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Less sophisticated companies struggle with resourcing, planning, and measurement

SECTION TWO

they struggle to measure and compare their effectiveness. They employ an average of 70 percent fewer metrics than the most advanced companies, and rate the ones they do use as less effective.

Drivers of Differences in Shopper Marketing Effectiveness Top Challenges in Resourcing Shopper Marketing

Manufacturer

Retailer

Lack of funding for programs

Insufficient headcount budget

Availability of appropriate capabilities/skillsets

Lack of executive sponsorship

Inability to generate/ obtain shopper insights

1

2 34

5

Average rating level of challenge*

n=90

Inconsistent understanding of shopper marketing within organization

Complexity of the retail environment

Insufficient headcount budget

Lack of executive sponsorship

Inability to generate/ obtain shopper insights

1

2 34

5

Average rating level of challenge*

n=15

Level of Sophistication

Level of Sophistication

Basic

Intermediate

Advnaced

Basic

Intermediate

Advnaced

*Average respondent rating of challenges to shopper marketing, on a scale of 1 (not at all challenging) to 5 (very challenging). Source: 2008 GMA/Deloitte Shopper Marketing Study

Integration of Shopper Marketing Planning

Basic

Intermediate

Advanced

32%

25%

68%

53%

47%

75%

n = 38

n = 51

n = 12

Sophistication of Shopper Marketing Program

Majority of shopper marketing programs developed as part of the annual or quarterly planning process Majority of shopper marketing programs developed on an ad-hoc basis

Average Effectiveness Rating*

5

5

4

4

3

3

2

2

Source: 2008 GMA/Deloitte Shopper Marketing Study

Sophistication of Performance Measurement

Basic

Intermediate

5

4

3

2

Advanced

0%

50%

100%

0%

50%

100%

0%

50%

% Currently Using

n=34

% Currently Using

n=46

% Currently Using

1

1

M etrics

Data Sources

1

100% n=10

*Average respondent rating of effectiveness of the performance metrics they use, on a scale of 1 (not at all effective) to 5 (very effective) Source: 2008 GMA/Deloitte Shopper Marketing Study

8

SECTION TWO

Tellingly, respondents acknowledge that some industry leaders are miles ahead in their shopper marketing journeys, yet none have given up the chase. The truth is they can’t: the competitive stakes in North America are too high, and for leaders, this journey has already begun in lucrative emerging markets.

The good news is that anyone can build an effective shopper marketing organization. While size does have some correlation to the effectiveness of a company’s shopper market- ing organization, both small and large companies are represented in all levels of shopper marketing maturity. Larger companies have the benefit of deeper pockets for staffing, data analysis, and scaling, but smaller companies are often more nimble, culturally aligned and willing to experiment.

A Way Forward

Last year, the GMA/Deloitte Shopper Marketing report focused on the definition, prom- ise and industry acceptance of shopper marketing. This year our focus is on execution

  • where to focus efforts, and how to proceed. The following sections of this report outline

how to align strategy and capabilities, how to prioritize activities and partnerships, and ultimately how to overcome the common pitfalls that hinder execution.

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