In this infographic built from Shopper Intelligence’s unique database of interviews from thousands of shoppers across the USA, measured retailer by retailer, category by category, we look at what’s different about the emerging “discounter” channel. Everyone knows how strong the price image of Aldi is, and its limited range of mainly own brands, but using
In case you needed any reassurance of the value Shopper Intelligence may bring to your business, I noticed BCG’s summary of the key strategy for growth was to “use demand science to understand what consumers want to buy when, where and why they want to buy it”. I hadn’t ever described our data as “demand
The dynamic in global CPG firms are now well established. Invest in the biggest global brands where centralised planning around NPD and advertising can achieve scale and cost efficiencies. But let operational companies in each market focus on executing plans with local retailers using “localised marketing” including the full range of category management work. But
In days of yesteryear a shopper would go to a store based on the type of product it sold then ask the shopkeeper to fetch them the items on their list or recommend solutions (“I have the in-laws over for dinner, what do you recommend?” or “whats your best deal today?”). Time-consuming but personal. Then
I was chatting with a senior industry individual recently. His thesis was that as retailer competition is driven in part by the so-called “Discounters” (read our blog - “Discounter”), that meant that supplier-retailer relationships were increasingly about getting to the lowest possible “no frills” price, which meant, in turn, drastic cutting of any non-essential overhead
Winning in category management can come down to many things, but the one certain way to get your buyers to listen to you rather than competitors is to bring a totally new perspective that’s a game changer on merchandising, planograms and ranging. It's rare that such a breakthrough becomes available in the UK. Your goal
To some extent, this is the same debate that affects all research. But the polar opposites of commercial impact range from projects that are seen to be ‘game changers’ and generate massive ROI, to those that perhaps never even see the light of day. I was talking to a banking type recently, one who works
The gondola end. Putting aside the question of why it's still called a gondola (!) it’s the primary driver of volume for most packaged goods companies. Buy an “end”, get the sales. Simples. If expensive. Most brands’ total sales volume is dependent on buying a fair smattering of these through the year. For some, it’s
Sandwiches at the debrief? Travel expenses? No, it's much worse than that. It's time. The biggest actual cost of any research project is the time spent on it. Your time, your team’s time and even more so, the recipients’ time. It's like an iceberg. The bit that sticks up and everyone pays attention to, is
One of the most simplified ideas in category management and shopper marketing today is “satisfying the shopper”. It’s even the proposed goal of the Category Management Association (The CMA, a professional association, that exists to help its members drive meaningful category and brand growth by building shopper satisfaction and facilitating strategic collaboration between retailers, suppliers and