Today we are kicking off our national Consumer 360 client conference in Orlando. TheShopperWonk will be actively blogging including video clips from our clients and presenters throughout the conference.
As manager of the Shopper Management Area of Expertise I will be moderating a panel discussion in two concurrent sessions entitled "The Continued Rise of Customer Centricity". That panel will include an outstanding group of market leading clients including:
Rob Colarossi, Dr. Pepper Snapple Group
Lisa Klauser, Unilever
David Newman, PepsiCo
Diane Harper, Kraft
Prior to kicking off the panel I will set a foundation for the discussion by articulating our view of the evolution of the market so that we can all orient ourselves to the emerging Shopper Management space.
Market Evolution
Today’s shopper has access to more choice & convenience than ever before with a typical grocery retail outlet having over 40,000 skus to choose from. In addition, channels have doubled over the past 50 years. In my neighborhood in San Clemente, California there are seven different channels available for certain categories. Shoppers are bombarded with ads throughout their day. This environment creates a major challenge for our clients, both manufacturers and retailers, as it results in a shopper that is highly impulsive and largely disloyal.
Thus the importance of understanding shoppers and shopper behavior has never been more critical. With the advent of access to granular forms of shopper data including frequent shopper data, tlog and even better access to panel data we have seen an evolution from legacy Category Management to Shopper Management.
Nielsen Development Paths
At Nielsen we have invested in three development paths in the Shopper Management space.
1. Loyalty: We have a number of pilots and full implementations going in the loyalty space. Loyalty is the richest dataset in that in addition to the tlog (basket data) there is a longitudinal identifier that allows us to track behavior over time. This yields a rich tableau of loyalty analytics.
2. Tlog: In addition we are piloting a tlog service as well. Half the top 50 retailers do not have a loyalty card and therefore lack the longitudinal identifier mentioned above. This service focuses on basket analytics in particular and the impact of individual items on total store behavior and basket value.
3. Panel: Our panel is one of the most advanced shopper databases in existence. We have strived to make it easier to extract analytical value from our panel. Thus we have recently launched new Shopper Management guided analytical roadmaps to make analysis that used to take an analyst and a number of days render in a matter of seconds. These new roadmaps sit atop our syndicated databases and provide unprecedented ease of access of shopper insights via our Answers portal. (Note: Please see a demo of these in the Networking Café at the conference or by contacting Peter Huisman: peter.huisman@nielsen.com.
Nielsen’s comprehensive development and learning paths will ultimately converge to a fully integrated platform delivered through Answers. Moreover these developments will help us evolve from the world’s best information company to the world’s best analytics company that is delivered in a highly consultative solution oriented approach. Shopper Management is one of those solution focal points and is indeed on the rise! We look forward to continuing to partner with an outstanding group of clients to evolve the space.
See you in Orlando!
-Jay Stockwell, TheShopperWonk -email: jay.stockwell@nielsen.com
The Continued Rise of Customer Centricity Shoppers have more choice & convenience than ever. They are inherently impulsive and loyalty varies significantly by segment and category. As a result and with the advent of more granular data sets (loyalty, tlog and even better panel access), category management has evolved from a product-centric process to a more comprehensive shopper-centric framework. In this session, we will show you how we have integrated consumer and shopper insights to drive strategic collaboration between retailers and manufacturers to answer the most important questions related to shoppers: who they are, why they shop, where they shop, what influences them (pre-store/in-store) and how they respond. You will be able to more clearly view shoppers and develop insights using powerful new lenses developed with segmentation layers including affinity, attitudinal and behavioral lifestyle to build robust programming. Food Lion and Dr Pepper Snapple Group will share how they bring value to their customers by bringing their shopper segments to life to drive more top and bottom line sales for Dr Pepper and their retail partners. Kraft, Unilever & PepsiCo will join Dr. Pepper & Food lion for a panel discussion to share their unique perspectives on their own paths to customer centricity. Panel participants include: Melissa Zip, Manager of Collaboration and Innovation, Food Lion Rob Colarossi, Vice President, Customer Development, Dr. Pepper, Snapple Group Lisa Klauser, Vice President Consumer Insights, Unilever David Newman, Vice President Insights, Capabilities and Training, PepsiCo Diane Harper, Vice President, Shopper Insight, Kraft See you at C360! -Jay Stockwell, TheShopperWonk -email: jay.stockwell@nielsen.com
Rob Colarossi, VP Customer Development, Dr Pepper Snapple Group.
Rob and his team work with the company’s top 40 customers to develop core competencies that provide DPS competitive advantage in the area of shopper insights and custom marketing activation. They follow a defined process that starts and ends with the customer’s shopper. The four phase process includes: shopper insight assessment, building 3 year strategic business plans, developing custom shopper activation and agreeing upfront on measurements for success. Rob is a 20+ year veteran joining Dr Pepper Snapple in 1987, following six years at Pepsi-Cola in various sales and trade marketing positions. Rob has had the fortunate experience of crossing over into multiple sales and marketing roles leading to his current position in customer development. He earned a BS with honors in business management and risk management from Syracuse University.
Hear and meet Rob at Nielsen's upcoming Consumer 360 conference. He will be providing a case study with retail partner Food Lion in a concurrent session entitled "The Continued Rise of Customer Centricity". Note: Scroll to bottom of page.
Dr Pepper Snapple Group, Inc.
(NYSE: DPS) is an integrated refreshment beverage business marketing more than 50 beverage brands to consumers throughout North America. In addition to its flagship Dr Pepper and Snapple brands, the company's portfolio includes 7UP, Mott's, A&W, Sunkist Soda, Hawaiian Punch, Canada Dry, Schweppes, Squirt, RC Cola, Diet Rite, Penafiel, Rose's, Yoo-hoo, Clamato, Mr & Mrs T Mixers and other well-known consumer favorites. Based in Plano, Texas, Dr Pepper Snapple Group employs approximately 20,000 people and operates 24 bottling and manufacturing facilities and more than 200 distribution centers across the United States, Canada, Mexico and the Caribbean For more information, please visit www.drpeppersnapple.com.
-Jay Stockwell, TheShopperWonk
-email:jay.stockwell@nielsen.com
Staff writer for The New Yorker and author of The Tipping Point, Blink, and the current New York Times #1 Bestseller, Outliers.
Outliers: Why Some People Succeed and Others Don’t An outlier is a statistical term for a phenomenon that lies outside of everyday experience that cannot be explained by the normal rules. Malcom zeroes in on people who have achieved over and above what’s normally expected. And he asks one question over and over again: where are they from? What are the kinds of circumstances and backgrounds that have produced these people? He concludes that we have over-emphasized the importance of individual gifts in successful people and underappreciated the role of hidden advantages, like family, environment, and extraordinary opportunities – and just plain luck. He talks about the structure of opportunity and achievement and the role of hard work and cultural legacies in defining expectations about performance and success. He talks about well-known people like Bill Gates, Mozart, and the Beatles, and patterns of success in sports and finance and law, and a host of other fields, with his now-famous flair for eloquence, charm and telling stories that both draw the audience in and illustrate what he is saying. The idea is that there’s always something important and valuable to learn when you look in the right way at these extraordinary histories of outliers. And although Outliers is not a how-to-succeed manual, it does offer some provocative suggestions about how society can help nurture success for everyone.
