to Purchase Now webinar series examines some of the critical ways brands and retailers must rethink their existing strategies to address the dramatic changes in shopper behavior that have taken place in recent years. Check the schedule for upcoming events or watch past events ON DEMAND.

Bev/Alc Best in Class Case Studies

AUGUST 17

40 Under 40 Winners Panel: The up-andcoming leaders in omnichannel marketing

PLEASE VISIT PAT H T O P U R C H A S E I Q . C O M / P 2 P N OW 2 0 2 2 FOR MORE INFORMATION AND TO REGISTER.

SEPTEMBER 13

Consumer Trends & Shopper Behavior

Joe Territo

NOVEMBER 9

In-Store Experience

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Member Perspective

4 Things Alcohol Brand Managers Should Know About E-Commerce

BY M I C H E L L A C H I U , T H E M A R S AG E N C Y

In addition, search engines consistently change the rules governing how results are ranked, so work with your retailer partners to get the latest information.

Over the past year, as shoppers increasingly enjoy the convenience of online shopping, I’ve repeatedly been asked questions about effective e-commerce marketing strategies.

Based on my experience, there are four key facts that every alcohol brand manager must know about e-commerce. Everyone in the category should address these facts now, so online shoppers won’t skip the alcohol aisle altogether.

1. Your brand needs to be visible to shoppers and computer bots.

How shoppers gain awareness and put your brand into their consideration set is a very complex process. While you certainly should continuously keep your products visible to shoppers through online marketing tactics, you need to be “visible” to computers, too. Winning shoppers in the e-commerce world also means winning the algorithm so your products appear at the top of search results.

Search engines on retailer websites (and elsewhere) apply different rules to assess a product’s relevance to search queries. To win the search engine optimization (SEO) game, you should consistently analyze your search term reports to monitor shopper behavior changes.

2. A thorough understanding of catalog structure is critical. Many brands are investing in end-to-end digital strategies and using product data management tools to help with organization and asset syndication to retailer sites. Success with these tools requires a thorough understanding of a product or brand catalog, because they often require marketers to utilize a complex product information management (PIM) system that can assign different attributes to denote which data are universal governing data (applied to all relevant products) and which are applicable to just a subset of products.

In addition, the PIM team must clearly understand “parent, child and sibling” relationships across products or risk syndicating incorrect or incomplete data to retailer sites that could compromise content quality and shopper-facing product details.

3. No data management tool is perfect, so choose wisely. As brand strategist, you may be asked to select the data management tool to use.

This can be difficult, because different tools cover different retailer sites, and some retailers work directly with distributors (instead of you) to obtain the marketing assets.

Therefore, identifying the optimal tool should be determined by the retailer coverage your team needs, but also by which tool your distributors are using to manage content on your

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behalf; to broaden your retailer coverage, you may not want to use the same tools.

4. You don’t always control your digital presence. Your product detail pages (PDPs) are sometimes out of your hands, especially given the critical “middleman” role that distributors play in the alcohol category. Once a distributor starts working with a brand, it often becomes their job to make sure the marketing assets needed for PDPs are supplied.

To be prepared, you need a digital asset repository that is compliant with the requirements of your retailer partners, in addition to an efficient workflow system with your distributors to ensure timely asset updates to retailer websites.

E-commerce success requires alcohol brand managers to develop holistic plans and implement a digital asset management system that enhances brand presence across retailers. IQ

ABOUT THE AUTHOR Michella Chiu is director of e-commerce strategy at The Mars Agency, as well as an aspiring Certified Wine Educator who holds a Certified Specialist of Wine credential and a Wine and Spirit Education Trust Level 3 Advance certificate. Path to Purchase Institute members can read a more indepth version of this article by scanning the QR code here.

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Member Spotlight A snapshot of industry leaders from the P2PI member community JESSICA ELLICKSON

incremental space to activate our shopper marketing programming, which resulted in 5%-10% sales lifts.

Shopper Marketing Senior Director

Fairlife Biggest challenge right now: Measuring and optimizing our shopper marketing program performance. This includes determining the optimal shopper marketing spend by retailer, the most effective shopper marketing tactics (which elements drive higher return and what percentage should be online versus in-store), and what is the optimal pulsing for running shopper marketing programming with trade.

With many retailers moving to clean store policies and setting up retailer media networks, the majority of investment is now online, which is allowing us to capture data more quickly and cost effectively. This enables shopper marketing data to be more easily integrated in marketing mix modeling and allows us to understand what is working and not working across shopper marketing campaigns. Yet, with measurement being a newer space for shopper marketing — and shopper marketing still has a decent percentage of activation in-store — I’ve struggled to find how we measure everything in a seamless manner.

Solution for others facing the same challenge: We are currently conducting a pilot with Foresight ROI as we embark on our measurement journey.

A memorable aha moment in your career: When I worked in Latin America, as part of the planning process I identified the big bets for the upcoming year by sizing the opportunity across consumption occasions.

The data showed us that the leisure-at-home occasion was a large volume opportunity, yet our market share significantly under-indexed compared to other occasions where we had strong holds (e.g., meals at home). Therefore, one of our shopper marketing big bets was developing programming for the leisure-athome occasion.

I conducted research, such as eye tracking, neuromarketing and virtual store tests, to determine the optimal snacking adjacencies and messaging, while developing unique solutions for the top three retailers in Latin America. Our customers were excited to partner with us on the unidentified opportunity and granted us

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Favorite hobby: Paddle boarding and biking around the lakes with my daughter.

ELIZABETH “LIZ” FOGERTY EVP, Strategic Planning and Analytics

Advantage Marketing Partners Responsibility: Overseeing a team of right- and leftbrain thinkers who are responsible for synthesizing data and market research to find real consumer-to-buyer truths, creating the strategic foundation for commerce marketing activation that motivates purchase, delivers revenue and builds equity.

Biggest challenge right now: Staying ahead of the pace of change and untangling the vast amounts of data that are currently available to marketers — and determining which of those points are the most important to inform optimal decision-making.

Solution for others facing the same challenge: Get moving, get organized and don’t be afraid to test and learn, take risks and move fast.

Best advice you received in your career: Never stop learning. Knowledge is now at everyone’s fingertips. It’s easier than ever to be a student of the business. Learning new things provides a feeling of accomplishment, which in turn boosts confidence in our own capabilities.

A memorable aha moment in your career: Not one moment, but the culmination of many years: when you recognize that at the heart of all business are its people and the relationships you cultivate. When we are able to respect that each member brings something different to the collective, trust is built. When there is respect and trust, there is nothing you can’t accomplish together.

Favorite hobby: Volunteering.

What you are watching on TV right now: “Yellowstone.” Binged all four seasons. IQ

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Institute Events

A Preview of Future Forward

Introducing our brand-new, in-person conference experience, May 16-19 in Chicago

The Path to Purchase Institute’s new in-person event, Future Forward, will take place May 16-19, 2022, at the Sheraton Grand Riverwalk in Chicago.

Future Forward will focus on demystifying the new consumer in a world forever changed, and will look at how, where and why consumers shop, as well as the implications this has on brands and businesses — with tangible takeaways to enact change.

This immersive event experience will serve as an incubator for innovation, gathering together a think tank of industry executives, leaders and visionaries in omnicommerce marketing.

Designed to re-inspire, reinvigorate and reconnect the industry, Future Forward will feature a session lineup of fresh voices and perspectives as well as unique networking opportunities — including an interactive discussionfocused roundtable, off-site personal enrichment activities and a celebration for our Hall of Fame inductees and inaugural 40 Under 40 Awards winners.

Here’s a small sampling of the inspiring and insightful speakers on the agenda:

What’s In Store for the 2020s: 5 Macro Trends that will Shape the Consumers, Culture and Retail In the Next Decade Speaker: Lucie Greene, Founder, Light Years Greene will give a future forecast that explores key macro trends that will shape the way consumers think, connect, shop and appraise brands in the years to come.

The Next Era of Commerce

Speakers: Emily Safian-Demers, Editor, Wunderman Thompson Intelligence; Ryan Mullins, Chief Executive Officer, Aglet; Matt Cleary, Director of U.S. Retail, Global Business Solutions, TikTok Cleary and Mullins will join Safian-Demers for a discussion on the emerging trends that will define the next era of commerce, including livestreamed retail, social commerce and the metaverse.

Gen Z: Society’s Change Agents and the Accelerators of “Next”

Speaker: Alison Embrey Medina, Strategic Program Manager, Consumer Industries, EY The majority of today’s businesses are about to be blindsided. While companies remain focused on the youth of America based on what they think they know about

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Millennials, they are missing the massive sociocultural shift underway that will impact their strategy and growth plans for years to come.

4 Consumer Psychology Myths That Undermine Retail Strategies

Speaker: Dr. Chris Gray, Founder, The Buycologist Building success in the future starts with a clear and honest assessment of the insights that fuel our strategies and tactics today. The surest way to be certain these efforts are relevant, engaging and effectively motivating purchase behavior is through continuously updating what we know about shoppers and their decision-making processes. In this thought-provoking presentation, Gray will challenge you to think differently about consumer behavior and shopper insights.

Igniting Human Connection via Experience

Speakers: Samar Younes, Founder and Executive Creative Director (Samaritual) and Executive Creative Director (Showfields), Samaritual and Showfields; Toby Barnes, Experience Design Leader; Heather Dale, Nike We are moving into a phase of retail where “inspiring human connection” is key to connecting with future consumers. As the need for human connection gains momentum in this digitally focused era, how are brands and retailers reshaping their physical and digital experiences to meet the new consumer’s needs?

YourStudio Founder Tom Philipson will be exploring this trend with a panel of retail and brand innovators who will share their strategies for igniting human connection with next-gen experiences across the path to purchase. IQ

ATTEND FUTURE FORWARD For more information, including the complete agenda, and to register, scan this code.

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Sign up now (it’s free!) to join our Book Club, and we’ll keep you posted with announcements for each book/author, plus info on how to attend our virtual “Meet the Author” interactive coffee hour events as dates are released.

PathtoPurchaseIQ.com/bookclub

Meet the Author Coffee Hour

with Paco Underhill APRIL 20 2022 • 2PM ET

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Author’s Corner

‘How We Eat’ A Q&A with consumer behavior expert and retail guru Paco Underhill

BY M I C H A E L A P P L E B A U M

Paco Underhill

As a world-renowned expert on consumer behavior, Paco Underhill has spent the better part of three decades studying how people shop for food. Path to Purchase IQ recently sat down with the bestselling author, and strategic advisor to global market research firm Envirosell, to talk about his latest book, “How We Eat: The Brave New World of Food and Drink.”

Dramatic changes to the grocery store, tapping into local food trends and the human side of artificial intelligence are among the wideranging topics in the spirited exchanges below.

P2PIQ: What inspired you to explore the revolution currently taking place within the U.S. food system?

Underhill: I have worked with grocery stores, restaurants and food brands for more than 30 years. One of my first clients was Burger King.

I studied its first salad bar offering in the early 1980s. I’ve worked on

grocery stores on six continents. So I’ve had a pretty good view on the evolution of both how you sell food and how you buy food and beverages.

The basic idea behind the book is that the food chain is changing and we better pay attention to those changes.

Producers desperately need to figure out how to get local. When you think about fashion in the 20th century, the industry was driven by trends that were taking place in London, Paris, New York. Today, fashion is dictated from the street. And the same thing is going on with food and beverages.

I was in the East Village [in New York] last week and there was a restaurant selling Korean corn dogs.

P2PIQ: And you make the point in the book that you can’t say, “Well, that’s just New York or that’s just a big city,” because of the increasing interplay between rural and urban areas in America.

Underhill: It doesn’t matter whether you’re talking about food or fashion.

There are dresses that will fly off the shelf and out the door in Dallas that nobody touches in Philadelphia. The premise is the same — it’s the need of

P2PIQ: Today’s consumer is more educated and savvier about food. Do you think the food and beverage industry has done enough to capitalize on the ever-growing demand for higher quality ingredients?

Underhill: I think there’s a lot more attention that needs to be paid to it.

Marion Nestle, the retired chairman of the nutrition department at NYU, makes a point that I think is very true.

And that is, if consumers demand that a cereal has a certain percentage of sugar in it, when are retailers going to put it in the cereal aisle? If a company is selling cranberry juice that’s really cranberry juice cocktail, and the cranberries are less than 10% of the content, when is that change going to be mandated on the label? There’s a nascent revolution happening right now, and yes, the Nestles and General Mills of the world damn well better pay attention.

P2PIQ: Those are huge companies and big ships to turn around. Have they been too slow to change?

Underhill: The distance between management and consumer in any of the large global consumer

Businesses seem to have forgotten that human intelligence is still a really critical part of their processing skills. Collecting data in 2022 is really easy, but the key is figuring out what the hell you do with it!

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the merchant and manufacturer to understand the difference between what is global and what is local. There are some grocery stores where having a halal meat section is cool. And there are other stores where nobody even knows what halal meat is.

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goods companies has to be shortened. There’s that old joke that if you walk into a corporate office building and you find the desk farthest away from the front door, that is generally where the person in charge sits. If you walk into a retail store or retail bank today, the same thing is true.

And one of the perspectives that I, as a market researcher have just constantly been counting on, is you need to get closer to the front door. You need to get closer to the customer and it isn’t necessarily done with artificial intelligence (AI).

People have to understand that AI has both an artificial and human side to it. I don’t care whether you’re General Mills or the CIA — there are certain things that you get from satellite imagery and certain things that you can only get from understanding what people are saying and doing. Businesses seem to have forgotten that human intelligence is still a really critical part of their processing skills. Collecting data in 2022 is really easy, but the key is figuring out what the hell you do with it!

P2PIQ: In the book, you talk a lot about how retailers can get more value out of physical spaces. For example, you predict the parking lot will be transformed into something far more experiential like a community event or farmer’s market. What changes can they make now, inside the store?

Underhill: People are desperately trying to multitask. The grocery store is losing customers to the drug store and convenience store — and even to vending machines in other parts of the world. Grocery retailers need to be more respectful of people’s time and do a better job of cross-

of the things that has been very interesting is that the percentage of men doing the grocery shopping has gone up. That’s mainly because the number of women across North America that are the dominant bread earners was up with each passing month.

Women are trying to do their jobs, look after their children, look after their homes. The acquisition of goods is in transition.

P2PIQ: That ties back to your parking lot example, doesn’t it?

merchandising. I should be able to buy blueberries, yogurt and cereal in the same place! Grocery in other parts of the world has done a much better job of being consumer friendly.

And it’s time for us to catch up. The grocery store was invented in the 1930s and it hasn’t changed much since then. The premise that milk is the section of the store farthest away from the front door doesn’t work anymore. It is time for a revolution in design and management of the store.

P2PIQ: Let’s talk about the impact of COVID-19. We’ve spent a lot of time trying to figure out which changes to shopping behaviors are temporary and which are permanent. In general, do you think we tend to overestimate or underestimate the impact of the pandemic on how people shop for food?

Underhill: There’s no question that COVID-19 has had a profound impact.

It has been an accelerant for change in several major ways. The first is access to information. The second is gender issues. Particularly in grocery, one

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Underhill: Yes. Historically, we are talking about a world that was owned by men, designed by men and managed by men.

And yet women were our most important shoppers. It doesn’t make any sense. There’s got to be more to offer than just handicapped parking. The question is how do you make the space far more dynamic, let’s say, to accommodate changes in shopping patterns throughout the day? That’s just one example.

Retailers need to become more creative and find better uses for their physical spaces across the entirety of the store. IQ

Meet the Author Coffee Hour: April 20, 2 p.m. EDT Paco Underhill is one of the Featured Authors in our 2022 Book Club, which is currently reading “How We Eat: The Brave New World of Food and Drink.” Sign up (it’s free!) to be part of our Book Club and you’ll get access to our exclusive Meet the Author virtual coffee hour event — April 20 at 2 p.m. EDT — where you’ll get to listen in while we pick his brain and then take part during an interactive Q&A. Visit PathtoPurchaseIQ.com/bookclub to join us and get on the list.

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The New Consumer

Behaviors Related to Inflation

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

Editor’s Note: In each issue of Path to Purchase IQ, we’ll showcase a curated roundup of consumer research studies and other insights that paint a picture of emerging trends in shopper behavior in this department, called The New Consumer. This month’s installment offers a glimpse into the COVID-19 pandemic’s latest effects on consumer behavior, sustainable product purchasing trends and the trajectory of the cannabis market.

PANDEMIC’S LATEST EFFECT With inflation continuing to harshly impact U.S. consumers, recent insights from Kroger data analytics subsidiary 84.51 and its “February Consumer Digest” delved into how consumers are fighting inflation and the latest shopper trends and behavioral analytics.

The report pointed out that COVID-19 concern trended downward among shoppers as cases began to decline. In February, 68% of shoppers said they were very concerned with inflation. Of those shoppers: • 56% have been looking for sales and promotions more often; • 40% have switched to a lower cost brand; and • 34% are cooking from home and 30% are going out less.

If there was a need to cut back, 57% said they would cut out adult beverages, 56% would cut snacks and 46% would eliminate beauty items. However, while 56% said they have been cutting back on non-essentials like snacks and candy, the actual shopper behavior shows that units sold are flat and shoppers are still snacking. Overall, however, only 22% of consumers responded that they feel comfortable with their current financial state.

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In terms of meal planning, consumers are looking for “speed and simplicity.” Many said they search for cooking inspiration. Thirty-five percent said they use Google, 33% use store ads, 21% use online sites such as Pinterest and 14% use apps on their phones.

SUSTAINABLE PRODUCT PURCHASING Marketing data and analytics company AnalyticsIQ identified sustainable shopper trends using its database of more than 241 million consumers and 118 million households nationwide. It compiled a report — dubbed “Green Personas Reach Consumers Who Put Dollars Behind Their Belief in Climate Change” — which categorizes shoppers into four “green personas” to help marketers identify the gap between intentions and behaviors.

Individuals typically align with one of the four personas based on their cognitive flexibility (low or high) as well as their belief in the concept of climate change (weak or high). The personas are the sustainable living spender, climate change conscious consumers, climate change skeptic and the climate change denier.

Although many consumers indicate that they are invested in protecting the environment, the majority actually overestimate their level of dedication and their willingness or ability to spend more on sustainable products, according to AnalyticsIQ’s green personas product sheet and detailed data.

Sustainable living spenders score highly on both their belief in climate change and cognitive flexibility, making them the most green-motivated consumers and the ideal target for brand marketers of environmentally friendly products and services. Most consumers who fall under this persona are: • Women around the age of 52.

• Highly educated and have an annual household income that’s 37% higher than average.

• 26% more likely to purchase beauty products.

• 21% less likely to shop at Walmart — 10% more likely to shop at Target.

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Some other key findings from the report include: • Green, sustainable products and services are on their way to becoming a trillion-dollar market.

• Nearly three quarters (75%) of consumers said they prefer eco-friendly brands, but 60% are unwilling to pay more money for that green product.

• Nearly 75% of overall consumers said they prefer eco-friendly brands, and green shoppers in particular spend 23% more on discretionary items than average each year.

CANNABIS SALES PREDICTIONS BDSA, a market research firm focused on the legal cannabis market, kicked off March by releasing its latest forecast with cannabis sales data for the U.S., Canada and global markets. For 2022, global cannabis sales were projected to reach over $35 billion, a jump of roughly 22% compared to 2021 sales, which totaled $29 billion, according to BDSA’s most recent five-year rolling market forecast update. BDSA also predicts that by 2026, that number will surpass $61 billion, a compound annual

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growth rate (CAGR) of more than 16%.

“Though most legal cannabis markets saw sales soften in the second half of 2021, the global cannabis market is expected to see brisk growth in 2022, driven by strong sales in new and emerging markets in the U.S., steady growth in Canada and international markets lead by Mexico and Germany,” said Jessica Lukas, chief commercial officer at BDSA, in a March news release.

Some key predictions from the forecast included: • U.S. cannabis sales to reach $46 billion in 2026, a CAGR of approximately 14% from 2021.

• California, which launched its adult-use market in 2018, will remain the largest contributor to overall U.S. sales growth, with the next top four contributors to growth being New York, New Jersey, Florida and Michigan by 2026.

• The majority of growth in Canada is expected to come from Ontario, growing over $1.3 billion by 2026. British Columbia will also be a leading contributor, adding $420 million to total sales by 2026.

• International sales are expected to reach $9.5 billion in 2026, a CAGR of nearly 46% from 2021.

In 2021, new markets in the U.S. experienced some of the strongest growth, particularly in the Midwest. Illinois sales grew approximately 70% in 2021, totaling $1.8 billion, after the state legalized recreational cannabis in June 2019. Missouri’s medical-only market reached a high of $210 million.

Emerging markets are also expected to be a major driver of sales through 2026 as the number of nonlegal states dwindles. The research firm says the pace of legalization could even increase as the latest wave of medical and adult-use bills are seeing positive bipartisan support at the state level. IQ

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Brand Watch

Instacart Expands Initiative to Women-Owned Brands

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

Grocery delivery platform Instacart has extended its support of underrepresented groups with a $1 million commitment to amplify women-owned CPG brands.

To celebrate and honor Women’s History Month in March, the company launched the second wave of its Instacart Ads Initiative with partners Sweet Loren’s, Three Wishes Cereal and Twrl Milk Tea. Eligible brands will receive free Instacart Ads credits starting in April to use with the organization’s flagship sponsored product offering.

Ali Miller, head of ads product at Instacart, answered a few questions about the initiative and its purpose.

P2PIQ: How has the digital aisle evolved over the past few years since the pandemic?

Ali Miller: More and more people are now leveraging a mix of online and offline channels to do their grocery shopping. For CPG brands of all sizes, the digital aisles offer a new, more adaptable opportunity to engage with consumers. Online grocery allows for innovation, including new kinds of advertising solutions that help brands engage consumers and storytell directly at the point of purchase.

As more people turn to Instacart

to shop from their favorite retailers and discover new items, we’re focused on creating unique ways to support brands looking to get discovered by introducing exciting products, engaging consumers and landing in baskets.

P2PIQ: What do you hope consumers will gain from being introduced and connected to these female-led brands?

Miller: Part of our goal with our Instacart Ads Initiative is to democratize the grocery store by offering emerging brands a meaningful boost via advertising to connect with consumers directly at the point of purchase. The women-owned brands that are a part of our Ads Initiative will be able to surface their products across the Instacart Marketplace with our sponsored product offering.

Our hope is that consumers will be able to discover new products and brands that fill their needs or become household favorites, and find inspiration to create a new recipe or send a treat to a loved one after being introduced to these women-owned brands across Instacart.

P2PIQ: Can you give us an update on the Instacart Ads initiative for Black-owned brands?

Miller: We first launched the Instacart Ads Initiative last year, committing up to $1 million to amplify emerging Black-owned CPG brands within the

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Instacart Marketplace. Our focus on Black-owned brands continues into this year, and brands are welcome to sign up on a rolling basis. We continue to support participating brands with campaign setup at launch, and access to our self-service ads platform.

To date, our partners in the initiative have seen meaningful growth. One partner saw their weekly sales and basket penetration more than double as a result of their sponsored product campaign via the initiative. Participating brands are based in states such as California, Texas, Tennessee, Missouri, Ohio, Pennsylvania, Maryland, New Jersey and New York.

We’re so proud of our progress, but there’s much more work to do on this front.

P2PIQ: Do you foresee the Instacart Ads Initiative expanding again in the future to support more underrepresented groups?

Miller: That’s the goal. We want Instacart Ads to have a lasting impact on the CPG ecosystem by equipping emerging brands with the tools, resources and investment needed to excel in online grocery.

I’m really excited about the opportunity ahead of us to continue amplifying and empowering brand owners from historically underrepresented backgrounds.

P2PIQ: How long will the Instacart Ads Initiative for women-owned brands run?

Miller: The Ads Initiative for womenowned brands will run until the end of the year. Eligible brands are welcome to sign up on a rolling basis throughout. Women-owned brands can sign up at Ads.Instacart.com. IQ

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Brand Watch

Unilever Supports Men’s Grooming in Warehouse Channel

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

For the second year in a row, Unilever ran a revamped version of a sports-themed campaign highlighting personal care at BJ’s Wholesale Club and Sam’s Club.

The men’s grooming football program ran from September through October 2021 to drive purchase of the Axe, Dove Men+Care (DMC) and Degree portfolio of products.

At Sam’s and BJ’s, it can be hard to engage members with content that works to drive conversion, says Billy Dyer, shopper marketing manager at Unilever. In 2020, the COVID-19 pandemic led Unilever to shift away from sweepstakes with game-ticket prizes to digital campaigns from Boston-based Breaktime Media.

“With a men’s grooming football campaign, you might expect a male target focus — but a lot of club members doing the shopping for men’s grooming items are women,” Dyer says. “So for this program, we focused on both male

and female club shoppers.”

Unilever leveraged print media and video demos at BJ’s. The manufacturer also had influencers push out social content and utilized each retailer’s media network for digital marketing, such as banner ads.

“With both BJ’s and Sam’s Club, we align our on-site media to the ongoing price promotion to drive awareness of the product among shoppers,” Dyer says. “Within that price promotion timeframe, the barrier to purchase tends to be lower.

So getting across the messaging for member savings, along with the fact that there’s a men’s grooming item for everyone, is key.” (He says that Axe resonates with younger shoppers, DMC products appeal to Millennials and older, and Degree attracts all ages.)

In-home mailers helped Unilever get on club members’ shopping lists before their anticipated stock-up trip.

From a digital perspective, Breaktime Media reached club members preshop, personalizing the Unilever

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portfolio to each individual and driving through e-commerce as well as in-store.

Unilever was also able to capture product reviews directly through the Breaktime campaign and distribute them across its retailer customers’ sites.

Although complete 2021 results were not available at press time, in 2020 the campaign drove a sales lift of 41% year-over-year across BJ’s and Sam’s Club, Dyer says. The Breaktime campaign specifically had an engagement time of 2 minutes and 15 seconds spent per shopper. The program had a 2.18% incremental sales lift on top of the year-over-year growth.

In all, more than $646,000 worth of products were added to digital carts across Sam’s Club, BJ’s and Instacart, Dyer says. IQ

At Retail For a gallery of in-store, sportsthemed activations, see page 51 and visit P2PI.org.

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In-StoreExperience

Evolving Pet Retail Concepts

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

ith the petcare category showing no signs of slowing down, retailers in the channel and beyond are expanding how they reach and serve shoppers and their fur babies. Read on to learn how pet retail leaders are meeting consumers wherever they are and growing in-store experiences.

W

Lowe’s + Petco Petco Health and Wellness Co. recently found an unlikely friend in home improvement retailer Lowe’s. The two joined forces to roll out a store-within-a-store pilot program that unites products, services and expertise — for both the home and pets — under one roof at select Lowe’s locations.

The first Lowe’s + Petco shop opened in early February at a Lowe’s in Alamo Ranch, Texas. The partners plan to expand to 14 additional Lowe’s stores in Texas, North Carolina and South Carolina by the end of March.

While Lowe’s has long permitted pets in its stores and sold a selection of pet products, Lowe’s + Petco will provide a unique customer experience for pet parents.

The concept offers a curated assortment of Petco’s pet nutrition, health and wellness supplies and services, including Petco’s owned brands (e.g., WholeHearted, Leaps & Bounds and So Phresh), as well as popular national brands. The department is made up of short aisles and gondola displays with bilingual signage, colored in Petco’s signature blue and navy reflecting last year’s “Petco, The Health + Wellness Co.” rebrand.

Lowe’s + Petco also offers a selection of Petco’s pet services, including Vetco vaccination clinics, microchipping, prescription pest prevention and mobile grooming at select times and locations. Pilot locations also staff knowledgeable Petco employees during peak hours to offer pet-focused guidance alongside Lowe’s associates’ advice on home improvement projects.

Products are available to purchase in stores or on Lowes.com via a dedicated “Petco at Lowe’s” hub for curbside pickup, contactless pickup via lockers, or at the customer service desk at Lowe’s pilot locations.

Petco’s Reddy Flagship In October 2021, Petco opened its first Reddy flagship store in New York’s SoHo neighborhood. The Reddy store — which is dedicated to its premium lifestyle private label for dogs — serves as an urban boutique offering an elevated shopping experience and curated Reddy merchandise for pets and pet parents.

Reddy launched in 2018 and quickly became one of Petco’s most popular brands, inspired by Millennial pet parents looking for high-quality, functional and sustainably made products. The brand assortment spans apparel, collars, leashes, harnesses, beds, bowls, feeders and travel accessories. With Millennials being Petco’s original inspiration for the brand, that also carried true in the design of the physical store, which was created in partnership with architecture and design firm Little.

The Reddy store offers an interactive experience, including a lounge area with free Wi-Fi, phone charging stations at a customization table, a fitting station,

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Instagramable walls and decor, a refrigerated wall for cold dog food, a “Bark Board” for community updates and a pet polaroid wall showcasing furry shop-goers in their element.

“Owned brand innovation and growth continues to be an integral part of Petco’s overall strategy, and Reddy is at the forefront,” says a Petco representative. “Petco has more than 55 years’ worth of expertise designing pet products and we’re applying that credibility to this Reddy boutique.”

In the coming months, Petco plans to offer a calendar of events at the store for locals. “We offer customization services like personalized pet tags and on-site product monogramming, which we continue to enhance for our customers,” says the rep, adding that Petco will also offer products exclusive to Reddy SoHo and launch new product innovations this year.

“Reddy addresses a white space in the market across both national and private brands, by delivering clever, effortless solutions for pet parents, with an aesthetic that fits seamlessly into the urban millennial lifestyle,” the rep says. “We know that Reddy shoppers care about sustainability, an on-the-go lifestyle and outdoor activities, so we’ve created a brand that perfectly caters to this audience.”

an emerging natural pet food, self-wash and grooming franchise with 15-plus locations.

Pet Supplies Plus, which has a 600-plus existing store footprint, offers a range of services, prescription fulfillment and a full assortment of pet products for all types of animals. Wag N’ Wash is mainly focused on self-wash, grooming services and natural food options primarily for dogs and select cat items.

The stores will continue to operate as separate entities, providing pet product knowledge, personalized services and a distinct local shopping experience in their respective communities, according to Pet Supplies Plus.

“Both Pet Supplies Plus and Wag N’ Wash believe in community, local retail and a fun experience in our stores. This was the right fit,” said Jef Strauss, Wag N’ Wash original founder, in a media release. “With strong infrastructure behind them, passionate owners can build local relationships and deliver the ultimate experiential retail experience.” IQ

Wag N’ Wash Acquisition Pet Supplies Plus took a different approach to expanding its store experiences with the acquisition of Wag N’ Wash,

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FROM GHOST KITCHENS TO AI-POWERED MICRO-FULFILLMENT CENTERS TO NEW TACTICS FOR E-COMMERCE, RETAILERS AND BRANDS ARE FINDING WAYS TO MEET THE NEEDS OF TOMORROW’S GROCERY SHOPPER

BY M I C H A E L A P P L E B A U M

M

ore than two years removed from the onset of the COVID-19 pandemic, it can be easy to forget how dramatically physical spaces were transformed in the early stages of the crisis. Empty hotel rooms doubled as remote work locations. Sidewalks, patios and parking lots became alfresco dining areas. Shuttered restaurants and bars provided temporary hubs for grocery delivery and community kitchens to serve low-cost meals to those in need.

For today’s grocery retailing industry, cultural shifts and lasting impacts of the pandemic on shopping behavior mean that physical stores may never look the same again. Renowned author and consumer behavior expert Paco Underhill, who explores deep-seated changes to the U.S. food system in his new book, “How We Eat” (see page 12), envisions a time when supermarket parking lots will morph into an experiential breeding ground for communityfocused activities like farmer’s markets.

In the meantime, grocery retailers are adapting their store footprints to accommodate more flexible features, like ghost kitchens, which address consumers’ growing craving for on-demand, restaurant-quality meals through partnerships with local eateries. Kroger, for example, is expanding its presence in the space through a new partnership with startup Kitchen United, including its first ghost kitchen that opened at a Ralphs store in Los Angeles in January (with a second recently earmarked for a Kroger store in Dallas).

The restaurant industry — which has been upended by the rise of thirdparty delivery services from the likes of Grubhub, DoorDash and Uber Eats — is also partnering with grocery stores to find new ways of addressing changing consumer habits. Ahold Delhaize’s Giant Food chain is opening new storewithin-a-store restaurant concepts through a continuing partnership with WOWorks, the parent company of several good-for-you restaurant brands, including two featured by Giant Food: Saladworks and Frutta Bowls.

Gregg Dorazio, e-commerce lead at Giant Food, says that further innovation in grocery store merchandising and design will be needed to respond to changing customer dynamics, including the increased reliance on third-party delivery apps, in-store pickup and other online shopping tools. However, he says that innovation will be primarily incremental, at least in the short term.

“There will be a lot of testing and learning to get to the right proportion and the right kinds of activity in-store,” says Dorazio. “I think customers will be using the store for discovery of new products, or for tasting and experience and knowledge…So I do think it will have to evolve, because a portion of the space

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NEXT-GEN NEXT-GEN GROCERY

GROCERY: Reshaping the Future of Omnichannel Grocery

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NEXT-GEN GROCERY may be used simply for a pickup. And so, they may get part of their order pre-shopped and ready to go for them, but then they want to go and browse new items or go taste the produce that just came in from the local farm.”

Other changes to the store might be more drastic, as retailers try to keep pace with technology-focused innovations that streamline the in-store experience.

For example, Whole Foods Market in February rolled out Amazon’s “Just Walk Out” technology at a store in Washington, D.C. The capability allows shoppers to skip waiting in line for the checkout register. They enter these stores in three ways: scan the QR code in the Whole Foods Market or Amazon app, insert a credit or debit card linked to their Amazon account, or hover their palm using the Amazon One payment system. (Enrollment in Amazon One takes less than a minute, the company says.)

Anything shoppers take off the shelf is automatically added to their virtual cart, and anything they put back on the shelf comes out of their virtual cart. At the end of their trip, shoppers simply scan or insert their entry method again and exit the store.

Amazon launched the Just Walk Out technology in 2018 and has piloted it at its Amazon Go and Amazon Fresh stores. Starbucks Corp. is also using the Just Walk Out technology at a location in New York.

PEELING BACK THE ONION ON E-COMMERCE GROWTH The trajectory of grocery e-commerce sales over the past two years is marked by several peaks and valleys, many of which were driven by factors directly related to the pandemic (vaccination rates, the delta and omicron surges, etc.). The exact percentage of grocery sales coming from e-commerce depends on the source and method of analysis, as well as

whether the researcher includes non-consumable items in its category definition.

Coresight Research, which uses proprietary data plus data from IRI e-Market Insights, estimates that U.S. online grocery sales grew 17.9% last year after 94.4% growth in 2020. In 2022, the firm expects the market to expand 32.4%, supported by “pandemic-induced online shopping stickiness.” By contrast, eMarketer found the online grocery market rose by 64% and 12% in 2020 and 2021, respectively, and is forecasting a 20% jump this year. The company pegs the U.S. market at $122.39 billion in 2021 and projects it will nearly double to $243.67 billion by 2025.

“Prior to COVID-19, you could characterize online grocery growth as being steady but slow. It was probably growing at a rate close to one percentage point of share year over year,” says David Bishop, partner at Brick Meets Click. His company tracks online grocery sales from household data in a monthly online survey of about 1,800 U.S. adults across all channels, as well as in a separate analysis of transactional data from the major grocery chains. The firm estimates that total online grocery sales in the U.S. were just under $100 billion last year.

According to Bishop, e-commerce accounted for just under 2% of all grocery sales back in August 2019 (the firm didn’t start tracking monthly sales until the start of the pandemic in early 2020), but spiked to nearly 15% at the end of March 2020. Since those initial peaks, “online sales have retrenched, but to an elevated level,” says Bishop. Based on the firm’s two sets of data, grocery e-commerce as a proportion of total sales is currently in the 10%-12% range.

Dorazio puts the number slightly lower (“I think high single digits is where most people are right now,” he says), but emphasizes that the forecasts have the most uncertainty. “You could argue for 12% in a few years, but you

“I don’t think the customer necessarily knows if they want their groceries 15 minutes from now, or needs them delivered as fast as an order of Chinese food or a pizza. That’s the tough part for retailers — which is to say, do I need to bet on that or should I wait to understand what the size of the prize is?”

— Gregg Dorazio, Giant Food

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NEXT-GEN GROCERY could also argue for 25%,” Dorazio says. “I don’t think anyone knows what the true post-COVID retention rates will be.”

KNOWING WHERE TO PLACE BETS Grocery shopping behaviors have evolved significantly in the past two years, and it can be challenging for brands and retailers to know where to place their bets.

One of the biggest questions is how much to invest in the so-called ultra-fast or instant-needs delivery space.

Instacart established its 30-minute express delivery for grocery orders back in 2021, but thanks to an increasingly competitive foodservice delivery market, the entire industry is being forced to catch up. As just one example, digital startup BuyK is now working with Grubhub to provide delivery in 15 minutes or less to grocery shoppers in New York and Chicago.

“I don’t think the customer necessarily knows if they want their groceries 15 minutes from now, or needs them delivered as fast as an order of Chinese food or a pizza,” says Dorazio. “That’s the tough part for retailers — which is to say, do I need to bet on that or should I wait to understand what the size of the prize is?”

Manufacturers have had to make their own calculations in deciding how to adapt to the changing environment.

“There are a lot of adjustments we’ve made over the last few years in response to COVID-19 and its impact on consumer behavior. The changes have been fully end-to-end,” says Steve McGowan, head of shopper activation and strategic partnerships at Mondelez International.

Like other manufacturers in the snacking category, Mondelez saw a dramatic increase in consumption in 2020, which prompted the company to adjust its approach to promotional and marketing support. “We pivoted our focus from innovation to core item supply. [We also] focus[ed] our supply chain on our top selling brands and SKUs to support inventory needs at store for both in-store purchases as well as BOPIS,” says McGowan. “Additionally, we had to adjust our salesforce focus and our DSD model to try and accommodate as many stores and warehouses as possible to account for e-commerce growth.”

The consumer’s ongoing shift to digital shopping tools, meanwhile, has motivated many manufacturers like Mondelez to invest in more digital tactics, like retailer ad platforms. “With over 60% of sales being digitally influenced, and shoppers spending more time online, we are spending more time with them there,” says McGowan. “We have shifted our spending at a customer level from traditional tactics to more digitally native tactics over the past few years. Specifically, from a shopper marketing perspective, the percentage of spend on digital over the past 3-4 years has grown from 20%-25% of total investment to more than 2.5 times that amount.”

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SEEKING EFFICIENCIES THROUGH AUTOMATED FULFILLMENT The grocery retailing business is ground zero for many of the inflationary and supply chain pressures, as well as labor shortages, that continue to plague the U.S. economy. In this constrained environment, grocery stores cannot afford to lose customers due to out-ofstocks or lengthy wait times to fulfill online orders.

Enter Takeoff Technologies and its micro-fulfillment centers (MFCs) — small, robotic warehouses of about 10,000 square feet that are typically placed inside grocery stores and automate the process of picking and assembling online orders. The Waltham, Massachusettsbased company has dozens of operational MFCs in place across the U.S. and partners with major chains including Albertsons and Ahold Delhaize.

Takeoff’s Chief Business Officer Curt Avallone says that its automated system can assemble grocery orders of up to 60 items in less than five minutes, a fraction of the speed and cost of current manualpicking options. “There’s a lot of waste in the system,” says Avallone. Data from those online orders, along with in-store transactions, gets plugged into the firm’s AI-powered software platform to help retailers update shelves with a more localized and personalized assortment, he notes.

The current supply chain problems are not limited to physical stores. Brands and retailers need to shore up their e-commerce operations to avoid out-of-stocks online, warns Tim Madigan, a CPG industry e-commerce veteran and partner at Chicago-based consultancy The Partnering Group. “When you have supply issues, it not only upsets your buyer and hurts your in-store presence, but it also puts you at the back of the line of the digital shopping experience,” he says.

Over the longer term, Madigan says that grocery retailers will need to find a better balance between “theater” and a more satisfying and efficient shopping environment. He points to Alibaba’s Hema superstore concept in China — which doubles as a distribution center for online orders, in addition to a restaurant — as a workable model for future stores in the U.S. McGowan agrees on the importance of the store.

“We believe that there will be a certain set of customers who will convert to 100% digital, depending upon the category of goods. But we also feel the vast majority of people look for experience in-store,” he says. “For some shoppers, it may just be an excuse to get out of the house, but for most, we believe that the experience of engaging with others, interacting with merchandise and personalization will be the reason that in-store will remain highly relevant.” IQ

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HALL OF FAME 2022

INTRODUCING PATH TO PURCHASE INSTITUTE’S HALL OF FAME 2022

BY ERIKA FLYNN

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JALAL HAMAD

Senior Director, Operations The Home Depot

T

here is a passion in Jalal Hamad’s voice when he speaks — a true appreciation for the work he does and the people around him (his team, associates and customers alike), as well as for the culture and values of The Home Depot. He says he gets his energy from the store. With a humble beginning as a store associate who has risen through the ranks, he has spent his career wearing the bright orange smock the big-box retailer is known for around the world.

Hamad, who assumed the role of senior director, operations, in January, has been named a 2022 inductee into the Path to Purchase Institute Hall of Fame.

THE EARLY YEARS

Each year since 1994, the editors of the Path to Purchase Institute have selected three industry leaders for induction into the Hall of Fame. From their daily business practices to the work they produce, these honorees represent the very best of the commerce marketing industry. Collectively, these professionals have proven that they don’t just follow the path to purchase; rather, they help build it. The 2022 inductees are: • Jalal Hamad, The Home Depot • Marissa Jarratt, 7-Eleven (page 28) • Marc Pritchard, Procter & Gamble (page 31) For a complete list of Hall of Fame inductees, see page 34.

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A native of Toronto, Hamad was the youngest of five boys to parents who immigrated to Canada in the early 1970s. Both his father and mother worked in leather tanneries and, looking back, he says their dedication to family, a strong work ethic and determination grounded him early in life.

He was a school-loving kid who signed up for every extracurricular activity and was always absorbing as much as he could. He held newspaper routes, worked during the summers at local carnivals and remembers his first “real job” as roasting and bagging pistachios at a roastery. But where he really grew his passion for business was in his oldest brother Zuheir’s computer store.

“I had the opportunity to work alongside him at a really young age,” Hamad says. “I was the only one in my class at school who had a computer at home and I spent an incredible amount of time learning about the business and computers.” The experience taught him about sales, operations, marketing and customer service. “It was incredibly insightful, and I’m forever grateful to my

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brother, because it really shaped who I was and gave me passion for operating in a retail environment,” he says.

THE HOME DEPOT WAY Hamad started his career at The Home Depot when he was just 19 years old. He had watched another one of his older brothers, Jamal, climb the ladder from a paint associate to a store manager. During his first role as an associate in the lightbulb aisle in the electrical department, he knew he was also hooked.

“At that time, The Home Depot was opening a new store every 48 hours across North America,” he says.

“There was a lot of opportunity for growth. If you worked hard, believed in yourself and lived by the values of the organization, you would be recognized.”

Hamad had full ownership over the lightbulb bay, and when it went from $800,000 to more than $1 million in sales, he realized he had made an impact. From there, his career advanced pretty quickly. He went from an associate to department supervisor to assistant store manager and then store manager in three years. It was at that time that Paul DeDonato, his first district manager, made a lasting impact on his life. “The courage and insight he had to take a chance on me at 22 years old was incredible,” he says. “I knew then that I could not only do the job, but I had long-term potential within the organization with his guidance and support.”

of field merchandising for U.S. stores, was instrumental in that move. “He nudged me to seize the opportunity,” Hamad says. “He’s an incredible leader and steward of the organization … who works hard to make sure we never forget who is on the other end of everything we do — the customer and associate.” Chris Duffy, vice president of merchandising, in-store experience, was Hamad’s boss in that role and was “the guy behind the scenes, championing and advocating my progress,” he says. “He taught me how to think about developing myself and others.”

CAREER HIGHLIGHTS Hamad’s leadership was once again apparent when his team began a large initiative to simplify the in-store experience for Home Depot associates and customers.

After discovering the main customer pain points of speed, wayfinding and know-how inside of its stores, the team implemented significant changes, in collaboration with a large cross-functional team from across the organization. With more than 100 different unique experiments/tests, the effort led to the largest in-store investment in the history of the organization.

“This is the first time in 40 years that we have one single brand standard across all of our stores,” he says. “Every store looks the same as it relates to the wayfinding sign package, even though the layouts are slightly different, so customers find a consistent experience from store to store.”

Data and science helped drive the creative, Hamad explains. “Everything, from the colors and icons to the naming conventions on category inserts, was designed from a customer-back approach,” he says. “We wanted to make it easier for our pros and consumers to shop in a way that makes sense to them.

It was a huge accomplishment on behalf of the organization and the team.”

Another significant win for Hamad and his team came when COVID-19 closed schools, establishments and restaurants, but not Home Depot stores. His team delivered what he refers to as best-in-class plexiguard shields for its frontline associates who were still going in to work every day and who were shoulder-to-shoulder with customers. The true heroes through it all, he says.

“We designed, developed, implemented and rolled out

“It’s so important to focus on the job you have. Work to gain a deep understanding of the role you’re in and take the time to have an impact on associates, customers and your team.”

From there, Hamad moved into a field merchandising role, followed by visual merchandising, merchandising strategy and operations, and then was promoted to two director roles in in-store environment and merchandising services that carried him through the next three years.

In mid-2015, Hamad and his family moved to the U.S. and he became the senior director, in-store experience, at the company’s Atlanta headquarters, the post he held until January 2022. Pete Capel, the current vice president

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in under 30 days,” Hamad recalls. With the changing regulations within states, supply chain issues and raw material shortages, the team had to get creative to produce the volume it needed for its stores. “It was an enormous project that was so fulfilling in many ways for the team, because we wanted to do whatever we could to help our associates and customers stay safe,” he says.

Looking at the bigger picture, Hamad says his most important work is perhaps his part in growing and developing future leaders: “To coach, teach and train associates in everything that I’ve had the privilege of learning, and especially how important and incredible our culture is.”

INTO THE FUTURE Hamad believes the in-store associate experience will evolve drastically across the industry in the coming years, from how companies operate stores, fulfill customer orders and put product on the shelf to technology’s role and the checkout experience. “I want to be a part of that and alongside our associates as we continue to evolve the in-store model,” he says, adding that his true north star is continuing to develop himself and others to achieve their greatest potential.

But, until then, his mantra is to work smart and have fun while delivering value for the organization. “It’s so important to focus on the job you have,” he says. “Work to gain a deep understanding of the role you’re in and take the time to have an impact on associates, customers and your team.”

He will continue to help the retailer evolve with customers by understanding their ever-changing habits, extracting insights and working toward delivering on company goals and objectives while providing them with a seamless experience, regardless of how they choose to interact — on the phone, on the couch, on the job site or in the store. “It sounds relatively easy on the surface, but there is a lot of work that needs to go into that, and The Home Depot is focused on delivering the very best experience for its customers,” he says.

His advice for others just breaking into the business is this: Always start and end with the associate and customer in mind. “Get a deep understanding of the opportunities and challenges and deliver on them,” he says. “It’s also important to take ownership of your personal growth and development, and be intentional about the things you want to move the needle on. Be sure to build a strong network of people who give you honest feedback and help hold you accountable, and don’t be afraid to get out of your comfort zone.”

Hamad is active outside of work with PAVE, The Planning and Visual Education Partnership that connects students, educators and retailers or other professionals who support retail in a vibrant, meaningful, mentoring format. “I’m passionate about inspiring others, growing and developing talent and future leaders, and really just paying it forward,” he says.

He also sits on the board for StorePoint Retail, serving to connect with new and existing suppliers to offer insight into the minds of retailers.

“Developing relationships with our supplier partners is really important,” he says. “We’re not successful as retailers if we don’t have incredible partners who can support us.”

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JALAL HAMAD Title: Senior Director, Operations Company: The Home Depot Career path: The Home Depot, Senior Director, Operations, (2022-present), Senior Director, In-Store Experience (2015-2022), Director, Merchandising Execution - Merchandising Services (2015), Director, Store Environment - Merchandising (2012-2015), Senior Manager, Merchandising Strategy & Operations (2008-2012), Manager, Visual Merchandising (2006-2008), New Store Merchandising Manager (2006), Store Manager (2003-2006), Operations & Merchandising Assistant Store Manager (2001-2003), Store Associate, Department Supervisor (2000-2001).

Industry activities: Active mentor and coach, a regular speaker and contributor at industry events.

Education: The Wharton School; Emory University, Goizueta Business School; York University, Schulich School of Business

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MARISSA JARRATT

Chief Marketing Officer 7-Eleven

M

arissa Jarratt joined 7-Eleven in 2019 when the convenience retailer was going through a major transformation. With her extensive background in food and beverage marketing, she was a natural fit to join 7-Eleven’s ranks since its stores were striving to be more focused in those areas. On top of that, she had grown up in Dallas, where the chain is headquartered, and knew the storied history and heritage of the brand.

7-Eleven was also focused on digital transformation, both in terms of its store operations as well as the customer experience.

Jarratt recalls that the retailer was looking for a marketer who could tell the story of its offerings and the changes that were happening. And, she says, “do so in a way that could bring the brand back to the forefront for a new generation.”

That was two and a half years ago.

Jarratt, who assumed the role of chief marketing officer, has done that and so much more. She has been named a 2022 inductee into the Path to Purchase Institute Hall of Fame.

THE EARLY YEARS Born in Houston, Jarratt spent her early childhood in Corpus Christi, Texas, then moved to Dallas when she was 10. Her father worked in the oil and gas industry, and her mother was a high school teacher who transitioned to the corporate world after the family’s move. She says her curiosity and intellectual

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passions were stoked early, as well as a strong work ethic instilled by her parents, and she learned how hard work would earn good grades and, ultimately, business results.

A graduate of the University of Texas at Austin, she majored in both finance and Spanish to make good on a promise she had made to her dad: earn one degree that would provide job security and another to follow a passion. The latter was a part of her from very early on, learning the language and culture from her Hispanic paternal grandmother.

Jarratt looks back on her first jobs as a waitress as some of the hardest she’s ever had, but they came with lessons that have served her well throughout her career. Namely, the importance of customer service and bringing a smile to someone’s face when you exceed their expectations, she says.

CAREER DEVELOPMENT Internships at art organizations — including the Austin Lyric Opera as well as the Mexic-Arte Museum — followed, feeding her personal passion for culture, art and music, before she landed her first job out of college as a financial analyst at Nortel Networks.

From a corporate finance job to moonlighting with friends who were starting a web design company at the turn of the millennium and embarking on a new-found passion of creating a business plan and leading business development, Jarratt found herself at UT-Austin once again, this time to earn her MBA in marketing. “It was there that I really fell in love with consumer behavior and brand management,” she says.

She combined her financial and business acumen with her new marketing knowledge and knew this was her career path as soon as she was part of an innovation project during an internship for Frito-Lay in 2003.

Jarratt joined the company full-time that same year in brand management and spent the next 14 years in various capacities. She says her time included work in a variety of different areas of marketing, including brand management, innovation marketing, shopper marketing and portfolio strategy. Notable achievements include her work on the Cheetos brand in 2007, as she and her team transformed that business.

“It had been in decline and we repositioned it to target

adults,” Jarratt says. “That unleashed a full decade worth of growth that probably continues to this day at PepsiCo.” The team earned an Ogilvy award and sent the business on a different path. It was in her time there that she learned to take risks and be open to learning new aspects of the business while at the same time growing as a leader. Still today, Jarratt encourages others to take risks and try new roles, because you never know what doors might open as a result.

She also learned how to give constructive feedback to people in a way that can motivate and inspire them (known as the “velvet hammer” approach), as well as the value of diversity and inclusion, and how important it is to bring that to the forefront as a leader. “To model it from a behavior perspective as well as to build teams that are diverse and inclusive,” Jarratt says. “We need to have both working together.”

During her time at Dean Foods that started in 2017, she was charged with leading the marketing function and building a stronger brand focus for the company. Jarratt took her first step into general management when she was asked to also lead the R&D organization.

“We’ve made a lot of changes while we’re executing these big, ambitious programs and we’ve done it in a way that has built great culture, excitement and momentum on the team.”

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By early 2019, she was the senior vice president of marketing and general manager of the frozen business unit. Her experiences in this role — in conjunction with the boards on which she served on behalf of Dean Foods, like MilkPEP and Good Karma Foods — made her a better overall leader, she believes.

IMPACT AT 7-ELEVEN Jarratt had about 100 days under her belt at 7-Eleven when COVID-19 hit. February 2020 saw a restructuring of the marketing team under her guidance in preparation for the strategic transformation that she would lead.

“Our focus shifted from pursuing an ambitious strategic agenda to actually balancing that with the critical needs of

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MARISSA JARRATT Title: Chief Marketing Officer Company: 7-Eleven Career path: 7-Eleven, Chief Marketing Officer (2019-present); Dean Foods, Senior Vice President, Marketing and General Manager, Frozen Business Unit (2019), Senior Vice President - Head of Marketing, Innovation and R&D (20182019), Vice President, Head of Marketing and Innovation (2017-2018); PepsiCo, Vice President, Global Marketing (20162017), Senior Director, Global Marketing (2015-2016), Senior Director, Marketing, Frito-Lay North America (2010-2015), Brand Director, Frito-Lay North America (2008-2010), Senior Marketing Manager, Frito-Lay North America (2007-2008), Associate Brand Manager, Frito-Lay North America (2003-2007); Mul-ti-ple Designs, President (20012002); Nortel Networks, Finance Analyst (1999-2002).

Industry activities: Member of the Brand Innovators advisory board; member of the MSM Advisory Council for the University of Texas at Austin McCombs School of Business; member of the International Women’s Forum Dallas; member of the marketing committee for the board of the Dallas Museum of Art; former Chairman of the Board for Good Karma Foods; former member of the executive committee of MilkPEP, the dairy industry trade association.

Education: The University of Texas at Austin, Bachelor’s, Finance and Spanish, MBA, Marketing.

the business,” she says, noting that the early months of the pandemic were spent “triaging a lot of business needs” and supporting its stores and franchisees to keep them in business.

The team forged ahead and developed a new brand purpose called “Activate Awesome,” which became a galvanizing force for the organization. “It provided some oxygen in the system at a time when everyone was very stressed out and tired from the grind of COVID, and it became a rallying cry,” she says. It was a notable accomplishment, Jarratt notes, given the environment everyone was operating in at the time and, since then, they haven’t looked back.

Jarratt and her team — composed of Marissa Eddings, senior director, digital & content marketing; Mario Mijares, head of voice of the customer; Stephanie Shaw, senior director, corporate communications; Paige Jones, senior director, brand strategy, advertising & media; and Missy Lukens, senior director, in-store marketing — have continued to build momentum off of the initial brand purpose work. Recently, that work has culminated in the launch of the “Take it to Eleven” campaign in 2021, which reintroduced consumers and customers alike to the 7-Eleven brand. “It was the first time in five years that we advertised on TV, we significantly increased our media investment versus prior years, and it marked the beginning of a new era of modern marketing at 7-Eleven,” Jarratt adds.

Over the last 18 months, Jarratt has led efforts to establish and rapidly grow the retailer’s customer insights and analytics function. She now has a bestin-class insights and analytics function in place, with a full suite of marketing measurement capabilities.

INTO THE FUTURE The team also launched a proprietary customer panel called the “Brainfreeze Collective” that is 80,000 members strong and allows the company to research and analyze how it can better serve customers. The insights and analytics team has also started to accelerate personalization capabilities by leveraging the scale and scope of their loyalty programs, and is on the cusp of launching its first retail media network. “The growth and momentum we have in that part of the business is really exciting, and I think it will set the pace for the next couple of years,” she says.

But what Jarratt is perhaps most proud of is how she and her colleagues have grown as a team. “We’ve done it in a way that is high integrity and that has built a really exciting culture,” she says, noting that more than 50 people have onboarded in the last 18 months. “We’ve made a lot of changes while we’re executing these big, ambitious programs and we’ve done it in a way that has built great culture, excitement and momentum on the team.”

Under Jarratt’s leadership, the team will continue to advance its data integration and monetization capabilities, focusing on maturing its marketing capabilities across digital, tech and data, which she sees as a way to provide the best customer experience, both in stores as well as on its 7Now delivery platform and with loyalty programs, 7Rewards or Speedy Rewards.

“Data and digital is becoming the ante,” she says. “Companies that learn how to leverage data and tell a compelling brand story that drives emotional resonance will be best positioned to attract and retain loyal customers.”

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HALL OF FAME 2022

MARC PRITCHARD

Chief Brand Officer Procter & Gamble

M

arc Pritchard’s storied career at Procter & Gamble (P&G) started when he was fresh out of college. A graduate of Indiana University who studied business and finance, he landed a position as a cost analyst at the CPG giant and says it didn’t take long before he knew it was a good fit.

“I was committed to P&G pretty early,” he says. “After I moved over that two-year mark, I said, ‘This is the place I want to be.’”

Pritchard has held 25 positions over the course of his 40-year tenure, including finance, general management, marketing and executive-level positions, culminating — for now anyway — in the position he holds today, chief brand officer.

Pritchard has been named a 2022 inductee into the Path to Purchase Institute Hall of Fame.

role, along the way finding his way to company headquarters in Cincinnati.

It was during his years as a corporate financial analyst working on the health and beauty business for senior management that he was pegged for general management, and then moved into marketing roles to learn another facet of the overall business. He worked on the Sure and Secret brands before assuming roles in hair care and oral care. Later, he was named the general manager for the Olay skincare business.

Pritchard sees his varied resume as a unique benefit of working at P&G all these years. He was

THE EARLY YEARS Pritchard, who was born in California but calls Colorado his home state, also lived for a few years in Arkansas before his family settled in northern Indiana for his high school years.

(His father was in the Navy and eventually landed at Miles Laboratories, with its home office in Elkhart, Indiana.) His first jobs were bussing tables, washing cars and working in mobile home furniture and truck cap factories, since Elkhart is the mobile home capital of the world.

While earning his degree at Indiana University, Pritchard thought he’d work for a couple of years before going back to get a graduate degree — but after landing at P&G, he says the rest is history. He was recruited on-campus by P&G, and left all that behind to do cost analysis in its paper division, focusing on brands such as Charmin, Bounty and Puffs.

CAREER DEVELOPMENT Pritchard’s next role took him to the company’s Mehoopany, Pennsylvania, plant where he was the plant accounting manager.

“I learned the ropes getting in there at the manufacturing plant,” he says. “It was fantastic training in terms of discipline and thinking.” He then became a forecaster and financial analyst, first in the paper division and later in a corporate

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given responsibility early — and a lot of it. “There have been so many opportunities and challenges from day one,” he says. “Not a day has gone by that there hasn’t been some new challenge that’s been exciting.”

His success over the years, Pritchard notes, was a combination of hard work and the P&G culture itself.

“People here want to create the very best products, do the very best advertising and retail execution with the very best value,” he says. “We’re always striving to do better, to make the lives of the people we serve better.”

Pritchard credits mentors such as Gretchen Price (then-vice president of finance) and Susan Arnold, former vice chair and president, who pushed, challenged and supported him in some of his earlier roles. And later on, he highlights former Chairman and CEO A.G. Lafley and now Executive Chairman of the Board David Taylor, whom he considers not only mentors, but great bosses and partners. Each held him to the highest standards.

In 2008, he began leading P&G’s global marketing efforts, eventually assuming his current post as chief brand officer.

HIGHLIGHTS AT P&G Early in his career, the company was questioning its potential for success in the hair care business. Pritchard’s work on a study, in which he collaborated with multiple colleagues at P&G, indicated that the company should take a chance on the business. “The profitability was strong enough for brands to be successful and it really helped going forward,” he says. “I looked at that as a pivotal moment of analysis and strategy in my career, which led to the continuation of our growth in hair care.”

One of the company’s biggest wins at the time was implementing 2-in-1 technology with shampoo and conditioner, first with Pert Plus and then in other brands, cementing its place in the hair care business that continues to be strong to this day.

Another notable accomplishment for Pritchard was in developing the “Easy, Breezy, Beautiful, CoverGirl” campaign. At the time, the cosmetics business was unsteady. “We weren’t doing well from either a profitability standpoint or a growth standpoint,” he says. “But we created that campaign and actually dramatically improved the image and the profitability of the brand.”

Even though CoverGirl was acquired by Coty Inc. in 2016, it remained the slogan of the brand until 2017.

Partnerships with people like Queen Latifah — and Queen Collective, a program developed in partnership with P&G and Tribeca Studios that focuses on mentorship, production support and distribution opportunities for multicultural women — were born along with a “new lens into advertising that is more interesting,” Pritchard says.

His team today includes Andrea Schoff, director, company communications; Kimberly Doebereiner, group vice president, future of advertising and head of P&G Studios; David Grebert, group vice president, head of brand building integrated communications (BBIC); Damon Jones, chief communications officer; Phil Duncan, global design officer; Kirti Singh, chief analytics and insights officer; Taide Guajardo, senior vice president, Europe; Jacques Hagopian, senior vice president, North America; Jennifer Mclachlan, vice president, brand building

“Focus on being useful every day. If you do that, it will benefit the business you’re working on, the people you’re working with and also you.”

But he also learned early on to simply focus on what was in front of him. “I just wanted to do the very best job I could and try to distinguish the contributions I made in any assignment,” he says. “In doing so, I figured that the universe would unfold as it should, so to speak.” That mindset still holds true today, Pritchard says, and it’s the advice he’s always ready to share with others. “Focus on being useful every day,” he says. “If you do that, it will benefit the business you’re working on, the people you’re working with and also you.”

After serving in general management roles, Pritchard then became the vice president for various businesses before assuming global roles as president — ultimately as president of strategy, productivity and growth, in which he focused on company productivity. That was 2006, and Pritchard says five or six years later P&G’s thenCFO (who now serves as CEO) Jon Moeller, declared that the company needed to build its productivity capability and muscle. “It’s been a big part of how we’ve been and are continuing to be successful,” Pritchard says.

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purchases; Allison Tummon Kamphuis, vice president - global equality & inclusion and community impact; Eric Austin, senior director, global brand building & media innovation; Charlotte La Niear, senior director, U.S. Multicultural Media; Brian Koester, senior director, corporate brand finance; and Florian Pequignot, vice president, human resources.

MOVING FORWARD Pritchard says the company’s work with retailers on advancing retail media, while still in its early days, marks more recent notable achievements. As media becomes an increasingly important part of the retail experience, and as media and commerce continue to come together, P&G will dedicate focus and innovation in this evolving arena.

From livestreaming to connections on Instagram that go directly to purchase and a high degree of retail search, Pritchard looks toward this work with excitement. “We’re proud of that because it’s blending superior communication with superior retail execution in one — and has elevated the importance of that over the course of the last couple of years,” he says.

Pritchard is also passionate about continuing to drive the reinvention efforts in advertising, media and retail. Current efforts include finding ways to achieve mass reach but with greater precision, and using the right data and technology to be able to do programmatic media buying, which is increasingly important for retailers. He points to “LikeAGirl” with the Always brand as an example, as well as Pampers Cruisers 360 and Walmart, in which the company partnered with the retailer to create opportunities to grow the category and grow P&G’s business through retail programs.

Pritchard sees great opportunity in multicultural brand building, digital commerce and sustainability, as well as with never losing sight of ensuring a superior offering that grows the category. For now, though, he finds comfort in the fact that the fundamentals of brand building have stayed the same. “It remains crucial to understand who you are serving, the benefits you’re trying to serve to them with the very best product, package, communication, retail execution and value, and to not let the complexity get to the point where it becomes too complicated.”

MARC PRITCHARD Title: Chief Brand Officer Company: Procter & Gamble Career path: Procter & Gamble, Chief Brand Officer (2014-present), Global Brand Building Officer (2009-2014), Global Marketing Officer (2008-2009), President, Strategy, Productivity & Growth (2007-2008), President, Global Strategy (2006-2007), President, Global Cosmetics and Hair Colorants (2004-2006), President, Global Cosmetics, Global Deodorants, Old Spice and Global Retail Hair Colorants (2004), President, Global Cosmetics & Personal Care (2003-2004), Vice President, Global Cosmetics & Personal Care (2002-2003), Vice President, Cosmetics, Global Design and North America/ Latin America Profit (2000-2002), Vice President, Cosmetics, North America and Latin America (1999-2000), Vice President and General Manager, Cosmetic & Fragrance Products, USA (1996-1999), General Manager, Special Assignment (Corporate Information Technology Strategy) (1996), General Manager, Skin Care Products (1994-1996), Marketing Director, Oral Care Products (1993-1994), Associate Advertising Manager, Oral Care Products (1992-1993), Associate Advertising Manager, Hair Care Products (1990-1992), Brand Manager, Secret Anti-Perspirant & Deodorant (1989-1990), Assistant Brand Manager, Sure Anti-Perspirant & Deodorant (1988-1989), Associate Director, Comptroller’s Division (Business Strategies) (1988), Corporate Financial Analyst (1986-1988), Senior Financial Analyst, Tissue Products, Paper Division (1985-1986), Profit Forecaster, Paper Division (1984-1985), Manager, Mehoopany Plant Accounting (1982-1984), Cost Analyst, Paper Division (1982).

Industry activities: Chairman of the board for the Association of National Advertisers; member of the board of directors at Vital Voices; sustainability council co-chair for Adweek; member of the board of directors and former chairman of the board for the Ad Council; advertising hall of fame and former vice chairman of the American Advertising Federation; dean’s council for Indiana University’s Kelley School of Business; member of the board of directors for the World Trade Center Institute of Baltimore; former member of the board of directors and former chairman of the board for the Personal Care Products Council.

Education: Indiana University, Bachelor’s, Business and Finance.

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Hall of Fame Inductees (2022) Jalal Hamad, The Home Depot Marissa Jarratt, 7-Eleven Marc Pritchard, Procter & Gamble

(2011) Kim Feil, Walgreens Joe Radabaugh, Nestlé USA Mark Scott, Kimberly-Clark

(2002)

(2020) Alex Gourlay, Walgreens Boots Alliance Stephen McGowan, Mondelez International Jennifer Reiner, Del Monte Foods

(2010) James Damian, Best Buy Mike McMahon, ConAgra Foods Parisa Zander, Microsoft Corp.

Somerset Co.

(2019) April Carlisle, Coca-Cola Co. Jody Kalmbach, Kroger Co. Peter McGuinness, Chobani (2018) Matt Pierre, General Mills Karen Sales, Albertsons Cos. Jamie Sohosky, Walmart

(2009) Elizabeth Bishop, Universal Studios Home Entertainment Patrick Hare, Kraft Foods Tracy VanBibber, The Henkel/Dial Corp.

(2008) Bevan Bloemendaal, The Timberland Co. Renée Richardson, Walt Disney Studios Home Entertainment Ed Trygstad, Miller Brewing Co.

(2017) Herb Smith, E. & J. Gallo Winery Cheryl Williams, Wakefern Food Corp.

Christopher Witte, Tyson Foods (2016) Douwe Bergsma, Georgia-Pacific Tony Dunning, Jack Link’s Barry Roberts, Colgate-Palmolive (2015) Dirk De Vos, Heineken USA Amy Dragland-Johnson, S.C. Johnson & Son David VanderWaal, LG Electronics (2014) Julie Eddleman, Procter & Gamble Erik Keptner, Ahold USA Andy Murray, Walmart (2013) Mir Aamir, Safeway Spencer Blaker, Burt’s Bees John Mount, Coca-Cola Refreshments (2012) Evan Anthony, The Kroger Co. Tracey Doucette, PepsiCo Beverages NA Lisa Klauser, Unilever

Bill Brownell, Microsoft Corp.

Chris DeMarco, Pepsi-Cola Co. John Sciacchitano, Schieffelin & (2001) John Brock, Babies “R” Us Steven Spetnagel, Coca-Cola (2000) Matthew Borgard, Barton Beers Ltd. Scott Greenberg, Skechers USA Ron Scheiblauer, The Home Depot (1999) Cathy L. Barclay, Brown & Williamson Joseph T. Ricci, Duracell, North Atlantic Group Jo Lynn Rogers, Square D Co.

(2007) Edward Grant, DaySpring Cards Inc. Steve Hyland, Coca-Cola North America Tucker McLane, Bose Corp.

(1998)

(2006) Joe DeLise III, Lancome U.S. Dina R. Howell, Procter & Gamble Leslie Nagy, Pepsi-Cola Co.

Entertainment

(2005) Michael Gottsegen, NBC Universal Kevin Hopper, Pepperidge Farm Daniel Williams, McDonald’s Corp.

John Lombardi, Revlon

(2004) Mary M. DaRif, The Sherwin-Williams Co. Laurie M. Houlihan, L’Oreal James K. Marstiller Jr., Nestle Purina PetCare

William L. Smith Jr., Procter & Gamble

(2003) Margaret Blighton, Kraft Foods Daniel Bracken, Spalding Sports Worldwide John Pender, Schering-Plough HealthCare Products

Barbara Daugherty, Frito-Lay Inc. Thomas Donovan, Coty U.S. Inc. Andy Siditsky, Buena Vista Home (1997) Penny Cleare, Heublein Inc. Jim Detwiler, Chanel (1996) Nancy Bruner, Kraft Foods Inc. Andrea L. Martin, E. & J. Gallo Winery (1995) William Jodzio, Chesebrough-Pond’s USA Rudy Kral, M&M/Mars John A. Sakaley, III, Nintendo of America (1994) Paul Kolenik, L’Oreal Dennis Madigan, Miller Brewing Co. George Moreo, Philip Morris

Note: There were no inductees in 2021 due to the pandemic

March/April 2022

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SHOWCASE YOUR

E X PERT ISE Boost your expertise, enhance your reputation, facilitate collaboration, and promote your in-store capability to commerce marketing decision-makers.

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SPECIAL REPORT

The

Evolution of the In-Store

Shopping Experience PART 1 OF OUR EXCLUSIVE RESEARCH EXAMINES FREQUENCY AND CHANGES IN SHOPPING HABITS, AS WELL AS IN-STORE VS. ONLINE SHOPPING PREFERENCES

BY J E N N Y R E B H O L Z

In cooperation with

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e

E

ven before the world was upended by the COVID-19 pandemic, the in-store shopping experience was drastically changing. Consumer online shopping habits were impacting the draw to physical retail, and brands were adjusting in-store marketing strategies to capture attention and deliver an exceptional experience.

Since March 2020, consumers have continued to adapt their online and in-store shopping habits.

This custom research project was conducted in January 2022 as consumers navigated the height of the omicron variant. The intent was to delve into the transformation of the in-store experience and uncover opportunities for brands and retailers to engage consumers as more and more shoppers consider excursions to physical stores.

As the world is poised with hope in COVID-19 reaching an endemic status, how will the shopping habits consumers adopted the past two years impact their path to purchase in the immediate future?

This two-part special report, “The Evolution of the In-Store Shopping Experience,” offers insights into the current state of consumer shopping mindsets and habits. Part 1 looks at shopping frequency and changes in shopping habits, as well as in-store vs. online shopping preferences. In the May/June issue, part 2 will take an in-depth look at the in-store shopping experience, including reasons consumers are shopping in-store and what they are shopping for, the factors influencing their instore experience, and the drivers for spontaneous purchases.

Shopping Frequency by Category Grocery (food and beverage) n=838

95%

5%

84%

Pet care (food and supplies) n=500 16% Non-food household essentials (cleaning supplies, toilet paper, etc.) n=664

79%

21%

Cannabis n=228

33%

Medication n=590

33%

Alcoholic beverages n=474

37%

67% 67% 63% Typically shopped for once a month or more often

59% 41%

Beauty n=488

35%

Apparel n=594 Home improvement n=505

28%

Sporting goods n=367

27%

Electronics n=647

25%

Home decor n=503

25%

Typically shopped for less often than once per month

65%

Once per month or more often

72% 73% 75% 75% Less often than once per month

Q: How often do you typically shop for each of the following (including all shopping visits in a physical store and online)?

Source: Evolution of the In-Store Shopping Experience (Path to Purchase Institute, January 2022)

Groceries, pet care products and non-food household essentials topped the frequency list for consumer shopping. With respondents being primary or shared shopping decision-makers, it is not surprising that products across the spectrum of basic household needs are typically shopped for once a month or more often. Cannabis, medication and alcoholic beverages are notably additional categories with a greater per month shopping frequency.

SHOPPING FREQUENCY Throughout the pandemic, grocery and non-food household essential retailers remained at the center of attention. From staffing and store cleanliness to stocking challenges and product purchase limits, the state of

grocery was one of the shopping experiences making headline news.

Throughout the stages and variants of the pandemic, consumers were prioritizing their household and family essential needs. In addition to groceries and non-food items such as cleaning products and paper towels, this prioritization included food and supplies for furry family members. These categories are still going strong, topping the survey list of overall shopping

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RE

SPECIAL REPORT THE EVOLUTION OF THE IN-STORE SHOPPING EXPERIENCE

Number of Times Shopping Category per Month

Percent of Shopping Done In-Store

(Among those who shop once per month or more often)

Grocery

75%

Pet care

67%

Non-food household essentials

77%

Cannabis

59%

Medication

76%

Alcoholic beverages

80%

Beauty

67%

Apparel

68%

Home improvement

69%

2.8

Sporting goods

68%

2.7

Electronics

67%

Home decor

63%

Grocery (food and beverage) n=795 Pet care (food and supplies) n=420

3.6

2.4

Non-food household essentials (cleaning supplies, toilet paper, etc.) n=523

3.0

3.9

Cannabis n=152 Medication n=397

These categories are typically shopped for more often than once per month

7.0

4.1 2.9

2.2

Alcoholic beverages n=300 Beauty n=288

6.7

5.0

3.9 3.3

2.2

Apparel n=209

2.5

Home improvement n=143

2.4

Sporting goods n=100

1.9

Electronics n=162

1.8

Home decor n=125

1.9

4.9

3.7 3.5

3.0 All Shopping

In-Store

Q: In a typical month, about how many times do you shop for each of the following (including all shopping visits in a physical store and online)?

Source: Evolution of the In-Store Shopping Experience (Path to Purchase Institute, January 2022)

Q: And in a typical month, about how many times do you go to a physical store to shop for each of the following?

No matter the category, the surveyed consumers who are shopping once per month or more are shopping in-store for over half of their total trips. Alcoholic beverages (80%), non-food household essentials (77%), medication (76%) and groceries (75%) topped the categories respondents most likely would shop for in-store.

frequency (items shopped for once a month or more), as well as a higher percentage of in-store shopping.

While these categories may seem evident areas of frequency, other notable items include alcoholic beverages, cannabis and medication. Not only do these categories top the list in overall frequency, but they also represent a higher percentage of shopping done in-store.

These frequency levels demonstrate opportunities for brands to continue to capture consumer attention and market share in-store. Understanding consumers’

March/April 2022

mindsets while shopping and the changes in their shopping habits will help inform strategies to successfully capture their attention and elevate instore experiences.

CHANGE IN SHOPPING HABITS Pre-pandemic shopping was more than a carefully planned trip for essential items. For many, it was more of an enjoyable experience amidst a community of people, an opportunity to be out in the world — sometimes just to browse. For some, it was part

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SPECIAL REPORT THE EVOLUTION OF THE IN-STORE SHOPPING EXPERIENCE

of a planned excursion that included lunch with friends. The enjoyment and entertainment aspects of shopping seem to be on hold for many still (especially at the time of this survey during the omicron wave of COVID-19), with in-store shopping viewed as a carefully timed and strategized trip. Safety is paramount as shoppers look to purchase as many necessities as possible in one location when the fewest

number of people will be there, timed for the greatest probability for recently stocked inventories.

“It’s depressing now! It used to be a highlight, now I dread it,” said one respondent.

“Before I had no problem going from store to store,” said another respondent. “Now it’s different. I will shop at a store where I can get most of my items. I stay away from crowds and anyone without a mask.”

Number of Times Shopping Category in Three-Month Period

Percent of Shopping Done In-Store

(Among those who shop less often than once per month)

Grocery

86%

Pet care

88%

Non-food household essentials

76%

Cannabis

69%

2.5 2.1

Medication

84%

2.6 2.2

Alcoholic beverages

85%

Grocery (food and beverage) n=43

5.9 2.4 2.1

Pet care (food and supplies) n=80 Non-food household essentials (cleaning supplies, toilet paper, etc.) n=141 Cannabis n=76

2.1 1.6 1.6 1.1

Medication n=193 These categories are typically shopped for less often than once per month

6.9

Alcoholic beverages n=174 Beauty n=200

2.1 1.6

Beauty

76%

Apparel n=385

2.0 1.6

Apparel

80%

Home improvement n=362

1.6 1.3

Home improvement

81%

Sporting goods n=267

1.6 1.3

Sporting goods

81%

Electronics n=485

1.5 1.2

Electronics

80%

Home decor n=378

1.6 1.2

Home decor

75%

All Shopping

In-Store

Q: You said you shop for the following less often than once per month. In a typical three-month period, about how many times do you shop for the following (including all shopping visits in a physical store and online)?

Source: Evolution of the In-Store Shopping Experience (Path to Purchase Institute, January 2022)

Q: And in a typical month, about how many times do you go to a physical store to shop for each of the following?

Looking at the habits for those who shop less often than once per month, patterns over a three-month period again show consumers shopping in-store for over half of their total trips, across all categories. Pet care (88%) and grocery shopping (86%) topped the list with alcoholic beverages and medication categories also showing a high in-store shopping percentage.

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SPECIAL REPORT THE EVOLUTION OF THE IN-STORE SHOPPING EXPERIENCE In-Store Shopping Habits SAFETY & CLEANLINESS While some respondents believe their habits have not changed from pre-pandemic circumstances, there is a clear concern for many about safety and cleanliness. The great mask debate prevails with responses on every side of the issue.

Whether for or against masking up, shopping with a mask is clearly communicated as a major change in shopping habits. “Mask, mask, wearing a mask” was a repeated response to the question, “What has been the biggest change in your own experience shopping in-store now versus before the onset of the COVID-19 pandemic?”

“I am still very cautious shopping in-store,” said one respondent. “I am always looking around to make sure people are still distancing and wearing masks.”

Additional comments about safety and cleanliness include: • “I am now more safety conscious.”

• “I’m more careful about touching things.”

• “I go early in the morning, so there are fewer people around and the store is clean.”

EFFICIENCY With many consumers concerned about safety and cleanliness, they are approaching shopping with a sense of urgency and efficiency.

This is evident with the increase in one-stop-shopping at mass merchandisers and grocery stores.

One respondent said, “I go less often and buy more at one time.”

“I don’t shop in-store as often, and I usually am in there a shorter amount of time,” said another.

Several respondents commented that they “don’t look around” or “browse in stores like I used to.”

Many reiterated it is now “an in-andout experience.”

I shop inside fewer stores and try to get multiple types of products at one store (i.e. one-stop shopping) I go inside physical stores less often than I used to

30%

I shop online more often than I used to

37%

I shop inside more stores to try to get the specific items I want from the right store

16%

I go inside physical stores more often than I used to

12%

I shop online less often than I used to

7%

Q: How have your shopping habits inside physical stores changed compared to a year ago?

Source: Evolution of the In-Store Shopping Experience (Path to Purchase Institute, January 2022)

In the debate over online vs. in-store shopping, respondents admitted to an increase in online shopping (37%). When commenting on in-store habits, 30% reported going inside physical stores less often and 27% communicated their desire to shop in fewer stores and adopt more of a one-stop-shopping strategy — purchasing multiple types of products in one store.

Frequency of Shopping at Store Type Supercenter/Mass Merchandise Grocery/Supermarket/Discount/ Grocery Specialty Grocery Dollar Store

23%

52%

23% 16%

Drugstore

15%

Wholesale Club

14%

Office Supply Store 7% Craft Store 7%

18%

21%

9%

21%

56%

28%

20%

39%

15%

30%

45% 35%

11%

21%

44%

Pet Store 10% Clothing Retailer 10%

35%

19%

18%

31%

41% 34%

23%

35%

34%

24%

34% 33%

26%

35%

26%

32% More often

23%

32%

37% 35%

4%

16% 5%

47%

Home Improvement 11%

Health & Beauty 8% Sporting Goods/Outdoor Activity Store 8% Electronics Store 8%

21%

56%

21%

Convenience Store

About the same

Less often

Not at all

Q: Compared to a year ago, how often do you go inside the following types of physical stores?

Source: Evolution of the In-Store Shopping Experience (Path to Purchase Institute, January 2022)

While mass merchandise and grocery stores have seen a slight increase in in-store shopping frequency, respondents show a decreased number of trips to the remaining shopping categories. The reduced activity is greatest with clothing retailers and electronics stores.

Home improvement, office supply and craft stores have also taken a hit.

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27%

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SPECIAL REPORT THE EVOLUTION OF THE IN-STORE SHOPPING EXPERIENCE

Experience Matters Dan Sabanosh

Great Northern Instore was excited to partner again with the Path to Purchase Institute on a timely research project in 2022. Great Northern strives to bring the latest retail insights to its clients and translate those insights into successful retail activations. It is always important to get an up-to-date read on shopping behavior. This Q&A highlights some of the research’s key findings from the perspective of Dan Sabanosh, Great Northern’s director of shopper marketing.

P2PIQ: Survey respondents were asked what the biggest change has been in their own experience shopping in-store now versus before the onset of the pandemic. What’s your perspective on this?

Sabanosh: Of course, all the safety precautions have been the most noticeable changes to shopping now versus before the COVID-19 pandemic. Masks, barriers and social distancing have led to shopper anxiety and have made the experience transactional. People are not having a good experience. They are getting into the store, buying the items they need, and getting out. Second, there have been various supply chain disruptions that add another element of frustration. So right now, people are not enjoying their trips to the store. As the survey shows, more people are reducing and combining trips.

P2PIQ: How and why does shopping frequency differ by product category and store type, and why does that matter to product marketers?

Sabanosh: Category differences in shopping frequency are based on how shoppers consume or utilize products.

Consumables naturally are needed more frequently compared to categories such as electronics, home decor and home improvement. These category differences correspond with retail channels. Marketers have to take this into consideration to develop the programs that keep their brands and promotions fresh. Programs will need to be more frequent in consumable categories.

But there is also another path to consider: What additional distribution opportunities are possible? Great Northern’s Q4 2021 electronics audit saw lots of new activations in the home improvement channel, opening a new opportunity to reach shoppers.

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P2PIQ: Why is it important to understand stock-up trips — how much time shoppers are spending and how much they’re buying?

Sabanosh: Stock-up trips are where shoppers are opening their wallets. It is a high-spend trip. And it is becoming more important as nearly half of shoppers say they are more likely to buy more items during a stock-up trip versus a year ago.

The challenge for marketers is that 40% of shoppers are spending less time in-store for this trip. Safety concerns, frustration finding items and overall dislike of the experience are all factors causing this. It means merchandising vehicles utilized to drive trial, highlight promotions and showcase new items must work very hard to break through the clutter.

Easy-to-find, easy-to-shop, solutions-based merchandising can succeed.

P2PIQ: Are consumers really buying additional items when picking up online orders in-store? What’s the opportunity there?

Sabanosh: Yes! The survey clearly shows nearly three quarters of respondents are picking up extra items at least some of the time. The grocery survey from the Path to Purchase Institute performed in early 2021 showed the same trend. We keep working with clients on ways to convert on this impulse opportunity near the pickup and checkout areas of stores.

P2PIQ: Three-fourths of consumers were expecting their in-store shopping frequency to remain the same over the next six months. Can we believe that?

What can change that?

Sabanosh: I think this is a reasonable response, based on the time of the survey. Omicron was raging and no one knows when the next variant will strike. Also, people are busy, so projecting they will start to dedicate more time to shopping is not something a person will likely say. I think this can be helped as the pandemic recedes and people begin to feel safer. As mask requirements lapse and barriers are dropped, shopping can become more fun again. It will be all about returning to a great experience to bring shoppers back. IQ Editor’s Note: Dan Sabanosh is director of shopper marketing for Great Northern Instore, a leading designer and manufacturer of merchandising solutions, where he helps clients be more insightful when developing their retail programs. Before joining Great Northern, Sabanosh worked for Colgate-Palmolive in both shopper marketing and brand management roles.

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SPECIAL REPORT THE EVOLUTION OF THE IN-STORE SHOPPING EXPERIENCE

Number of Items Purchased in a Single-Store Stock-Up Trip I buy a lot less than I used to in one store visit I buy a little less than I used to in one visit

SOCIALIZATION

3% 7% 45%

It’s about the same I buy a little more than I used to in one store visit

24%

I buy a lot more products in one store visit than I used to

23%

47%

buy more products in one visit

Q: On a typical shopping trip when you go into a physical store to pick up multiple items, about how many items do you typically buy at a single store now, compared to a year ago?

Source: Evolution of the In-Store Shopping Experience (Path to Purchase Institute, January 2022)

When it comes to the one-stop-shopping mentality, nearly half of shoppers (47%) are buying more items in one store visit compared to their habits a year ago.

Time Spent in a Single-Store Stock-Up Trip > 30 minutes longer than I used to

5%

16-30 minutes longer than I used to

5%

1-15 minutes longer than I used to

5% 46%

About the same 1-15 fewer minutes than I used to 16-30 fewer minutes than I used to > 30 fewer minutes than I used to

11% 15%

40%

spend less time in the store

14%

Q: On a typical shopping trip when you go into a physical store to pick up multiple items, about how much time do you spend in the store now, compared to a year ago?

Source: Evolution of the In-Store Shopping Experience (Path to Purchase Institute, January 2022)

Interestingly, while shoppers are buying more items in one trip, 40% are spending less time in the store.

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36-45-P2PIQ_REPORT EVO.indd 43

Shopping was part of a lifestyle pre-pandemic, and over the past two years it has been made more of a chore.

Due to the in-and-out, spendas-little-time-in-the-store-aspossible mentality, positive impromptu interactions with strangers and polite customer service exchanges sadly seem to be missing. For some, the fun of shopping is a bit of a distant memory.

“Before the pandemic, there were a lot of people in the malls, stores, etc., enjoying themselves without having to worry about a virus or getting sick. Now everyone has to wear a mask and we can’t enjoy ourselves,” said one respondent. “It’s not fun anymore.”

Another respondent said, “I go to the store less often and spend less time there. I don’t shop with friends and go to lunch during a shopping trip.”

Others commented about “being on edge with fellow shoppers” or “being more cautious of the people around me and how close they are standing to me.”

“Customers are not as friendly now as they used to be. People avoid each other as much as possible,” said a respondent.

“There is more division and tension in the shopping environment,” said another.

The current state of shopping socialization can be summed up in the words of one respondent, “People seem less happy. There is a sense of frustration and isolation that detracts from the in-store experience.”

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SPECIAL REPORT THE EVOLUTION OF THE IN-STORE SHOPPING EXPERIENCE

In-Store vs.

Online Shopping

Online Order Fulfillment 47%

Delivery

Online

34%

SUPPLY, DEMAND & CUSTOMER SERVICE

In-store pickup

37%

In-store

66%

Curbside pickup

16%

Q: Approximately what percentage of your purchases overall do you do in a physical store versus online?

Q: And when you make purchases online, how often do you use curbside pickup, in-store pickup, or delivery services?

Source: Evolution of the In-Store Shopping Experience (Path to Purchase Institute, January 2022)

When asked about their online vs. in-store shopping habits, 66% of respondents are still shopping in physical stores. When ordering online, 37% of respondents noted they are receiving their order via in-store pickup. This data communicates there are opportunities for brands and retailers to leverage their connection to shoppers in-store.

Another aspect of in-store shopping that has made consumers irritable is the availability of items on their list. They find themselves frustrated by the retailers as well as their fellow shoppers. They are noting the frequency of empty shelves and higher prices. Shoppers are also commenting on the labor shortage and customer service, highlighting the lack of help and attentive staff as well as longer checkout lines and wait times.

Here is a sampling of responses focused on supply, demand and customer service issues: • “I am buying more carefully since there are shortages.”

How Online Orders Are Fulfilled, by Store Type Delivery

In-store pickup

Dollar n=460 22%

76%

Convenience n=418 22% Drug n=72

73% 67%

30%

Craft n=399

35%

63%

Grocery n=575

34%

63%

Home Improvement n=562 Club n=468 Office n=437

40%

62%

34%

60%

40%

59%

Curbside pickup

14% 17% 17% 17% 22% 14% 20% 14%

Mass n=706

42%

57%

Pet n=471

44%

55%

16%

54%

15%

53%

14%

52%

14%

Electronics n=595 Health & Beauty n=486 Clothing n=589 Sporting Goods n=452

50% 47% 50% 44%

52%

25%

18%

Q: When you make purchases online from the following types of stores, how do you get your items?

Source: Evolution of the In-Store Shopping Experience (Path to Purchase Institute, January 2022)

A closer look at how online orders are received per shopping category shows that at least 50% of respondents are selecting in-store pickup across all categories. In-store pickup is most common for those ordering online at dollar (76%) and convenience (73%) stores, followed by drug (67%), craft (63%) and grocery (63%) stores.

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SPECIAL REPORT THE EVOLUTION OF THE IN-STORE SHOPPING EXPERIENCE

• “A lot more things are harder to find because people take more than they need.”

• “A lot of products are not staying on the shelves.”

“Because of the supply chain issue, the usual items you buy are out of stock or on back order.”

• “Lack of items in stock, long lines and angrier atmosphere.”

• “Things being unavailable, changed store hours and not enough staff.”

The numerous concerns expressed by respondents, while definite obstacles for retailers, are also opportunities for innovation and raising the bar on experience. As retailers navigate hiring and supply chain challenges, the opportunity is how to address consumer concerns and reintroduce a positive, enjoyable experience where consumers feel safe and encouraged to connect again.

There is a social experiment aspect to consider as brands and retailers brainstorm shopping innovations — and how those might break down the divisive walls that people have built up between each other, help people positively embrace spontaneous interactions and simply find joy in shopping again.

IN-STORE VS. ONLINE SHOPPING Today’s consumer has many choices when it comes to shopping. Not only can they choose online vs. in-store; they can choose delivery, in-store pickup or curbside pickup. Even as respondents were navigating the omicron variant, their responses to this survey show a positive outlook for brands and retailers to connect with shoppers in-store. Whether they are making a trip specifically to shop in-store or coming for an in-store pickup, retailers have the opportunity to make an impression and change perceptions about the in-store experience.

Purchasing Additional Items When Picking Up Order 16%

Every time

30%

Most of the time

28%

Some of the time

19%

Rarely Never

7%

Q: When you pick up your orders in the store, how often do you purchase additional items?

Source: Evolution of the In-Store Shopping Experience (Path to Purchase Institute, January 2022)

The in-store pickup preference provides retailers an opportunity to leverage sales as 46% of respondents who pick up in the store admit to purchasing additional items most or every time. And 28% of respondents are making additional purchases some of the time.

In-Store Shopping Frequency in the Future Decrease

7%

18%

Stay the same

75%

COMING IN OUR NEXT ISSUE This overview of shopping frequency, changes in shopping habits and in-store vs. online shopping preferences demonstrates brands and retailers have an opportunity to re-energize the in-store shopping experience. There are clear consumer concerns to address, habits to adjust to and behaviors to reset, but people are still shopping at physical stores.

In the May/June issue, part 2 of this report will take a deeper look at the reasons consumers are shopping in-store, what they are shopping for, what drives them to make spontaneous purchases, and the factors influencing their in-store experience. IQ

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Increase

Q: How do you expect your in-store shopping frequency to change over the next six months?

Source: Evolution of the In-Store Shopping Experience (Path to Purchase Institute, January 2022)

There is a positive outlook for in-store shopping frequency projected over the next six months or more. Seventy-five percent of the respondents expect their in-store shopping frequency to remain the same with 18% expecting an increased frequency.

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The Path to

‘PURPOSE’

Closing the intention-to-action gap to drive sustainable behavior change

BY PHIL WHITE, GROUNDED WORLD

NOTE: This is part 1 of a two-part report. In the May/June issue of Path to Purchase IQ, we will share insights into this evolved “path to purpose.”

G

lobally, our desire to shop sustainably from both a social and environmental perspective is growing rapidly. A recent study from the NYU Stern School of Business and IRI finds that sustainably marketed products have grown seven times faster than conventionally marketed products over the past few years.

Yet, across many traditional CPG categories, we aren’t always seeing this “intention” translating into “action.” In fact, even though 96% of people in the U.S. claim to try to live sustainable lifestyles, only 36% of us actually follow through on making a better choice and a more sustainable purchase.

Think about that for a minute. Ninety-six percent of us say that we try to do the right thing, and only 36% of us actually follow through. It’s called the “intention-action gap.”

Imagine what that missing 60% could do for your triple bottom line? Closing the intentionaction gap represents a huge opportunity in a growing market for both brands and retailers.

CLOSING THE INTENTION-ACTION GAP While this intention-action gap is the result of the many barriers shoppers are currently facing when trying to live more sustainable lifestyles (more on that later), it is also due to brands and retailers missing the mark on how they can truly connect with their shoppers and meet their expectations — not just through offers, campaigns and

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mechanics, but also strategically, operationally and executionally.

Closing the intention-action gap requires brands and retailers to work collaboratively and creatively to ensure that game-changing, sustainability-driven initiatives are seamlessly woven into operations, go-to-market strategy and the shopper’s experience while also meeting their growing demand.

And it also means having the right tools and frameworks to be able to identify all the possible intention-to-action gaps along the path to purchase. Activating brand and retail partnerships that tap into the

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moments that matter to drive sustainable consumer behavior change is the ultimate goal here.

SUSTAINABLE BEHAVIORS Brands for Good — a movement initiated by the Sustainable Brands organization — measured this intention-action gap across the “nine sustainable behaviors” in September 2021. Results clearly show that there is a big opportunity to help shoppers buy more responsibly, especially in the areas of being energy smart, choosing nature-friendly products and fostering resilient societies. (This data is consistent with the 2020 results, by the way, where there have been little to no variations, despite COVID-19.)

And here’s the thing: these nine most impactful sustainable behaviors are actually all needs-based, category-level drivers that have the potential to grow top-line category sales, margin and profit.

So, once a brand has aligned a sustainable behavior to a category need state, the question to ask is, “How can this sustainable behavior help drive that need and unlock that category growth opportunity for my brand?”

TIDE AS AN EXAMPLE In March 2021, Tide announced its intention to decarbonize laundry at every step — including the largest source of its greenhouse gas emissions: consumer use (yes, doing the laundry).

Through company research, Tide discovered that switching from hot to cold water when doing laundry can reduce energy usage by up to 90%. This became a key reason to believe in their spring 2021 consumer campaign, #TurnToCold. Tide aimed to educate shoppers on the benefits of washing their laundry in cold water, including saving money and energy, and decreasing greenhouse gas emissions — all without sacrificing exceptionally clean clothes.

To reach shoppers at retail, Tide developed some retail partnerships. Hanes, for example, featured a “wash in cold” call-toaction, on their garments, along with Tide Pods samples and coupons on packaging to help communicate that shoppers can get a superior clean in cold water. Tide also partnered with its Procter & Gamble (P&G) sister brands Cascade and Crest, and with Walmart, to develop an interactive experience designed to educate families on how they can conserve resources in their homes through a few simple changes.

On Walmart.com, shoppers were invited on a journey through the home — including kitchen, bathroom and laundry room — answering questions and learning how small adjustments to their everyday routine could add up to potential water, energy and money savings over the course of a year.

At the conclusion of their experience in each room, Walmart shoppers had the option to “Add to Cart” the sustainable product choices they just learned about — featuring P&G brands Tide, Cascade, Dawn, Crest, Gillette, Pantene and Swiffer, among others. By connecting “being energy smart” (a sustainable behavior) with superior cleaning and value (category drivers), P&G was able to close the intentionaction gap across a portfolio of brands to make sustainable living more accessible and rewarding for shoppers.

Observing this activation from a tactical point of view, P&G and its

retail partners not only had good insight into the moments that matter along the journey, but they also knew exactly where the biggest intention-to-action gap was and, therefore, where the behavior change needed to occur to drive activation and mechanics. To do that not only requires the ability to find the sweet spot between what the brand(s) stand for,

Brands for Good: The 9 Most Impactful Behaviors ADDRESS CLIMATE CRISIS Be Energy Smart: Switch to renewable energy sources and conserve energy at home. When possible, ride public transportation and purchase products manufactured with renewable energy.

PRESERVE RESOURCES FOR LIFE

Reduce Water & Food Waste: Plan meals ahead, prepare smarter portions, use what you have in the fridge and compost.

Choose NatureFriendly: Buy products with clean ingredients, and products that protect habitats and biodiversity.

FOSTER RESILIENT SOCIETIES

Expand Equity & Opportunity: Buy fair trade as well as brands supporting inclusive and equitable products, policies and causes.

Eat More Plants: Moderate meat consumption and consume products that support regenerative agriculture.

Think Durable: Buy less and buy long-lasting products.

Reduce single-use items and purchase durable, reusable products instead of disposable ones.

Go Circular: Choose products made with recycled content and recycle, rent, share and buy used over new products whenever possible.

Support Women & Girls: Support causes and products that educate girls, aid better family planning and support women-owned business.

Show Up: Vote at the ballot box and with your wallet, make your voice heard and volunteer in your community.

Source: SBBrandsForGood.com

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THE PATH TO PURPOSE

INTENT Resistance

AWARE Not aware there is a need to change behavior

CARE Feels compelled to find out more

ACTION Inconvenience

CONSIDER Intent on taking steps but don’t know how

CONTINUITY

Value

EXPLORE Make it easy to search for potential solutions

CHOOSE Use cues and information to help people make better choices

Commitment

BUY Make it feel like it’s worth it

TRY Enable people to use successfully for the first time

MAINTAIN

Encourage experimentation and goal setting to drive to sustained behavior change

Community

ADVOCATE Make people feel transformed so they become an infuencer/advocate

Source: Grounded World

what the world needs and where the intention-action gap is, but it also requires a good understanding of motivation and behavior change theory.

STAGES OF CHANGE James Prochaska and Carlo DiClemente, for example, found that people who have successfully made positive change in their lives go through five specific stages: precontemplation, contemplation, preparation, action and maintenance. “Precontemplation” is the stage at which there is no intention to change behavior in the foreseeable future and this is often one of the biggest challenges brands face.

Based on brand equity, positioning and wellentrenched buying habits, a brand may not be perceived or considered as a real or genuine agent of change in the first place — let alone have the resources or means to break through and be considered in our crazy connected and omnichannel world.

By overlaying this model against McKinsey’s stages and steps of the buying-decision journey, we realized that we could help brands and retailers understand the right barriers to tackle, the best pathway to reduce resistance and the right behaviors to drive conversion and create impact — at the moments that really matter to the shoppers.

IN SUMMARY In short, the framework (see chart above) enables brands and retailers to engage, motivate, enable and then support shoppers to ensure the intention-action gap is identified and then the right behavior change sticks. It’s linear simply for illustrative and practical “Post-it note” purposes.

So, for example, if the brand’s objective is penetration, then chances are that the barrier to purchase lies somewhere between intention and action — or what might be traditionally known as awareness to consideration. In

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this case, low relevance, disbelief or lack of an emotional connection might be the brand barrier. At a channel level, it might come down to inconvenience or perhaps the category is complex, confusing and difficult to navigate — making it hard for the shopper to make the best decision.

We would hazard a guess that’s exactly where the Tide campaign sat with shoppers wanting to take the right steps, but with the demands of daily family life trumping planetary concerns, they needed the brand and retailer to make it easy for busy parents to find a simple solution.

Using this framework, we have found that brands and retailers can start to co-create their activation ideas and agree on an efficient tactical plan by homing in on the intention-action gap at the moment that matters. Then the activation idea required will most likely emanate from the intersection between the brand and retailer’s ESG commitments, the sustainable behavior change and category growth driver — and then by addressing the barrier to purchase that’s creating the intention-action gap.

It’s the intersection of these three that can deliver a triple bottom line and a triple win for people, planet and profit.

But this is only really relevant to business as usual.

It doesn’t reflect the reality of the circular economy and how more brands and retailers — especially in categories such as fashion, beauty, electronics and homeware — need to factor in “reduce, recycle, reuse and re-sell” into the equation.

The path to purpose, intention-action gap and types of triggers required to motivate and sustain the right behaviors have further evolved along with the model. IQ ABOUT THE AUTHOR: Phil White is co-founder and chief strategy officer at New York-based Grounded World, an award-winning, B-corp certified brand activation agency that specializes in activating brand purpose, social impact and sustainability at retail.

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Brand Marketing

SkinnyPop Encourages Indulgence in Snacking

BY E R I K A F LY N N

Hershey Co.’s Amplify Snack Brands is reminding consumers of its wildly popular SkinnyPop products, and that they should enjoy as much of the low-calorie popcorn snack as they want. In fact, SkinnyPop launched a campaign to encourage consumers to make it a “Whole Bag Kinda Night.”

Using consumer research and a SkinnyPop-lovers social media group that lent its insights, Amplify began to understand consumers’ relationships with snacking in general. Looking at all the data, it became apparent that SkinnyPop consumers love that they can enjoy a lot of the product without feeling the guilt usually associated with salty snacks, according to a company media release.

Building on that knowledge, the company has evolved SkinnyPop’s positioning from an everyday, low-calorie popcorn snack to one that consumers can feel good about indulging in. “We know our consumers love eating large quantities of SkinnyPop, and we wanted to officially give it a tagline,” says Mark Chu, the brand’s director of marketing.

The SkinnyPop team further wanted to celebrate the joy that can come from something as simple as a bag of its popcorn. “Throughout the pandemic, consumers have continued to look for celebrations (as small as it may seem) to help break up the monotony of their days,” says Chu. “We’re only highlighting a few occasions of what can constitute a ‘Whole Bag Kinda Night,’ and the extendibility of this

campaign is inviting consumers to establish their own occasions.”

Chu explains that ready-toeat (RTE) popcorn spans many demographics, since most popcorn is all-family-friendly. The brand has been experiencing growth from most of its consumers, not just a specific group, he notes. “The campaign is relevant to both our die-hard fans and people who haven’t had SkinnyPop before,” Chu says.

The company is steadfast in its efforts to continue to put consumers at the forefront of every decision it makes. Over the last two years or so, Chu says his team started to see a shift in the conversations surrounding SkinnyPop online — and that while SkinnyPop is still relevant among dieters, the brand and product are also incredibly relevant to those who aren’t necessarily counting calories. “We’ve been able to tap into a large group of snackers who are just looking for a simple, delicious snack that they can feel good about eating.”

At the same time the company’s social listening showed more people unabashedly posting about staying in with a bag of SkinnyPop, the pandemic accelerated the growing

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trend of Americans staying in for New Year’s Eve versus going out, Chu says. “Our research showed that this year [2021] only 24% of people planned to attend a public event or party,” he reveals. “These insights served as a creative springboard for this campaign platform, representing a substantial pivot from SkinnyPop’s previous marketing efforts and inspiring our decision to drop the full 60-second music video on New Year’s Eve.” Chu says the SkinnyPop brand will continue evolving its positioning throughout 2022.

The company looks forward to bringing consumers more fun and exciting ways to enjoy the product via this campaign, as well as through limited-time flavors, social activations, public relations, influencer marketing and retail programs (although as of early March, the company had not yet created plans for any in-store promotions tied directly to the campaign).

SkinnyPop is leveraging media across the entire purchase funnel, Chu notes, from linear and digital TV, to increase awareness all the way down to e-commerce and omnichannel investments to drive real-time purchase. Success will be measured by base velocities in market, along with an in-depth marketing mix measurement to determine overall ROI across channels.

With this being the first campaign for SkinnyPop, Chu says the company wanted to ensure it simplified its product positioning, inviting its fans to find their “Whole Bag Kinda Night” moments. New York-based 360i was the integrated creative and media partner that put the product front and center for this effort. IQ

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ActivationGallery

SPORTS:

Super Bowl & Beyond Each year in late January and early February leading up to the Super Bowl, National Football League sponsors (e.g., PepsiCo/Frito-Lay) and many other CPG marketers try to command attention across retail with prominent in-store and online activity.

And this year, the Super Bowl hype coincided with Winter Olympics marketing.

Path to Purchase Institute editors noticed that sports-related displays and digital marketing efforts stepped up in 2022 after last year’s less-than-ubiquitous presentation due to the COVID-19 pandemic. Here is a sampling of activity, including a few examples beyond football and the Olympics. Institute members can view many more activations in the image vault at P2PI.org.

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

Longtime NFL sponsor PepsiCo/Frito-Lay activated its Super Bowl LVI halftime show sponsorship across retailers, including at Meijer with branded power wings sandwiching an endcap. The display stocked Mountain Dew and Pepsi beverage SKUs, while the wings invited shoppers to scan a QR code to download the Pepsi Super Bowl Halftime Show mobile app and access exclusive content.

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Ahold Delhaize’s U.S. grocery chains, including Giant Food, supported dairy co-op Tillamook’s Big Game efforts this year with a full-page feature in its digital circular from Feb. 4 that communicated “The cheddar makes the party” messaging. The feature dangled a $1 coupon for Tillamook cheese SKUs while linking to the brand’s dedicated microsite, Tillamook.com/MVP. The site offered game-day activities such as downloadable football squares, recipes and a special rebate offer via Catalina Marketing.

Unilever mayonnaise brand Hellmann’s deployed a unique football-themed display at Southeastern Grocers’ Winn-Dixie, comprising an inflatable player on top of a floor cling that resembled a football field and was surrounded by themed floorstands communicating a “Make a deliciously good call” message. An unboxed Weber grill positioned in front of the display enticed game-day grilling.

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ActivationGallery

Avocados from Mexico (AFM) returned as a Big Game advertiser with an omnichannel campaign designed to drive awareness and engagement, as well as increase purchase intent and place avocados on the digital shelves of 40 retailers. At the center of AFM’s digital activation was the “House of Goodness,” a virtual home “hosted” by former NFL star Drew Brees.

The experience — an AFM microsite — gave visitors a first-hand look into the world of avocados as well as several unique experiences, including taking a selfie with Brees, watching the brand’s Big Game TV spot, discovering new guacamole recipes and purchasing avocados directly at various shoppable touchpoints. This year’s campaign also included a limited-time pop-up experience, in-store QR codes that link to AFM’s website and a new partnership with e-commerce enablement platform MikMak.

National Basketball Association sponsor PepsiCo/Frito-Lay deployed themed floorstand displays merchandising various chip brands, including Lays, Doritos and Ruffles, at retailers including Jewel-Osco. The floorstands were united with a “Pass the Snacks” corrugated sign on the side, inviting shoppers to “Bring home the official chips of the NBA.”

Schnuck Markets stores gave national beer and liquor brands the spotlight through displays and signage. Boston Beer Co.’s Twisted Tea tied in to the college football season in Champaign, Illinois, with a spectacular depicting the logo for the University of Illinois.

Procter & Gamble’s Gillette sent SMS subscribers a text message in January (in the midst of the NFL playoffs), dangling a free team-themed razor stand of their choice if they used a dedicated code on purchases through Jan. 17. The message linked to a product detail page where shoppers could select a stand, available with 32 team logos.

March/April 2022

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In the week leading up to the Big Game, Smithfield Foods teamed up with Albertsons Cos.’ Jewel-Osco for an account-specific collaboration.

Smithfield positioned its game-day essentials in a small feature in Jewel’s Feb. 2 circular, communicating a “Straight from the stadium, bring home over-the-top tastes” message and depicting a QR code for recipes. The code linked to a dedicated brand shop within the retailer’s website, listing a slew of meats and game time offerings from the manufacturer as well as the ability to filter by category.

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PepsiCo secured an Amazon.com showcase that plugged the UEFA Champions League and depicted Paris SaintGermain’s Lionel Messi, Manchester United’s Paul Pogba and Netherlands women’s national team player Lieke Martens alongside a “The Perfect Match” message.

The page offered a variety of Pepsi and Lay’s SKUs for purchase and positioned Amazon as the official English language partner of the UEFA.

ONE SOURCE FOR ALL YOUR P.O.P NEEDS

N

PepsiCo brought soccer to the forefront at several retailers by activating its official sponsorship of the UEFA Champions League competition. In Walmart stores, endcaps stocking PepsiCo beverages were outfitted with bilingual headers touting “The Perfect Match” — in reference to both a regulation soccer game as well as the pairing of Pepsi beverages with Lay’s chips. A supporting showcase within Walmart.com depicted Argentina national team captain and Paris Saint-Germain forward Lionel Messi. The display dangled a free soccer ball and water bottle with the combined purchase of a discounted bundle comprising a Pepsi 36-pack and a Lays 40-pack, while supplies lasted. The showcase also offered a much pricier bundle comprising a ball signed by Messi.

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ActivationGallery

National Collegiate Athletic Association sponsor Mondelez International promoted its March Madness efforts via floorstands spotted at JewelOsco. The four-sided, co-branded displays merchandised the “official crackers and cookies of the NCAA” (i.e., Ritz, Oreo, Nutter Butter, Triscuit, Wheat Thins and Chips Ahoy) while touting a sweepstakes awarding tickets to the 2023 men’s Final Four. A QR code depicted on the floorstands directed to a dedicated entry site (TogetherWeFan.com). In addition, one side of the display integrated pincodes — which are Pinterest’s spin on QR codes – to view a recipe for Wheat Thins beef fajita nachos supreme on the social platform.

Procter & Gamble activated its Olympics sponsorship at Meijer ahead of the Beijing Games in February. In stores, a security shroud from P&G depicted American snowboarder Chloe Kim and communicated a “When we support the brands that support women, we all win” message. A gondola positioned along the retailer’s action alley depicted the same creative and stocked SKUs from P&G brands, including Prilosec, Bounty and Mr. Clean. The retailer’s Jan. 30 circular continued to plug the manufacturer’s sponsorship while promising shoppers $5 off a future trip with select purchases.

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NCAA sponsor Coca-Cola deployed a spectacular at Walmart that united multiple brands, including its namesake carbonated soft drink, Powerade, Sprite, Aha and Body Armor. The star of the display was Body Armor (and a large cutout of NBA player James Harden), as well as merchandising for the new purple “Mamba Forever” Body Armor variety. The flavor was created in partnership with the Mamba and Mambacita Sports Foundation, a nonprofit founded in honor of Kobe Bryant and his daughter, Gianna “Gigi.” A sign affixed to the case stacks promoted the special SKU and included a QR code that directed shoppers to learn more about the organization.

LVMH’s Hennessy launched an immersive art- and basketballthemed digital experience, dubbed the “Hennessy House of Moves,” ahead of the NBA All-Star Weekend in February. The activation was the latest embodiment of Hennessy’s “Make Moves That Start Movements” programming. The virtual experience comprised three “floors” users could navigate through, offering a hologram performance from rapper Gunna, a collection of digital art installations by various artists and a virtual bar, where consumers could find recipes for Hennessy’s NBA-themed cocktails.

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Solutions & Innovations

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

BY B I L L S C H O B E R

With supplychain issues and omicron adding to shipping uncertainties, Uber announced in December new features for its Uber Connect sameday, local-delivery service. Uber Connect, which launched in April 2020, expanded its availability to 6,000 U.S. cities and now offers real-time local tracking of any “legitimate and legal” package as long as it “fits in the trunk of a midsize car.” (The legit/legal clause means no booze, guns, stolen goods, animals, money, illegal drugs or other dodgy things not allowed by law.) A new feature is a “Meet at your door” pickup/drop-off option that loosens a previous COVID-safe-spacing, curbside-only limitation. Also, users can now text special instructions to their driver, such as, “This package contains antique ornaments that are very fragile.”

In early February, the makers of Too Good To Go, a marketplace app for surplus food, announced partnerships with several U.S. instant-delivery grocers, including JOKR, Gorillas, REEF Technology’s Lightspeed Market and Food Rocket. Copenhagen, Denmark-based Too Good To Go says its platform is being used by 7,000 food businesses in 12 U.S. cities, including New York; Washington, D.C.; Chicago; San Francisco; and Austin, Texas. The app connects shoppers with businesses — bakers, butchers, restaurants, grocers, etc. — that have surplus food, turning potential waste into meals at a reasonable price. The service is available in 17 international markets (mainly large European cities), and the app has an estimated 50 million downloads to date, the company says.

In January, Santa Monica, Californiabased Robomart announced that the company was issued patent #11227270 for the “one-tap store-hailing and seamless checkoutfree technology” that is used in its delivery service, billed as “the first store that comes to you.”

Robomart operates a fleet of on-demand, mobile mini-marts in six specialties: grocery, snacks, pharmacy, cafe, ice cream and fast food. A shopper armed with the company’s proprietary app can hail a Robomart to their location. When it arrives, the shopper simply swipes across the app to open the vehicle’s door. At this point, the shopper has access to an RFID-based, checkoutBill Schober is Editor Emeritus of Path to Purchase IQ. He’s been free system, and after picking associated with the Institute since 1994, covering all aspects of consumer whatever items are desired, simply marketing with a special emphasis on the shopping experience. He welcomes any questions, comments, requests or pitches about Solutions walks away. & Innovations, and can be reached at bschober@ensembleiq.com.

March/April 2022

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Solutions & Innovations

Might a culling of shopping apps be in the near future? In March, General Motors began winding down its Marketplace app, an onboard tool launched in 2017 that lets drivers buy things through their dashboard’s infotainment system. GM did not say why it was discontinuing the app, which had been placed in millions of vehicles. Media reports quoted an anonymous GM engineer who revealed that active user rates were in the mere “thousands.” The Marketplace app had an ambitious roster of brand partners offering dashboard access to gas (Shell, ExxonMobil), merchandise (Delivery. com) food (Starbucks, Dunkin’ Donuts, Wingstop, TGI Fridays, Applebee’s, IHOP), and services like Priceline.com and Parkopedia.

Seoul, South Korea-based LG Display recently introduced its newest “transparent OLED solutions.”

One of the introductions was for the “Shopping Managing Showcase,” a transparent monitor inside a wooden display stand that positions animations, information and other graphics in front of merchandise. A second, related concept is the “Show Window,” which combines four 55-inch transparent OLED displays in a massive advertising screen best suited, presumably, for store windows. The technology can also be used for video-conferencing, presentations and entertainment.

In the fall of 2021, Kuick, a live shopping app, launched “Kuick Clips” — a way for brands to upload short videos of their products and make them available for purchase. Calling it “Tinder” for shoppable video, users can swipe right if they want to buy and swipe left to just see another product.

The 30- to 90-second “live selling” videos are said to give more details about a product than the standard set of pictures typically used on e-commerce websites.

Miami-based Kuick was founded in 2020, serves both North and South America, and also has offices in Santiago, Chile.

London-based Marks & Spencer (M&S) launched an augmented reality (AR) shopping app called “List & Go” in January. The app, which was developed for M&S by Dent Reality, can be used to navigate aisles and, through an AR filter on a smartphone camera, indicate fairly precisely where specific items are located on shelves. Using a live shoppinglist-management feature, the app organizes the day’s trip. Users are instructed to follow the blue dots and turn-by-turn directions on the screen, which (it is claimed) map the fastest route to each item. List & Go relies on a scalable indoor mapping system and indoor-positioning technology.

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Confused by the “metaverse,” the conceptual network of 3-D/virtual worlds awash in nonfungible tokens (NFTs) and cryptocurrencies? You’re not alone, which is why in late January, Chicago/ London-based Eyekandy, an AR provider, launched the “MetaStore service” for retailers and brands.

Eyekandy is positioning the MetaStore as a way for businesses to deploy custom stores and sales campaigns in the metaverse to sell digital goods, such as NFTs, and do it without getting bogged down doing test-and-learns on “all things metaverse.”

Columbia, Maryland-based Merkle unveiled two patent-pending, contactless-shopping products in January. The first, called “Scan & Know,” uses product-recognition technology that lets in-store shoppers scan any item from their mobile device. They can instantly access product details and prices, add items to their wish lists or a gift registry, and arrange shipment direct to their homes. Scan & Know is said to integrate into existing websites as well as major e-commerce platforms, such as Salesforce Commerce Cloud and Shopify.

The second product, called “UnboxIt,” uses QR codes placed onto and inside of delivery packages to engage with shoppers once items arrive at their homes. Using a mobile device, shoppers can access instructions, customer-support services, product registration and brand-engagement offers.

In January, Tokinomo — an interactive in-store brand activation startup — raised a total of $1.7 million to further its global expansion.

The company, which is based in New York and Bucharest, Romania, builds and distributes a sensor-controlled robotic P-O-P display for CPG products in grocery stores in more than 40 countries. Last fall, a viral video out of Bolivia for Nestle’s Maggi soup showed Tokinomo in action; a “singing soup pot” endcap used a motion-activated Tokinomo mechanism to rhythmically lift a pot lid in sync with music and vocals. The company claims sales lifts of more than 200% on average.

Here’s a concept to keep tabs on — “Nutrition as a Service” or NaaS. In December, Seoul, South Korea-based Algocare announced that its NaaS device was named a Consumer Electronics Show Innovation Award Honoree for 2022 in the home appliances and smart home categories. According to the company, after a user fills out a lifestyle and medical history questionnaire on the app, Algocare’s algorithm devises a nutritional supplement that is dispensed through a home appliance called the Nutrition Engine.

The user then enters more data every day about various lifestyle factors (where they live, what they’re doing, the weather, etc.) which enables the device to update and alter the daily nutritional dosage. It’s pretty easy to envision a device like this becoming a feature in future grocery shopping apps.

March/April 2022

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| 57 | pathtopurchaseiq.com 3/22/22 10:32 AM

Insider Intel

Campari Mobile Ads Get Winter Cocktails on the List

BY PAT H T O P U R C H A S E I N S T I T U T E S TA F F

Global producer of spirits, wines and aperitifs Campari Group ran a digital media campaign aimed at boosting sales of its Aperol Italian bitters aperitif at Albertsons Cos. Looking to extend the usage occasion for the Aperol Spritz — typically a summer cocktail — into winter, Campari and its media agency of record Mindshare tapped Ann Arbor, Michigan-based AdAdapted to launch a mobile add-to-list campaign that showcased the libation’s ingredients for six weeks beginning November 2020. The campaign activated AdAdapted’s Add-It solution to intercept Albertsons and Safeway shoppers with: • An ad running within AdAdapted’s network of shopping list mobile applications, including the Buy Me a Pie app and Out of Milk app; and

• A display ad running outside of AdAdapted’s network on social, lifestyle and various other mobile apps, such as The Weather Channel app.

Both holiday-themed ads let shoppers add all the cocktail ingredients — Aperol as well as prosecco, club soda and orange slices — to their shopping list of choice (within AdAdapted’s network) with one click. Another pair of holiday-themed ads also ran within and outside of AdAdapted’s network of mobile apps during the same time period, each facilitating one-click shopping list additions of Aperol and sister-brands Espolon Tequila and Grand Marnier.

AdAdapted zeroed in on Albertsons and Safeway shoppers with tactics such as targeting media around pre-specified stores and using foot traffic data to determine whether a shopper frequently visits a store. Some

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shoppers also facilitate targeting by specifying their preferred store in the title of their grocery lists, says an AdAdapted spokesperson.

Nearly 45% of shoppers who added products to their shopper list from the campaign visited an Albertsons Cos. store within one day of adding items to a list.

The campaign also resulted in a 0.37% add-to-list rate and a 9.9% incremental lift, according to Palo Alto, California-based marketing intelligence company Pathformance.

The third-party sales measurement partner additionally reported a $3.40 incremental return on ad spend at Albertsons and Safeway.

Online grocery sales jumped dramatically in 2020, when more shoppers turned to online shopping due to the ongoing COVID-19 pandemic. With this campaign, Campari wanted to leverage this change in shopping behavior and pre-shop decision-making.

“The shopper journey is always evolving, but in early 2020 there was a dramatic shift in the way people engaged with brands pre-store and then in-store, driven by the pandemic,” says Simon Gilbert, Campari director of channel and customer marketing, off premise.

“List shopping, pre-shop decisionmaking, and less in-store browsing became more pronounced, especially in the grocery space. We started working with AdAdapted because of its ability to directly target buyers when they’re in the consideration mindset (making their shopping lists), providing a recommendation to enhance the occasion they’re shopping for with a specific recommendation from one of our brands.”

In 2021, Campari ran multiple other programs with AdAdapted and the partners are looking at an always-on program for 2022, according to the AdAdapted spokesperson. IQ

| 58 | pathtopurchaseiq.com 3/22/22 10:33 AM

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