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New shopper marketing tools can help improve decision-making


Selective Shopper Marketing Measurement Tools Comparison

Solution Space*









Survey and Observational Research

(shop-alongs, direct observation, focus groups, intercepts)

Core Capabilities

Provides qualitative insights on shopper behavior and feedback on in-store media effectiveness

Considerations for Use

Process can be intensely manual and insights can be biased, by what shoppers think they do vs. their actual behavior

Outlet Level Transaction Data

(loyalty cards, credit card transaction analysis)

Captures rich quantitative information on purchase patterns and shopper demographics

Difficult to tie purchase volumes to the actual effectiveness of in-store displays and media and only includes subset of shoppers

Traffic Monitoring

(VideoMining, ShopperTrak, BehaviorIQ)

Virtual Shopping

(Decision Insights, Red Dot Square, Vision Critical)

Compliance Auditing (Goliath, other RFID)

Pioneering Research for an In-store Research


Syndicated Data and Analysis Services

(Nielson, IRI, MARI, Crossmark)

Developing a standard measure

Measures traffic past a stimuli but not

for in-store consumer reach,

engagement or quality of impression;

giving retailers and manufacturers Stores sample is currently relatively

the ability to measure gross impressions and conversion

small but large expansion is planned; Results can vary dramatically based

on layout differences

Systems utilize video and video sensors to collect, compile and analyze actual shopper behavior and traffic patterns to help determine optimal program design and location

Results can vary dramatically based on store layout differences and are typically based on a small sample test; should be supplemented with qualitative testing to understand causality

Simulates in-store designs and product packaging, allowing rapid and realistic scenario testing of merchandising, product and promotion design and layouts with reduced need for field testing

Tests based on small samples rather than on actual test store volume and does not help with post-event analysis

Radio Frequency Identification (RFID) and other technologies provide retailers the ability to prove compliance with manufacturer’s in-store displays

Technology builds trust between retailers and manufacturers, but cannot generate new insights or prove the value of initial display agreements

Very Effective

Standardized sales, lift and share data by brand/category used to understand sales impact of promotional and competitive activity

Not at All Effective

Challenges with alignment of product hierarchies and does not identify causality

  • *

    Named solution providers are meant as examples within each space; the lists are not exhaustive nor endorsements by GMA or Deloitte

Source: 2008 GMA/Deloitte Shopper Marketing Study

A gap in compliance measurement challenges measurement at both the tactic and account level. To calculate a true per-program and per-account ROI, companies will need to invest in calculating actual compliance; however, only 21% of manufacturers and 27% of retail- ers currently do so.

To reach 360-degree marketing, companies will need to hold all marketing mix elements

  • shopper marketing and traditional alike – to the same standard of rigorous post evalu-

ation. Getting to the level of granularity necessary to make decisions about tactics and partners will require significant investments in data and measurement infrastructure. It may also entail:

  • Changing the way organizations classify shopper marketing spend

  • Developing more effective marketing mix models that incorporate shopper marketing and traditional marketing mix components

  • Improving analytics infrastructure across all marketing mix elements

  • Adjusting budgeting and accounting systems to allow automatic calculation of ac- count-level ROI

  • Obtaining retail measurements and compliance enforcement


Industry collaboration produces new tool for shopper marketing


Nielsen Introduces a New Metric for In-Store

For decades, the success of TV, radio and even internet advertising has been measurable against indus- try-standard metrics. However, there has never been a metric to measure the effectiveness of market- ing stimuli within the store, making it extremely challenging for marketers to justify a shift in marketing investment from traditional spend to in-store.

Nielsen In-Store, working with a broad consortium of manufacturers, retailers and agencies, has developed a standardized measurement system that can help quantify gross impressions by demo- graphic and time of day, presence of in-store promotions and purchase conversion rates. Nielsen uses a combination of retailer scan data, consumer counting sensors, in-store audits and household panels to triangulate the return of each marketing dollar invested in-store by type of stimuli. The system helps to optimize evaluation and execution of in-store marketing, and can also be used to develop and commu- nicate more granular sales force objectives.

Mouthwash Brand X Customizes Sales Objectives by Account

A leading brand of mouthwash used the new in-store metric to measure its in-store marketing perfor- mance at key retail accounts to hone its promotional strategy by customer, improving results for retail partners as well as brand as a whole.

By comparing gross impressions against audience conversion, the manufacturer was able to determine what tactics should be used at each retailer to drive improved total performance. At Retailers C, D, and E (see chart below), Mouthwash Brand X has high gross impressions, but audience conversion is low. Therefore, in-aisle promotions and shelf displays might be an effective way to drive incremental sales. On the other hand, Retailer B has an extremely high audience conversion rate, yet gross impressions are low, compared to other retailers. Retailer B’s account team should consider secondary stocking location displays and signage to drive consumers to Mouthwash Brand X’s primary stocking location.

Mouthwash Category Analysis by Retailer

Audience Conversion Rate High

Retailer B


Retailer A

Gross Impressions (% of store) Low





Gross Impressions (% of store) High

Retailer C

Retailer F

Retailer D

  • -


Retailer E

Audience Conversion Rate Low

Advanced analytics—determining the lift generated from each specific in-store activity—can further help to sharpen strategies even for top performing accounts. Retailer A, with strong gross impressions and conversion, saw very different results by type of in-store activity: endcaps in both the front and rear runways provide an impressive 500 percent sales lift for Mouthwash Brand X; however, their pallet displays result in only 100 percent lift. In-store measurement data can also be used to optimize the actual placement location of pallets by analyzing gross impressions for different store zones by target age and gender.

The ability to accurately measure the effectiveness of in-store activities is a critically important capability in allowing companies to more confidently build their 360-degree shopper marketing strategy.

Source: Nielsen In-Store


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