Shopper marketers are under more scrutiny than ever to accurately forecast and assess ROI.
Foresight ROI is proud to have analyzed over 18,000 shopper marketing events to help Clorox and other leading CPGs:
• Decide levels of investment across demand creation programs
• Better understand shopper marketing impact across the portfolio
• Gain visibility to which plan elements are “working harder” than others
Learn more in this presentation by Rick Abens, Founder and CEO at Foresight ROI, and David Cardona, Director, Shopper Marketing, Category Advisory & Multi-Cultural Capabilities at the Clorox Company, delivered at the Path to Purchase Expo in Rosemont, IL on September 22, 2016.
To learn more contact us at www.foresightroi.com or call us directly at 312-575-0024.
5. Bigger budgets mean more scrutiny
Bigger
Budgets
Increased
Scrutiny
Shopper Digital Traditional
Media
Trade
Spending Growth Rate
Source: Deloitte
6. Most feel they Don’t Accurately
Measure Shopper Marketing ROI
2015 Annual Trend Report
Measurement confusion
Measure ROI Don’t Accurately Measure
63%
7. Measure ROI Don’t Accurately Measure
2015 Annual Trend Report
Measurement confusion
to top performer
93%
17%
Top
Performing
Poor
Performers
% That Measure SM
Hub Magazine, 2014
The Top Shopper Marketers
Measure Shopper Marketing ROI
Marketing that Works
Optimize Budgets
Justify Bigger Budgets
38%
10. Connect Actions to Profit with Analytics
Cost Rate Lift Rate ROI
Market
Reach
Sales
Impact
P&L
Impact
Marketing
Action
11. Measure What Matters
In investing, just like baseball, to put runs
on the scoreboard, one must watch the
playing field, not the Scoreboard
Warren Buffet
12. Measurement Standards
• Accurate to prove Shopper Marketing works and to improve it
– Untangle Shopper Marketing and Trade effects
– Measure Shopper Marketing synergy with Trade
• Comparable to other marketing ROI measurements
Other
MMAS
Sales Contribution
Other
MMAS
Trade
Shopper-Trade Synergy
Shopper Tactics
Coupons
Media
Base
14%
0%
1%
5%
8%
72%
11%
2%
3%
5%
7%
71%
13. Collaborative Planning Tools To Win
With Your Customers
Brand &
Retailer Win
Retailer Win
Brand WinOpportunity
Events
Negotiate Price
Change Tactics
Brand ROI
CategoryGrowth
HighLow
Pre-store Tactics Drive
Category Growth
Retailer
Support
Drives
Brand
ROI
Collaborate
to Win
14. Steps toward
measurement mastery
Rough estimate
of the program
as a whole
Easy to do
SM impact is
under counted
Data is difficult
to collect
1-time data
collection job
Comparable
measurement
Learn What
Works
Capture data
real time
Planning with
deep & broad
knowledge
Simulations to
create the best
programs
Best practices
knowledge
Bigger budgets,
sales impact
and customer
relationships
Bump Charts
Marketing
Mix Models
Shopper Marketing
Model
Continuous
Improvement
21. Our
Challenges
No standard
approach to measuring
Shopper Marketing
dollars spent at
the field level
A lot of personal
bias regarding
tactics
Complacency:
need to constantly
challenge our
thinking
Work with
Clorox internally
to align with
metrics as “valid”
24. • Identified 6 key customers
• Picked 2 Clorox categories
Scoping The Work (Pilot)
25. Collected all the data from FY14 and
forwarded to Foresight ROI to run models
Our Methodology
Benchmarked $150K+
for activity
5-6 weeks for Foresight
to run analytic models
It took a long time
to gather information!
Data turned over to
Advanced Analytics
for interpretation
29. Validation for what we knew
Leverage
seasonality Don’t layer
“dollars off”
tactics
Experiment more on
targeted tactics
When choosing
between a lower ROI tactic
and trying something new—
try something new!
Partnerships yield a
much better ROI
Tell a cohesive story
along the P2P
32. In-store large size
signage to drive
awareness
partnership
Strong display
integration
Feature Ad
.com
Direct Mail
Cohesive story across the P2P
33. • New Items
• Digital Shopper
Marketing
• Couponing
Digging Deeper
for Other “A-ha’s”
34. 1. Efficiency rates for new items are typically lower than for Base
events
2. Industry shopper spend in support of new items averages
16% of total shopper spend
3. Leverage Base products to drive conversion of new items
4. An offer is key
5. Apply P2P approach, skew heavily to in-store
New Items Learnings
35. 1. Coupons work harder at Mass
and Grocery, while messages
have higher returns at Grocery
and Dollar
2. Despite the higher costs,
coupons earn higher-than-
average ROI’s
3. Instant offers and solution books
are the highest-returning coupon
tactics.
Coupon Learnings
36. Digital Shopper Marketing Learnings
The percent of
Shopper spend on
digital is at
33%
in the industry
1. Industry-wide Events with Digital
have better ROI +47%
► Lower costs and have the opportunity for
precision targeting
► More likely to be well integrated full PTP
events
2. Clorox benchmarked below
industry on digital ROI
► Learned specific actions to close the gap
37. The information shaped
our strategy and tactical plans,
going from awful to terrific!
- Team Lead Strategic Grocery
Positive Reception
38. Why is this so important for us?
Let me start by defining Us =
Marketing
(Brand and MarComm)
Finance
Shopper
Team
Sales
(Both Planning
And Field Sales)
Customers
39. Helped us to better decide level of investment
across demand creation
Helped us better understand shopper marketing
impact across our portfolio
Gave us visibility to the plan elements that are
“working harder” for us
Why is this so important for us?
SPENDSPRING CLEANING ROI K/O/D RATIONALE
Tatic 1
Tatic 2
Tatic 3
$X.XX
$X.XX
$X.XX
High
Low - Avg
Low
Keep: Rationale here
Optimize: Rationale Here
Delete: Rationale Here
1
2
3
40. Why is this so important for us?
Helped us to better
decide level of
investment across
demand creation
Helped us better
understand shopper
marketing impact
across our portfolio
Strengthened our
relationship with the
shopper agencies
as we progress our
capability together
Gave us visibility to
the plan elements that
are “working harder”
for us
41. Identify the specific measurement
challenge for your organization
Audience Takeaways
Consider key internal stakeholders
you need to collaborate with
Realize the resources needed to execute
an ROI workstream of this magnitude
1
2
3
I am going to talk to you today about ROI and how Clorox identified several challenges and how we sought to understand, really understand, the effectiveness of what we were doing in Shopper Marketing.
I want to inspire you to undertake your own measurement workstream by giving you a look at what and how we measured. It can add tremendous value to your organization and give you the ability to offer clean reads on how to best spend your Shopper Marketing dollars.
I love this quote by Machiavelli, “Whosoever desires constant success must change his conduct with the times.” I like it because the landscape of Shopper Marketing has dramatically changed in the past 5 years with technology influencing how shoppers shop and make their choices. We realized that we, as a Shopper Marketing organization at Clorox, needed to change our conduct with the times and really understand how our marketing has evolved in order to drive better results moving forward
The challenges David mentioned are prevalent across the industry. As shopper marketing budgets increase, there is more scrutiny on it. So it must get vetted to justify the spend just like other disciplines before it. A trend that exacerbates this is zero based budgeting. Its always been true that what gets measured gets managed. Now what gets measured gets funded. One GM told me at the beginning of the study, “I know what I am getting from advertising and I know what I am getting from trade, but I don’t know what I am getting from Shopper Marketing and I must cut something.” So he cut SM, then we measured it and he reinstated the funding for SM.
And yet, measurement confusion continues. According to the 2015 Annual Trend Report conducted by the Path to Purchase Institute, 62% of those surveyed claim they do not or don’t accurately measure SM ROI. This is partly due to the fact that there isn’t an industry standard of measurement for the discipline. A specialize discipline that works holistically with other marketing mix investments requires a different way to measure, but in a way that is comparable to other marketing mix investments. This is important because, according to a Hub Magazine survey, 93% of the top performing companies ranked in Hub are measure SM performance. Only 17% of the poor performers are measuring. Now, measurement alone doesn’t guarantee top performance, but it certainly gives you a better opportunity to win while increasing collaboration and accountability across all key stakeholders.
And yet, measurement confusion continues. According to the 2015 Annual Trend Report conducted by the Path to Purchase Institute, 62% of those surveyed claim they do not or don’t accurately measure SM ROI. This is partly due to the fact that there isn’t an industry standard of measurement for the discipline. A specialize discipline that works holistically with other marketing mix investments requires a different way to measure, but in a way that is comparable to other marketing mix investments. This is important because, according to a Hub Magazine survey, 93% of the top performing companies ranked in Hub are measure SM performance. Only 17% of the poor performers are measuring. Now, measurement alone doesn’t guarantee top performance, but it certainly gives you a better opportunity to win while increasing collaboration and accountability across all key stakeholders.
You can get a better ROI either by getting a higher lift or a lower cost on the marketing. By looking at both of these metrics you can better assess and forecast ROI. When you are trying to forecast the sales lift and ROI for a program and choosing tactics, you usually know or can guess at the cost of the marketing reach. Then use a sales lift model to forecast the sales lift and resulting ROI.
The charts represent industry averages for marketing cost, lift rate and ROI for different scenarios. In-store marketing has a relatively high cost rate (cost per 1000 impressions), though at $3.30, it is substantially below the TV rate of about $25. Adding a pre-store message lowers the marketing reach cost rate substantially because you can reach millions of shoppers at a low cost. The average lift rate is diluted down because the pre-store tactics are not as engaging so the average lift goes down. However, because the cost rate went down more than the lift rate, the ROI increased. To really make the event work well, adding a pre-store offer to the program completes the PTP strategy and increases conversion substantially, driving the best ROI.
You can get a better ROI either by getting a higher lift or a lower cost on the marketing. By looking at both of these metrics you can better assess and forecast ROI. When you are trying to forecast the sales lift and ROI for a program and choosing tactics, you usually know or can guess at the cost of the marketing reach. Then use a sales lift model to forecast the sales lift and resulting ROI.
The charts represent industry averages for marketing cost, lift rate and ROI for different scenarios. In-store marketing has a relatively high cost rate (cost per 1000 impressions), though at $3.30, it is substantially below the TV rate of about $25. Adding a pre-store message lowers the marketing reach cost rate substantially because you can reach millions of shoppers at a low cost. The average lift rate is diluted down because the pre-store tactics are not as engaging so the average lift goes down. However, because the cost rate went down more than the lift rate, the ROI increased. To really make the event work well, adding a pre-store offer to the program completes the PTP strategy and increases conversion substantially, driving the best ROI.
You can get a better ROI either by getting a higher lift or a lower cost on the marketing. By looking at both of these metrics you can better assess and forecast ROI. When you are trying to forecast the sales lift and ROI for a program and choosing tactics, you usually know or can guess at the cost of the marketing reach. Then use a sales lift model to forecast the sales lift and resulting ROI.
The charts represent industry averages for marketing cost, lift rate and ROI for different scenarios. In-store marketing has a relatively high cost rate (cost per 1000 impressions), though at $3.30, it is substantially below the TV rate of about $25. Adding a pre-store message lowers the marketing reach cost rate substantially because you can reach millions of shoppers at a low cost. The average lift rate is diluted down because the pre-store tactics are not as engaging so the average lift goes down. However, because the cost rate went down more than the lift rate, the ROI increased. To really make the event work well, adding a pre-store offer to the program completes the PTP strategy and increases conversion substantially, driving the best ROI.
You can get a better ROI either by getting a higher lift or a lower cost on the marketing. By looking at both of these metrics you can better assess and forecast ROI. When you are trying to forecast the sales lift and ROI for a program and choosing tactics, you usually know or can guess at the cost of the marketing reach. Then use a sales lift model to forecast the sales lift and resulting ROI.
The charts represent industry averages for marketing cost, lift rate and ROI for different scenarios. In-store marketing has a relatively high cost rate (cost per 1000 impressions), though at $3.30, it is substantially below the TV rate of about $25. Adding a pre-store message lowers the marketing reach cost rate substantially because you can reach millions of shoppers at a low cost. The average lift rate is diluted down because the pre-store tactics are not as engaging so the average lift goes down. However, because the cost rate went down more than the lift rate, the ROI increased. To really make the event work well, adding a pre-store offer to the program completes the PTP strategy and increases conversion substantially, driving the best ROI.
To increase your SM spending budget or event to keep it, you must justify the spend. This requires an accurate ROI measurement that captures the full impact of SM, including the impact of more and better merchandising when SM is integrated with trade. One thing I found to be true is that the budget goes where the ROI shows. The second big reason to measure is so that the budget gets allocated so that you optimize the results. If you know which customers have the best return, you may invest more with them. This knowledge is powerful, because on the average, if you move one dollar from a poor performing customer to a good performer, you can increase your profit from 50 cents to $1 without any additional spending. Lastly, you want to measure to manage well. By knowing what works, you can create the best marketing programs, while building corporate knowledge. Our clients also use the program measurement in JBP with their customers by examining both parties key performance metrics.
To increase your SM spending budget or event to keep it, you must justify the spend. This requires an accurate ROI measurement that captures the full impact of SM, including the impact of more and better merchandising when SM is integrated with trade. One thing I found to be true is that the budget goes where the ROI shows. The second big reason to measure is so that the budget gets allocated so that you optimize the results. If you know which customers have the best return, you may invest more with them. This knowledge is powerful, because on the average, if you move one dollar from a poor performing customer to a good performer, you can increase your profit from 50 cents to $1 without any additional spending. Lastly, you want to measure to manage well. By knowing what works, you can create the best marketing programs, while building corporate knowledge. Our clients also use the program measurement in JBP with their customers by examining both parties key performance metrics.
When I initiated this workstream, I thought about the objectives I wanted to meet. The first one is that I wanted to strengthen the Shopper Marketing discipline overall for Clorox. I felt that there was not a standard of consistency across the various field teams relative to how we evaluate our plans and then use those learnings to plan. I also felt pressure to articulate the value of what Shopper Marketing can bring to the organization overall. There are so many ways to spend marketing dollars and a big chunk goes to Shopper Marketing. I wanted to demonstrate that it is worth the money! And lastly, I wanted to really understand the differences in our diverse portfolio and classes of trade. Most of you know that Clorox plays in very very disparate categories from food to home care to laundry to outdoor living and even home hardware with Brita. The learnings are very different by category and class of trade.
When I initiated this workstream, I thought about the objectives I wanted to meet. The first one is that I wanted to strengthen the Shopper Marketing discipline overall for Clorox. I felt that there was not a standard of consistency across the various field teams relative to how we evaluate our plans and then use those learnings to plan. I also felt pressure to articulate the value of what Shopper Marketing can bring to the organization overall. There are so many ways to spend marketing dollars and a big chunk goes to Shopper Marketing. I wanted to demonstrate that it is worth the money! And lastly, I wanted to really understand the differences in our diverse portfolio and classes of trade. Most of you know that Clorox plays in very very disparate categories from food to home care to laundry to outdoor living and even home hardware with Brita. The learnings are very different by category and class of trade.
When I initiated this workstream, I thought about the objectives I wanted to meet. The first one is that I wanted to strengthen the Shopper Marketing discipline overall for Clorox. I felt that there was not a standard of consistency across the various field teams relative to how we evaluate our plans and then use those learnings to plan. I also felt pressure to articulate the value of what Shopper Marketing can bring to the organization overall. There are so many ways to spend marketing dollars and a big chunk goes to Shopper Marketing. I wanted to demonstrate that it is worth the money! And lastly, I wanted to really understand the differences in our diverse portfolio and classes of trade. Most of you know that Clorox plays in very very disparate categories from food to home care to laundry to outdoor living and even home hardware with Brita. The learnings are very different by category and class of trade.
Just as a quick refresher….
Once I had a sense of the objectives, I started to dig in to the hurdles we faced. The most obvious hurdle is that we did not have a standard approach to measuring Shopper dollars spent at the field level. We’ve played with it over the years, but there was not a data-driven approach that everyone was using.
I also noticed that a lot of personal bias regarding tactical plans was at play. So, I would hear things like, “I tried that tactic 2 years ago and I don’t think it performed that well.” The truth is that the landscape has shifted dramatically and many vendors have newer capabilities that make their activation more effective.
I also wanted to combat complacency. We need to constantly challenge our thinking.
And lastly, I knew that if I didn’t work with key stakeholders internally at Clorox, that whatever I did ran the risk of not being validated. I needed to think about my internal partners necessary to validate whatever metrics we employed.
We chose to partner with Foresight ROI because:
Our advanced analytics group had a previous positive experience with Foresight ROI and having their alignment on the partner was critical to validating the results
We needed a partner that could develop a model that was similar to how we evaluated trade and advertising in order to compare apples to apples
We identified 2 Mass, 3 Grocery, 1 Dollar based on our segmentation and also whether there is data from those customers for us to do the modeling.
We picked HVR and Glad—these are “Grow” categories for our portfolio.
We were pulling FY14 data in FY15 and there had been so much turnover in the team that some data was available and some wasn’t. So it took about 12 weeks to get all the data.
So, to simplify we looked for big ticket activity which is $150K or bigger…we were not interested in smaller tactics given the situation—be more pragmatic.
Use icon and a few words to tell story here (i.e. a storybook with the words Tell Cohesive Story)
which in general deliver above-average efficiency.
We also wanted to dig a little deeper to understand specific learnings around three critical efforts: New Items, Digital Shopper Marketing and Couponing. Our goal was to understand the best practices in these three areas to provide guidance for our field Shopper Marketing folks.
We shared the results broadly—with field Shopper Marketing, Sales Planning, Field Customer Teams, our agencies and with the National Shopper Marketing Group. It has been SO well received by everyone! The benefits we are seeing are:
It is informing the planning cycles going into FY17
Everyone is feeling smarter
We are strengthening the perception of Shopper Marketing internally as a solution to business challenges
Using data to reshape tactical plans
We shared the results broadly—with field Shopper Marketing, Sales Planning, Field Customer Teams, our agencies and with the National Shopper Marketing Group. It has been SO well received by everyone! The benefits we are seeing are:
It is informing the planning cycles going into FY17
Everyone is feeling smarter
We are strengthening the perception of Shopper Marketing internally as a solution to business challenges
Using data to reshape tactical plans
Let me start by defining Us =
Marketing (Brand and MarComm) and
Sales (both Planning and Field Sales)
Finance
Customers
Shopper Team
We shared the results broadly—with field Shopper Marketing, Sales Planning, Field Customer Teams, our agencies and with the National Shopper Marketing Group. It has been SO well received by everyone! The benefits we are seeing are:
It is informing the planning cycles going into FY17
Everyone is feeling smarter
We are strengthening the perception of Shopper Marketing internally as a solution to business challenges
Using data to reshape tactical plans
We shared the results broadly—with field Shopper Marketing, Sales Planning, Field Customer Teams, our agencies and with the National Shopper Marketing Group. It has been SO well received by everyone! The benefits we are seeing are:
It is informing the planning cycles going into FY17
Everyone is feeling smarter
We are strengthening the perception of Shopper Marketing internally as a solution to business challenges
Using data to reshape tactical plans