We\'ve applied Jobs Theory to create a new model for approaching Shopper Marketing by understanding the Shopping Moment in terms of the "jobs to be done" at the shelf. Different than understanding Needs, Jobs are insights into the Shopper\'s motivation to achieve progress in their lives.

1. Shopper Marketing:
A Revolutionary Approach
Using Job Theory and Disruptive Innovation to
Expand Category, Brand, & Product
Demand Generation at the Shelf
A Collaboration of
Research Consortium · Innomedia · One Vision

2. What Drives Shopper Marketing
“We are moving beyond a transactional relationship into a strategic
collaboration to improve shopper experiences and drive category and
cross-category growth.”
– Kimberly-Clark
“When economic times get tough, the tough go in-store. The vague
proposition of building brand equity through media advertising doesn’t
hold a candle to actually selling more through better merchandising.”
– Stephen Hoch, PhD
Wharton School
University of Pennsylvania
“Shopper marketing will grow dramatically over the next few years.
The big question is – are we making the best decisions?”
– Health & Beauty Manufacturer
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The contents of this presentation are the exclusive property of Research Consortium , Innomedia, Inc. and One Vision and may not be reproduced or used without their consent.

3. Why the Store Matters Above All
• Although still large, the effectiveness of mass media continues to decline
• Result: In-store is what’s important since it is where the consumer becomes the
shopper
160,000,000
140,000,000
120,000,000
100,000,000
80,000,000
60,000,000
40,000,000
20,000,000
0
American Weekly Super Bowl Weekly
Weekly
Idol Finale network TV viewers Walmart
TV Viewers Shoppers
Finale Weekly
Viewers News
viewers news shoppers
Viewers
viewers
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The contents of this presentation are the exclusive property of Research Consortium , Innomedia, Inc. and One Vision and may not be reproduced or used without their consent.

4. Evolution of Category Leadership Must Now
Include Demand Generation
Category Management Shopper Marketing Demand Generation
1990 1995
2009
Category Analysis 2000 2005
Management Paralysis Shopper-
Retailer Shopper
Driven
• FMI: Category • Move from Customization Insights
Solutions
management templates to
white paper consumer insights
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The contents of this presentation are the exclusive property of Research Consortium , Innomedia, Inc. and One Vision and may not be reproduced or used without their consent.

5. Demand Generation
• The new approach to shopper marketing-driven Category Leadership is
the Demand Generation process that influences traffic and transaction by
shoppers
• Focuses on shaping the future by understanding the “job of shopping”
(i.e. Shopper Jobs Marketing)
• Places emphasis on “discovery of shopper motivation” that includes not
only the in-store environment but the consumer triggers in how they
choose and select an outlet
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The contents of this presentation are the exclusive property of Research Consortium , Innomedia, Inc. and One Vision and may not be reproduced or used without their consent.

6. Shopper Jobs Marketing Provides The Platform
To Drive Demand Generation
For Shoppers For Retailers
• •
A place to learn about new items Where shoppers have enjoyable
experiences
• Where she can be sparked to try
•
something different A place of engaging ‘hot spots’
• •
A place full of pleasant surprises With proven concepts, stores will
improve sales and profits
• Where shoppers can fulfill their job
•
requirements Where retailers can link in-home and
in-store communications
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The contents of this presentation are the exclusive property of Research Consortium , Innomedia, Inc. and One Vision and may not be reproduced or used without their consent.

7. Shopper Jobs Are Part of a Comprehensive
Solution to Demand Generation
Step 3: Collaborate with
Step 1: Opportunity Step 2: Demand
Retailers
Assessment generating shopper job
labs •Strategy for upgrading shopper
•Market landscape
engagement
•Forces for change •Co-design concept development
•Leverage value of the store
•Retailer input – objectives, •Simulation-based data collection
•Sales plan
priorities, barriers, opportunities
•Creative and prototype
•Preliminary demand creation model
development
Step 4: Activating Store- Step 5: Upgrading Client
Ready Solutions Processes
•In-market retail execution •Workshops & training
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The contents of this presentation are the exclusive property of Research Consortium , Innomedia, Inc. and One Vision and may not be reproduced or used without their consent.

8. Four Steps of Shopper Job Marketing
1. Job as Shopper Motivation
• Why shop?
• What do I feel is missing in the historical category equation?
• What’s the reason to move forward & progress?
e.g. – Upcoming situation challenges old choices
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2. Job as Shopping Strategy
4. Job as New Outcome
• How do I engage the shopping experience?
• How will it work?
• What is my shopping strategy?
• Will I be satisfied?
• What should I be looking for?
• Do I need it now? 4 2 • How should I engage the shopping
e.g. – Play time forward – visualize
experience?
consequences with “me” in the
e.g. – Begin to narrow the choice set - based
picture
on historical beliefs
3
3. Job as Choice Decision
• Which is best value?
• Which one to choose?
e.g. – Comparison-shop across adjacent price-tiers,
based on “decision hierarchy” 8
The contents of this presentation are the exclusive property of Research Consortium , Innomedia, Inc. and One Vision and may not be reproduced or used without their consent.

9. Shopper Job Labs Discovery Is Key to Developing
Solutions that will Generate New Demand
• Shopper job labs are micro simulators (one shopper at a time) that uncover concepts and the information
necessary to reveal shopper motivations. Goal is to find concepts that have the greatest pull for change.
• The figure below depicts the challenge of appreciating conflicting forces before finding new shopper concepts
that will generate demand.
Dynamics of New Shopper Choices
Old New
Habit Shopping
Shopping Behavior
2 Forces Block Change 2 Forces Promote Change
1. Anxiety about how a new choice will 1. Magnetism of a new choice solution
• Attraction of culturally relevant news
work for me
• Uncertainty surrounding a new choice
2. Push for a better situation through
2. The habit of the present shopping
• The tug of historical allegiances • Problem solving to make it better
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The contents of this presentation are the exclusive property of Research Consortium , Innomedia, Inc. and One Vision and may not be reproduced or used without their consent.

10. Shopper Job Labs Are an Iterative Process of
Continuously Improving a Solution to Effect Change
in Shopper Behavior
•Based on how shoppers actually make
1. Expose Shopper
choices and is simulated in a research
Concept
setting
ENVISION making it
•Diagram depicts our process for work for me
uncovering concepts in an iterative 2. Formulate My Job-
manner that will create a step To-Be-Done
Requirements &
improvement in shopper engagement
Information Gaps
THINK to reduce
6. Refine & Innovate
Shopper Job Labs Will Reveal: uncertainty
Concept
3. Gather Information To support a
•Concepts with greatest attraction and to Reduce Risk behavior change
likelihood of effecting engagement
FEEL Is it right for
and new choice behavior me?
•Shopper segments to focus on 4. Decide Whether to
Buy
•Information content that is necessary DESIRE to
to effect change – educate and reduce Change
5. Commit and
uncertainties
Purchase
•Media for effecting change – in-store
ACT now
and in-home and their connection
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The contents of this presentation are the exclusive property of Research Consortium , Innomedia, Inc. and One Vision and may not be reproduced or used without their consent.

11. Application of Shopper Jobs
Approach
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The contents of this presentation are the exclusive property of Research Consortium , Innomedia, Inc. and One Vision and may not be reproduced or used without their consent.

12. CASE 1: BABY PRODUCTS
Project Mission: Create a New Store Hot Spot
Situation
Company’s infant toys were “lost in the toy department”.
Could a case be made for co-locating the line of products
in the Baby Department?
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 2 ways:
1. Build traffic in the Baby Department by giving target shoppers another reason to shop there
2. Build basket size by getting shoppers to add a toy to their purchases
Method
1. Develop concept in Job Labs with shoppers (co-creation)
2. Use Job labs to simulate uplift in the value of the new shopping experience
3. Make the business case with a quantitative concept test. Measure how many shoppers would have
changed the outcome of their last shopping trip, if “this store” had changed their “Baby Department”
from “that “ (before) to “this” (after)
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13. CASE 1: BABY PRODUCTS
Job Labs Revealed Key Insights Which Led to
Unique Demand Creation Concept
1. Desire/Motivation 2. Shopping Strategy 3. Point of Purchase Decision
• Discovered 3 “very large” emotional • Target shoppers wanted to connect • While the toy brand was a powerful
shopper job concepts: ‘Connecting’, the emotions surrounding one of endorser, the store had to stand up
‘Social Expression’, and ‘Nurturing’. these jobs to the store’s Baby and speak for the idea of putting toys
Department and items sold there. in the department. The concept
• Each was a significant opportunity for
This called for “use segmentation”. needed a “merchant-dizing
generating new demand from infant
interface”.
toys. • The Baby Department could use the
toy introduction to signal a • Assortment strategies and layout
• Over time, each had the potential to
“department makeover”, so shoppers needed to be guided by a “solution
be developed for incremental sales.
would be attracted to something selling” mentality. Shoppers had to
new in the store, not the same old be guided in how to assemble
Baby Department. compelling job solutions.
• The assortment needed to be
continually refreshed, so shoppers
would want to look it over “on every
trip”.
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14. CASE 1: BABY PRODUCTS
New Job Labs Concept Validated in Quantitative
Test by Demonstrating Incrementality
4. Commitment
Results from subsequent Concept Test
• 92% of target shoppers, who visited the baby department on their last trip, would consider the toys and not simply
do what they did last time
• 86% of shoppers could think of an upcoming use situation for toys that would give purpose to their shopping
• 52% could assemble a “job solution” that included a toy
• 38% increase in incremental sales versus what was spent last time by target shoppers in the baby department
• 4.7 times a year – the number of times shoppers said they would be likely to make toy purchases in the store’s
baby department on average
• Implication
• New toy sales would be incremental in both departments since the baby department calls for
different demand creation “jobs”
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15. CASE 2: DETERGENT
Project Mission: To Maximize Success Of New
Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a
key account to introduce a new form. The new form used a more
concentrated formula. The new packaging would be much smaller but would
have the same unit price. The lead account would distribute the new form
ahead of competing stores.
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways:
1. Switch current buyers to the new form
2. Switch competitive buyers to the new form
3. Because the old form would still be available in other stores, get buyers
of the new form to concentrate their category purchases in the lead off
retailer
Method
1. Develop concept in Job Labs with shoppers (co-creation)
2. Use Job labs to simulate uplift in the value of the new shopping
experience
3. Make the business case with a quantitative concept test. Measure how
many shoppers would have changed the outcome of their last shopping
trip, if “this store” had changed their “product aisle” from “that “
(before) to “this” (after) 15

16. CASE 2: DETERGENT
Job Labs Revealed Skepticism and Distrust;
Concept Needed to Answer Questions
1. Desire/Motivation 2. Shopping Strategy 3. Point of Purchase Decision
• Discovered that shoppers were on • Shoppers wanted to see the new • The aisle had to signal “something
their guard about new forms that form side by side with the old form new has arrived”
shrank the packaging, concentrated • Shoppers needed to get questions • Multiple “sources” of in-store
the contents, and raised the unit answered: communications would be needed:
price: “They’ve tricked us before” not just brand messaging (on shelf
• Why the change is relevant for
• Shoppers would need a way to build and on pack), but the retailer had to
today’s consumers?
up their trust in the new form play a role too
• How to use the new form in ways
• Job labs revealed the questions • Pricing was a critical variable
that do not disrupt established
blocking trial of the new form systems of use? • The concept used testimonials from
users in the store’s community
• How to be sure the results will be
(people the shopper could identify
as good as with the old form?
with) – testimonials that illustrated
• The benefits of switching to the
very satisfying outcomes
new form – rational and
emotional?
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17. CASE 2: DETERGENT
New Job Labs Concept Validated in
Quantitative Test
4. Commitment
Results from subsequent Concept Test
• 86% of target shoppers would look over the new section and not simply grab their usual brands
from the old section of the aisle
• 74% of shoppers would take the new package from the shelf and examine it
• 62% would form a favorable opinion of the new form
• 44% would prefer the new form to the old form at the stated price
• 18% would only buy it only if it had a special offer as well
• 78% of those who would purchase it said that “the innovation in the aisle would make me change
where I usually shop for this category”
Implication
Without overcoming uncertainties, shoppers wouldn’t switch. Combating uncertainties
could only be dealt with in the store.
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18. Future Innovation Will Be Created Using New
Processes
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