2. SPECIAL REPORT
The Skinny on Diet Pepsi
During Fashion Week 2011, PepsiCo reintroduced presenting a fashion
Diet Pepsi to the Millennial generation by launching model posing with
a new âSkinny Can,â a slimmer, taller 12-ounce pack- the product.
age whose sleek design was developed to sit along- Diet Pepsiâs brand
side Diet Pepsiâs traditional packaging on shelf. equity was measured
An account-specific program at Target urged shop- through pre/post-
pers to âGet the Skinnyâ through branded endcaps shop interviews with
and a cross-merch promo dangling $3 off the com- Target âguestsâ (via
bined purchase of a four-pack and People. An ad Millward Brownâs panel). The brand enjoyed a sig-
in the Time Inc. magazine touted the offer while nificant positive lift from the effort.
constraints, shopper marketers try to maintain is a high level of brand awareness and sports Approaches and Tools
the brand experience â and the research con- involvement. Conversely, the gatekeeper in The âSkinny Canâ case is notable because the
ditions â across retailers and stores, but thatâs grocery is âshopper mom,â who isnât familiar goal centered on brand equity. The measure-
not an easy task. with the sports celebrities. She doesnât care. ment tool was Millward Brownâs brand equity
Finally, there is the halo issue: What is the The messages geared to the sports drink con- survey, which regularly polls thousands of con-
impact of the retailer on the brand? The retail sumer would be lost in that environment.â sumers to gauge their perceptions of various
context can have a definite effect on the shop- brands. The New York-based research house
perâs impression. For example, brands might Q. In retail environments, how do you conducts these annual studies for many CPGs
seem snazzier at Target or fresher at Whole measure the effect of shopper market- on a national basis; this is a longitudinal ap-
Foods. Measuring this effect on brand equity ing on brand equity? proach that is not typically applied to shopper
is sometimes discussed but rarely pursued with Welsh: âItâs possible, but pricey. The regular marketing campaigns.
testing. metrics donât get all the way to bright. Everyone To effectively use the tool to measure ac-
across disciplines leans on the same metrics. count-level impact, PepsiCo oversampled for
The âSkinnyâ from PepsiCo As an industry, we tend to rely on sales lift â shoppers at a key retailer in a separate study
The following Q&A with PepsiCoâs Welsh whether or not that was the primary objective.â before the âSkinny Canâ program launched
illustrates how manufacturers are thinking â[For instance,] the goal in launching the Diet to calibrate the brand equity scores there to
about building brand equity through shopper Pepsi skinny pack was to change the perception the brandâs national scores. The resulting data
marketing: of the brand (see sidebar). The sales lift was ter- served as benchmarks to gauge the programâs
rific, but incidental. We did a deep dive on mea- success as determined through a post-shop
Q. How does PepsiCo view brand suring changes in perception, but it was expen- survey. The results identified a statistically sig-
communication at retail? sive. It doesnât make sense to do this every time. nificant increase in brand equity.
Welsh: âWe think of the store as a medium âThatâs why there are three main buckets of However, the PepsiCo case was rare in that
to drive a brand message. In some cases, the measurement. The first is lift and volume. The its âdeep diveâ into brand perceptions at the
retailer (where the products are showcased) second is behavioral â for example, how often key retailer was statistically married to national
is the message and vice versa. A brand mes- am I buying and what else is in the basket? brand equity measures. Since this luxury is not
sage geared to appeal to Gen X females and The third is brand equity. This includes all pre/ available for many brands or programs, a brief
their sense of style would be very powerful in post-shop questions around how shoppers feel overview of brand equity approaches and tools
Target. But the same message may not work about the brand, in the context of that retailer.â is warranted.
in a different environment, such
as a traditional grocer. The brand
communication needs to enhance
the shopping experience, and vice
versa. For instance, Dollar General
isnât looking for Diet Pepsi to play
âThe goal in launching the Diet
the role of trendsetter. Instead, it is
more [interested in] value on packs
Pepsi skinny pack was to change
the shopper is familiar with.â
the perception of the brand.
Q. So itâs about the shopper in
a particular environment?
The sales lift was terrific, but
Welsh: âRight. In the sports drink
category, the shopper and consum-
incidental.â
er arenât [always] the same person.
In convenience stores, the product Bryan Welsh, vice president of shopper marketing, PepsiCo
is bought by the consumer. There
2
3. SPECIAL REPORT
Sample Dashboard for Measuring Brand Health
Hard Measures Soft Measures
n Dollars and unit volume n Brand awareness
n Average weekly ACV (all commodities volume) n Brand consideration/purchase intent
n Percentage base and incremental units n Brand usage
n Merchandising compliance (audits) n Custom brand perceptions/equity (likability,
âbrand for meâ gauges, imagery)
n Weeks of merchandising support
n Channel/retailer preferences
n Average unit price/promoted price
n Tangible product strengths/weaknesses
n Household penetration
n Social media preferences
n Purchase frequency
n Selection/de-selection criteria
n Loyalty (share of requirements)
n Promotional preferences
n Total points of distribution
n Perception of competing brands
n Dollars per point of distribution
n Percentage shopper conversion
Sources: Various
The 50,000 Foot View: Dashboards program from national panel data is not practi- specifically. If the store is treated as another
Keeping regularly updated dashboards has be- cal. Most programs are too granular to be cap- media channel, then the âshopperâ can be
come common practice in the industry. A dash- tured by national samples â one researcher es- considered as passing the same gates as the
board is a business intelligence visualization timated that it would take 10 times the typical television âviewer.â
of up-to-date metrics and key performance national sample size to read a specific retailer Using this concept, TNS breaks in-store
indicators (KPIs). While most dashboards report program. Moreover, short-duration programs brand impact into four stages: Exposure,
brand health statistics at much higher levels are missed on national surveys because theyâre Breakthrough, Desire and Action, each with
than a specific shopper program, the practice is in and out of the market too quickly to be its own measurement techniques and metrics.
a good way to keep a finger on the pulse of the recorded. Unless a brand increases the sample Exposure can include various âopportunity to
brand â sales, shopper behavior, and equity. size among the retailers in question (like Diet seeâ measures, such as awareness (gleaned
The chart above is a sample dashboard Pepsi did), the equity impact of a single pro- through pre/post-shop interviews), pass-by
culled from several industry sources. (Acosta gram canât be read. And for most programs, rates (shopping cart tracking) or even mer-
Sales and Marketing, Jacksonville, Fla., is one doing so would be prohibitively expensive. chandising compliance (store audits).
practitioner that parses metrics into hard and So, to understand the effect of a particular The measurements associated with Break-
soft measures.) Creating a robust picture of program, pre/post-shop interviews are usually through include main message recall (pre/post
brand health and shopper impact, as well as overlaid onto shopper card data such as brand- interviews), stopping power (eye-tracking)
reconciling data points, is the goal. switching patterns or trial numbers. Interviews and dwell time (video tracking). Desire would
Performance data naturally falls into two can reveal a shopperâs pre-store purchase in- include purchase intent (pre/post interviews)
categories: fast-moving and slow-moving. Ac- tent and what she remembered from her trip. and brand imagery measures. Finally, Action
cording to Agustin De Dios, director of global Studying this is important, because there are involves conversion (video monitoring) and
measurement analytics at Kimberly-Clark, a variety of possible impressions at play, from sales (POS data).
âThe challenge is to link the slow-moving full-on brand immersion to phantom effects. It should be noted that any techniques re-
data and analytics (such as loyalty and panel Brand immersion experiences â a Super Bowl quiring central location testing and not in-mar-
data, and MMM) with the fast-moving data spectacular or a product demonstration â are ket, such as virtual or mock stores, are better
(various digital activities). Fast-moving data, achievable in-store. Such efforts can make a used to refine a program before launch, not to
such as âLikes,â click-throughs and visitors, can measurable impression on the shopper. On gauge in-market performance.
be downloaded as often as hourly. It would the flipside are phantom effects: In one study,
be interesting to discover if the fast-moving research firm TNS, Portland, Ore., found that Full Scale In-Market Interviews
data could predict the slow-moving data.â more than 20% of shoppers recalled branded For the biggest programs, it is essential to tie in-
Such reconciliation of data points and proof elements that did not exist. store brand perceptions to in-market purchase
of correlative relationships among data sets Most brands monitor sales and brand per- behavior. SmartRevenue, Stamford, Conn.,
is a continuing challenge for analytics teams. ception on a national basis, and many are employs hundreds of researchers to conduct
doing so for their largest shopper programs, in-aisle observations and interviews, which are
Sales Analytics Overlays too. However, it is possible to deconstruct the overlaid onto sales data. This approach has
Reading the impact of a shopper marketing impact of in-store brand communication more merit because it records real-world behavior,
3
4. SPECIAL REPORT
across retailers, during program execution. Incorporating Digital Components brand marketers have viewed in-store pro-
An emerging technique employs a panel of While the pre/post-shop interview approach grams as potentially eroding brand equity.
shoppers armed with software on their smart- offers robust brand insight, elements can be More enlightened marketers, however, con-
phones who record their purchases and self- left out. What about digital shopper market- sider this only true in the case of straightfor-
administer questionnaires. This methodology ing? Increasingly, digital communication is ward price reductions.
eliminates the expense of hiring researchers overlapping with in-store marketing because Ultimately, the future should bring addi-
to conduct interviews in-aisle. It also captures both deliver shopper interaction. Digital and tional ways to more easily measure the im-
attitudes and behavior across channels and especially mobile media are proving to be a pact of shopper programs on brand equity.
throughout the purchase cycle. (MESH Plan- natural companion to shopping. But the use of The demand for these measures is rising, as
ning, headquartered in London, is a leader in new media in-store adds an interesting wrinkle shopper programming becomes increasingly
this area.) However, the shoppers themselves to measuring impact. entrenched and sophisticated. At the same
are responsible for quality assurance, which One company that measures this impact is time, technology is opening newer, faster
may result in uneven levels of reporting and Dynamic Logic, New York, whose AdIndex ties and cheaper avenues to track individual
could affect results. together qualitative and quantitative program shoppers.
In a similar vein, Modiv Media and Ahold results while incorporating the effect of digital
USAâs Stop & Shop are bringing the capabili- messaging. Hereâs how it works: Online ex-
ties of a handheld scanner to the shopperâs posure to a campaign is tracked using cookie
smartphone. Users of the retailerâs Scan It! app technology, and a survey is administered. This
must first register their loyalty cards, which information is then tied to shopper card data About the Author
means that full, historical shopper information at a specific retailer. Control and exposed test
is captured. The app can deliver promotional cells are used. The output provides branding
offers, as well as record the shopperâs in-aisle and ROI metrics in one deliverable. This tech-
location, thereby adding behavioral data to nique could be used to measure the brand
shopper card data. It also allows for a limited impact of banner ads or a product showcase
number of closed-end survey questions to be on a retailerâs site.
self-administered during the shop, permitting
some brand equity measures to be taken. The Deeper Issues and Disconnects
app also can tie pre-shop lists to a specific Most researchers use the term âbrand equityâ
retailerâs shopper card data, and to attitude fairly loosely, especially in the context of shop-
data, for a participating retailer, functioning per marketing studies. One analytics profes-
like a self-administered shopalong. sional explained that, âWe deliberately call
If these kinds of apps proliferate, the result- these âbrand perceptionâ measures, rather than
ing data could become very valuable. How- brand equity,â and with good reason: most
Liz Crawford has more than 20 years
ever, retailers will own the data, potentially pre/post interviews do not tie back to an es-
of brand management and consulting
limiting its availability to brand marketers, and tablished set of brand equity questions (as Diet
experience with a concentration in
the same quality assurance issues noted above Pepsiâs study did). This creates an interesting
might apply. disconnect. Why wouldnât every pre/post in-
strategic innovation. Over the last
terview have the same brand equity questions few years, Crawford has focused
asked in the annual benchmarked tracker? on developing integrated shopper
marketing strategies for Fortune 500
Series Schedule Part of the reason is that marketers sim-
ply want other questions answered during a clients. Currently, Crawford is an
necessarily short interview window. Whatâs analyst and contributing writer for the
Part 1: Rationalizing the more, âBuyers can be promiscuous in-store, Path to Purchase Institute. McGraw-
Investment regardless of their brand affiliation. So the Hill released her book, âThe Shopper
brand equity measure for any given shopper Economy,â in March.
Part 2: Measurement of may or may not indicate their inclination at
Shopper Behavior the point of sale,â according to Ken Feather-
ston, vice president-planning for OgilvyAction,
JWT/OgilvyAction Inc., conducting busi-
Part 3: Measurement of Brand Chicago. âPerhaps a more relevant question
ness under the OgilvyAction and JWT Ac-
Impact is, âHow can we plan and account for shop-
tion brands, is a fully integrated, end-to-
pers who make decisions against their brand
end shopper marketing and experiential
Part 4: Effective Integration affinities?â â
marketing agency with main offices in
Featherstonâs group is beginning to develop
Practices brand preference benchmarks to help bridge
New York, Chicago and Akron, Ohio. It is
part of the WPP Group.
this gap for clients. OglivyActionâs core ques-
Part 5: Retail Collaboration tions focus on share of mind and category
decision sets, pre- and post-shop.
Part 6: Directions for the There is another, little discussed reason to
Future avoid asking brand equity questions during
pre/post-shop interviews: Historically, many
4