Beer news

Jstorey@radius-global.com +447453323623Radius Global EMEA 1
clear
thinking
in

a
complex
world

Of the £99m increase in total UK sales of alcoholic drinks in
2013, £64.6m came from new products and brand extensions.
SABMiller
is
focusing

product
innova=on
in

the
beer
and
cider

categories
include:
-‐

-‐
CraB
beers

-‐
Flavoured
beers

-‐
Beer
cocktails

-‐
High
alcohol
beers

Harvey
&
Son
wants

to
access
a
younger

adult
drinker

audience,
who
are

increasingly
engaging

in
the
trend
for

microbreweries,

specialist
beverages

and
seasonal
variants,

without
aliena=ng
the

brewery’s
loyal
fan

base
-‐
the
"tradi=onal

ale
drinker".

Fuller
Smith
&
Turner

the
most
recent

innova=on
at
Fuller’s

has
been
to
redesign

the
boLle
and
badge

of
its
single
unit
oﬀ-‐
trade
product
-‐
the

objec=ve
here
was
to

translate
the
brand’s

high
visibility
and

popularity
in
the
on-‐
trade
market
into
oﬀ-‐
trade
sales.

Fyne
Ales
key
focus

here
is
developing
a

loyal
fan
base
and
a

leveraging
its
heritage

appeal,
and
added

that
obviously

ensuring
high
visibility

within
the
venues
in

which
its
beers
are

distributed
is
key.

Recent beer innovation trends
Sustainable
packaging

Beer
cocktails
-‐
cas=ng
a
diﬀerent
light
on

the
category.

The
next
stage
of
ﬂavours

The
emo=onal
connec=on
to
local

products

Mimicking
the
“theatre”
of
on-‐trade

Recent beer innovation trends
†  Sustainable packaging - the drinks market is saturated with the latest
easy-to-open bottles and cool designs, but another consideration is how
to make innovative packaging that's as sustainable as it is “cool.”
†  Beer cocktails - casting a different light on the category and opening it
up to a wider audience, including more women - brands need to be
careful not to alienate their core audiences here however.
†  The next stage of flavours – have fruit beers jumped the shark with the
release of Carlsberg’s blackcurrant beer? The spirit segment led the way
here and many feel the concept has run its course.
†  The emotional connection to local products – linked to the rise of craft
breweries which is a theme running through many of our conversations.
The key point is that consumer behaviour is changing, and local craft
beers offer a product they can build an emotional connection with.
†  Mimicking the “theatre” of on-trade – e.g. Fuller’s redesign of its bottle
and badge to translate the brand’s high visibility and popularity in the
on-trade market into off-trade sales.

Two new shopper ideas
Google
job-‐swappers
have
started
adop=ng
P&G’s

lingo.
During
a
session
on
evalua=ng
in-‐store

displays,
a
P&G
marketer
described
the
company’s

standard
method,
known
as
“stop,
hold,
close”:

Product
packaging
first
needs
to
“stop”
a
shopper,

Mr.
Lich=g
said.
“Hold”
is
a
pause
to
read
the
label,

and
“close”
is
when
a
shopper
puts
the
product
in

the
cart.
Google’s
Ms.
Chudy
gasped.
“This
is
just

like
our
text
ads,”
she
said.
The
headline
is
the

“stop,”
its
descrip=on
is
the
“hold”
and
the
“close”

is
clicking
through
to
the
Web
site.
“This
is
going
to

get
so
much
easier,
now
that
I’m
learning
their

language,”
she
said.

“stop,
hold,
close”

via
packaging

Bloomingdale’s,
for
instance,
billboards

the
smell
of
baby
powder
in
its
infant-‐
clothing
department,
while
hints
of
lilac

waB
around
the
department
store’s

in=mate-‐apparel
displays.
American

upscale
ice
cream
chain
Emack
&
Bolio’s

recently
adopted
a
waffle-‐cone
smell
to

aLract
patrons
to
the
scoop
shop
within

their
Hard
Rock
Hotel
branch,
where

sales
had
been
flagging.
The
effect?
Ice

cream
sales
shot
up
more
than
a
third.

“billboarding”

via
scents

70% of all purchase decisions are made at point of purchase?
How
true
is
this
statement?

Where’s
the
evidence?

Do
you
believe
that?
Beer
50%

Healthcare
25%

Pre-‐loaded
brain

Adver=sing

Social
media

Brand
preference

Experiences

#3 ROI

The 3rd wise monkey…
#3 ROI
3. Providing sensible ROI measures for the traditional
in-store activity, and a good testing research process to
allow you to simulate/optimise.
3. Build a set of key touch point measures, not just
awareness and purchase, but throughout the whole
shopper journey.
Which
means
we
need
to…

Case study example…
The
beer
simula=on
allowed
us

to
prove
theore=cally
that
the

right
tap
line
up
would
add
6

percent
to
the
boLom
line
using

the
op=mal
simula=on.
That's

an
example
that
came
to
mind.

Which in turn means we need to…
#1
Identify the
true drivers of
brand choice =
emotional and
attitudinal
measures
-----
Via deep depth
qualitative
ethnography
#2
Segment these
drivers by…
Drivers of
SWITCH
Drivers of
CHOICE
#3
Measure and
create KPIs
based on
emotional and
attitudinal
factors within
the purchase
tree/decision
process.

We do this by…
#1
In-depth
genuine qual =
in-home
ethnography &
shopper
ethnography
#2
Measuring the
drivers and
creating new
on-going KPIs
#3
Measuring
quantitativeley,

Our Shopper Tracking looks at the full purchase journey
On
observa=on
we
found
that

smelling
product
was
a
cri=cal

touch
point.

We
got
them
to
make
self

videos
of
their
shopping

experience.

They
even
made
videos
of

themselves
using
the
product.

ROI – Spend wisely not just on price promotions!
Traditional Media
TV
Radio
Publications
Word of Mouth
Recommendations
Requests
Joint Decisions
Digital Media
Social Networks
Retail Websites
Discussion Groups
Promotions
Sales
Coupons
In-Store
Product Characteristics
Pricing
Brand
Previous Experience
We
use
Heuris=cs
to
understand
the

purchase
decisions
and
iden=fy
the

key
touch
and
switch
points

Decision
Pathways™

is
used
to
determine

the
rela=ve

importance
of

diﬀerent
drivers
on

the
purchase

decision
i.e.

magazines,
mobile,

online,
print
etc.,
on

choice
of
purchase.

‘What
If?’
simulator
to
op=mise
on-‐draught
beer
selec=o
nand
measure

the
eﬀect
of
range
cannibalisa=on.

Case Study: Key Findings
†  Overall, customer experiences outside of the grocery store, both before and after
a XXX shopping occasion, have the most impact on customer engagement.
•  Stage 1: Initial Contact and Stage 5: Post-Shopping are the most important areas of
the purchase process.
•  Key touch points within the Initial Contact stage include:
»  ”XXX advertisement on TV"
»  “XXX website”
»  “Friends' advice or recommendation about XXX”
•  "Frequent XXX purchaser program" in Stage 5: Post-Shopping is the top motivator in
the entire category.
†  For Brand X as a whole, there is strongest delivery on touch points related to
loyalty programs, advertising and certain beer displays.
•  For these attributes two or more Brand X brands perform well, though category leader
Bud Light tends to outshine Brand X in many of these aspects and others.
†  Opportunity exists to generate greater affinity for each of Brand X’s xxx brands by
improving performance in key areas where a brand’s delivery is currently lagging.
•  For example, incremental affinity for Coors Light can be achieved by improving delivery of
“xxx website” and “Friends’ advice or recommendation about xxx”.
»  As each brand currently presents its own set of strengths and weaknesses, strategies should be
evaluated for each brand independently.

Latent Class delivers true factors which drive purchase
choice

†  While
there
is
an
overall
pathway
of
ini=a=on
through
decision
for
all
customers,
in
the

switching
process,
customer
needs
and
provider
reac=ons
may
differ.

Given
this,
we
look
to

dive
deeper
into
understanding
and
classifying
the
various
ways
in
which
customers
arrive
at

the
decision
to
switch
service
providers.

A
few
things
to
note:

•  These
pathways
are
NOT
personas
or
segments
of
customers.
The
same
customer
can
fall
into
a

different
Pathway
with
different
buying
situa=ons.

•  They
ARE
mindsets
that
encompass
the
factors
and
criteria
that
are
part
of
a
buying
decision.

•  These
Pathways
are
created
in
the
following
manner:

o  Asking
customers
to
recall
the
details
of
the
decision
to
shop
around
for
a
new
service
provider
and

iden=fying
common
paLerns
in
the
decision
process
based
on
factors
that
were
considered.

o  Profiling
the
pathways
for
other
key
informa=on
(i.e.,
customer
type,
behaviors,
etc.)

o  Reviewing
the
pathways
to
determine
how
well-‐differen=ated
they
are
and
how
well
they
create
a
cohesive

story.

†  Using
Latent
Class
analysis
that
looks
across
all
switching
occasions,
we
quan=fy
and
formalize

the
various
decision
scenarios
that
customers
face
and
provide
a
plaoorm
for
delving
into
the

dynamics
of
these
decisions
to
beLer
understand
influencers,
mo=vators,
etc.

Differen=a=ng
the
Decision
Pathways

†  Latent
class
analysis
(LC)
can
best
be
thought
of
as
an
“improved”
cluster
analysis,
which
uses

sta=s=cal
(rather
than
mathema=cal)
methodology
to
construct
the
results.
The
main

difference
from
K
means
is
that
cases
are
not
absolutely
assigned
to
classes,
but
have
a

probability
of
membership
for
each
class.

†  LC
clustering
is
a
model
based
approach.

An
advantage
of
using
a
sta=s=cal
model
is
that
the

choice
of
the
cluster
criterion
is
less
arbitrary,
and
the
approach
includes
rigorous
sta=s=cal

tests.
In
the
case
of
K
means,
the
researcher
must
determine
the
number
of
classes
without

relying
on
formal
diagnos=c
sta=s=cs
since
none
are
available.
In
LC
modeling,
various

sta=s=cs
are
available
that
can
assist
in
choosing
one
model
over
another.

†  Variables
included
in
the
analysis
can
be
of
any
type:
ordinal,
mul=-‐category,
counts,

con=nuous.

No
decisions
have
to
be
made
about
the
scaling
of
the
observed
variables.
This
is

very
different
from
standard
non-‐hierarchical
cluster
methods
like
K-‐means,
where
scaling
is

always
an
issue.

†  To
summarize,
the
main
advantages
of
Latent
Class
are:

•  We
can
use
mixture
of
variables
of
different
types

•  Rescaling
or
standardizing
data
is
not
an
issue

•  There
are
more
formal
criteria
to
decide
on
the
number
of
clusters
and
chose
the
best
solu=ons

•  Some
assump=ons
about
distribu=ons

(i.e.,
equal
variances)
can
be
relaxed

Behind
the
Scenes
of
Crea=ng
Decision
Pathways

NEW
YORK

ALBANY

CHICAGO

INDIANAPOLIS

KANSAS
CITY

LONG
BEACH

ORLANDO

PHILADELPHIA

SAN
FRANCISCO

Overview of Decision Pathway™ Approach
Prepared
for:

What Decision Pathways™ Means to Your Business
†  Iden=fy
the
various
paths
by
which
consumers
make
decisions
in
your

category

†  Determine
where
you
can
best
inﬂuence
their

purchase
decisions

†  Focus
resources
around
paths
that
are
most

prevalent
and
most
advantageous
for
your
brand

†  Maximize
your
use
of
touch
points
and
other

inﬂuencers

†  Impact
the
decision
process
in
ways
that
boost
brand
selec=on

The Decision Process
†  The opportunities for you to engage with your customers and prospects are
complex and ever increasing
Traditional Media
•  TV
•  Radio
•  Publications
Digital Media
•  Social Networks
•  Retail Websites
•  Discussion
Groups
•  Mobile
Promotions
•  Sales
•  Coupons
•  In-Store
Word of Mouth
•  Recommendations
•  Requests
•  Joint Decisions
Product
Characteristics
•  Pricing
•  Brand
•  Previous Experience

The Challenge
†  Consumers follow different pathways of discovery and investigation in
coming to your offering

Benefits of Understanding the Process
†  Understanding the decision process allows you to:
•  Fine tune how you promote your offerings
•  Reach out to people who drive decisions
•  Leverage touchpoints
Word

of
Mouth

AdverDsing

PromoDons

Digital

MarkeDng

Point
of
Purchase

Decision Pathway Key Factors at Each Stage
WHERE SHOULD
I GO?
•  Variety
•  Prices, Specials
•  Recent
experience
HOW DO I
CHOOSE?
•  Use Store
Coupon
•  In store
display
•  Loyalty
NEED TO SHOP
•  To stock up on
different
products
•  Routine shop
•  For a special
occasion (i.e.
party)
WHAT SHOULD I
CONSIDER FOR
THIS TRIP?
•  Visit Websites for
promos
•  Check Ads
•  Determine what
others want
HOW
SATISIFIED?
•  Future
purchase
intent
•  Consider for
other items
•  Make it my
‘favorite’

Decision Pathways: Dissecting the Decision Process
Decisions
made
and
in
what
order

•  Do
I
want
to
cook
or
have
someone
else
cook?

•  Do
I
want
to
eat
at
a
restaurant
or
carry
out?

•  What
type
of
food
am
I
in
the
mood
for?

•  How
much
do
I
want
to
spend?

•  When
do
I
want
to
eat?

•  How
much
=me
do
I
want
to
spend
ea=ng?

•  How
long
will
it
take
to
get
the
food?

•  How
much
food
do
I
need
to
get?

•  What
food
preferences
of
others
will
I
need
to
consider?

•  Do
I
want
something
healthy?

•  From
which
restaurant
do
I
want
to
purchase
the
food?

•  Any
other
decision
made…

Drill-‐Down
QuesDons

•  Loca=on
when
thinking
about
decision
(home,
work,
car,
etc.)

Ø  Where
coming
from
and
going
to

•  Who
involved
in
decision

•  Factors
considered
in
decision

•  Most
influen=al
factor

Restaurants
Considered

•  Who
first
men=oned
each
restaurant
considered

•  Touch
points
in
past
2
weeks
(e.g.,
ate
there,
saw
a
sign,
drove

by,
other
method)

•  Whether
coupon
or
promo=onal
offer
looked
for
and/or
found

•  Whether
address/phone
number
looked
up;
if
so,
where/how

EXAMPLE

†  Following
is
an
example
of
how
we
ask
respondents
to
dissect
the
decision
process
in
the
survey…

Analysis: Overview
Driver
Analyses

•  Examine
dimensions
and
touch
points

that
mo=vate
consumers
toward

choosing
a
Brand

Pathways
IdenDficaDon

Reveal
the
major
underlying
paLerns
in
decision-‐making

•  What
is
involved
in
decision;
the
viable
pathways
that

exist
and
how
different
scenarios
might
mean
different

things
to
your
business
and
brand
strategy

•  We
used
Latent
Class
Analysis
to
reveal
the
underlying

paLerns
in
decision-‐making,
these
analyses
group

respondents
according
to
the
way
they
make
decisions,

much
the
way
segmenta=on
creates
groups
based
on

autudes
or
behaviors

Developing
Strategies
and
TacDcs

•  Once
we
iden=fied
the
best
Targets
and
uncovered
the

pathways
leading

to
their
decision,
we
can
develop
strategies,
communica=ons,
marke=ng

ini=a=ves
and
tac=cs
to
ac=vate
the
most
relevant
Targets
for
the
soB

drink
brand
at
key
touch
points
of
their
engagement

Toy Purchase
†  Case Study

Business Objectives
†  A major toy brand was seeking ways to better engage with moms as
they purchase toys for their young children.
•  By dissecting the decision process and identifying the various purchaser paths
that exist they hoped to create a more effective retail strategy.
†  Insights from this research are being used in their business planning to:
•  Guide in-store promotions
•  Maximize impact of packaging and shelf displays
•  Motivate consumers prior to a shopping trip
•  Better capture impulse purchases
•  Steal purchases away from competitors
•  Position products more effectively to attract different types of purchase
scenarios

Overview
of
5
Purchase
Pathways

1:
Planned
Expansion

4:
Deciders
at
Shelf

5:
Impulse
Purchase

3:
Compound
Replenishment

2:
PlaysetPurchase

Planned
purchases
where
consumer
is
commiLed
to
buying
X

items
–
likely
to
expand
collec=on.

Higher
spend.

A
planned
trip
where
purchasers
are
open
to
all
types
of

products
from
dough
to
playsets
and
seeking
whichever

brand
oﬀers
something
they
like.

Highest
spend.
Planned
purchases
where
playsets
are
the
focus.

Driven
by

adver=sing,
child
requests,
and
child
theme
preferences.

Replacing,
replenishing,
and/or
adding

colors
drive
purchases
which
are
mainly

planned.

In-‐store
cues
cri=cal
to
capturing

unplanned
segment
of
these
purchases.

Lowest
spend.

Primarily
unplanned
purchases
where
dough

or
accessories
are
in
considera=on.

In-‐store

cues
important.

Lower
spend.

16%

10%

26%

27%

21%

41%
23%
15%
10%
11%

Other
DisDnguishing
Factors
Considered

Wanted
to
try
some
new
accessories
for
my

moldable
dough,
clay,
or
other
compound

(+3)

Average
#
of
men-ons
including
the
first
men-on

and
all
other
men-ons

3.3
(-‐0.4)

Top
5
Factors
Considered
During
the
Purchase
Occasion

Wanted
to
buy
something
to
help
with
my
child's

development

(+9)

Wanted
to
buy
moldable
dough
or
clay,
or
some
sort

of
toy
that
is
designed
to
be
used
with
these
or
other

compounds

(+9)

The
child
I
bought
for
loves
moldable
dough,
clay,
or

other
compound

(-‐5)

Wanted
something
within
a
specific
price
range
(-‐10)

Wanted
something
that
a
child
could
play
on
his/her

own

(-‐3)

Incidence
of
Pathway

Pathway 1: Planned Expansion
16%

Whether
Purchase
was
Planned
or
Unplanned

Planned
(+21)

Unplanned
(-‐21)

33%
27%
21%
17%
15%
Brands
Purchased

BRAND
(+19)

Non-‐BRAND(Net)
(-‐40)

100%
1%
Products
Purchased

Moldable
dough
(+15)

Basic
Accessories
(+29)

83%
57%
41%

88%

12%

9%
Purchase
Occasion

For
a
December
holiday
present

(+7)
39%
Average
Actual
Spend
on
Category
Purchase
Size
of
Value

US

$13.00

(+3.00)
20%

France
€
18.90
(+.40)
42%

+/-‐
=
point
difference
vs.
those

not
in
pathway

Own
1+
Playsets

US
(-‐9)

France
(-‐12)

45%
53%
%
Conversion=
100%

Ø  Planned
purchases
where
consumer
is
commiLed
to
buying
X
products;
mainly
dough
or
accessories
(i.e.
“essen=als”).

Spend

is
on
the
higher
side,
indica=ng
that
price
is
less
of
a
factor.
X
loyalty
is
a
defining
criteria.

Other
DisDnguishing
Factors
Considered

The
item
was
based
on
a
character
that
the
child
I

bought
for
likes

(+8)

I
played
with
moldable
dough,
clay,
or
other

compound
when
I
was
a
child
and
wanted
to
buy
it

(+7)

It
was
recommended
to
me
by
a
friend
or
family

member

(+7)

Average
#
of
men-ons
including
the
first
men-on

and
all
other
men-ons

4.2
(+0.8)

Top
5
Factors
Considered
During
the
Purchase
Occasion

Wanted
to
buy
something
to
help
with
my
child's

development

(0)

The
child
I
bought
for
loves
moldable
dough,
clay,
or
other

compound

(-‐3)

Wanted
to
get
moldable
dough,
clay,
or
other
compound

products
that
were
specific
to
the
=me
of
year/a
par=cular

holiday

(+15)

It
caught
your
eye
on
a
shelf
display
(+5)

Wanted
to
buy
moldable
dough
or
clay,
or
some
sort
of
toy

that
is
designed
to
be
used
with
these
or
other
compounds
(-‐2)

Pathway 4: Deciders at Shelf
Incidence
of
Pathway

Whether
Purchase
was
Planned
or
Unplanned

Planned
(+14)

Unplanned
(-‐14)

27%
22%
22%
20%
19%
Brands
Purchased

BRAND
(-‐12)

Non-‐BRAND
(Net)
(+42)

Compe=tor
A
(+17)

Compe=tor
B
(+14)

Compe=tor
C
(+5)

77%
64%
18%
16%
12%
Products
Purchased

Moldable
dough
(+4)

Basic
Accessories
(+18)

Playsets
with
themes
such
as
food
or

animals
(+2)

Playsets
with
themes
such
as
TV
and

movie
characters
(+12)

75%
51%
31%
17%
23%

85%

15%

17%
13%
12%
Purchase
Occasion

For
a
December
holiday
present

(-‐13)

As
a
reward
or
a
treat
(+3)

Because
your
exis=ng
supply
was
depleted

or
dried
out

(0)

For
a
birthday
present
(+4)

23%
20%
17%
15%
+/-‐
=
point
difference
vs.
those
not

in
pathway

Average
Actual
Spend
on
Category
Purchase
Size
of
Value

US

$18.90

(+9.50)
17%

France
€
23.30
(+6.00)
29%

%
Conversion=
85%

Ø  Compe==ve
brands
are
more
likely
to
be
considered
in
this
pathway.

As
with
the
prior
path,
it
is
also
a
planned
trip.

However,
purchasers
in
this
mindset
are
open
to
all
types
of
products
from
dough
to
playsets.

This
path
also
results
in
the

highest
spend.

10%

Other
DisDnguishing
Factors
Considered

Saw/heard
an
adver=sement
on
TV
that
interested

me

(+14)

Somebody
requested
it
(+13)

The
item
was
based
on
a
character
that
the
child
I

bought
for
likes

(+7)

Average
#
of
men-ons
including
the
first
men-on

and
all
other
men-ons

4.0
(+0.5)

Top
5
Factors
Considered
During
the
Purchase
Occasion

The
child
I
bought
for
loves
moldable
dough,
clay,
or

other
compound

(+14)

I
liked/knew
my
child
would
like
the
fun
theme
of

the
item

(+21)

Wanted
to
buy
something
to
help
with
my
child's

development

(0)

Wanted
something
within
a
specific
price
range
(+2)

Wanted
to
buy
moldable
dough
or
clay,
or
some
sort

of
toy
that
is
designed
to
be
used
with
these
or
other

compounds

(+4)

Incidence
of
Pathway

26%

Whether
Purchase
was
Planned
or
Unplanned

Planned
(+5)

Unplanned
(-‐5)

36%
36%
27%
26%
24%
Brands
Purchased

BRAND
(-‐7)

Non-‐BRAND
(Net)
(+16)

Compe=tor
A
(+15)

81%
42%
20%
Products
Purchased

Playsets
with
themes
such
as
food
or

animals

(+62)

Playsets
with
themes
such
as
TV
and

movie
characters

(+5)

79%
11%
15%

77%

23%

21%
21%
16%
Purchase
Occasion

For
a
December
holiday
present

(+29)

For
a
birthday
present
(+5)

57%
16%
+/-‐
=
point
difference
vs.
those

not
in
pathway

Own
1+
Playsets

US
(+29)

France
(+5)

73%
64%
Average
Actual
Spend
on
Category
Purchase
Size
of
Value

US

$15.10

(+6.30)
37%

France
€
24.80
(+7.20)
19%

%
Conversion=
84%

Pathway
2:
Playset
Purchase

Ø  Playsets
are
the
singular
focus
for
these
purchases.

A
child’s
interest
in
the
category
and
a
par=cular
theme/character
drives

this
decision.
Requests
from
a
child
and
adver=sing
are
influen=al.

These
are
planned,
and
spend
is
typically
on
the
higher

end.

Size
of
X
Moldable
Compound
Purchased

Base:
Purchased
X
Moldable
Compound

4-‐pack(s)
of
cans
(+7)

Pack
of
10
or
more
cans
sold

together

(-‐14)

Single
can(s)
(+8)

Average
Actual
Spend
on
Category
Purchase
Size
of
Value

US

$4.70

(-‐7.90)
12%

France
€
8.40
(-‐11.40)
5%

Purchase
Occasion

Because
your
exis=ng
supply
was
depleted

or
dried
out

(+14)

No
par=cular
occasion
(+7)

Other
DisDnguishing
Factors
Considered

It
caught
your
eye
on
a
shelf
display
(0)

Wanted
to
add
new
colors
or
a
wider
variety
of
colors

of
moldable
dough,
clay,
or
other
compound
to
what

we
already
had

(+6)

Average
#
of
men-ons
including
the
first
men-on
and

all
other
men-ons

2.9
(-‐0.8)

Top
5
Factors
Considered
During
the
Purchase
Occasion

The
child
I
bought
for
loves
moldable
dough,
clay,
or

other
compound

(+1)

Wanted
something
within
a
specific
price
range
(+2)

Wanted
to
replace
or
replenish
exis=ng
moldable
dough,

clay,
or
other
compound
that
was
old,
used
or
dried
out
(+10)

It
was
on
sale
(+1)

I
liked/knew
my
child
would
like
the
fun
theme
of
the

item

(-‐3)

Pathway 3: Compound Replenishment
Incidence
of
Pathway

27%

Whether
Purchase
was
Planned
or
Unplanned

Planned
(-‐10)

Unplanned
(+10)

26%
26%
21%
20%
17%
Brands
Purchased

BRAND
(-‐7)

Non-‐BRAND
(Net)
(-‐3)

81%
27%
Products
Purchased

Moldable
dough
(+27)
94%
10%

65%

35%

16%
15%
28%
12%
+/-‐
=
point
difference
vs.
those
not
in

pathway

52%
31%
14%
Shopped
with
Others

Shopped
with
someone
else
(+11)

Shopped
with
children
(among
those
who
shopped

with
someone
else)

(+37)

38%
82%
%
Conversion=
88%

Planned
10%
vs.
Unplanned

28%

Planned
55%
vs.
Unplanned

45%

Planned
35%
vs.
Unplanned

22%

Planned
8%
vs.
Unplanned

25%

Planned
31%
vs.
Unplanned

22%

Planned
8%
vs.
Unplanned

19%

Ø  Replacing,
replenishing,
and/or
adding
colors
are
cri=cal
decision
factors
in
this
pathway.

Purchases
are
mostly
planned,
but

a
significant
share
are
also
unplanned.

Price
is
an
issue,
as
spend
on
these
occasions
is
low.
Shelf
placement,
eye-‐catching

displays/packaging,
and
promo=onal
pricing
are
important
for
capturing
the
un-‐planned
purchases
in
this
pathway.

Average
Actual
Spend
on
Category
Purchase
Size
of
Value

US
$7.30

(-‐4.00)
14%

France
€
9.60
(-‐10.20)
6%

Purchase
Occasion

As
a
reward
or
a
treat
(+11)

Other
DisDnguishing
Factors
Considered

Wanted
something
that
could
be
played
by
mul=ple

children
at
a
=me

(+10)

It
caught
your
eye
on
a
shelf
display
(+7)

There
was
a
special
promo=on
(+6)

Average
#
of
men-ons
including
the
first
men-on

and
all
other
men-ons

3.7
(+0.2)

Top
5
Factors
Considered
During
the
Purchase
Occasion

Wanted
something
within
a
specific
price
range
(+21)

Wanted
to
buy
something
to
help
with
my
child's

development

(+13)

It
was
on
sale
(+14)

Wanted
something
that
a
child
could
play
on
his/her

own

(+16)

Wanted
to
buy
moldable
dough
or
clay,
or
some
sort

of
toy
that
is
designed
to
be
used
with
these
or
other

compounds

(+3)

Pathway 5: Impulse Purchase
Incidence
of
Pathway

21%

Whether
Purchase
was
Planned
or
Unplanned

Planned
(-‐41)

Unplanned
(+41)

Brands
Purchased

BRAND
(-‐1)

Non-‐BRAND
(Net)
(+1)

86%
30%
Products
Purchased

Moldable
dough
(+3)

Basic
Accessories
(-‐1)

74%
35%
11%

42%
38%
31%
30%
23%
26%
+/-‐
=
point
difference
vs.

those
not
in
pathway

23%
22%
20%
39%

61%

Shopped
with
Others

Shopped
with
someone
else
(+9)

Shopped
with
children
(among
those
who
shopped

with
someone
else)

(+12)

37%
65%
%
Conversion=
91%

Ø  Unplanned
purchases
where
dough
or
accessories
are
in
considera=on.

Spend
is
on
the
low
end,
but
higher
than
a

replenishment
purchase.

Being
on
sale,
in
a
specific
price
range,
a
special
promo=on,
or
eye-‐catching
display
are
all

influen=al
decision
factors.
Purchase
is
oBen
made
as
a
reward
or
treat.

1:
Planned
Expansion
Planned
purchases
where
consumer
is
commiLed
to
buying
X

items
–
likely
to
expand
collec=on.

Higher
spend.

4:
Deciders
at
Shelf

A
planned
trip
where
purchasers
are
open
to
all
types
of
products

from
dough
to
playsets
and
seeking
whichever
brand
oﬀers

something
they
like.

Highest
spend.
2:
Playset
Purchase
Planned
purchases
where
playsets
are
the
focus.

Driven
by

adver=sing,
child
requests,
and
child
theme
preferences.

3:
Compound
Replenishment

Replacing,
replenishing,
and/or
adding
colors
drive
purchases

which
are
mainly
planned.

In-‐store
cues
cri=cal
to
capturing

unplanned
segment
of
these
purchases.
Lowest
spend.

5:
Impulse
Purchase

Primarily
unplanned
purchases
where
dough
or
accessories
are
in

considera=on.

In-‐store
cues
important.

Lower
spend.

20%
17%
37%
12%
14%
42%
29%
19%
5%
6%
Size
of
Value
=

Total
Pathway
Spend
(Mean
Spend
*
Share
of
100
Occasions)

Total
Spend
Across
all
Pathways

Size
of
Value
by
Pathway

1:
Planned

Expansion
2:
Playset
Purchase

3:
Compound

Replenishment

4:
Deciders
at

Shelf
5:
Impulse
Purchase

Wal-‐Mart
(+4)
(-‐2)
(0)
(+16)
(-‐7)

Toys
‘R’
Us
(+12)
(+13)
(+8)

Target
(+6)
(-‐1)
(+2)
(-‐6)
(-‐3)

K-‐Mart
(+10)
(+9)

Somewhere
else
(-‐6)
(+6)
(-‐6)
(+10)

Retailers by Pathway
Only
retailers
men-oned
by
10%
or
more
are
shown.

()
indicate
diﬀerence
between
those
within
given
segment
and
those
outside
of
segment.

PP10b.

And
where
did
you
purchase
this
moldable
dough
or
clay,
or
toys
that
are
designed
to
be
used
with
these
or
other
compounds?

37%

25%

23%

34%

19%

17%

21%

48%

22%

12%

11%

28%

15%

17%

24%

32%

25%

17%

12%

1:
Planned

Expansion
2:
Playset
Purchase

3:
Compound

Replenishment

4:
Deciders
at

Shelf
5:
Impulse
Purchase

Toys
‘R’
Us
(+2)
(+2)
(-‐8)
(+4)
(-‐7)

Carrefour
(+1)
(0)
(+1)
(-‐2)
(0)

Leclerc
(-‐5)
(-‐3)
(+13)
(+14)

La
Grande
Recre
(+4)
(+3)

Auchan
(+5)
(+5)

King
Jouet
(+3)

Joue
Club
(+8)
(+5)

Somewhere
else
(+3)

Retailers by Pathway
Only
retailers
men-oned
by
10%
or
more
are
shown.

()
indicate
diﬀerence
between
those
within
given
segment
and
those
outside
of
segment.

PP10b.

And
where
did
you
purchase
this
moldable
dough
or
clay,
or
toys
that
are
designed
to
be
used
with
these
or
other
compounds?

20%

14%

10%

11%

10%

20%

14%

10%

17%

11%

15%

25%

10%

22%

12%

11%

13%

14%

12%

14%

25%

14%

Prioritizing the Impact of the Touchpoints
Chosen

Newspaper
adver=sement

Magazine
review

On-‐line
review

Saw
TV
adver=sement

Retailer
website

Personal
recommenda=on

Visited
store

Previous
experience
with
brand

Case Study: Recommended Actions
Maximize
the
impact
of

their
packaging
at
shelf
and

their
shelf
displays

Guide
in-‐store
promo=ons

S=mulate
early
in-‐season

purchasing
with
coupons

Tac=cs
(in
and
out
of
store)

to
steal
purchases
away

from
compe=tors

†  Insights
from
this
research
are
being
used
in
their
business
planning
to:

Mo=vate
consumers
prior

to
their
shopping
trip

Inform
posi=oning
and

product
strategies
for

diﬀerent
purchase

occasions

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