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Priority Actions by Lifecycle Stage

Getting Started



  • Executive buy-in

  • Dedicated resources

  • Strategy and action plan

Strategic Positioning

• Assess strategic position- ing relative to shoppers, competitors, and partners

Insight Generation & Analysis

• Assess existing insights, resources, and gaps


  • Identify potential collabo-

ration partners


  • Identify day-to-day shop- per marketing champion

  • Identify initial organi- zational structure and reporting relationships

  • Build business case


  • Assess capability require- ments and availabil- ity (internal, agency and partner)


  • N/A


  • Establish shopper market- ing objectives and scorecard

Cultural Alignment

  • Recruit executive level champions

  • Assess change manage- ment needs across func- tional areas

Source: Deloitte Consulting LLP



Advancing through the Lifecycle


  • Shopper insights capability

  • Experimentation and learning

  • Proof of concept



  • Aggressive, but selective investment

  • Sufficient talent base and skillsets

  • Development of trusting relationships

Culturally Embedding

  • Integration throughout company

  • Genuine, targeted partnerships

  • Results optimization


  • Articulate target positioning centered on relevance to shopper

  • Reassess target positioning as a platform for scaling

  • Customize target positioning by partner segment/type

  • Expand strategic vision to include company/ partner objectives beyond category growth (e.g., banner loyalty, innovation)

  • Build foundational capability to deliver compelling, granular shopper insights

  • Tie shopper insights to con- sumer insights, and translate them into commercial application

  • Develop a systematized pro- cess/platform for scaling the development and applica- tion of insights

  • Communicate insights upstream to brand man- agement and new product development

  • Establish initial relationship with targeted partners

  • Clarify partners’ banner positioning

  • Execute visible quick win pilot programs

  • Establish incubation team, pulled from across functional areas

  • Define how shopper marketing integrates with account teams

  • Establish initial shopper mar- keting budget

  • Formalize segmentation strategy

  • Systematize collaboration efforts within account plan- ning process

  • Establish formal shopper marketing organization, with communication, process and data linkages to Marketing and Sales

  • Formalize funding structures

  • Expand collaboration beyond traditional category growth to larger business objectives

  • Synchronize Marketing plan- ning processes and account calendars

  • Embed shopper marketing expertise throughout the organization

  • Recruit diverse talent, includ- ing analytics, sales, merchan- dising, and marketing skills

  • Invest in training for shopper insights commercialization and collaboration skills

  • Assess agency roles and capabilities

  • Assess and aggressively close skillset/capability gaps

  • Identify career progression paths

  • Build and reward shopper- centric skills throughout the company

  • Develop test and explorative


  • Develop programs focusing

on joint value creation

  • Create cross-brand, cross-category integrated programs

  • Set preliminary program evaluation metrics and decision-making processes

  • Assess legacy budget and accounting systems

  • Formalize marketing mix assessment to allow 360-de- gree marketing

  • Systematize metrics and pro- cesses, including traditional and non-traditional tactics

  • Formalize metrics and processes for continuous improvement

• Publicize visible wins and benefits

• Promote success stories for 360-degree marketing

• Embed shopper marketing experience into leadership

• Align incentives to encour- age experimentation

• Leverage partner relationship gains to proactively assist other functions

• Identify and remove inter- nal and external barriers to integration



Step 3: Calibrate Your Compass and Sextant

Managing a company’s progression through the lifecycle requires a way to track progress against strategic and infrastructure development goals. A shopper marketing scorecard provides a visible compass to judge an organization’s strategic direction, and a sextant to chart its progress against its plan of actions. Likewise, a scorecard with the right metrics can demonstrate compelling results to partners, senior management, and other potentially skeptical stakeholders.

The most effective scorecards include both process and performance metrics, and are customized to each company’s unique goals and stage in the lifecycle. Process metrics chart a company’s progress through the learning curve and the establishment of critical infrastructure. These metrics may measure progress against objectives for talent, organiza- tion/structure, cultural adoption and collaboration. Performance metrics assess the overall impact of a company’s shopper marketing program against key goals, such as building brand or banner equity, driving top line growth and incremental profit, or strengthening partner relationships.

As a relatively new field, shopper marketing has been under more intense scrutiny than more established marketing functions. However, forward looking companies are begin- ning to align shopper marketing scorecards against an overall marketing plan, and develop cross-functional scorecards to measure the impact of traditional and innovative approaches alike. To reach this point, companies must continue to hold shopper marketing to a high burden of proof – but must build the infrastructure to provide equal visibility into the im- pact of traditional mix elements.

A shopper marketing scorecard is usually the most visible and high level portrayal of a company’s progress through the lifecycle. However, it is only the tip of the iceberg. As companies progress through the lifecycle, developing a robust measurement and evalua- tion plan will become even more critical to directing resources to the programs that drive the most impact. This analysis weighs all elements of the marketing mix – including both shopper marketing and traditional elements – using an equal standard of rigor. The most advanced companies are experimenting with measurement plans that combine up-front lift metrics for determining marketing mix with a robust post-analysis that stacks programs and partners against each other based on impact. This level of analysis requires granular data at the account, program, and tactic level.

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