REACH Shoppers - 5 Steps To Shopper Success
Category: Thinking pieces
About the Author
Things were falling to earth long before an apple landed on Newton's head and the force was named 'gravity'. Similarly, humans have been shopping for some time: receiving marketing messages that guide purchase from the first thought of buying, right up to handing over the cash. So, there is some debate over whether Shopper Marketing can be called a 'new' medium - just because these messages haven't always been harnessed, doesn't mean they didn't exist.
There is less debate over the growing focus on and investment in Shopper Marketing; 21% annually according to a Grocery Manufacturers Association & Deloitte report. Driven in part by the wealth of data-driven insights now available, this growth has led to new job titles and teams indeed whole departments to gather, process, generate and act on this 'new' thinking.
It's hugely refreshing that corporate marketing structures are finally forced to acknowledge, embrace and commit spend to an area that had perhaps been the 'grubby' end of the business for many years. To those marketers with a more open (I hesitate to overuse the word 'integrated') mindset, however, this is not 'new' thinking, just thinking that has been carved up and packaged in a slightly different way and, worryingly in some cases, given a different silo.
In the eternal sales/marketing power struggle the real opportunity then for Shopper Marketing is to connect the 'silos' and take the brand right through to point of purchase in a meaningful, consistent way. (It really is a two-way street.) Those working closer to the coalface often bemoan the amount of spend allocated to 'emotive' ATL messaging and push back accordingly with harder messaging in store. The functional element is certainly important when in the shopping mindset, whether information gathering or as a purchase trigger. The average three second POS engagement window is 10 times smaller than the average TV ad slot, but there is room for a bit of both - functional and emotional benefit.
At point of purchase product messaging should always be 100% on brand, not just 100% about brand. We usually apply a 'sliding scale' approach to brand/product messaging looking to achieve an indirectly proportional relationship between brand and product the further along the shopper journey we go.
Whichever leg of the journey you are specifically responsible for, any brand looking for commercial success is always going to end up at the same place - for sale, in a store, in front of a shopper. Taking the holistic view is key to success; as the Cheshire Cat advised: "If you don't know where you're going, any road will take you there," marketers should not simply focus on making it to the next turn in the road, but where their brand needs to end up.
Billington Cartmell have built a series of principles to guide the stages of the shopper journey and an overarching model looking at the steps pre- store with the brand first entering the shopper's mind, through the store environment to the point of purchase. This can help inform the right message and media for the right shopper mission allowing us to more effectively and efficiently REACH shoppers.
R Relevance
To the shopper, to the retailer, to your business. Increase shopper awareness and affinity for your brand well before shoppers reach store. Even where the shopper is not the end consumer, we can work to understand the relationship between shopper and consumer and how we can influence this to give meaning to the shopper: happier families; easier meal solutions; greater convenience; etc.
The insights-driven approach that has been the fuel of Shopper Marketing growth should be used to identify the missions shoppers will be on, and importantly, where your brand fits into those missions. Understanding shopper motivations is key to understanding how they will digest your brand in the store environment.
Understanding which channels and accounts we should consider as 'heroes' to the business is also important. Not just those accounts which are most relevant through immediate sales, but also those that support our brand strategy and give positive exposure direct to our consumers so we are seen in the right places.
Also consider the relevance of your brand to the retailer(s) brand. What messages will appeal to them? Can our agendas be aligned?
E Emphasis
Many products will not be front-of-mind on the majority of shopper missions, plus cluttered retail environments restrict cut-through of messaging. We should seek to interrupt shoppers positively, but as often as possible on their journey: press as they plan their shopping trip over the breakfast table; local radio as they make their way to town; proximity outdoor as they make their way along the High Street or through the shopping centre and finally into store with front-of-store display through to gold standard fixture display to off-fixture and co-siting. Utilise the wealth of segmentation and basket data most retailers now hold to find the best matches (and sometimes unexpected ones.)
A Attraction
Shoppers need to be clearly led through the store, into the aisle and to the right point at fixture. This can be achieved through directional signage and/or directions at FoS.
Effective signposting will need to take account of the shopper missions to ensure the messaging, and position of PoS, is matching the shopper mindset.
Signposting alone is often not enough to drive traffic down to fixture, so seek to create positive disruption through theatre and promise of reward. Driving to aisle/category also provides a strong bargaining tool for retailer discussions.
Once in aisle the shopper will still need directing to your brand on fixture, particularly if your siting is less prominent than competitors.
Attraction can also be achieved through prompting reason to buy with need state messaging that taps into the shoppers mindset.
C Choice
Once at fixture give the shopper a clear reason for preference by reinforcing your USP and role within category.
H Hook
Don't underestimate the power of instruction. Always include a call-to-action - tell the shopper what they need to do next. This should be simple, direct and have urgency - "buy me now".
If the messages, missions and moments have been well planned and executed, giving an experience that was supportive and even beneficial to the shopper, the 'hook' stage should be extended beyond a single sale, ideally into repeat purchase and to advocacy.
The above is only an overview of the shopper journey, mainly from the shopper perspective. At each stage there are influencers and gatekeepers who need to be engaged and excited in order to secure store space and shopper head space.
- We need to get "On the LIST", reaching the shopper and their influencers before they get to store.
- We need to ensure we have followed the rules of engagement with the retailer (their agenda; expectations; staff) to ensure we gain display and our shopper can get the product "Off the SHELF".
- Finally, we need to match the right messages for the right missions at the right moments to engage, signpost and persuade the shopper to get our brand "In the BASKET".
As surely as a falling apple will reach the ground, if shoppers can buy your product you're already in the Shopper Marketing game. Understanding and harnessing sound shopper thinking can make sure your shoppers land exactly where you want them.