Point of Purchase by VJ Media Works

Cover

HP Ad

GV Display Ad

Editor’s Note Volume : 7

Use Diversion!

Issue : 9

EDITOR & PUBLISHER

Vasant Jante

CHIEF CONTENT PLANNER &

wareness, Interest, Decision and Action – AIDA a straight way to control your customers, seems to be now getting altered a series of changes that we as people, as consumers and as shoppers have gone through. These days post awareness, and in midst of making our consideration list we as shoppers have at our disposal abundant information and many influencers that make us at times skip – Interest and decision phases and take us right to the action or sometimes the reverse we just become dormant and postpone our purchases. So the path to a purchase no longer remains straight and simple, to know what is modifying the path we spoke to experts who are in the business of understanding shoppers and the answers we got were many some predictive some interesting. Read the feature ‘The Journey no longer remains linear’ and know more about the influencers, and how and what are they changing. The story in its completeness clearly indicates when on the path to understand the shoppers ‘Use Diversion’ don’t go the path traversed most. While this feature will help you know what direction are the shoppers taking and how can you as a brand or retailer make the most of it, we address yet another complexity of marketing at retail.

MARKETING STRATEGIST

Sachin Jante

ASSOCIATE EDITOR

Reena Mehta

CORRESPONDENT (KOLKATA)

Nabamita Chatterjee

SR. REPORTER (MUMBAI)

Archana Singh

ASST. MANAGER PRODUCTION & OPERATION

Vinod Kumar. V

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Point-of-Purchase is a monthly published by Vasant Jante at 1019/2, 1st Main, 1st Cross, Geetanjali Layout, New Thippasandara, Bangalore - 560 075 Printed by Suresh Pai at Sri Sudhindra Offset Process, #97-98, D.T. Street, 8th Cross, Malleswaram, Bangalore - 560 003.

We have many specialized outfits out there that can support us in the very specific needs of design or strategy but winning the retail battle one needs more. One needs a partner who can manage things end-to-end, by understanding both the vastness and the complexities of retail in India and thus dish out effective retail branding solutions. Comprehending this need we planned a feature on New Age Retail agencies, we went out there are spoke to agencies that provide an end-to-end support to brands and help them realize their retail endeavors into reality. Read the feature ‘New Age retail agencies – bridging the gap’ to know more.

Point-of-Purchase is owned by Vasant Jante and edited by him. The opinions expressed by authors and contributors to Point-of-Purchase are not necessarily those of the editors or publishers. Point-of-Purchase may not be reproduced in whole or in part without permission of the publisher. Subscription for one year : Rs. 1200/For Nepal & all other countries : $ 190 by air All subscriptions are to be pre-paid. The claims and statements made in the advertisements in Point-of-Purchase are those of the Advertisers and are in no way endorsed or verified by Point-of-Purchase.

Apart from these two highlights we bring you the usual dose of insights, wisdom, buzz from the bazaar and much more. Do read the Columns from Damodar Mall and Jim Lucas, as the former specifically reveals something interesting about the Indian male shopper and the latter gives guidelines to build a successful shopper marketing agency. We also have an interesting initiative taken by Tanishq to reach out to its young audience by taking a new avatar which sheds the posh and premium image of jewellery.

For Subscription - India : email: subscribe@vjmediaworks.com

EDITORIAL ADVISORY BOARD Alok Agrawal, COO , Cheil India, SW Asia Regional HQ Chetan Sachdev, COO, Tag: Worldwide India D.J. Bangara, Managing Director, Autographics Digital Pvt Ltd

This and a lot more you in this issue. So turn the page and don’t forget ‘taking diversions’.

Dr. P.K. Sinha, Faculty, IIM Ahmedabad

Happy reading!

Harish Bijoor, Harish Bijoor Consults

Cheers!

Lloyd Mathias, President & CMO, Tata Teleservices Ltd Manish Shukla, Managing Director, Retailscape Rahul Saigal, Vice President - Retail, OgilvyAction

Vasant Jante

April 2012

R. Kannan, President, RAMMS

Contents

Volume: 7

Issue: 9

April 2012

POP Parade

Brand Stand Tanishq 16

Trend The Journey no longer remains Linear 18 New-age retail agencies bridging the gap 28

Column Damodar Mall Jim Lucas Darshana Shah

22 24 26

In-Store Asia

Hetal Kotak Nicholas M. Dudynskay

32 34

International Research Shopper Insights: Actionable or Academic? 36

Retail Big Basket

Technology Dassault SystĂ¨mes

International Way to Shoppers Mind, Heart & Wallet 48 Worldview of Shopper Marketing 50

Resource

April 2012

POP Parade

Destroying Damage Dove a leading shampoo brand from the stable of HUL, to engage shoppers and make them aware of its entire damage therapy range, deployed these interestingly designed kiosks. An elaborate standee made of MDF wood and acrylic shelves was installed along with a stylish chair. The shoppers were engaged by a promoter who shared trivia about hair damage and explained how the product can help. This kiosk along with an engaging touch-point also acted as a visibility element. This was spotted at Ashmita Stores, Mumbai n

A clean drive Vim Liquid a home care brand made a statement at retail through this clutter cleaning FSU. Made of MDF wood and sunboard, the FSU designed in a shape of a teaspoon communicated the core message that a tea spoon of vim liquid is sufficient for a sink full of dirty utensils. Three shelves in a leveled format held three different pack sizes and all variants of the product. This one was spotted at Ashmita Stores, Mumbai n

April 2012

Planet Ad

POP Parade

Housing care P&Gâ&#x20AC;&#x2122;s baby care brand Pampers Diapers made their presence at retail with this house of care. A FSU with a header designed in shape of a house was spotted at Ashmita Stores, Mumbai. Made of MS frame, sunboard and vinyl prints the FSU was clad with branding. The header showcased the new arrivals and the shelves below stocked the Active Baby range. Along with a design element the FSU is highly functional due to its large stocking capacity n

For the chocoholics Cadbury along with Spencers as a category initiative creates a property Chocolate Month and celebrates the feeling of love. To create buzz and awareness about this initiative the brand deploys alluring FSUs at Spencers. Made of MS frame and sunboard the FSU has a rather elaborate header which has heart shaped cutouts rimmed with liquid chocolate visuals had snapshots of love filled moments of family and couples which yet again reinforced the emotional approach of the brand. The shelves stocked the premium range of Cadbury chocolates like silk and Bournville. Emotions and chocolate both as a combination sure allured shoppers n

April 2012

Apsom Ad

POP Parade

A fruity treat Big Bazaar in its attempt to push the usual grocery and commoditized products keeps creating interesting VM elements that in a simple but effective way draw shoppers. With the grape season on, the retailer created a property called â&#x20AC;&#x2DC;Grape festivalâ&#x20AC;&#x2122; and created a buzz around it by installing this visibility element. A pedestal with steps an MDF wood fixture was clad in vinyl with visuals of grapes and the logo of grape festival on which the SKUs were stocked. As for the header a square shaped roof made of sunboard was dispensed in the air which had cut outs of the grapes resembling them hanging in the vineyard. And in the middle was a grape shaped dangler, had the grape story written on it which gives interesting trivia related to the fruit. In all this display engaged, informed and inspired thus leading the shoppers to purchase. This one was spotted at Big Bazaar, Mumbai n

A healthy choice Britannia launched its new healthy snack range introduced under its brand Nutri Choice at retail in a simple but visible way. A floor stack unity with an MDF wood and MS structure which has two layers of stocking space and a header. Sunboard with visuals of the product one on each side was used as a branding element. This one was spotted at Spencers, Mumbai n

April 2012

POP Parade

Premium Presence Johnnie Walker a premium Scotch whiskey made a suave presence at retail wit this FSU which was designed to make the product a hero. Made of wood the entire FSU is clad in black which is the signature color of the brand with just the brand name engraved on it. And on the top inside the acrylic box the Scotch is displayed metaphor to its premiumness. This one was spotted at Spencer, Mumbai n

POP Parade

Milky Way Nestle adds to its dairy range new Nestle A+ Milk and launches it at retail with this huge aisle display. Made of MDF wood, sunboard, and metal this aisle display is clad in the product’s signature blue. The visuals showcase a healthy family and the header of the display is an information placard which shares the benefits of the milk, its nutrition value and how it can add to the shopper’s and their family’s health. Further on as an added visual appeal a splash of milk is created with a sunboard cutout. This display was spotted at Spencers, Mumbai n

Magical Presence Britannia’s Pure Magic chocolate biscuit earned itself attention at retail with this very well designed FSU. Made of MDF wood and sunboard the FSU has a huge replica of the pack on its side and the header has cut-out of the biscuits and the footer made of sunboard has the cut-out of the biscuits in the splash of chocolates and nuts. Bathed in chocolate brown color the FSU tempts shoppers at Big Bazaar, Mumbai n

April 2012

POP Parade

3X visibility Lâ&#x20AC;&#x2122;Oreal launched its new fall repair 3x hair care range at retail through this elaborate and premium FSU. Made of MDF wood and sunboard, the hexagonal shaped FSU is clad in the products signature color and has the picture of the brand ambassador Sonam Kapoor. Each side of the FSU has a stocking space, the hexagonal shape along with the design factor also brings in the functionality of larger stocking space. This one was spotted at Spencers, Mumbai n

April 2012

POP Parade

Tea Totaled Tata Tea launches its new Teaveda range at retail with this simple FSU. Made of metal, wood and vinyl prints the FSU is open and has shelves on all sides which stock the entire range. The header and the footer simply have the logo. This FSU was spotted at Spencers, Mumbai n

A sensitive point Sensodyne a toothpaste brand specializing in taking care of teeth and gums sensitivity garnered visibility across categories at retail by piggy backing a simple parasite display. Made of MDF wood and vinyl prints, this parasite simple in design does the basics of communicating the function of the product and also earn added visibility in other categories for the brand. This one was spotted at Big Bazaar, Mumbai n

April 2012

Brand Stand

Fashion at its highest Quotient ‘Go where your customer is’. Following this mantra, Tanishq, a renowned jewellery brand from the stable of Tata, created presence and touch point at malls to cater to the TG aged between 14 to 22 years. Point-of-Purchase brings you more details on this initiative. Shikha Krishna

hen Tanishq discovered that its potential consumers aged between 14 to 22 years weren’t comfortable to walk into its premium retail boutiques, it decided to take its products where this target audience is – the malls. In February 2012 Tanishq launched FQ Teen Diamonds starting at Rs. 499 through kiosks designed specially for this collection. The malls are chosen in Delhi, Pune and Bangalore due to their high student population. “FQ is a range of affordable jewellery for girls in sterling silver with diamonds. The price ranges from Rs. 499 – Rs. 4999 catering to today’s “smart and sorted kids,” says Sanober Mannan, Brand Manager Tanishq. Core categories include rings, earrings, pendants, chains, charms, anklets and bracelets under four unique collections clustered by different scenarios occurring in a teenager’s life. Located at the entrance of the malls, the kiosks are 8X8 sq feet and can hold upto 400 products. Sukanya Gopinath – Head VM, Tanishq explains the brief, “The kiosk had to be positioned in the aisle or pathway of the chosen malls. It had to be an attention grabber with bright vibrant colours that appeal to the target group (TG). It had to be an open format, visible from all directions.” But at the same time, she adds, “it could not look ‘trinkety’ because we were dealing with precious metal and stones and we are from Tanishq – a TATA enterprise”. After sessions of brainstorming, the inspiration that drove the design came from Sukanya’s Paris trip. She explains, “The ‘Artist Quadrangle’ in the Montmartre area is a ‘temp setup’, where people wheel in their carts during the day, do their doodling and at night pack up and go. There was a sense of newness and excitement everyday. This seemed to be a workable concept.” However, there were numerous other aspects that had to be considered in the design. One of the

April 2012

biggest challenge was to accommodate all aspects of an operational Tanishq boutique into the 8X8 sq feet space; like an emphatic branding, optimum product display, space for comfortable sales staff movement, merchandise storage and most importantly product security. Talking about this, Sukanya emphasizes, “Since it is an open store where at the end of the day there are no shutters that are pulled down, security of the merchandise is imperative, for which there had to be provision of CCTVs, burglar alarm and a safe within the set up.”

Talking about inspirations, Suknaya mentions Apple and the Chinese influence for funky products. She explains, “A lot of Chinese products are very sleek and perfectly finished. Their use and interaction of colours is very interesting and unique. Apple is a brand that is embedded in today’s kids’ lives. Drawing on these two inspirations, the kiosk was designed with simple straight lines, but at the same time there is a vibrant quirky feel. So everything was kept white with splashes of neon colours only in the umbrellas and the wheels.”

Brand Stand

To showcase the four collections, the kiosk has four flat bed counters to accommodate 200 products. The two vertical rotatable units have mirrors on one side and product display on the other. And the 2 lollypops work as a double sided branding unit. Says Sanober, “We roped in the same neon pink and neon green colours that were used in the kiosk in the creatives as well. They are now the brand colours and are extended to packaging and the uniforms of the sales staff as well.” The packaging is in the form of miniature bakery bags in the brand colours. There are also plastic pouches that a customer can buy if they want to gift the products. The sales staff is much younger than those in Tanishq. They dress up casually in a pair of jeans and grey T-shirt. The guys have highlights of a neon green belt, a neon green name badge and matching laces with white canvas shoes. The girls, on the other hand have a neon pink theme.

the existing cities of Delhi, Bangalore and Pune. With these expansion plans Sukanya would work towards changing the primary material of the kiosk from plywood to metal as she believes, “As part of the Green Initiative of the Company we look for ways to work on the ‘green policies’ of recycle, reuse and reduce. Metal is easier to transport and is recyclable. Material can be reused and some part of the cost can be recovered whenever the kiosk needs to be discarded.” n List of Vendors and Suppliers Security and Surveillance systems Thakral Services & Eureka Forbes Display props Friends Laser & Display Zone Packaging Screenotek & Lupine Design Kiosk development and installation Tom Hermes Concept and Design Tanishq VM team.

“

At present the modular kiosk stands on a 2 inch high and 8 X 8 feet MS platform. The primary material used is MDF which is white duco painted with PU finish, while texturing is achieved with vinyls. Metal is used in umbrella poles and the grill, but is painted white to keep it visually tone on tone

“

By the end of this year, Sanober hopes to extend the presence of such kiosks to Mumbai, Lucknow and Bhubaneshwar along with acquiring new spaces in

April 2012

Trend

The Journey no longer remains Linear For long brands & their agencies have walked the Path to Purchase wherein it all starts with creating awareness, then igniting interest and thus driving action. And with this comes the feeling that we know our shopper and can control them. But off late it seems that numerous shoppers have started to take many diversions while walking this path and somehow it is not known what direction they are headed towards. Attempting to answer this bit Point-of-Purchase speaks to experts trying to decode what has changed & why. Reena Mehta dea’s TVC’s have always intrigued and entertained me as a viewer, but this time around something in particular about this latest Idea ad got me thinking.

seems to be quite a revolution and it is catching fire and surely is just not an urban phenomena. As Amit Ajwani, General Manager, Saatchi & Saatchi X (India) states, “Shoppers are progressively getting more exposed

Fu r ther explai n i ng the evolution Anurag Vaish, Co-Founder, Final Mile Consulting says, “The shopper evolution in India is being guided by the availability of shopping formats that allow shoppers to freely interact

Amit Ajwani General Manager Saatchi & Saatchi

Nisha Abdulla Shopper Research Head Insight Instore

Anurag Vaish Co-Founder Final Mile Consulting

to the global trends in shopping and are also becoming tech savvy. This progression in shopper behavior and hence expectation, is not reflected in the actual shopping experience due to limitations in resources and infrastructure as far as the retail environment is concerned.” Adding on the same lines, Nisha Abdulla, Head of Shopper Research, Insight Instore says, “Shopper mindset is now about ‘more and better’. Shoppers are aware of constantly evolving products and more brands offering greater variety.

and engage with merchandise before making their purchase decisions. And since this process needs no retailer/ salesperson intervention, there is far more confidence to engage with merchandise even if the idea is to simply ‘know’ rather than ‘buy’. This is leading to a more knowledgeable and aware shopper.”

As the storyboard has it, an authentic middle class, young couple steps into a consumer durables store with a mission to buy a washing machine on mind. Abhishek Bachan, playing the character of a diligent salesperson, takes them through the varied options and portraying the attribute of a typical Indian shopper, the couple expresses their views of keeping the piece aside and that they will come in a while. To which the salesperson laughing says, ‘Madam ab aap sab dukan mein jaake rate poochegi, OLD IDEA.’ And then shows the NEW IDEA, a smart phone which will enable her to merely scan and compare the product she intends to buy with multiple stores and its availability. At the end thrilled with the new idea she makes her purchase decision. What got me thinking and excited is the fact that this is actually happening out there for real. Shoppers are swiftly shunning the OLD IDEA of shopping and beginning to be progressive. It

April 2012

This ‘knowledge’ guides their behaviour at shopping environments. Urban shoppers have effortlessly combined the virtual and the real in terms of shopping environments, shoppers in tier 3 and rural India have adopted newer products like fabric softeners, conditioners all displaying evolving mindsets to shopping.”

Many such factors are by the minute changing the shopper which raises an immediate thought; with the shopper changing wont the Path to Purchase we think they traverse undergo change. If yes, what is it that is driving the change? What are the aspects, factors that off late have risen to be the path to purchase influencers that are altering the way shoppers take up their shopping journey? Here is what we collated from our experts as answers: Some top of the list Path to Purchase influencers include:

Trend

“When shoppers need to search for anything they turn to the Internet. When shoppers need real recommendations they turn to their virtual peer network. They trust their friends and not the adverts. Mobile devices are increasingly what shoppers turn to as their preferred 24x7x365 device for information and they are updated to the minute.” Elucidates Vijay Singh, Managing Director & CEO, AaramShop.

brand transparency. Online has given the shopper a pre-purchase opportunity to research and evaluate. Mobile apps have facilitated on the go research and evaluation for the shopper. Digital media has transformed the way brands can impart information to the shopper. Innovative visual merchandising has introduced methods that are effective in inspiring shoppers.” The shoppers’ constant engagement with the Internet has brought about the “Zero Moment of Truth (ZMOT)” for brands; where in a consumer seeks out brands related information prior to stepping into the store. The ZMOT has a huge influence on the brands’ First Moment of Truth (FMOT) in the store, making “web-influenced retail sales” one of the largest channel. The emergence of ZMOT has had an impact on reducing the “impulse purchase” in the last mile across a number of categories and is getting to become ubiquitous.

Vijay Singh Managing Director & CEO Aaram Shop While these are the change agents, what is the kind of change they have harbored? Entailing the same Amit says, “Social media has opened up the channel of instant feedback and hence created

Adding to what has changed Gitanjali Sriram, Founding Partner, Naked Communications says, “The shopping path to purchase is no longer linear, due to these new set of influencers the probability of the shopper falling of the bridge and taking a diversion have increased multi-folds. For instance today to make a shopper buy it’s not just enough to influence him/her we might have to go to the extent of

influencing their friends. At Naked Communications we have this tool called ‘Behavior change’ where we flip the entire Path-to-Purchase cycle on the head and consider the end that is putting in the money and buying as the first step, which is about having shown interest, from there we track back and trace the behavior.”

Gitanjali Sriram Founding Partner Naked Communications Apart from these obvious influencers, Anurag says, “Easy accessibility of the merchandise, comfortable shopping environments allowing people to spend more time than what they did earlier, category planogram that allow shoppers to browse the category in a manner that is ‘shopper convenient’

April 2012

Trend rather than ‘brand convenient’, and rising prevalence of ‘Home Delivery’ by kiranas has significantly altered the price, brand and SKU sensitivity of the shopper are some of the factors that have altered the shopping journey.” And explaining what change these factors are cultivating he adds, “Both the modern formats and the Kirana Home delivery format is driving lower and lower price sensitivity amongst shoppers. While retailers will argue with you that shoppers are highly price conscious and sensitive, when we studied the shopping process we observe the reverse trend. Easy access to merchandise and comfortable shopping environments is also leading to lot more unplanned purchases amongst shoppers.”

“

The shopping path to purchase is no longer linear, due to these new set of influencers the probability of the shopper falling of the bridge and taking a diversion have increased multi-folds

“This change and influences have blurred the virtual and physical boundaries of shopper – retail engagement and hence brands need to take a 360 degree approach while engaging with the shopper.” Amit Ajwani, General Manager, Saatchi & Saatchi

“It is important for brands to recognize that in these new shopping environments shoppers are absorbing and reacting to a lot of stimuli at a non-conscious level. They may not be actively seeking information, but their purchase decisions are heavily influenced by sensory inputs, adjacent categories, choice presentation, not just look but also feel of the pack and structures, and so on.” “Rather than focusing on driving more and more awareness and visibility, they should focus on these subtle stimuli which have far greater impact on the decisions that shoppers make.” Anurag Vaish, Co-Founder, Final Mile Consulting

“

While the shopper has moved his primary information source to his smart phone and his other internet connected devices and is getting information & relying on recommendations from his peers on the online social networks, most brands are still trying to reach & influence them via the traditional media & still address them via one way prescriptive adverts. It becomes quintessential for brands to mend ways and alter their approach towards the shopper by understanding the roles these influencers play. Here are some suggestions experts want to share which indicate what and how the brands need to change. It’s time we understand the shopper is changing at a steady pace and to control their shopping journey we need to integrate these influencers in our shopper marketing fabric, else the risk of losing conversion thinking the shopper still likes the ‘Old Idea’ will be a heavy one n

April 2012

“Use a multi-channel marketing approach where digital is the new hero. Marketing communication needs to be engagement centered and two-way. As the media vehicle changes – so does the need for change of format. The one-way 30 sec TVC or that beautiful single image of a print ad – does not cut ice in the digital world. The content has to be engaging, conversational and seeking participation.” Vijay Singh, Managing Director & CEO, AaramShop

“Brands need to understand shopper segments across each store/ catchment to tailor make local offers, loyalty programs.” “Declutter packaging, analyse the key questions at primary aisle and ensure pack architecture reflects these on key spots like FOP and crimp near pricing. Language is a concern also. The instore environment will need to overcome lack of comfort with English that many housewives face.” Nisha Abdulla, Shopper Research Head, Insight Instore

Column

Power Signals him, all extra attention is welcome. He derives power out of being served out of turn wherever he goes, whether at a restaurant, his club or the shirt store. He looks at every transaction as a challenge that he has to win, and indeed, life for Rohan in our country is a continuous challenge.

Damodar Mall Director - Food Strategy Future Group

he normal tip to a bellboy at any three star hotels is not more than twenty rupees. Rohan, who runs a successful injection moulding factory in Vapi, and lives in the prosperous suburb of Mumbai, Versova, insists on nothing less than a hundred rupees the minute his bags are delivered to the room. This, he claims, will ensure that he will get the best possible service for the rest of his stay there. Rohan doesn’t buy his shirts from the chain stores in the mall, preferring instead to go to Mehra & Sons, clothiers famous in the business district. He goes only in the evening, when he knows the owner of the store will be available to attend to him. This is the personal touch that Rohan wants and likes. Mr. Mehra usually takes Rohan to his own cabin at the back of the shop and asks the salesman to bring the shirts there. Over conversation on topics of mutual interest like the overall business environment and ‘market mood’, and of course the mandatory cup of tea, Mr. Mehra personally recommends to Rohan the shirts that will suit him, taking special care to point out the ‘latest’ designs. As a result, Rohan ends up buying more than he needs, but he doesn’t mind. He definitely prefers this attention to the anonymity of a chain store. In fact Rohan’s instinct is to distrust anonymity. He believes that no privilege can be taken for granted, and so looks at the extra money that he spends on getting services as an investment. To

April 2012

The Rohans of India daily grapple with the hassles of license raj, complex taxes and rules, erratic electricity supply, municipal services, hiring and retaining good people, dealing with local petty politicians, and many other troublesome issues on an almost daily basis. ‘Jugaad’, that quintessential Indian way of dealing with issues and still emerging a winner, is practically a life-skill for a businessman like Rohan. And this method of handling relationships is naturally carried over to his personal life, and can be seen in every situation that he confronts. The traffic cop who pulls him up for a violation, the agent who gets him an out-of-turn train ticket, the tout who gets him ‘special’ darshan at the temple, all these are entities who are able to get for Rohan something that he values all the time, special treatment. Not for him any peaceful waiting in queues where everyone is treated the same. He prefers to slip a tenner in someone’s pocket to ensure that he gets the right kind of ‘service’. On the other hand, Sanjay, a whitecollared business executive and Rohan’s neighbour, is mostly protected from the vicissitudes of the Indian business environment. He and others of his ilk, whether in government service, in the corporate sector or in academia, do not have to confront the unorganized sector woes in their professional lives. For them, most transactions are based on rule of law. The office opens at a certain hour, the staff is treated by set rules, the effect of poor infrastructure is hardly felt since there is an entire organization machinery taking care of all these hassles. People like Sanjay believe that the environment in India is friendly, democratic and lawful. Sanjay’s reality, in fact, is totally different from Rohan’s. Our

modern

department

stores,

hypermarkets and malls are designed around Sanjay’s reality. They offer anonymity to their customers, treat everyone the same and offer no special services to their customers, however rich or regular they might be. They are democratic and completely legal with no room for extra-judicial maneuvering. People like Sanjay, who are used to precisely such a set-up in their workplace, find such a shopping environment a godsend. No longer do they have to deal with the vagaries of individual shopkeepers, or confront the aggressiveness of customers who are not ‘like them’. They are happy to select merchandise privately, without any human interference. They feel secure wherever there is no possibility of maneuvering. This being a sign of modernity, they embrace it enthusiastically. However, Sanjay and his ‘white collared’ ilk form only twenty percent of India’s consuming class. The rest of the shoppers consist of the Rohans of this world, small and medium businessmen or employees of small and medium businesses. Therefore, in order to truly have an impact in the retail sector, modern stores need the patronage of the ‘gold-collared’ people, if that’s how we refer to the self-employed. And for this perhaps they can start with recognizing the ‘power signals’ that people like Rohan send out. There are several of these if one knows where to look. Rohan will, for instance, flash a wad of notes instead of paying with credit card. He will actively seek out staff and befriend them, and expect to be served. He will check if there is room for price negotiation of a product. If modern retail recognizes that the purchasing power of a ‘gold-collared’ family is higher than its whitecollared neighbour, the higher effort to recognise power-signals will be n Reach the author Mr. Damodar Mall on Twitter, his Twitter handle is - @damodarmall

Column

Developing Shopper Marketing Playbooks: Three Essential Capabilities An agency’s role is to provide clients with helpful, straightforward ways to deliver effective shopper marketing strategies that help them achieve their unique goals given their means. Despite the many changes in the marketing environment the publication of “The Marketing Playbook” (2004), the idea of playbooks to help clients meet objectives continues to be attractive.

Jim Lucas Executive VP, Global Director , Retail Insight and Strategy Draftfcb

good place to start when thinking about the competencies agencies need to develop to compete successfully in the shopper marketing arena is with client needs. Which vehicles are best for generating awareness? How should we allocate our marketing spend across instore displays, search, digital coupons, loyalty programs? What is the best way to develop an integrated shopper marketing program that allows us to work across the entire path to purchase? What is the best marketing mix for a new product launch?

Objectives/Path to Purchase

Shopper marketing playbooks are methods and tools for meeting specific client needs—e.g., awareness, consideration, trial, action and loyalty. As agencies develop their shopper marketing playbacks, they must continually update plays in their playbook to continuously improve effectiveness, reflect changes in the marketplace or as new vehicles become available. The Three Essential Capabilities The ability to develop and deliver shopper marketing playbooks is based on three capabilities that serve as the foundation. They help shopper marketing agencies transcend the gauntlet of different shopper segments, retail formats and categories. While a shopper agency does not have to be strong in all three capabilities, most successful shopper marketing agencies are strong in a minimum of 2 of the three capabilities.

Pre-store

Advertising, Search, Awareness & Consideration Promotions/deals, Social Media, Apps Trial & Action Loyalty Advocacy

April 2012

1. Shopper Intimacy—not only how shoppers behave when shopping different categories (food, apparel, consumer electronics or appliances), retail format (traditional vs. modern trade), times of year or trip types (stock-up vs. top-off trips), but the why as well (barriers and motivations). Why some categories are more about needs, and others about wants. True shopper insights go beyond identifying “who” the shopper is, providing more depth about “why” the shopper behaves a certain way within a category, during a season or within or across specific retailers. Shopper intimacy is no mean feat in India where demographic and income changes are altering shopper expectations at a dramatic rate. Shoppers seeking to express their altered status desire to be different, inimitable and envied at the same time. Increasing urbanization has given rise to streetwise and savvy shoppers who will not hesitate to try products which push the boundaries. For whom consumption is a means of reflecting their personality and changing belief system. In such a turbulent marketing environment it is a challenge to stay abreast of changes in shopper segments, but it confers a great advantage to those agencies who excel at it.

In-store Displays, Merchandising, Instore advertising, Apps

Deals/sales, loyalty Deals, Displays & In-store programs, Search Advertising Relationship marketing, Loyalty programs Apps Social media, relationship marketing 24

Column 2. Retailer Intimacy—retailer intimacy is critical to the development of playbooks. Different classes of trade have different needs (traditional vs. modern trade), given the shopper segments they serve. Objectives (traffic, frequency of visit, sale velocity, basket size, calendarization or loyalty), vary dramatically by retailer. Retailer intimacy allows an agency to tailor programs to specific retailers, aiding both sell-in to the retailer and ability to execute the program. Familiarity with retailer objectives, their key shopper segments and retailers’ assets/vehicles makes it easier to develop shopper marketing programs that affect the appropriate behaviors among target shopper segments, allowing brand and retailer alike to achieve their goals. 3. Understanding Transmedia Vehicles — Knowledge of shopper marketing vehicles which span across the entire path to purchase is essential. Tools like zone merchandising or message mapping help agencies identify what has to be communicated at different points in the path to purchase. Vehicles should be organized on the basis of how well they achieve different types of client objectives, as well as where they touch shoppers in the path to purchase (e.g., pre-store, transition, impulse and destination zones). A simplified version is presented in the table below. True transmedia understanding vehicles that help reach shoppers at critical apertures in the path to purchase regardless of whether they are owned by brands (e.g., mobile apps and websites), retailers (loyalty cards) or third parties (e.g., Snapdeals, Grabbon, MoneySaver or CouponSeva).

when and where shoppers need to be communicated with in the purchase journey is greatly aided by knowledge of current and emerging media often provides great fodder for new approaches and ideas. For manufacturers with a strong field sales force, or retailers, such strengths represent valuable and complementary assets. Brands and retailers who have strong executional, want shopper agencies that can provide insights and ideas. 2. A l t e r n a t i v e l y , s h o p p e r marketing agencies whose strength lies in shopper and retailer intimacy are well poised to deliver executionally. Agencies with extensive knowledge retail shopper segments and the types of vehicles they have and/or prefer are an invaluable asset for clients who have less sales presence and/or less well-developed retailer relationships. Agencies with these capabilities can help create “viable” shopper programs and sell them into the retail trade. Close The three capabilities—shopper intimacy, retailer intimacy and understanding transmedia—represent critical success factors for shopper marketing agencies in today’s marketplace Competency in these capabilities aid the development of playbooks that address specific shopper marketing objectives and foster a holistic approach to the entire path to purchase. By choosing which capabilities to focus on, agencies can begin to develop unique niches to serve their clients needs n

Choose Wisely As any super hero will tell you, more powers are better! Ideally, a shopper marketing agency will be proficient in all 3 capabilities. However, in practice, most agencies excel at 2 of the 3 capabilities. Here is where it gets interesting. Shopper intimacy is a necessary skill for all shopper agencies. The other 2 types of capabilities an agency chooses to excel at can often determine the types of clients it will attract and sustain. 1. An agency that is strong in shopper intimacy and transmedia shopper vehicles is well poised for concept and idea development. Knowing

April 2012

Column

The need and the importance of POP by Retailers today:

Darshana Shah, Business Head â&#x20AC;&#x201C; Marketing, Visual Merchandising, Loyalty and Space on Hire on POP Displays

he journey of the Indian retail from the kiranas led market to a sector where major players compete in an organized retail format has been thoroughly remarkable. The concept of Point of Purchase existed over the years but has found a refined characteristic with the entry and growth of organized retail format in India. Point of Purchase, as the name suggests is the point where it all begins. It is one of the factors that majorly influences the purchase thus satisfying the main objective of retail â&#x20AC;&#x201C; sale. Today we see several brands endorsing their products through kiosks at a hypermarket giving the customers an experience of the product even before they make a purchase. The look, placement and size of the POP display are equally important to convert a prospective customer into a consumer. The big retailers continue to work towards the improvisation of their POPs to create maximum visual appeal leading to sales. Placement of POPs is as significant as the visual of it. Over the years, retail stores have devised various permutations and combinations to place POP displays in areas which are stimulant points for the customer to buy them. A retail store like ours, with a large mix of 44000 products

April 2012

Column

innovative methods and styles of POPs in India. Also the fact that the consumers power-to-pay and consecutively buy is increasing with the rise in disposable incomes, it further leverages the need and importance of the POP displays in Indian retail market.

across categories definitely pays attention to detail for the POP displays. We also consider festive occasions and different seasons as an ideal time to invest in the displays. Occasions and onsets of a season is a peak time for any retailer across categories. Thus at this point every retailer and brand looks forward to create multiple touch points to connect with the consumer. Other buying behavior pattern that can be influenced by POP is impulse buying. Attractive POP which visually appeals a shopper can lead to impulse buying to a great extent. It is further leveraged by the means of cross selling or cross promotions. Retailer insists on well designed attractive POP material that will blend nicely with their store atmosphere.

The Indian retail market is flourishing, making India one of the top destinations for foreign retailers to invest in. The Q411 BMI India Retail Report forecasts that total retail sales will grow from INR 19.74 trillion (US$411.28bn) in 2011 to INR 30.96 trillion (US$804.06bn) by 2015.The statistics point towards the fact that retail is a sector that shall prosper in the coming years which requires retailers to amplify their offerings and gratify the consumer expectation. Also in the wake of a decision on 51% FDI in multi brand retail to be undertaken, more opportunities shall open up for sure. Already the decision of 100% FDI in single brand retail has triggered the entry of many foreign labels in India. It further brightens the future of POP in India. It also marks the entry of more

We have a number of assorted POPâ&#x20AC;&#x2122;s and displays at HyperCITY that helps us to have a complete retail solution. It benefits us as the displaying of stocks in this visually appealing manner definitely leads to increase in sales. The increasing tendency of businesses to focus on short-term results has helped spur growth in such promotions, which can provide an immediate boost in sales. The more structured and professional look benefits the store as well as the brand that is being promoted. The correct positioning of the POP is imperative to tap the relevant market. Sale made in this way promotes the brand and of course induces sales for the retailer. This hand-in-hand working pattern ultimately leads to a better experience for the customer as well. Thus it is a win-win situation for all the entities involved. With consolidation and the growth of major retail chains, retailers have gained the power to demand incentives from manufacturers to carry their products. Customers are bound to notice visually appealing displays of the products before they notice the contents itself. These are great for encouraging impulse buys that can substantially increase sales volume. The evolution of POPâ&#x20AC;&#x2122;s has led to advantage for all n

April 2012

Trend

New-age retail agencies bridging the gap Talking of Indian retail, what comes across as the first striking factor is its intense vastness, and complexities in terms of spread and variety of formats. And to sail through this every brand needs an able partner who can drive their retail brand and identity at multiple levels seamlessly. Point-of-Purchase comprehending this need of brands sets out to find some New Age retail agencies that probably could be an answer to the need. N Jayalakshmi

s modern trade grows, general trade still stands strong and the purchase power of consumers keeps rising for a brand to manage the dynamic and widespread retail terrain is quite a task. And for this endeavor to be successful they are always in need of an able partner, a new age retail agency that offers end-to-end capabilities right from designing programs to managing large scale executions. Thus identifying some new age retail agencies that come with a promise to manage all, Point-ofPurchase probes into what and how do they look at partnering brands and drive their brand at retail.

with our integrated service offerings from a long term perspective, to enable brands to differentiate and emerge stronger at these rising touch points.”

Then - You run out of detergent. You pick up your wallet, walk out of home to the local market, pick up a pack and return home. Now - you run out of detergent. You have multiple options like: 1. Call your neighborhood grocer and ask him to deliver

Kaushik Chakravorty, COO, Retail and OOH Vivaki Specialist Services

Atul Maheshwari VP, Milestone Lastmile Beginning with the basics we probed into the kind of role these agencies aim at assuming and playing for Brands. Most of them see themselves playing a crucial role for a brand for as Atul Maheshwari, Vice President, Milestone Lastmile says, “With consumers continuing to consume at a higher rate of growth than any other country in the world, Indian retail industry is one of the fastest growing industries in India. In addition, with approximately only 4% organized retail, we see a great opportunity in line

April 2012

for retail agencies is brought home clearly when one looks at the changing consumer behavior and what it entails for the brand. He elaborates thus, “Let’s start with understanding what New Age Retail really means:

Agreeing on the same Kaushik Chakravorty, COO, Retail and OOH Vivaki Specialist Services says, “Retailing in India is a highly detailed, process oriented and customer centric business. The challenges are very dynamic, constant and needs extreme versatility and adaptability. The brands and the retailers therefore need partners who have the ability, the intent and the attitude to work hand in hand with them to tackle these situations. Thus our role is not to create branding options or signage solutions or fixtures or Point of Purchase displays only. Our role is to work with the brand to set up the store and give an exhilarating brand experience. Our work is to impact the last 3 minutes of consumer indecision in a manner that the purchaser of the product category becomes a consumer of our brand.” For Sanjeev Hajela, President, Primeretail - Mudramax, the need

2. Pick up the phone and call your nearest retail chain and order 3. Order online with your favorite chain 4. Order online at a discount site 5. Pick up your wallet and walk to your local market This in a nutshell is the change that Indian retail is witnessing today. It has become quite a challenge for the brands to maintain consistent visibility and communication at multiple formats. Hence the right set of partnership and support becomes a very apparent need. As an agency at Primeretail, we have continuously observed the retail evolution and the consequent change in the needs of brands and have constituted teams with multiple talents and developed process driven capabilities to cater to our clients.” Offerings and USP Quite obviously, most of these retail agencies have carved out a niche for themselves offering a range of services and defining their own forte. Says Sanjeev Hajela – President, Primeretail,

Trend & interactive media in influencing the shopper behaviour. We would offer accountable solutions at faster speed and real time reporting about brand information which is the need of the hour for every brand.” Business Model

Sanjeev Hajela President Primeretail, Mudramax

Sukanya Bose Director, Planet Dezign

Mudramax, “From creating Identifiers to Store Designs to Ambience Creation to Retail Identity and Activation, Prime retail is adept at every aspect of retail. Our biggest strength lies in our ability to partner clients through an array of services that span from Retail Design and consulting to plan and manage activities at the micro level.”

bring to the table as their forte as in the case of Planet Dezign, Sukanya Bose, Director, Planet Dezign says, “Designs are the very core of our forte. Planet Dezign, as a Retail Agency, designs and creates integrated brand experiences across multiple platforms- from retail environment design to retail branding, signages to point of purchase, retail events n activations to retail audit. At heart, we are experts in engaging the customers, and our offerings are

At Prime Retail our services to various clients are:

Says Kaushik Chakravorty, COO, Retail and OOH Vivaki Specialist Services talking about his agency’s offerings, “We offer design solutions in retail in various forms and formats: so, we do store designing, POP designing, signage and branding designing, furniture and fixture customised designing etc. Our strength lies in our ideations being transformed to designs and then being able to manufacture (through our network of manufacturing partners) and deploy within a very short span of time across a wide geographical area.” For a few others, it is design that they

meticulously designed to meet the needs of retail-focused marketers.” Says Atul Maheshwari, Vice President, Milestone Last Mile “Milestone Last Mile will add value to modern shopping experience of the customer by creating branded environments in line with the latest social trends and aspirations, across brand interfaces like shop facia, point of sale material and merchandising, shop-in-shop, promotional packaging, permanent & semi-permanent fixtures with innovative concepts & designs, product display techniques, usage of new material, and effective use of digital

Given the dynamics of the retail space and the challenge thereof, these agencies have also had to develop their own unique business models which are very often flexible. Says Kaushik Chakravorty of Vivaki Specialist Services, “Our business module is completely modular and versatile like our capabilities and deliveries. Most of our clients insist that we work from Design to Deployment with them, while there are some very select clients who believe that our designs are a must-have and they engage us for the designing and price validation part, while the actual manufacturing and deployment would be handled by their internal organisation. But overall, about 90% of our clients want us to do complete turnkey servicing while 10% of them take the alternate route. As for our compensation model, it is completely transparent and open with clients, and as most of our clients have been with us for more than 5 years, thus there is a trust factor born out of mutual respect and experience.” Flexibility of the business model is in fact something that many other retail agencies believe in. Says Sanjeev Hajela of Primeretail, “Just as our services are customized to client needs, so is our business model. From working on one time, period specific projects to long term retainer fee based relationships, we mould ourselves to suit the needs and requirements of the clients. On a broader level – we start with understanding the client’s brief, explore the market for solutions, give a firm proposal to the client on the methodology and deliverables and basis the agreement on the same execute individual assignments.” Agrees Sukanya of Planet Dezign talking about the business model, “We are adept at working on both terms – retainer based and project based. For retainership contracts, there are usually one year to three year agreements, signed by us and the client. We also

April 2012

Trend

So what are the margins that these agencies operate in? Quite expectedly most of them have a very down-to earth and balanced approach to margins. Says Kaushik Chakravorty, “Our margins are healthy enough to run a profitable business and have the ability to invest in our business so that we are able to give enhanced services to our clients. Our margins are also reasonable enough for our clients to see value in their investments with us and retain us as their agency for the last so many years.” Says Sanjeev Hajela, “Being a part of the larger advertising framework our margins are pretty much marked out by industry norms.” The Modus Operandi Delivering robust services and solutions at retail that can make a difference to a brand obviously involves a system comprising effective processes and the right kind of people across different key points. And this is exactly what most of these retail agencies do. Says Sanjeev Hajela,“With offices across the country and an efficient, experienced team at the helm of affairs we are able to research, analyze and pin-point potential problem areas. We then actively work towards finding a solution and executing it for the brand at the ground level. The entire set of services is orchestrated around talent that has been carefully planned including people who have the required education, passion and experience.”

of retail project management platform. Our processes are not only integrated, but also scalable, which is why, today, we are in a sound position to handle retail projects, from planning a large single premium store environment, to a 900 store large scale rollout nationally.” Most of these agencies have also put in place a system to manage vendor network, a crucial aspect in retail. This is done through a monitoring system spread across locations across the country and includes a critical evaluation process around key technical and financial parameters. All these ensure systematic delivery in a consistent manner and maintain healthy relationships.

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Most of these agencies have also put in place a system to manage vendor network, a crucial aspect in retail. This is done through a monitoring system spread across locations across the country and includes a critical evaluation process around key technical and financial parameters

“

work on single/multiple projects as per the client’s brief.”

The Primeretail Team structure:

Clientele and success stories

Says Sukanya of Planet Dezign, “In order to be able to design and implement a highly effective retail landscape, that not only gets noticed, but also gets unprecedented business for the brand, Planet Dezign has fine-tuned its systems to adhere to the right kind

Given the nature of their services, it is not surprising that most of these agencies cater to a range of client sectors including FMCGs, banking, consumer durables, telecom etc. Says Atul Maheshwari, “We are currently working with clients like Samsung

April 2012

Mobile, Axis Bank, Barclays Bank, Dhanlakshmi Bank, ICICI, LG, Blackberry and Tata Indicom to name a few. Milestone Group’s in-house clients are over 80 brands and would look at serving their needs in the near future.” For Vivaki Specialist Services, again, it is a mix. Says Kaushik Chakravorty, talking about the agency’s approach to clients,“We work with select clients and we believe that it is important to work as closely and as intensely as possible with them. And, because we understand the individual requirements of each of these brands we work with, we can work seamlessly with our clients to deliver the expectations at an optimized cost and the shortest turn-around time.” Says Sukanya of Planet Dezign talking about their clientele and specifically about one of the projects they undertook, “Our clients vary from FMCGs and consumer durables to telecom. For a particular brand launch last year which we handled PAN India, we ensured that we carried out a total retail mapping as a pilot project. After finalizing the approved retail elements, we created the Retail Manual. This project entailed, apart from the shopfront signage, glass facade and store branding vinyls, even bespoke hanging lights, stairs, branded washroom mirrors and tabletop surfaces. At each point in designing and enlisting, we had to ask ourselves- have we tapped every touchpoint at retail? This is the need of the hour, and many brands are fighting fit to face upto it.” Says Sanjeev Hajela talking about Primeretail’s clientele and their approach to meeting client needs, “Primeretail can boast of being a truly multi-category retail agency having clients as diverse as Health, Telecom, Malls, Lifestyle, FMCG, Online services, Paints & Hardware, Aviation

Trend etc. While we service a wide category of clients, one of the most challenging and interesting categories to work for have been banks. The changing market and customer demand has created a scenario where a bank is not just an essential utility rather it’s a status symbol as well. Which bank you bank with speaks a lot about who you want to be seen as. Banks therefore needed to overnight change from dilapidated offices to swanky interiors and an ambience to match the new age services that had been launched. We partnered with banks like Union Bank, DBS, ING VYSYA and Standard Chartered in creating an image they could be proud of and which their core customer could connect with. From creating mood modifying interiors to exteriors that invited, we conceptualized, created and then faithfully re-created across regions, giving these banks the much needed consistency in terms of imagery.” Talking further about some success stories Haleja cites another example, “We strongly believe that the future is all about technology and this doesn’t merely mean a new ‘apps’. Technology to us is at the core of each material specification that we suggest to a client and that eases the life of the retailer, aids the customer and helps the brand reach its target more effectively. For example, we suggested to a client that instead of putting up small customized signage they should invest

in a lit plastic molded flange that has changeable communication component – which helps the brand position itself differently in a cluttered market space while easing installation for the operations team.” Decoding retail Well, quite obviously one of the important things that these agencies do is to decode the retail environment for a brand and this is important obviously because of the complex and evolving nature of the Indian retailscape and the Indian consumer. So through an effective system comprising professionals and constant monitoring they are able to offer a good understanding of retail to the brand. Says Sanjeev Hajela, “One thing we all do is religiously shop around -shop for new ideas, opportunities, possibilities and ways and means to make a dream come true. On a more serious note, retail in India is kaleidoscopic in variety and depth and therefore needs constant monitoring, especially since there are multi layered formats with varied aspects – from luxury malls to thelas, target audience that uses a BMW to a rickety cycle and an ever evolving market that is seeing foreign as well as home grown brands vying for space. Top down planning cannot work in such a scenario. In order to have a winning retail strategy in place, the most important aspect is to be able to study and differentiate

nuances of the market and then respond to it in the shortest possible time. Once implemented, it is critical to be able to have fair audits and updates in order to retain the edge gained.” Says Atul Maheshwari,“Retail is hugely complex but majorly logistics driven. In order to decode, we are taking care of fundamental requirements first. We’ve put the network of offices and people in place. We have also hired people who are experienced and who have a contemporary approach to designing and planning and who can take full accountability of the campaigns, ensuring seamless delivery at all levels of our value offerings.” Well it certainly looks like the new kids on the block could well be the new harbingers of change where retail level brand communication and presence is concerned n

Mac Ad

April 2012

In-Store Asia

Mars to Venus – the journey has begun! Day 1 In-Store Asia convention, Hetal Kotak, COO ColorPlus Fashions Ltd, had us believe that the adage ‘Men are from Mars and women are from Venus’ is actually passé as he shared from his vast experience the definition of a stereotypical male. He then talked about the 10 commandments of the changing and stereotype-defying Indian male shopper; and concluded with a case of his own brand ColourPlus as part of his session on ‘Retailing to the Indian male shopper in the premium category’. Indian and Global; extremely optimistic about possibilities and opportunities that life offers; aspires to be seen as successful, as achievers and as “fitting in with their peers”. He added that this new male shopper “consumes brands so as to be recognized within his peers and he is more open to expressing his emotions in public as compared to his earlier generations” It was then time for the 10 commandments of the Indian male shopper that interestingly captured the changing behaviour and some stereotypes that still exist:

Hetal Kotak, COO, ColorPlus Fashions Ltd Yogesh Kamath

r Hetal Kotak, COO ColorPlus Fashions Ltd, highlighted his topic - Retailing to the Indian male shopper in the premium category, and then said “I am here to talk about the easier bit, if it was about the female shopper, we would need a separate day!” He then delved into history to explain the difference in the gender psychologies. He said “Modern shopping behaviors are an adaptation of ancestral male and female hunting and gathering skills.” This explained the behaviour of men who ‘buy’ and women who ‘shop’ and amidst the audiences ‘yes I know’ grins, Hetal defined men as being the stereotyped shoppers. He dissected this further by defining men as being the ‘garb-and go’ shoppers -- they wait and/ or whine while accompanying women in shopping and they have fear of them being viewed as feminine if they spend too much time and effort in shopping. The Martians, Hetal voiced the clichés, tend to shop solo, aim for specific aisles, they are surgical shoppers meaning – they focus on searching, purchasing and returning home and they are

April 2012

achievement oriented – look to return home with an item. While the Venusians, he compared, tend to shop socially, evaluate the store fully, they are skillful shoppers – browsing, examining, and paying more attention to detail and they get pleasure out of looking and are happy buying nothing. Yes, they may end up not buying anything, but, ask any retailer and he will tell you that he prefers them as supposed to the grab and go types! Then came what may be called as music to the retailers ears. Hetal said, “While the fundamentals and stereotypes stay true, men however are changing”. According to him, the economic liberalization set this ball rolling and economics changed the beliefs of the society. A new set of millionaires were born, consumption is not considered bad, credit money is not looked down, display of wealth to show individuals success is the trend and the most important factor- the new consumer is young and has grown up in the post-liberalization era; so he doesn’t shy away from spending. He then precisely defined the new Indian male shopper as the one who “sees himself as

l I shall buy – From Gandhism to consumerism, the traditional ‘save for the rainy day’ dictum no more exists. With increases in income, customers often step jump and start purchasing in premium categories. l I have no time - Increasing time poverty. The consumer today spends more time in office, travelling, watching TV etc with limited time for shopping. There is an increasing emphasis on reducing stress and maximizing time with families and friends, so convenience is key for consumers. l Luxury not equal to premium – When moving up in life many jump segments, not moving step by step and value is no longer only about price – it is very clearly price plus. l Going beyond functionality –The consumer today pays more attention to aesthetics -- color, feel, and overall design of products than earlier. The coffee ranging from Rs 5 to Rs 200 is a case in point. l Spends moving from ‘Products’ to ‘Experiences’ - More money is now going to the experience – what you eat, where you travel, how you kill time, how you take care of yourself. l Willing to pay extra for an experience – Consumers today prefer buying/ consuming in a better environment. For instance notice the move from the multiplex to the multiplex gold class.

In-Store Asia

l I no longer buy alone and I seek approval - Retail is a weekend getaway for the family. Men profess the need to have friends around for advice while shopping for apparel and the big change is that they seek approval from females for their personal purchase. l I will take care of Mother Earth – As the modern day man is pressed for time he is willing to pay a higher price for socially or environmentally responsible products. l I know what I want - Men want attention and direction from the sales staff only when they need, they also prefer the sales staff to be an enabler rather than a guide or a consultant as they do not want to appear less knowledgeable.

Hetal followed these commandments by talking about the brand he represents -ColorPlus. This aptly demonstrated how to appeal to the Indian male shopper in the premium category by consistent quality, innovation and attention to detail. He spoke on how the Raymonds’ brand changed the way Indian men dress in the post liberalization era and how the brand created a segment of ‘Smart Casuals’. The session was concluded with a quote from Victor Hugo which said “As the purse is emptied, the heart is filled”. Victor Hugo may have said this for women but Hetal assured us that this win-win is fast becoming true even for the men n

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I know what I want - Men want attention and direction from the sales staff only when they need, they also prefer the sales staff to be an enabler rather than a guide or a consultant as they do not want to appear less knowledgeable

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l Digital / online changing behaviour -Technology is driving trends. Internet is changing how people shop and that is shifting the power away from manufacturers/retailers to the consumers.

April 2012

In-Store Asia

Exploring the social side of the shopper One of the highlights of the In-Store Asia 2012 convention was the mention of social media by all the speakers and discussion of the role it did played in the life of the shopper herself. Here we had Nicholas M. Dudynskay ‘Mike’ EVP, Global Director of Retail Marketing - Leo Burnett Worldwide to speak exclusively on the same - “Today’s Social Shopper: What they really want”. Mike gave a solid method to the social media madness by providing a framework for a brand’s social media strategy by identifying the social shopper’s need, correlated these needs to different categories and different social media platforms. l 93% of them received a promotional offer from a friend l 54% of the people who incorporate social media in their shopping journey use social media in-store l 51% are from the same group are on Twitter real time

l 96% of people who are online use social media

After some number crunching that proved beyond doubt that social media has the potential to increase the customer base exponentially, Mike took the audiences through a research conducted across 1500 online shoppers and 700 social shoppers. This also included 100 plus heavy social shoppers with whom a qualitative research was conducted during January 2011 and the 4th quarter of 2011. The learning from this research helped in defining the needs that social media serves and effective social media platforms across different categories and Mike went on provide a framework for the diffused concept of social media thereby directing brand and retailers towards the question of, ‘How to use social media?’. This framework was titled ‘The SocialShop Guide’.

l 42% incorporate social media into the shopping journey

The study answered the three most pertinent questions in this space:

Nicholas M. Dudynskay, EVP, Global Director of Retail Marketing Leo Burnett Worldwide Yogesh Kamath

icholas M. Dudynskay ‘Mike’ EVP, Global Director of Retail Marketing - Leo Burnett Worldwide started his note by saying - “Five years ago people were talking about online, they said ‘you have to be online,’ and it took 5 years for people to ‘kind of’ define their online strategy and now people are saying, ‘you have to be on Social Media’” which got the audiences nodding as Mike spoke on the topic - Today’s Social Shopper: What they really want. Mike then established the fact that ‘everyone’s on social media’ and went on to address the most pertinent questions in this space – where do we go from here and how do we use it?

such an expensive mistake which results out of mis-defining social media. For the next few minutes Mike shared some interesting figures that built the premise for his further talks:

The primary role of social media, said Mike, was brand building and defined it precisely as – “Social media is where your customer shares his/her experiences with friends”. It can’t replace a brand’s micro site or website. Here he shared an instance wherein one of his clients failed miserably when they tried to do their transactions on Facebook. “People go to Facebook to share and not to buy,” Mike said forewarning audience from

April 2012

In-Store Asia 1) Reasons people use social media to shop – Needs The study uncovered 8 social shopper needs – Savings, Efficiency, Comparison, Validation, Connection, Expression, Inthe-know and relevance. These needs were further grouped into Informational needs, Indulgent needs, Impulsive needs and Utilitarian needs. 2) Variations in behavior categories – Category

across

So, which social shopper needs platforms should a brand invest Deciding on platforms depends the shopper need in the category

and in? on and

Shopper’s needs change based on the category being shopped. Here Mike and his Leo Burnett team have divided categories in groups of Burden, Passion, Routine and Fun based on the social shoppers needs. 3) Types of social media people use for shopping – Platforms Opting for the right platform can often be confusing because there are so many of them serving different purposes. Needs identification and the respective categories then help identify the platforms the brands need to use for a successful social media campaign. For example, Mike said “In fun category, you

know which needs matter and therefore what platforms are best suited to meet those needs.” On similar lines, Passion categories like apparel should help shoppers; here a micro blogging platform like Twitter helps the social shopper stay up with trends, a social networking platform like Facebook helps share ideas and video sharing site Youtube helps in social inspirations. The last phase of Mike’s presentation were case studies that demonstrated the practicality of the framework he described – l In the Passion category there was Burberry the luxury fashion house that leveraged its core brand positioning and natural fan interest with a shoe-social micro-strategy. Burberry launched its 10022-SHOE on Tumblr the microblogging and social networking website. l In informational category Mike cited the case of Sears the American chain of department stores on how it leveraged social media to help shoppers compare products via user reviews and get feedback and support from their personal network. l There was the My Local Walmart Facebook app that was created for the routine category where the user has to enter the zip code and would get information about the nearest Walmart and also enabled the user source local deals and do easy, on-the-spot product comparisons. l In the Fun category Mike touched upon how retailer 7-Eleven leveraged social media through The Coca-Cola Arctic Home campaign to attract and grow volume. For this the agency created a Facebook game called The Snowball Effect, here the more the users shared it the more they got reward points that they could redeem at the 7-Eleven stores. This cause was related to raising awareness and funds for the polar bear and its Arctic habitat. The results gave numbers to effectiveness of social media if aptly used – 4 million impressions, 12,467 downloads, 1,984 donations.

Mike ended his insightful session by reiterating the importance of studying the shopper journey and then juxtaposing relevant social media platforms. He concluded saying, “social media may not be big in India but it will sure be in the near future; keep an eye on the teenage girl, on what she does with her phone while she is shopping.” n 35

April 2012

International Research

Shopper Insights: Actionable or Academic? Results of a RetailWire study of retail industry practitioners OVERVIEW

hopper insights are here to stay, according to RetailWire’s recently conducted study of industry professionals and practitioners, and are quickly becoming a “must-have” feature of decision-making relative to category management, merchandising, marketing and in-store activities.In particular, shopper insights derived from specific retail accounts are seen as beneficial for fostering strong collaboration between supplier and merchant. Said one respondent: “It is the new currency to drive retailer/manufacturer collaboration to work jointly to improve the business/ category.” According to the findings of the RetailWire’s Shopper Insights: Actionable or Academic? survey, shopper insights appear to be strongly embedded in both retailer and manufacturer operations and decisionmaking processes. Indeed, found the survey, retailers and manufacturers engage and interact with shopper insights in a number of ways -l Usage of shopper insights is prevalent in the retail and manufacturing communities in almost equal measure and throughout most positions and job functions. l Collaboration is one of the key components of generating and using shopper insights, particularly when the data are retailer-specific. l Both retailers and suppliers value retailer-specific shopper insights for a broad range of functions, uses, and disciplines. l The way in which shoppers are segmented is given a great deal of attention because it strongly determines the value of shopper insights.

The question of who leads a particular shopper insights initiative – merchant or supplier – is generally approached from a collaborative point of view with retailers more and more assuming a very proactive role in leadership, funding and application. l

April 2012

l Of all the job functions sampled relative to shopper insights, sales/ account management tended to lag in buy-in and usage, although overall the value and use of shopper insights was still relatively strong for this group.

Both suppliers and retailers, the survey indicates, look positively towards the future, as growing acceptance of and increasing funding for retailer-specific shopper insights spur even greater usage than at present.

USAGE Volunteers for the survey, recruited primarily from RetailWire’s diverse retail business readership, were likely predisposed to the topic of shopper insights. Nevertheless, the frequency and depth of usage of shopper insights within this group is impressive. Nearly half (49.7 percent) of manufacturer respondents use shopper insights regularly, and, 78 percent

METHODOLOGY & DEMOGRAPHICS The Shopper Insights: Actionable or Academic? Survey was conducted from September 29 to October 6, 2010. Respondents were recruited from the RetailWire professional retail audience and from elsewhere in the retail industry and completed the survey online. The study sampled information and opinion from 593 executives and managers. Supermarket/grocery retail and manufacturer companies were most strongly represented in the sampling, and nearly half of respondents are in upper management positions. Demographics broke out as follows:

Organization type: 33% - Retailer; wholesaler 31% - Manufacturer 21% - Consultant; research; design 15% - Other

Job position:

46% - Upper management 17% - Sales; account management 14% - Marketing; brand management 8% - Retail purchasing; store operations 7% - Manufacturer category management 5% - Retailer category management 3% - Retail merchandising exec

Retail channel:

43%- Supermarket; grocery 20% - Multiple channels 9% - Mass; discount; club; dollar store 28% - Broad mix of other channels

A definition: Shopper insights refers to marketing research focused on the instore and near-store (from the parking lot forward) behavior and experiences of consumers. Retailer-specific shopper insights research and analysis is based on such techniques as virtual shopping, shop-alongs, in-store observation, and last -- but by no means least -- mining the wealth of retail data to determine shopper behavior.

International Research of the manufacturer respondents say they make use of shopper insights on a regular or sometimes basis (top two survey boxes). Retailers say they are nearly as committed as suppliers, with 39 percent using shopper insights on a regular basis.

Use of shopper insights appears to be fairly broad relative to position, job function and department in both CPG and retail organizations. Not surprisingly, however, manufacturer category managers display the highest usage rate: 81 percent use shopper insights regularly. Around half of CEOs, marketing and brand managers/ executives, and retail category managers use shopper insights regularly, but taking the top two boxes(regularly/ sometimes), these positions show a usage rate of around 80 percent.

Survey commentary bears out retailers’commitment to the regular use of shopper insights. “I think it is an important component in effectively managing in today’s environment.”

There is one group, however, that lags sales/account management. Only 35 percent use shopper insights regularly, and regular and sometime usage combined was 68 percent for this group, significantly trailing all other groups.

“ [ R e t a i l e r- s p e c i f i c s h o p p e r insights] are a prerequisite of customer-oriented processes and consumer satisfaction” “Absolutely vital.”

Overall,

the

pervasive

use

and

Do you use shopper insights in your current job position? Ranked by Dollar Sales Executive (President, CEO, etc.)

48.6%

Marketing; Brand management

51.9%

Sales; Account management

33.8% 29.6%

34.7%

33.3%

Manufacturer category manager

8.1% 9.5%

80.6%

Retail category manager 0

37.0%

20 Regularly

18.1%

6.5% 12.9% 0.0%

48.1% 40

7.4% 7.4%

Sometimes

Rarely

COLLABORATION For many of the manufacturer and retailer executives and managers participating in the survey, the importance of trade collaboration and relationship-building are overriding sentiments. One manufacturer respondent even went so far as to say that shopper insights are “valuable to build a relationship even if the only outcome is that the retailers know you are looking at their business and the opportunities.” Another explained how retailer-specific shopper insights were the basis of selling in today’s dynamic marketplace: “Given how savvy today’s shoppers are, and their shifting priorities, it’s essential for retailers and manufacturers to work together to intelligently deliver targeted solutions with appealing value propositions … that’s a shared responsibility.” In fact, when queried on the value of shopper insights to reinforce customer alignment, both manufacturers and retailers see high levels of benefit. Most manufacturersfeel strongly on this point, with 77 percent stating insights are very or extremely beneficial to managing customer alignment. And, 68 percent of retailer respondents indicatedthat a manufacturer’s customer alignment with them was either a very or extremely important part of a shopper insights initiative.

14.8% 3.7%

13.9%

acceptance of shopper insights has become a major force determining not only how decisions are made for merchandising and in-store activities, but also how manufacturers and retailers work together.

100

Not at all

The value to MANUFACTURERS of shopper insights for Customer Alignment

Retailer 3.4% 3.4%

25.0%

32.8%

35.3%

1.3% 16.7% 5.3% 0 20

37.3%

Manufacturer

39.3%

40 1

60 2

80 4

100

(1 = No value; 5 = Extremely valuable)

April 2012

International Research valuable relative decision-making.

Generally speaking, how valuable do you think retailer-specific shopper insights are to CPG MANUFACTURERS' customer account teams?

Retailer 1.7%

4.2%

Manufacturer

27.7%

2.0% 15.0% 1.4% 0 20

37.0% 57.1% 40 1

60 3

100

(1 = No value; 5 = Extremely valuable)

Indeed, retailers prioritize collaboration just as highly as manufacturers. In reviewing how actionable various types of shopper insights are, the top retailer selection was loyalty program/shopperidentified transaction data, a type of data requiring a deep dive into retailer data banks with full retailer cooperation. Some 77 percent of retailer respondents said this was very/extremely valuable. Another indicator of retailer interest in collaboration: 67 percent of retail respondents thought that retailerspecific shopper insights were very/ extremely valuable to manufacturers’ headquarters operations, which reveals retailer engagement with the broader aspects of retailer-specific shopper insights potential. On the other side of the coin, manufacturers appear to place more emphasis on the account teams, where, in fact, much collaboration activity actually occurs. Some 82 percent of manufacturer respondents state that retailer-specific shopper insights are very/extremely valuable to customer account teams, compared to 76 percent for headquarters operations. There is a red flag, however. Only 20 percent of sales/account management respondents said that shopper insights were extremely important to customer alignment. Overall, the CPG industry is apparently trending towards making collaborative efforts work better. Among manufacturer category managers, for example, 90 percent felt that customer alignment is a very/extremely important benefit of shopper insights. One retail respondent reported that “the top manufacturers rise above others in their commitment to let their insights and initiatives be the solution to retailer issues rather than

April 2012

merchandising

Indeed, all 17 functions, disciplines and operations that retailer and manufacturer respondents were asked to consider in terms of value rated quite highly. A total of 11 were deemed very valuable (4 out of 5 or higher, with 5 being extremely valuable and 1 no value at all), six were better than the lowest rating average of 3.74. One survey respondent summed up the value proposition of shopper insights by noting that they are “essential for the sales vehicle to truly understand and the most effective way to connect with consumers.”

29.4%

24.5%

dressing up self-serving initiatives with a thin veneer of ‘retailer benefit.’”

While there are some discrepancies between manufacturer and retailer response levels relative to value, it tends to be somewhat limited in scope, auguring strongly that there is a solid foundation for collaboration between supplier and merchant.

Collaboration is here to stay. Noted one respondent: “Retailers who collaborate effectively and consistently are the most successful in the marketplace.” Another said, “I think retailers and manufacturers are peers when it come to access to information. I also think the information is complementary; each completes the other’s view. Therefore, as in CatMan, partnering is very important.”

Let’s take a look at levels of agreement for retail functions … Overall, several retail functions, disciplines and operations show extremely close alignment in value recognition between manufacturer and retailer: the retail marketing function (rating averages of 4.25 for manufacturers, 4.23 for retailers), new item listing discipline (4.01 vs. 3.96), and promotion mix optimization (3.89 vs. 3.90). Even for those retail functions and disciplines in which there is some spread, the difference tends to be minimal. For example, the category management retailer discipline features a spread of only .25 points between supplier and merchant, one of the largest.

VALUE There is indeed a powerful basisfor extensive collaboration between supplier and retailer: Both communities place quite ahigh value on the ability of shopper insights to significantly aid in decision- making processes for a wide variety of functions, operations and disciplines. For example, 79 percent of manufacturer respondents found retailer-specific shopper insights to be extremely or very valuable for decisions relating to merchandising. Retailers pretty much agree: 79 percentsaid shopper insights were very/extremely

Another example: For the retailer merchandising and marketing functions, ratings assessing shopper

Generally speaking, how valuable do you think shopper insights are to retail merchandising?

Retailer 0.8%

5.0% 15.7%

Manufacturer

34.7%

0.7% 5.3% 14.7% 0

43.8%

28.7%

50.7%

40 1

60 2

80 4

(1 = No value; 5 = Extremely valuable)

100

International Research 41 percent felt that this type of data of extremely actionable.

For the following RETAILER business disciplines, please rate the value of shopper insights:

Retail respondents felt pretty much the same. Some 37 percent believed that shopper-IDed transaction data was extremely actionable -- the highest “extremely actionable” rating given to any type of original data and, just as with the manufacturer respondents, they also gave fairly low marks to anonymous transaction data as being actionable. Only 15 percent thought this type of data was extremely actionable.

4.12

Category management

4.37 3.96 4.01

New item listing decisions

3.97

Merchandising; shelving

4.19 4.18

In-store promotions

3.99

Data relative to the next layer of input shopper segmentation schemes – also presented a unity of interest between manufacturer and merchant. In the area of merchandising, for example, the spreads between supplier and retailer responses relative to the value of six different standard segmentation schemes were never more than 0.16 of a point and most were well under that. Spreads relative to marketing were just about as tight.

4.02

Circulars; direct mail planning

3.61 3.90

Promotion mix optimization

3.89 3.91 3.79 4

Pricing 0

1 Retailer

Manufacturer

(1 = No value; 5 = Extremely valuable)

insights’ value to both manufacturer and retailer are extremely high. No score for either functionis below 4.1. This reveals a high level of agreement to support collaborative activities, especially since these two functions cover a major portion of retailing tasks. SEGMENTATION How segmentation is approached lies at the very heart of retailer-specific shopper insights, and, quite frankly, the ability to conduct collaborative research to generate actionable shopper insights. Both manufacturers and retailers focus on this issue, and the RetailWire survey revealed that there is a high degree of alignment in many areas. For example, even at the beginning of the process of generating shopper insights, both parties share a clear preference for the type of original data that will generate the most actionable shopper insights to enhance retail performance. Of the four types of input rated in the survey anonymous transaction data, shopper-IDed data, in-store research, consumer research -- both retailers and suppliers most strongly preferred loyalty program/shopper identified transaction data. The survey results showed a rating average of 4.07 (very actionable) for shopper IDed data, with a fairly wide margin above the other types of input.

Of the manufacturer survey respondents, 42 percent viewed loyalty program/ shopper-identified transaction data as extremely actionable, compared to the 17 percent for anonymous transaction data. In-store research (shop-alongs, consumer intercepts), however, was a close second for suppliers, of whom

Overall, for retailers and manufacturers, the items-purchased basis for shopper is rated as the greatest value for merchandising purposes, with a retailer score of 3.89 and a supplier score of 3.81. Store clustering and lifestage are more or less tied as second in value in the area of merchandising, but have ratings that are quite close to the item-

What value would you assign to the use of these SHOPPER SEGMENTATION schemes within MERCHANDISING processes? Item Purchased-based

3.89 3.81

Lifestage-based

3.86 3.84 3.75

Lifestyle-based

3.64 3.71

Attitudinal-based

3.75 3.61

Trip type-based

3.77 3.86 3.83

Store clustering

0.0

0.5

1.0 Retailer

1.5

2.0 2.5 3.0 Manufacturer

3.5

4.0

(1 = No value; 5 = Extremely valuable)

April 2012

International Research Taking into consideration the various categories, channels and other factors, what level of detail typically works best for SHOPPER SEGMENTATION? 1 - 4 segments

29.8%

5 - 7 segments

33.7%

8 or more segments It is completely variable, 1 to whatever is needed

2.8% 33.7% 0

Response Percent

purchased basis. The time-honored trip-type basis receives the lowest value score, but again, all value ratings are extremely close. In terms of the level of detail for segmentation schemes, 68 percent of the total respondents believed that 1 to 7 segments is the spread that works best, and that’s closely split between those preferring 1 to 4 (30 percent) and those looking to 5 to 7 (34 percent) as the most effective number. Some 34 percent said that the number is completely variable, whatever the situation demands. However, perhaps the clearest message is that simpler is better; less than 3 percent of the respondents stated that 8 or more segments worked best. There is, however, some variation between the retail and supplier responses. Manufacturers like simpler and easier, with 41 percent responding that 1 to 4 segments work best, compared to 26 percent of retailers. While hardly any manufacturers looked to 8 or more segments for optimum performance, about 3 percent of the retailers did. Moreover, those in job functions who actually manage the research design marketing/brand management and manufacturer category managers feel very strongly that 7 segments or less is the way to go. LEADERSHIP Shopper insights have apparently been one of the agents of change in bringing both retailer and supplier to the table as partners. Indeed, a strong thread of collaboration runs through how survey respondents allocated leadership responsibilities for many functions.

April 2012

For example, the largest manufacturer response percentages were for “about equal” between retailers and suppliers in taking the lead for 4 or the 5 functions rated. For retailers, “about equal” responsibility was accorded the largest percentage of answers for SKU rationalization (37 percent) and category management (36 percent). “Everyone should try to bring equal value to the table” was the comment of one respondent. Interestingly and evidence of a commitment to collaboration either end of the response spectrum, “always the retailer” and “always the manufacturer,” featured what could be best described as marginal percentages or the smallest percentages according to any of the responses. Common wisdom says manufacturers will pay for most everything. But that’s absolutely not true for shopper insights -due to the spirit of collaboration. About

44 percent of the retail respondents believed that they should mostly subsidize shopper insights initiatives. Add to this percentage those retailers who think that shopper insights projects should be primarily funded out of trade dollars and the total is 68 percent; in other words, better than two-thirds of the retailers participating in the survey think that their own money or money they have earned through promotion compliance and purchase levels should be the source of retail-specific shopper insights underwriting. Indeed, the interest in collaboration has become sufficiently strong enough that when answers to the survey question “who should fund shopper insights” is cross referenced with the responses to the question “who should lead” certain shopper insights initiatives, the results are strongly oriented towards “about equal” leadership between supplier and retailer. For example, for category management and SKU rationalization, the peak selection (by a considerable margin in most cases) was “about equal” in leadership right across the board whether or not they thought shopper insights should be funded by retailer or by manufacturer or with trade dollars. This is apparently a change from the pattern of the past. In the survey commentary, one retailer lamented that “most retailers do not as yet understand the power of shopper insights, nor are they staffed or organized to turn an insights advantage into an action advantage. … Until retailers start to hire and reward strategic minded insights professionals, I do not see this changing. So retailers, step it up!”

How should retailer-specific shopper insights be funded?

44.2%

Should be mostly retailer subsidized

39.4% 24.0%

Should be primarily funded using trade dollars

29.5% 31.7%

Should be mostly manufacturer subsidized

31.1% 0

10 Retailer

30 Manufacturer

International Research said that multiple partnerships were a positive for enhancing relationships.

In retailer/manufacturer collaborative relationships, which party is typically best suited to take the lead in providing and applying shopper insights to the following functions?

Targeted marketing

6.6%

In-store promotion

9.5%

Merchandising

6.9%

35.5%

39.3%

17.5% 0.8%

SKU rationalization

9.0%

33.0%

39.4%

16.5%

Category management

8.0%

26.1%

28.5%

38.1%

37.0%

26.0%

14.9%

Localization

35.6%

38.5%

Always the retailer

In a powerful rejoinder to this statement, survey data tells us that retailers are definitely stepping up to the plate. As to which party should lead the generation and application of shopper insights for the different business functions, retailers indicated that it’s mostly their responsibility in target marketing, instore promotion, and merchandising. In target marketing, for example, the largest percentage of retailers -- 38 percent say they should mostly lead in providing and applying shopper insights. One finding does seem quite clear: Localization is the retailer’s turf. Some 15% of respondents say they should always take the lead, and another 45% indicate that they think it should mostly be the retailer who takes the lead. FUTURE The survey took a careful look at future actions and determined shopper insights will likely be expanded in usage, receive greater funding, and be done more on a collaborative basis. One respondent notes that retail-specific shopper insights are “imperative for mutual profitable growth of retailer and vendor.” For example, both retailers and suppliers expect that manufacturers will partner relative to shopper insights with more than the number one retailer in a particular market. Indeed, only 2.5 percent of the total number of survey respondents say that a supplier

14.8%

0.5%

2.1% 4.2%

32.4% 60

Relative to funding in the future – specifically in the next two years – the survey determined that there were some priorities in underwriting collaborative efforts and that these priorities were shared by both merchants and manufacturers. Both sides of the table expect to seeretailersspending more for shopper insights as applied to shopper segmentation, targeted marketing, and category management and/or assortment. Some 74 percent of manufacturer and 68 percent of retail respondents predicted somewhat/much more spendingfor shopper insights in the practice of category management and/or assortment planning.

6.4% 1.3% 80

Mostly the retailer

Mostly the manufacturer

3.2%

23.3%

44.9%

Manufacturers also apparently see a benefit in aggregating data across multiple retailers to develop shopper insights. About 46 percent did so and found it to be of moderate value, while 31 percent found it of significant value. That means 77 percent of manufacturer respondents found value to such data aggregation. Another 21 percent plan on aggregating and are hoping it will provide value. Only 3 percent said it was of no value at all.

100 About equal

Always the manufacturer

should only partner with the market leader and go no further. From the supplier viewpoint, 20 percent answer that going beyond the market leader should be done to enhance more retail relationships, while 69 percent say that working with more than one retailer in a particular market should certainly be done for relationships, but also for gaining additional knowledge for HQ planning.

Relative to manufacturer investment in shopper insights, predictions were for enhanced spending – with some areas receiving a substantial boost over the next two years across a whole spectrum of business functions: retailerspecific shopper segmentation, retailer-

Retailers are pretty much of the same mind. While 5 percent of the retail respondents said one retailer partnership in a market was enough, 82 percent

Should manufacturers invest in retailer-specific shopper insights beyond the #1 retail player in a market? Go beyond #1 to enhance more retail customer relationships

16.5% 19.5%

Go beyond #1 to gain additional knowledge for HQ planning purposes

12.6% 10.5% 66.0%

Go beyond #1 for both of the above reasons.

69.2% 4.9%

No, should not go beyond #1 retailer

0.8% 0

10 Retailer

Manufacturer

April 2012

International Research

MANUFACTURERS ONLY: Have you developed shopper insights using data that had been aggregated across multiple retailers and have these insights been of value? Yes, we did and found it to be of signiﬁcant value

31.4%

Yes, we did and found it to be of moderate value

45.5%

Yes, we did but found it to be of no value

0.0%

No, but we hope to do so

20.7%

No, we believe it to be of no value

2.5% 0

specific marketing, retailer-specific price/ promotion planning, retailerspecific category management, and benchmarking retail performance. Retailer-specific category management was the area of greatest interest. Some 72 percent of manufacturers and 65 percent of retailers predicted that suppliers would be investing somewhat/ much more for shopper insights as related to this business function, with the largest manufacturer respondent group being those expecting “much more.” It is interesting to note that the business areas of highest likelihood to get greater manufacturer support are all functions deeply embedded in any collaborative effort and require a relatively high level of cooperation. Shopper insights will apparently be bringing suppliers and retailers together for some time to come n

April 2012

10 Manufacturer

During the next two years, should MANUFACTURERS invest more or less to gain retailer-specific shopper insights for the following purposes? 3.79

Retailer-speciﬁc shopper segmentation

3.76

Retailer-speciﬁc marketing

3.83

Retailer-speciﬁc price/ promotion planning

3.84

3.94

3.93

3.72

Retailer-speciﬁc category management

4.00 3.80

Benchmarking retail performance 0.0

3.85 0.5 Retailer

1.0

1.5

2.0

2.5

Manufacturer

3.0

3.5

4.0

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Hari Menon CEO Big Basket.com Shikha Krishna

e Traditionally, grocery shopping in India is mundane. Most often it is in chaotic non AC environments, with long checkout queues. Today, people would rather prefer utilizing their time to go to cinema or see a new lifestyle store,” says Hari, who assures that Bigbasket.com not only helps its consumers to save on the bill but also their valuable time.

“

The website, w w w.bigbasket.com is designed with focus on “userfriendliness and speed. Customers are able to browse, select and pay for the products very fast. Typically after registration, the first order, can take 45 minutes to an hour with an average of 15 – 20 SKUs. Post this the shopping lists of frequently ordered products are saved and for subsequent orders the process is faster, as 80 – 90% of the items are the same. The order time drops to 15 – 20 minutes”, Hari estimates. There are

April 2012

So is there a minimum order value to be purchased from Bigbasket? “No, we don’t believe in it conceptually. We do not want to restrict our customers, and this is something that we have followed from our Fabmart days in 1999,” says Hari. “Customers can buy only one product, and we would deliver it in their chosen time slot and location.” But then “people don’t buy one product”, says his experience from Fabmart. “We have serious shoppers”. Today the largest segment of BigBasket’s consumer base consists of dual working families, who are busy and want their staples to be home delivered. Another segment includes mothers who cannot leave their babies unattended to at home. It is also a preferred choice for working people who find it convenient to place an order online for their aging parents. At present Bigbasket.com is an absolute pure-play business with about 7000 SKUs of basic products. It would accomplish its order fulfilment and order delivery through ‘hub and spoke’ model, in which a large warehouse is established in a city suburb, which in turn supplies to hubs that are within the city. Hari explains, “The customer orders arrive at the warehouse and are processed. They are then segregated by customer order number and the hub name. Thereafter it is delivered to the respective hub, from where they are finally delivered to customers.

Today, the service doesn’t have its own warehouse so its backend is Safal for fruits and vegetables and Metro Cash and Carry for other products. It has three hubs at Yashwanthpur, Bannerghatta Road and Whitefield that cover all areas of Bangalore.” In the next 3 – 6 months time, BigBasket would have its own warehouse and would eventually deal with around 250 vendors and 12,000 – 15,000 SKUs. With about 20 delivery vans at present, the numbers would grow to 50 that would do the trips between the warehouse, the hubs and the customer, to ensure efficient flow of the inventory. In a retail category like grocery, which is visited by customers as frequent as twice a week, BigBasket being a pure-play model, has many advantages over its brick and mortar counterparts. However it has its own challenges that it needs to combat for its smooth survival. The biggest threat that the business faces at present is inefficient supply chains, where when BigBasket places an order of X number of detergents with its vendor, only X-5 is delivered. According to Hari, “Most often in a regular grocery shopping at a supermarket, items comprising only 80% of one’s shopping list are available. For the other 20% the customer has to go to her corner shop or look for alternate options, losing her time in parking, queuing up for billing etc. But while placing orders online, the customers expect all the products in their shopping cart to be delivered on time, as they want to avoid the hassle of going to multiple stores. Hence, to marry the risk of an inefficient supply chain and meet customer expectations in every order is the biggest challenge that we face at present.” He takes competition positively, rather encourages it as he believes that increase in competition would enable the whole category to grow. But believes that customers would be loyal to BigBasket, “if we provide them Value that includes good quality products, at a great price

Retail

Hari hopes to expand the service of BigBasket.com to Hyderabad, Chennai, Delhi and Mumbai by December 2012. “People in Chennai and Bangalore prefer two different kinds of rice”, asserts Hari and hence its marketing and product assortments would be very city specific. Gourmet, Organic, Pesticide free, Diabetic compliant and Ayurvedic are a few categories of products in the grocery segment that would be added in subsequent time. However the “unbranded segment of Staples and Fruits & Vegetables is where we strive to add value, as a branded detergent anywhere is the same”, states Hari. While grains, pulses, fruits and vegetables are products that conventionally customers like to touch, feel, smell and then buy, Hari is confident that, “if consumers are given a choice where someone professional, who knows the product category well,

selects it for them in a manner which is scientific, packages it well and delivers it to them at their convenience, and consumers see this happen consistently, a shift is certainly ensured”. Hari foresees two important aspects in grocery buying habits of customers. First, customers would get very choosy. They are focussed on quality and very keen on range. They want new things all the time and according to Hari, “two stores that are doing it extremely well today are Hypercity and Spar. Here customers can find things that they can’t in another store”. Secondly, increasing number of customers would choose organic and healthy food options. Overall, he believes that the power would go in the hands of the customer.

be utilized to “increase our visibility, expansion plans, establish warehouses and hubs and invest on technology, especially the smart phone apps that would make the whole e-grocery shopping experience more convenient”n

“

Two important aspects in grocery buying habits of customers ; first, customers would get very choosy. They are focussed on quality and very keen on range and they want new things all the time

“

and at the right time, at the end of their transaction, they should feel that there is an X% saving in their basket.”

The recent investment of US$10 million from Ascent Capital in Bigbasket.com would see the service get off the block much faster. Hari says that it would

April 2012

Technology

Weave the shopper experience in 3D Retailers and Brands are putting in considerable efforts to create a shopping environment that is both comfortable and alluring to the shoppers. And the imaginative process of placing products and creating shelves would become far more effective and real if a 3D stimulus as an ingredient was integrated to it. Dassault Systemes, a technology company based out of Gurgaon, does this with its solution 3DVIA. Point-of-Purchase gets you more detail on the same. Reena Mehta

assault Systèmes believes that professionals in all retail-driven industries (CPG, CG and Retail) could benefit from what many companies have been experiencing with great success over the past 30 years. This includes taking advantage of 3D and digital mockups to visualize future products to

make better informed decisions and to easily collaborate within the enterprise. It can also open the door to Lifecycle Management of a store’s complexity and scale and to provide a virtual universe to connect to consumers and to experience the product ‘in context’. “The idea was to establish 3D as the universal language for businesses and consumers to communicate. This communication would facilitate the transformation of marketing and manufacturing driven industries. Dassault Systèmes believes it is time for marketers to experience the power of 3D simulation solutions used in many industrial areas,” shares Philippe Loeb, Senior Director, 3DVIA Store, Dassault Systèmes. Thus Dassault Systemes evangelized and developed 3DVIA Store. 3DVIA Store is a new and ready-to-use business solution for brand manufacturers and retailers in the Consumer Packaged Goods and Consumer Goods industries. It enables users to realistically simulate retail settings inside immersive, lifelike 3D environments to better imagine, validate, and deploy optimum shopping experiences. 3DVIA store has the following core features: l Web based application running in a web browser, making it easier to connect remote teams l User interface simplicity, making it possible for non 3D experts like

April 2012

Technology (2) Run tests with consumers enabling Consumer Packaged Goods or Retail companies to have new ways to interact with its consumers. (3) Validate Design Internally with top Management (4) Present/sell best of breed ideas to their customers (Retailers for a CPG company or CPG for a marketing one, etc.).

marketers to quickly learn how to use the software l Impressive 3D graphics for life like visualization l Drag and drop features to quickly position products on shelves, pegs, etc l Capability

to add business / merchandising information as layers in store context l G e n e r a l i z e d Sy n ch r o n i z a t io n mechanism to update design with changes: products, fixtures, consumer decision tree, available space etc l Heads-up merchandising rules checker delivering visual feedbacks on merchandising plans quality

Some benefits from 3DVIA: n 3DVIA Store Experience allows its users to navigate through virtual stores and interact with products. n

It helps its developers in developing realistic concepts by seeing them through the eyes of the consumer.

quality of merchandizing plans, but also adhere to industry best practices with a built-in library of merchandizing rules. It enables users to collaborate more effectively between merchandizing experts and local retailers by sharing proven merchandizing methodologies. 3DVIA store relies on two technological kernels (I) 3DVIA next generation visualization and (II) ENOViA V6 for global collaboration, security, IP management, and to connect to the rest of the DS PLM solutions. This application requires a server and a client. The server is a typical ENOVIA V6 server. It stores data, controls users access and distributes end user applications. The idea behind 3DvIA store is to make 3D design available to all professionals involved in the store experience design. In particular, it does not require extremely expensive hardware set-ups or full time support people to run the environment. Brand Manufacturers are using 3DVIA store with 4 objectives in mind:

It also helps them to efficiently connect with local and global teams.

(1) Quickly Design and Visualize MOR E DE L IG H T F U L s h o p pi n g experiences.

n Provides the ability to create 3D environments to better imagine, validate, and deploy virtual shopping experiences.

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n Helps to generate customizable 2D merchandising instructions that provide all information necessary for in-store product display. n 3DVIA Merchandising Optimizer not only helps the user to reinforce the

(5) Quickly adapt planograms to sales activity (6) Generate easy to use printed instructions for in-store deployment The 3DVIA Store Experience enables its users to effectively collaborate with their business partners using interactive, 3D virtual stores to review merchandising plans. It allows its users efficiently create 3D product representations from 2D pictures, and then use them to populate virtual shelves and stores, enabling the shopping experience design process to take place inside lifelike, 3D environments. 3DVIA Merchandising Optimizer as the name suggests, helps improve the quality of merchandizing plans. Well, here’s a technology that supports imagination with a touch of reality thus enabling retailers and brands to come up with shopper friendly and effective store designs and merchandising plans n

The 3DVIA Store Experience enables its users to effectively collaborate with their business partners using interactive, 3D virtual stores to review merchandising plans. It allows its users efficiently create 3D product representations from 2D pictures, and then use them to populate virtual shelves and stores, enabling the shopping experience design process to take place inside lifelike, 3D environments. 3DVIA Merchandising Optimizer as the name suggests, helps improve the quality of merchandizing plans

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n Significantly reduces the time and cost required to develop physical prototypes.

As Retailers are developing more products on their own, they are benefiting from the same advantages. They use the power of 3D Virtual Merchandising to

April 2012

International

Way to Shoppers Mind, Heart & Wallet This issue we bring to you a study that reveals the mindset of shoppers in emerging markets. Read on to know what how shopper behavior and loyalty are is changing and what are the trends herein. We hope these insights help you pave your way to shoppers mind, heart and wallet. Reena Mehta A New Consumer Mindset Unfolds in Developed and Emerging Markets

OLLOQUY’s 2011 Cross-Cultural Loyalty Study Uncovers Global Perceptions on Loyalty and Implications for Spending Ninety percent of Chinese consumers trust foreign brands over domestic, and shoppers in Brazil, India and China say they are significantly more likely than Americans and Canadians to use a credit card for something they can’t afford. The results of a one-of-a kind global study on shopping behavior and consumer loyalty also found Brazilians are far more concerned than Americans and Canadians about protecting personal information, while Chinese consumers are far less concerned than their North American counterparts. These insights are among many contained in the “2011 COLLOQUY Cross-Cultural Loyalty Study,” which spans six global economies. Sponsored by Epsilon and LoyaltyOne, this study provides a timely and comprehensive window into current consumer attitudes toward loyalty amidst continued global economic turmoil. COLLOQUY, a LoyaltyOne company, is a leading provider of loyalty marketing publishing, research and education. Epsilon is a global marketing and analytics leader focused on helping brands deepen their relationships with customers. Signs of significant growth potential for North American businesses aiming to enter rapidly developing economies were found along with the critical importance of businesses “localizing” their consumer marketing approaches in these markets. The study revealed stark contrasts in optimism between three developed nations—the U.S., Canada and Australia—and three emerging markets— India, China and Brazil. These contrasts underpin fundamental differences in sentiment in developed and emerging markets during a time when corporations are focused on strategies for stability and growth. The message is clear: even in markets with pent-up demand, consumers in emerging markets respond differently

April 2012

to new brands and product opportunities than do their counterparts in developed nations. The effectiveness and relevance of brand communications and marketing is analyzed across distinct consumer segments. The U.S., Canada and Australia data spans the general population and includes additional analysis in the affluent, young adult and senior sectors of the United States and in Canada. The emerging market data (India, China and Brazil) includes attitudes and perceptions from consumers across three different socioeconomic classes. Three T’s—Tired, Turned Off, and Tuned Out—are used to characterize consumers in developed markets, where there is strong evidence of a new set of much higher expectations for innovation and reinvention among loyalty programs. Conversely, the emerging market consumer sentiments can be summed up as Three E’s—Energy, Engagement, and Enthusiasm. Yet, despite this prevailing commonality in optimism, marked differences in perceptions around loyalty and shopping-related behaviors were detected. According to LoyaltyOne President Bryan Pearson, whose book, The Loyalty Leap: Turning Customer Information into Customer Intimacy, is due out in May 2012: “Consumer sentiment is incredibly important bellwether. While there are many imminent concerns for business on the horizon, corporations, especially those that are banking on loyalty for growth, would be wise to heed two strong prevailing themes: Success in North America requires a rewrite of the rules of engagement, and emerging markets will not be won with a one-size-fits-all mentality.” Developed and Emerging Comparison Highlights:

Market

l Foreign vs. domestic brands: Shoppers in emerging nations are more welcoming of foreign brands and in some cases are more trusting of foreign/global brands. In China, nine out of 10 consumers say that

global brands are more trustworthy than domestic brands. Chinese consumers are six times more likely than Americans to agree with the statement that competition from foreign companies is a good thing. l Credit card usage: China, Brazil and India consumers are five times more likely than U.S. and Canadian consumers to say they will use credit cards for “things you can’t afford now.” l Privacy: 68% of Brazilian consumers are concerned about protecting their personal information, compared with 50% of consumers in the United States and Canada. This far outstrips China, where just 33% of respondents said they are concerned. l Brand Loyalty Defined: Consumers almost universally define brand loyalty as telling friends or family to shop at a particular store, except in China, where loyalty is defined as shopping with a specific company for more than three years.

“We’ve entered into a period of great change and complexity, which is driving a critical need for clarity and direction. This study is an essential navigational beacon regardless of whether you’re leading the charge for growth on foreign soil or in a market where growth is increasingly hard to mine,” says Kelly Hlavinka, Managing Partner of COLLOQUY. In addition to the macro comparisons between mature and emerging economies, the “2011 COLLOQUY Cross-Cultural Loyalty Study” explores in-depth sentiments of each of the cohorts across the markets studied. A fulsome analysis of the developed markets will be the subject of the second of the three white papers, due out later in November. It will provide a closer look at the effects of the confidence crisis in the mature markets. According to Hlavinka, “The findings from the emerging markets are telling us that even where there is pent-up demand, setting up shop doesn’t guarantee you’ll end up in the winner’s circle. If, on the other hand, you parlay core insights into a long-term engagement strategy from the outset, the potential for ongoing return on investment increases exponentially.” n

International

Worldview of Shopper Marketing While we day in and day out try to learn the art and science of shopper marketing a little guidance does not hurt. This space collates some really interesting views and perspectives about shopper marketing being followed world over. In this issue we have 9 tips that if followed ensure better shopper marketing.

9 tips for better shopper marketing

60 is a curse word here. It’s about right message, right shopper, right time, right place.” That was the message last week to Y&R Johannesburg’s shopper marketing team from Rodger DiPasca. As global retail communications director on Team Colgate-Palmolive at Y&R, he knows more about aisle violators, end-caps and in-store demonstrators than most people.

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He was in South Africa to share global best practice and learnings from Y&R’s Colgate-Palmolive shopper marketing projects across the globe. Shopper marketing is one of the fastest-growing forms of marketing in the world, and persuading shoppers to choose your brand at the point-of-purchase is becoming more and more critical for marketers everywhere. The Colgate-Palmolive definition of shopper marketing is “motivating targeted shoppers to choose while building brand equity.” That allimportant motivation is not restricted to the store, and it’s important to understand when the shopping mindset kicks in. Rodger used the example of a woman in the shower who squeezes her shampoo bottle only to discover that she’s about to run out: that’s when she morphs into shopper mindset. The notion that 70% of purchase decisions are made in-store is “poppycock” you’re being influenced all the way there. “Many opportunities exist to influence a purchase along a shopping journey before a retailer has been chosen or a product has been chosen.” Some of the tips for successful shopper marketing that Rodger shared with the team include:

. Approach shopper marketing creative somewhat like outdoor advertising creative. The target is in motion going by the creative, and the message needs to be understood quickly and clearly.

April 2012

. Don’t use too many touchpoints and vehicles in your shopper marketing just for the sake of bombarding shoppers with your messaging. Rather, focus on fewer, more effective touchpoints and vehicles. “It’s smarter and better to choose the touchpoints and vehicles that really matter,” says DiPasca. “Think hard about what you really need to capture, engage and motivate shoppers.”

. Design is primary. Make sure your design elements such as graphics, photography and typography clearly and quickly communicate the point you are trying to make.

The more shoppers touch our client’s products and the engagement vehicles we place in-store, the more likely they are to buy. These are only a few of the insights, learning and best practices among many. Shopper marketing might look simple in theory, but getting it right requires real skill. As Rodger told the team, shopper marketing is hard and when your target is moving past while pushing a trolley, there’s no room for error n

. Copywriting is a particular challenge in shopper marketing, because brand language has to mix naturally with shopper language to motivate the purchase while building brand equity. Use a specialist shopper marketing copywriter rather than a generalist. Writing for shoppers rather than consumers is an art.

. Avoid the temptation to cram every message, logo, and package variant into your shopper marketing communication.

. Use the right message at different shopper touchpoints. Nobody does all their shopping at one retail environment; different stores address different needs of the shopper at different times and your messaging elements need to reflect that.

. Keep messages simple but interesting: one main brand message and one copy point. “If you know how to edit, you’ll be very good at shopper marketing,” says DiPasca.

. Don’t assess shopper marketing conceptual creative proposals in isolation. When you are evaluating shopper marketing creative ideas, make sure they are mocked-up against rendered shopping aisles, shelves and products in the specific retail environments where they’ll be located.

. Get shoppers to touch, not just look. We want shoppers to engage in our client’s brand and product propositions.

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Don’t assess shopper marketing conceptual creative proposals in i s o l a t i o n . W h e n yo u are evaluating shopper marketing creative ideas, make sure they are mocked-up against rendered shopping aisles, shelves and products in the specific retail e nv ir o nme n t s w he r e they’ll be located

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Reena Mehta

Rhino Ad

Resource Digital Printing MMT Digital Unit-46, A to Z Ind. Estate, G.K.Marg, Lower Parel, Mumbai - 400 013. Tel: 022-2493 7187 / 91 Email: popmedia@vsnl.com

Vijas Digital (I) Pvt. Ltd. Vijas House, C-1 Cama Estate, Walbhat Road, Goregaon (E), Mumbai - 400 063, India. Tel : 022-4068 3700 Email: info@vijasgroup.com www.vijasgroup.com

Machine & Material Apsom Infotex Ltd. A-53, Okhla Industrial Area, Phase II, New Delhi - 110 020. Tel:011-2638 5096 Email: sales@apsom.com www.apsom.com EFI Tel: +65 6220 1355 (EFI Singapore) +91 80 6768 1000 (EFI India) www.efi.com

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April 2012

Max Flex And Imaging Systems Ltd. 104, Prime Plaza, JV Patel Compound, B S Madurkar Marg, Elphinstone West, Mumbai - 400 013. Tel: 022- 4212 2828 Email: info@maxflex.in Negi Sign Systems & Supplies Company, 3rd Floor, Shivam Chambers, Besides Sahara Studio, S.V Road, Goregaon (W), Mumbai - 400 104. Mobile: +91 98200 81885 Technova Imaging Systems Toll-free (India) : 1 800 22 7474 Email: help@technovaworld.com www.technovaworld.com

POP Advertising ACE Enterprises Manek, 21, Hardevi Society, Caves Road, Jogeshwari Station Road, Jogeshwari (E), Mumbai - 400 060. Tel: 022-2835 4940 / 2838 4445 Email: ace.rushabh@gmail.com Adglo # 150/1195, Motilala Nagar No- 1, Near Sai Baba Mandir, Goregaon (W), Mumbai - 400 104. Tel: 022-2876 7055 / 2877 9815 Email: adgloneon@gmail.com Brandmark Solutions Pvt. Ltd., 17, Orbit Industrial Premises, Opp. Hometel Hotel, Mindspace, Malad (W), Mumbai - 400 067. Mobile: +91 98205 26366

Resource GV Display Solutions Pvt. Ltd. www.gvdisplays.com Jyothi Display Pvt Ltd. Unit No-10 & 11, Bldg No. 5 Mittal Industrial Estate, Andheri Kurla Road, Andheri (E), Mumbai -59. Tel: 91-22-4046 3100 / 16 Email: enquiry@jyotidisplay.com Kruti Promotions & Events Pvt. Ltd. 601, Corporate Arena, Piramal Nagar Road, Goregaon (W), Mumbai - 400 062. Tel: 91-22-6782 6464 Email: krutipromotions@gmail.com Mac Media Signage Pvt. Ltd Tel: +91-22-29271829 Email: sales@macmediaindia.com www.macmediaindia.com Planet Dezign (India) Pvt. Ltd., # 279, Motilal Nagar, 1, Off Link Road, Opp. Vibgyor Scool Gate 3, Goregaon (W), Mumbai - 400 104. Mob: 098210 32859 / 093222 93999 www.planetdezign.com

The Rhino India 142, Patparganj Indl. Area, New Delhi - 110 092. India. Tel: +91-11-4735 0393 Mob: 96502 96104 Email: therhinoindia.com www.therhinoindia.com

Calendar

16-17 May Screenmedia Expo 2012 London http://screenevents.co.uk/screenexpo2011/

April 2012 10-13 April Retail Technology Conference Ritz Carlton, Grande Lakes Orlando, FL www.risnews.edgl.com

June 2012

16-18 April Shopper Marketing Summit Westin Oâ&#x20AC;&#x2122;Hare Rosemont, IL www.p2pi.org 17-19 April 4N China Sign Expo 2012 China International Exhibition center Beijing, China. www.4nshow.com 25-27 April Digital Signage World Asia Suntec Singapore International Convention & Exhibition Centre, Singapore www.tradeshow.com 25-27 April Retail World Asia Singapore www.terrapinn.com

8-9 June Outdoor Advertising Convention 2012 Hotel Renaissance Powai, Mumbai. www.oacasia.org

May 2012

27-29 June Digital Signage Show Shanghai Shanghai www.chinadigitalsignage.org

7-11 May LightFair International Las Vegas, NV http://www.lightfair.com/lightfair/v40/ 7-11 May Arabia Shop 2012 Dubai http://www.arabiashop.ae

September 2012 25-26 April Category management & Shopper marketing 2012 London www.igd.com

8-10 May Sweets and Snacks Expo Chicago, IL http://www.sweetsandsnacks.com/ 15-17 May Front End of Innovation Orlando, FL http://www.iirusa.com

April 2012

Creatique Ad

Printech Ad