Index
A
access, 183
accumulation rules for media measures, 80
accuracy of measurements, 36–37
actual audience reach, 82
Adaptation level theory, 137
Ahold USA, 93
aisle sensors, 91
Albertsons, 91
Aldi, 164
aligning store shelves, 179–180
American Research Federation (ARF), 79
amount of retail marketing, 53–55
analysis
in REAP, 8
shopper analysis integration explained, 12–14
retail marketing scorecards, 14–15
segmentation premiums, 15–16
traditional shopper segmentation traits, 16–17
analytic brand model (ROI), 228
analytic retail model (ROI), 227
Anheuser-Busch, 103
A&P, 93
Apple Store, 154
ARF (American Research Federation), 79
assisted versus open sell, 184
assortment, 8, 163–164, 216–217
attention, focusing, 221
audience
audience delivery worksheet, 84–85
defined, 80
size of, 94
B
behavior. See shopper behavior
Best Buy, 152
best practices model, 122
Blackwell, Roger, 131
boredom, 141
brand acceptance scorecard, 15
brand A message impact ratio (MARI), 113
brands
brand channel segmentation, 19
brand-focused messages, 70–71
brand ROI measurement, 38
dominant brand on lowest shelf, 172
dominant brand side by side, 173
leveraging, 221–222
value perceptions, 193
British Petroleum, 103
Brooks. See drug store study
C
Calhoun, David, 94
Carrefour, 152
case studies (REAP)
brand channel segmentation, 19
collaborative failure, 18–19
retailer assortment rationalization, 17–18
shopper psychographic segmentation, 20–23
Catapult Marketing, 93
category sales response to price/sales messaging, 68
category shopping variations within stores, 35–36
Chabris, Christopher, 127
chain drug store study. See drug store study
Chanel, 155
channel segmentation, 19
channel studies
convenience store study, 43–59
drug store study, 63–78
supermarket study, 26–40
actual audience reach, 82
IRP (In-Store Rating Points), 82–83
potential reach, 81
choosing when to interrupt traffic flow, 222
Christian Dior, 155
ClipCam technology, 105
Clorox, 93
close rates by category, 95
close rates by channel, 95
cognitive research, 126, 197–198
conscious processing, 128–129
consistency, 131–134
deselection, 127–128
pattern and structures, 129–131
selective perception, 129
collaboration, 231
collaborative failure, 18–19
color palette, 154–156
complementary merchandising, 220
comparative price information, 194
compare and save effectiveness ratio, 72–73
ConAgra Foods, 93
connecting with shoppers in online retailing, 212
conscious processing, 128–129
consistent execution, 222
consistent marketing performance areas, 33
constituency inclusion (REAP), 9–12
consumer behavior. See shopper behavior
contemporary supermarket layout, 159–160
context, 193
convenience store study (POPAI)
amount of retail marketing, 53–55
average brand lift by category, 48
average coverage by brand category, 45
core area versus outdoor placement, 50–51
cost efficiency, 57–58
custom versus generic sales increase, 53
effectiveness ratio impact, 55–56
key retail marketing location, 46
marketing messages, 48–49
outdoor versus indoor lift, 51–52
overview, 43–44
percentage of category retail marketing by location, 47
proof of placement, 56–57
range of sales life, 49–50
retail marketing placement, 45
retail marketing techniques, 47
sales effectiveness, 57–58
small brand relative sales increase, 52–53
success element importance by segment, 58–59
conversion metrics, 108–109
core area placement, 50–51
cost efficiency, 57–58
cost per thousand (CPM), 75–77, 79, 83–84
custom sales increase, 53
CVS. See drug store study
D
data analysis in online retailing, 211
decision drivers, 200–201. See also purchase drivers; retail success drivers
emotional power, 188–191
financial impact of presentation optimization, 145–146
leveraging related items, 177–180
planned versus unplanned purchases, 148–150
retail factors and purchase decision types, 145
retail success dynamic, 146–148
shaping opportunities, 187–188
tips and guidelines, 191–194
demographic shifts, 2
deselection, 127–128
design
home pages, 202–203
in REAP, 9
Diageo, 103
differential close rates by category, 95
differential close rates by channel, 95
DigiTrack software, 105
discourse shift, 121
display organization, 194
dominant brand on lowest shelf, 172
dominant brand side by side, 173
dominant shopper patterns, 208–209, 220
drug store layout, 158
drug store study (POPAI)
brand-focused messages, 70–71
category sales response to price/sales messaging, 68
compare and save effectiveness ratio, 72–73
consumer interview versus actions, 74
consumer response to price- and sales-related messaging, 72
cost per thousand (CPM), 75–77
marketing message sales increase, 66
marketing technique effectiveness, 64–65
message impact variance, 67
message sales lift range, 67
potential reach, 75–76
promotion impact, 68–70
retail marketing effectiveness ratios, 65
RFID typical placement, 74–75
dump bin effectiveness ratio, 114
dynamic tensions, 215
consumer dynamic, 216
retail dynamics
assortment, 216–217
communication, 218–219
familiarity, 218
navigation, 216–217
E
ease of purchase, 184–185, 205–206
effectiveness ratio, 29–31, 107, 230
convenience store study, 55–56
dump bin effectiveness ratio, 114
effectiveness ratio without promotional message, 115
effectiveness ratio with promotional message, 116
overall effectiveness ratio, 114
Elizabeth Arden, 155
emotional power, 188–191
engagement factor, 108
engagement model, 138
Envirosell, 161
Estee Lauder, 155
expansive model (ROI), 224–227
expectations, 133
exposure, 80
F–G–H
familiarity, 218
financial impact of presentation optimization, 145–146
focusing attention, 221
frequency of promotions, 37, 80
General Mills, 93
general store layout, 157
generic sales increase (convenience store study), 53
grocery store layout
contemporary supermarket layout, 159–160
traditional grocery store layout, 158–159
Gross Rating Points (GRPs), 80
Group M, 93
HBA category impact ratio, 112
height
height effectiveness index, 110
impact by, 110
Hershey’s, 103
Hewlett-Packard, 93
holistic marketing scorecard, 15
home pages
communication/education, 206
ease of purchase, 205–206
involvement, 206
meaningful sites, 209
overview, 201–202
page design, 202–203
page organization, 203
product access, 204–205
purchase drivers, 204
recommended page design, 213
site navigation, 202
visibility, 204
Hy-Vee, 93
I
impact by height, 110
impact ratio, 107
brand A message impact ratio, 113
HBA category impact ratio, 112
impact ratio brand comparison, 113
overall impact ratio, 111
store material impact ratios, 112
In-Store Marketing Institute (ISMI), 91
In-Store Rating Points (IRP), 80, 82–83
incentives, 210
inconsistent marketing execution, 33–35
industry opportunity (supermarket channel), 39–40
information overload, 192–193
Integer, 93
integration, 231
interrupting traffic flow, 222
IRP (In-Store Rating Points), 80, 82–83
ISMI (In-Store Marketing Institute), 91
item tracking (MARI), 109
J–K–L
Kellogg’s, 91
Kmart, 93
Korn, Mel, 12
Kraft, 93
Lafley, A. G., 97
layers of information in online, 211
layout of stores, 156–163
chain drug store layout, 158
contemporary supermarket layout, 159–160
general store layout, 157
“race track” layout, 160–161
Toys R Us, 161–163
traditional grocery store layout, 158–159
leveraging
brands, 221–222
related items
explained, 177
purchased drivers. See purchase drivers
shelf alignment, 179–180
shopper segmentation, 178–179
list use, decline of, 193
consumer behavior model, 136
engagement model, 138
explained, 134–135
shopping process, 136–137
L’Oreal, 155
M
MAC (MARI Advisory Council), 103
macroscanning, 171–172
making a stand, 219
managing online dynamics, 207
MARI (Marketing-at-Retail Initiative)
background, 101–103
conversion metrics, 108–109
data delivery, 106
data summary, 106
effectiveness ratio, 107
engagement factor, 108
impact ratio, 107
item tracking, 109
MAC (MARI Advisory Council), 103
market tests, 103–106
potential applications, 116–117
retail marketing ratios, 109–115
shopping equation, 108
study results, 107
summary, 117–120
marketing-at-retail activity, 194
Marketing-at-Retail Initiative. See MARI
marketing material matrix (supermarket study), 28
marketing material observation breakout (supermarket study), 29
marketing messages
comparative price information, 194
convenience store study, 48–49
drug store study
brand-focused messages, 70–71
category sales response to price/sales messaging, 68
consumer response to price- and sales-related messaging, 72
marketing messages sales increase, 66
message impact variance, 67
message sales lift range, 67
effectiveness ratio, 115
information overload, 192–193
shopper exposure to, 94
marketing metrics. See metrics
marketing research
MARI (Marketing-at-Retail Initiative)
background, 101–103
conversion metrics, 108–109
data delivery, 106
data summary, 106
effectiveness ratio, 107
engagement factor, 108
impact ratio, 107
item tracking, 109
MAC (MARI Advisory Council), 103
market tests, 103–106
retail marketing ratios, 109–116
shopping equation, 108
study results, 107
Nielsen’s PRISM Project
overview, 89–91
stage one results, 91–92
stage two results, 92–93
Phase One programs
average sales lift, 87
average transaction size, 88
average weekly audience per store, 88
overview, 85
retail marketing effectiveness ratio, 87
retail marketing presense, 86
POPAI convenience store study
amount of retail marketing, 53–55
average brand lift by category, 48
average coverage by brand category, 45
core area versus outdoor placement, 50–51
cost efficiency, 57–58
custom versus generic sales increase, 53
effectiveness ratio impact, 55–56
key retail marketing location, 46
marketing messages, 48–49
outdoor versus indoor lift, 51–52
overview, 43–44
percentage of category retail marketing by location, 47
percentage of retail marketing by location, 46
proof of placement, 56–57
range of sales life, 49–50
retail marketing placement, 45
retail marketing techniques, 47
sales effectiveness, 57–58
small brand relative sales increase, 52–53
success element importance by segment, 58–59
POPAI drug store study
brand-focused messages, 70–71
category sales response to price/sales messaging, 68
compare and save effectiveness ratio, 72–73
consumer interview versus actions, 74
consumer response to price- and sales-related messaging, 72
cost per thousand (CPM), 75–77
marketing message sales increase, 66
marketing technique effectiveness, 64–65
message impact variance, 67
message sales lift range, 67
overview, 63–64
potential reach, 75–76
promotion impact, 68–70
retail marketing effectiveness ratios, 65
RFID typical placement, 74–75
POPAI supermarket study
accuracy of measurements, 36–37
actual audience reach, 82
brand ROI measurement, 38
category shopping variations within stores, 35–36
consistent performance areas, 33
effectiveness of retail marketing, 29–31
frequency of promotions/size of brand, 37
inconsistent execution, 33–35
industry opportunity, 39–40
IRP (In-Store Rating Points), 82–83
lack of systematic measurement, 38
marketing material matrix, 28
marketing material observation breakout, 29
overview, 26–29
potential reach, 81
variations in execution and results, 31–33
timeline, 25–26
market shifts, 2
market tests (MARI), 103–106
MARS Advertising, 93
Mars Snackfood, 93
mass media, 2
McDonald, Bob, 92
McKee Foods, 103
meal centers, 185
meaningful conversations, structuring, 220
meaningful sites, 209
Measured Medium Initiative, 25
Measuring At–Retail Advertising Effectiveness in Chain Drug Stores. See drug store study
media integration, 122
media shifts, 2
metrics
accumulation rules for media measures, 80
audience delivery worksheet, 84–85
defined, 80
size of, 94
conversion metrics, 108–109
cost per thousand (CPM), 75–77, 79, 83–84
exposure, 80
frequency, 80
Gross Rating Points (GRPs), 80
In-Store Rating Points (IRP), 80–83
modeling approach, 93
Opportunity to See (OTS), 79
overview, 79
reach, 80–82
recency theory, 80
Target Rating Points (TRPs), 80
Miller Brewing, 91
modeling approach, 93
Moore’s Law, 1
multiplatform strategy, 209
N–O
navigating home pages, 202
Nielsen’s PRISM Project
overview, 89–91
stage one results, 91–92
stage two results, 92–93
Nintendo, 93
OMD, 93
online retailing
connection/involvement with shoppers, 212
data analysis, 211
dominant shopper patterns, 208–209
home pages
communication/education, 206
ease of purchase, 205–206
involvement, 206
meaningful sites, 209
overview, 201–202
page design, 202–203
page organization, 203
product access, 204–205
purchase drivers, 204
recommended page design, 213
site navigation, 202
visibility, 204
incentives, 210
layers of information, 211
multiplatform strategy, 209
online dynamics, managing, 207
overview, 197
path to purchase, 212
personalization, 209–210
search optimization, 208
shopper behavior
biologic, 200
cognitive research, 197–198
decision drivers, 200–206
logic, 198–199
social influences, 199–200
operating within dominant shopper schemata, 220
opportunities, shaping, 187–188
Opportunity to See (OTS), 79
optimizing searches (online retailing), 208
organizing
home pages, 203
store shelves
dominant brand on lowest shelf, 172
dominant brand side by side, 173
importance of, 175–176
macroscanning, 171–172
physical arrangement examples, 168–170
section organization, 176–177
shopper focus, 173–174
vertical segmentation, 175
OTS (Opportunity to See), 79
outdoor placement, 50–51
overall effectiveness ratio, 114
overall evaluation model (ROI), 227
overall impact ratio, 111
P
pages. See home pages
Pathmark, 93
path to purchase, 212
patterns, 95–96, 129–131, 208–209, 220
Pepsi, 103
perceived risk, 137
perception, influence of display organization on, 194
personal accounting, 137
personalization, 209–210
Phase One programs
average sales lift, 87
average transaction size, 88
average weekly audience per store, 88
overview, 85
retail marketing effectiveness ratio, 87
retail marketing presense, 86
Phillips, Hugh, 126, 128, 171–173
physical arrangement examples (shelf organization), 168–170
Pioneering Research for an In-Store Metric. See PRISM Project
planned versus unplanned purchases, 148–150
PolyTrack video analysis, 105
convenience store study, 43–59
drug store study, 63–78
MARI (Marketing at Retail Initiative)
background, 101–103
conversion metrics, 108–109
data delivery, 106
data summary, 106
effectiveness ratio, 107
engagement factor, 108
impact ratio, 107
item tracking, 109
MAC (MARI Advisory Council), 103
market tests, 103–106
potential applications, 116–117
retail marketing ratios, 109–116
shopping equation, 108
study results, 107
summary, 117–120
Measured Medium Initiative
supermarket study, 26–40
actual audience reach, 82
IRP (In-Store Rating Points), 82–83
potential reach, 81
potential applications (MARI), 116–117
The Power of Marketing at Retail (Phillips), 128
presentation optimization, financial impact of, 145–146
Price Chopper, 93
Prime Consulting Group, 79
PRISM (Pioneering Research for an In-Store Metric) Project
overview, 89–91
stage one results, 91–92
stage two results, 92–93
Procter & Gamble, 91
product access in home pages, 204–205
product as visual billboard, 183
promotions
frequency of, 37
impact, 68–70
proof of placement, 56–57
psychographic segmentation, 20–23
purchase drivers, 204. See also decision drivers
access, 183
ease of purchase, 184–185
education, 185–186
explained, 180–181
involvement, 187
purchase driver matrix, 188
shaping opportunities, 187–188
visibility, 181–183
Q–R
“race track” layout, 160–161
reach
actual audience reach, 82
defined, 80
potential reach, 81
REAP (Retail Ecosystem Analytics Process), 152
analysis, 8
assortment, 8
case studies
brand channel segmentation, 19
collaborative failure, 18–19
retailer assortment rationalization, 17–18
shopper psychographic segmentation, 20–23
constituency inclusion, 9–12
design, 9
design process, 3
overview, 1–7
shopper analysis integration
explained, 12–14
retail marketing scorecards, 14–15
segmentation premiums, 15–16
traditional shopper segmentation traits, 16–17
structure, 8–9
recency theory, 80
refining plans, 223
related items, leveraging
explained, 177
purchase drivers. See purchase drivers
shelf alignment, 179–180
shopper segmentation, 178–179
relaxation, 192
research. See marketing research
retail dynamics
assortment, 216–217
communication, 218–219
familiarity, 218
navigation, 216–217
Retail Ecosystem Analytics Process. See REAP
retail factors and purchase decision types, 145
retail marketing model shift, 120–124
best practices model, 122
discourse shift, 121
media integration, 122
retail marketing model, 123
retail marketing presense, 86
retail marketing ratios, 109
brand A message impact ratio, 113
drug store study, 65
dump bin effectiveness ratio, 114
effectiveness ratio without promotional message, 115
effectiveness ratio with promotional message, 115
HBA category impact ratio, 112
height effectiveness index, 110
impact by height, 110
impact ratio brand comparison, 113
overall effectiveness ratio, 114
overall impact ratio, 111
Phase One programs, 87
store material impact ratios, 112
retail marketing scorecards, 14–15
retail maturation, 2
retail model (ROI), 228–229
retail success drivers
adjacencies, 165–168
assortment, 163–164
color palette, 154–156
decision steps and drivers, 149–151
explained, 150
shelf organization, 168–177
store exterior, 151–154
store layout/navigation, 156–163
retail success dynamic, 146–148
retailer acceptance scorecard, 15
retailer assortment rationalization (case study), 17–18
return on investment. See ROI
RFID typical placement, 74–75
Rite Aid, 93. See also drug store study
ROI (return on investment)
analytic brand model, 228
analytic retail model, 227
expansive model, 224–227
overall evaluation model, 227
retail model, 228–229
traditional model, 223–224
S
sales effectiveness, 57–58
sales lift
convenience store study
outdoor versus indoor lift, 51–52
range of sales life, 49–50
Phase One programs, 87
Schnucks, 93
Schultz, Howard, 120
search optimization, 208
Sears, 93
section organization, 176–177
segmentation
brand channel segmentation, 19
segmentation premiums, 15–16
shopper psychographic segmentation, 20–23
shopper segmentation, 178–179
snack aisle segmentation, 181–182
traditional shopper segmentation traits, 16–17
vertical segmentation, 175
selective perception, 129
7-Eleven, 103
shaping opportunities, 187–188
shelf alignment, 179–180
shelf organization
dominant brand on lowest shelf, 172
dominant brand side by side, 173
importance of, 175–176
macroscanning, 171–172
physical arrangement examples, 168–170
section organization, 176–177
shopper focus, 173–174
vertical segmentation, 175
Sheridan Global Consulting, 103
shift in retail marketing model, 120–124
best practices model, 122
discourse shift, 121
media integration, 122
retail marketing model, 123
shopper analysis integration
explained, 12–14
retail marketing scorecards, 14–15
segmentation premiums, 15–16
traditional shopper segmentation traits, 16–17
shopper behavior
boredom, 141
cognitive research, 126, 197–198
conscious processing, 128–129
consumer behavior model, 136
consumer dynamic, 216
consumer interview versus actions, 74
consumer response to price- and sales-related messaging, 72
decision drivers, 200–201
deselection, 127–128
explained, 126
focus, 173–174
consumer behavior model, 136
explained, 134–135
pattern and structures, 129–131
selective perception, 129
shopper stimulation, 143
social influences, 138–141, 199–200
shopper direction, 192
shopper psychographic segmentation, 20–23
shopper relevancy scorecard, 14
shopper segmentation, 178–179
shopper stimulation, 143
shopping equation, 108
shopping process, 136–137
Simons, Daniel, 127
site navigation, 202
size of retail audience, 94
small brand relative sales increase (convenience store study), 52
snack aisle segmentation, 181–182
social influences, 138–141, 199–200
stage one results (PRISM), 91–92
stage two results (PRISM), 92–93
Starbucks, 120
Starcom MediaVest, 93
stimulation, 143
Stop & Shop, 93
store exteriors, 151–154
store layout/navigation, 156–163
chain drug store layout, 158
contemporary supermarket layout, 159–160
general store layout, 157
influence on traffic patterns, 96
“race track” layout, 160–161
Toys R Us, 161–163
traditional grocery store layout, 158–159
store material impact ratios, 112
success element importance by segment (convenience store study), 58–59
supermarket layout
contemporary supermarket layout, 159–160
traditional grocery store layout, 158–159
supermarket study (POPAI), 26–29
accuracy of measurements, 36–37
actual audience reach, 82
brand ROI measurement, 38
category shopping variations within stores, 35–36
consistent performance areas, 33
effectiveness of retail marketing, 29–31
frequency of promotions/size of brand, 37
inconsistent execution, 33–35
industry opportunity, 38–40
IRP (In-Store Rating Points), 82–83
marketing material matrix, 28
marketing material observation breakout, 29
potential reach, 81
variations in execution and results, 31–33
Supervalu, 93
systematic measurement, lack of, 38
T
Target Rating Points (TRPs), 80
theft deterrents, 185
3M, 91
timeline of marketing research, 25–26
tools for retail success
adjacencies, 221
choosing when to interrupt traffic flow, 222
complementary merchandising, 220
consistent execution, 222
focusing attention, 221
leveraging brands, 221–222
making a stand, 219
meaningful conversations, 220
measuring and refining, 223
operating within dominant shopper schemata, 220
shopper intimacy, 229–233
Toys R Us, 161–163
traditional grocery store layout, 158–159
traditional model (ROI), 223–224
traditional shopper segmentation traits, 16–17
traffic
choosing when to interrupt traffic flow, 222
fluctuations in, 96
influence of store design on, 96
volume versus traffic, 94
transaction size, 88
TRPs (Target Rating Points), 80
U-V
Underhill, Paco, 161
variations in marketing execution and results, 31–33
vertical segmentation, 175
visual billboard, product as, 183
volume versus traffic, 94
Vons, 153
W-X-Y-Z
Walgreens, 91, 103. See also drug store study
Walt Disney Company, 91
Wanamaker, John, 6
Weber’s Law, 137
weekly audience per store (Phase One programs), 88
Whetstone, Don, 103
Winn-Dixie, 93
Wishart, George, 90