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July 2, 2009 by Editor This Marketing Plan Template Pack includes a 40 page Word template and 10 Excel spreadsheets.
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Between August and November, the trade marketing office of Brazilian consumer-goods industries generally go through the planning period for the following year’s budget.
This article is particularly directed to all those trade marketing managers who at this moment are pouring their efforts into mounting the business plan that will enter into next year’s budget. During the budget period, apart from very few hours sleep and all the stress among senior trade marketing managers, it is common to see these professionals accumulating the difficult task of disputing funding for its area with that of marketing (communication) and with sales (the so-called commercial funding).
The absence of this type of pre-alignment creates situations in which the salespeople cannot manage to implement a large number of promotions, competitions and initiatives alongside the direct and indirect channels of distribution.
We would like to make a contribution for trade marketing managers by presenting the 10 steps to a very successful trade marketing plan. Group together all the ideas and good practices sent by Sales, Trade, and Trade and Shopper marketing agencies.
Try to score the value of the opportunities, quantifying the financial gains from a “macro” vision.
In this step, try to quantify the creation of value (worth) of each action, in other words, the capacity to bring additional profit in a determined period – generally 12 months. The aim is to avoid the trade marketing manager using just his personal opinion to evaluate the actions and, thereby, becoming susceptible to being taken by colleagues as someone who is subject to predilection and whim.
The use of four analytical requisites, with weightings defined by the top management of the company, will facilitate the job in hand for trade.
The tactical plan is a detailing of the actions that have been previously selected to make up the final plan.
It is important to understand that in trade marketing there are some standardized actions that serve all clients and others which must be customized for just one client or channel. Actions with low scores should be excluded from the plan to be presented to the board of directors, and knowing how to calculate the ROI (Return on Investment) on trade marketing will greatly help the manager to prioritize these. Finally, the last step must be to present the points of attention or warning about organizations or factors that could represent a risk to the plan. Take the example of the beverage industry, in which the fragmentation of the product into more than one million points-of-sale in Brazil makes it the category with the greatest retail penetration among consumer goods. In general the sales area is the area responsible for defining the channels through which the products will reach the shopper and consumer. It means that the more they are pressured for results in the short term, the more the salespeople and regional managers are going to make the channel strategy “flexible” in order to reach their targets.
The channel strategy is fundamental for guaranteeing the success of the products in the market. The channels strategy is a discipline that is generally subject to great attention from the high management – or board of directors. Note how the channel decisions start in the external environment, particularly under the auspices of the competitor. Basically, there are two types of agents that execute channel strategies: the intermediaries (in a generic way) and the facilitators.
Nevertheless, there are many flows that occur so that these may happen, such as the exchange of information and, obviously, the exchange of money. Truly, the success of the introduction of new products is intimately linked to channel planning. To guarantee the success of both new products and old, the channels manager must constantly create stimulus for the members of this chain to prioritize your brands. If, on the one hand, too many incentives create the so-called “incentive over incentive” (something that reduces its impact within the channel), on the other, the absence of incentives acts as a barrier. Conflict is something that happens in-house, and in general, forces members of the channel to spend more than they should, fighting among themselves, when they could be using these valuable resources to directly combat the competition.
Finally, the management of channels must seek expansion opportunities in both the actual and new points-of-sale.
To monitor the execution in all the points of contact of the brand, the organization must have an adequate structure. Offers directed through email marketing, active telemarketing, sites and social networks, among others, are also commonly used and treated as channels. Thus, in service companies (mainly massive) it is of fundamental importance that the marketing and commercial areas work both very closely together and further in a coordinated way. In & Outs, or “limited editions” are excellent tools to increase frequency of purchases, volume per shopper trip, and some times penetration. However, the use of limited editions of fast moving consumer goods may be pretty harmful if not planned and executed right. Therefore, the challenge to brand manufacturers is not to develop great strategies using promotions, but to manage them.
Product D selling is less than product C selling in total quantity, however the incremental units sold in-store is larger for product D.
However, by investing time and resources in creating a perfect product launching process they will leave fewer variables with potential to go wrong along the path to purchase.
This means that for another four years, at least, this shopper is going to maintain the new habits acquired with the start of the crisis in 2008: 75% put price first in their purchase decisions and 52% have money only for necessary items.
Thus, American retail has rapidly mobilized itself, and the search is now on to understand this new shopper. There is a general understanding that in order to deliver value to the shopper, one needs to create relevance, and one only manages to do this by means of an emotional connection. What can be clearly detected is a mobilization of the American market in the same direction.
And all of this happens at the point-of-sale (POS), where brands converse with shoppers through POP materials, environmentation, packaging. In difference to other years, in which technological innovations (QR Codes, mobile, APPs, etc.) were the center of attention during the fair and discussion panels, this year they remained firmly in the background and appeared like tools.
This increasingly shows how there is less fascination for technology and more for strategy. A battle of the Titans, in an immense market, which focuses its efforts on potentializing the relation between retail, brands and agencies, in search of common gain, and no longer in calculating the ROI of activation actions and materials at the POS, the phantom that had haunted many marketing teams for its immense complexity in measuring and low reliability of the results. At the Fair, we met Juliana Costa, national manager of Trade Marketing of DPA, refrigerated division of Nestle, one of the few Brazilian women present at the event.
Companies in Brazil need to transform shopper marketing into the central link of its strategies in much the same way as they do consumer marketing today, which already has quite well structured tools and methodologies.
It started on Tuesday 16th and ended this Thursday 18th, Shopper Marketing Expo, the principal Shopper Marketing fair in the world, which takes place in Chicago (USA). On Wednesday 17th, the Shopper Marketing Best Practices panel – The Path to Purchase Begins At-Home: In-Home Insights that Drive In-Store Purchase Decisions – led by Art Sebastian, director of Shopper Insights and Development of Categories, from the American firm, Kraft Foods, discussed how his company is managing to integrate its communication strategies and transform the corporate marketing silos in order to tackle the opportunities in shopper marketing.
The data clearly indicated that there are three marketing platforms to work on: cooking, snacking and sandwiches. This action by Kraft at the POS was only possible because there was collaboration from industry with their clients, the retailers. In the main seminar of the day, and open to all participants at the event, Joseph Magnacca, president of Walgreens and of Duane Read, showed how the biggest American drug store player sought an alternative, within the English model, in order to continue raising its sales by store. In the case of Duane Read, a partnership with the cosmetics industry created specific areas for looking after nails in New York and its vicinity, where it was noticed that, despite the crisis (or perhaps even because of it), women continued to be vain and to bet on nail polish to make themselves more attractive. Furthermore, based upon the understanding of the shopper, and specifically the main shopping missions of these in the chain store, Walgreens structured its in-store communication proposal upon three pillars, which also put the reformulation of the visual merchandising and store layout on the agenda: “What I need, How I feel, How I look”.
What the results quite conclusively reveal is that the mind of the shopper – our mind – functions in narrative, which means, for the strategy to make sense at the decisive moment of the purchase, the message has to be cohesive, and no longer the traditional model, that bets on bribing the customer with discount coupons, or that offer prices to generate the conversion, and which is based on the belief that the intention to buy – generated by a TV ad – can manage to knock down all other barriers that interrupt the path of the shopper to the checkout.
Here in Chicago, we took part in discussions that sought to create a new model which manages to conquer the true loyalty of shoppers each step of the way, taking into account that it is a feeling, rather than a behavior.
The barriers that the shopper encounters, from the moment in which they decide to purchase right up until the moment when they place the product in their shopping basket, is the object and focus of the study of shopper marketing. The first step is to understand how the shopper came to know about the product and, then, how he chose the channel in which to buy it. To knock down such barriers to purchase is, therefore, to reduce the “regret about buying” perspective with each step of the path to purchase. We suspect that the explanation is more down to cultural motives, as well as to certain paradigms.
Firstly, because the Brazilian middle-class tends not to get around so much on foot, unless we are talking about inside the shopping malls, where it is less typical to shop for food (outside the supermarket) for the simple but sheer lack of options. In this context, retail specialists believe that well-dressed window displays are responsible for up to 50% of sales. The trade marketing area was the great hit of the 1990s in the world of consumer goods marketing. As an academic discipline, trade marketing never found the same backing that it enjoyed in the “real world” of consumer-goods companies. The area attends both because it seeks to attain results through the shopper at the point-of-sale – the channel.
Trade marketing has its origins in consumer-goods companies and then migrated to service companies, and even to within the retail sector, covering activities that range from commercial planning to “visual merchandising”. Brazil, Spain, France, the United Kingdom and Latin America in general were regions that embraced the idea. In certain international companies, this new area known as shopper marketing has already incorporated an entire generation of insights through the studies of the buying behavior of shoppers, taking on part of the legacy of Category Management. The current marketing area will gradually take over this “slice of the budget cake” for two main reasons: the need for integrating the communication with the shopper and consumer, and the need to coordinate the use of these resources, in order to optimize and reinforce the branding actions as a whole. After investing in marketing on the Internet, the investment in shopper marketing is what is growing most in American consumer-goods companies.
Certainly, the debate is not going to stop here and the world is going to change radically. The objective of neuroscience is to understand the mind – how we perceive, how we move, think and remember. In marketing, the innovation arises from the combination of several recent areas of science and technology which are very important to the economy, such as nanotechnology, biotechnology, Information Technology (IT) and neuroscience (or the cognitive sciences). Research in neuroscience associates the traditional method of investigative, quantitative and qualitative research with the use of structured questionnaires, brain imaging generated by magnetic resonance and the study of the electrical properties in cells and tissues that, in neuroscience, includes the measuring of the electrical activity of neurons and particularly the potential action activity, using electrodes to stimulate and record the reaction of nerve cells, or of the larger areas of the brain. Another line of research is neuroengineering, a discipline within bio-medical engineering which uses engineering techniques to develop neural prosthesis used in the rehabilitation of patients that suffer from corporal paralysis, with significant work published by the Universidade Federal de Pernambuco (UFPE), taking as an example the research of professor dr.
The study of decision processes and of how the mind makes its choices will allow us to understand the conscious and unconscious patterns of consumer spending and buying, as well as the processes of negotiation and even risk analysis, thereby suggesting new paradigms in the realignment of advertising, merchandising and shopper marketing and, thus, its importance for current marketing practices as tools for persuading the public. The application of neuroscience in marketing is one of the vectors of research in the world. The successful communication of consumer-good industrial brands and retailers with the shopper is fundamentally based on creating a kind of fine-tuning with the different segments of shoppers that visit a retail establishment. In Brazil, Chilli Beans is, for me, the best example of how a shop can enter in tune with its public on various levels to create a unique experience.
How can a retailer create a successful strategy using neurological levels of experience in the buying process?
4) Make an appraisal of whether the values of the company coincide with the values of this group. 6) Establish two-way channels of communication with your public in the shop, on the web and in the community. Experience marketing is confused a lot with the use of the senses, or rather, the sensations with which to stimulate shoppers during the purchase. When we listen to a romantic song today, we can be raised to the heavens, but when the sense of romance ends, this same tune can become the source of pain and hurting.
Distribution channels are important in helping you grow your business and increase your bottom line. The Channel Marketing Plan Maker Template for Excel is a worksheet specially designed for creating a marketing strategy to maximize business distribution channels. This Channel Marketing Plan Maker Template is a free Excel template to help you determine the best route to take for your marketing activities.

This spreadsheet is also designed to allow you, or other channel managers, to organize tasks and create detailed sub-tasks so you can easily filter through the information that you need to view or present.
Another feature of this template is the built-in Gantt Chart that will allow you to create a visual presentation of your project status as it progresses through time.
Unlike most free Office templates that give you a generic marketing plan template and therefore take time to customize, this template has a specific purpose that you can easily fill out with the right information and instantly generate reports and data. In this worksheet, the Planned Dates and Actual Dates for each of the project tasks in the marketing plan will show the costs and durations to allow you to create projections and create an overall reasonable and effective plan. Use this template to summarize the Who, What, Where, When, and How questions of marketing and sales activities for the planning year. After you pay online, you are automatically sent to a page where you can download the template online.
The objective of this process is to have some prevision over the expenses, investments and potential return on the business. It is also a recipe for being happy all-year long in trade marketing – a method of planning and working that will allow trade to use just the best ideas in the trade marketing plan.
This requires an intense effort to prove the worth of your own proposals and, for this reason, only the best must be used. This happens simply because the number of actions, when all added up, make the flow of the commercial relationship impractical. As yet, there is no managerial evaluation of the actions, they are just grouped by either channel of category of products to which they refer. To do this, one needs to know the necessary cost or investment in trade to carry out each of the presented proposals. It is therefore important to use a set of fixed criteria in both the analysis of viability and in that of prioritization.
Each action will possess a type of scorecard that will help the decision-making of those which will go to the final trade plan or not. Nevertheless, as the capacity of sales to execute many actions in the field is restricted, from the practical point of view, the strategy will only come to realization when the salespeople are capable of executing it together with some client. Here, instead of taking each action, one by one, presenting individual results, all the selected actions are added up in terms of their sales increase, costs and increased profit margins. This work foresees the difficulties of implementation and alternative courses of action, should these obstacles materialize throughout the process of implementing the trade marketing plan. The tip is to create an alternative plan with high-impact-on-results actions and ease of implementation, but which further have a score below the rest in requisites such as strategic alignment and non-financial impacts.
The penetration in retail is what allows it easy access to households, which in turn expand the consumption and consequently the market share of whoever works their channels best. This autonomy for making decisions in a decentralized and very often a discoordinated way about the marketing channels of the company ends up creating conflictive situations between intermediaries, or a price war between retailers.
I am not saying that some level of conflict between channel members – wholesalers and distributors, for example – is not useful. Some companies see the distributor as a mere delivery boy – an old-fashioned and out-dated view of the role of the intermediary. Franchises respond well to the dilemma of all Channel Development Managers: how to obtain control over the execution that the channel provides for my brand without being the owner of the channel. If Subway had decided to sell its products in supermarkets, as Bob’s did, they might have had problems guaranteeing the quality of their products. Intermediaries are all those agents who are directly involved in the sale or resale of products between companies and consumers.
Everything must be well coordinated in order for it to work and generate value for all those involved, especially the consumer.
Just look at how many players are involved in the marketing process, after the product leaves the factory! It is not for nothing that more than half of the products launched this year will have failed in such a short time. Worse than this, the existence of too much conflict between channels hampers the growth of brands. This process, carried out by the commercial area, should not be too flexible, and could be closely followed with an indicator apparatus that will measure the progress of the plan and its results. Information systems, people, processes and sufficient technology in order to monitor channels is necessary.
Depending on the complexity of the channels used, there could still be the figure of the commercial planning area, generally subordinated to the marketing area, which has, as its mission, to coordinate all the commercial effort and adequate the strategies to the resources, in order to attain the objectives, further being the interface between sales and marketing. In such cases, the essential and foremost function of the Sales Area (the call center, in this example) is to guarantee the best sales conversion possible, by means of the perfect dimensioning of the operation, of the application of the correct incentives to salespeople and of the existence of winning sales scripts. The working dynamic basically follows the above example, with the policies being defined by the marketing areas and their execution by the commercial and technical areas.
As such it is no rare thing to find a certain crossover of professionals between these two areas. This FMCG tool brings not only the novelty impact to the points-of-sale, but also influences shoppers blurring their comparative price reference in the category purchased.
If mismanaged, In & Outs can lead to high inventories of unfinished goods and packages. That is the correct analysis using units sold to determine what is the most successful In & Out.
That practice leaves the success of a product in the market only to shopper’s preference, fashion or taste (something easier to infer from product-test research), thus avoiding failure by poor field. We had three days of high level discussions and seminars that boasted the participation of CEOs and directors from the largest consumer-goods companies, retailers and American advertising agencies. The presentations, in general, focused either on tools that guarantee the deep understanding of the “whys and wherefores” of shopper behavior, or in shopper marketing strategies that deliver solutions to shoppers and generate emotional connections of these with their favorite brands. Today, when everyone wants to redesign this conversation, the design has become more important than ever, as it is through this that the communication strategies come to life inside the store. One example is the Peapod grocery chain, whose sales are exclusively on-line with rapid delivery.
American retail today uses technology at the service of its main objectives: to be more relevant to the shopper, deliver value and strengthen the connection. What we saw here is the construction of an arena of collaboration, where targets, objectives, information and strategies are openly discussed.
According to her, Brazil has much to learn with the way industries and agencies manage to systematize thought, in order to direct the POS actions, taking the shopper as the focal point of strategy.
She believes that this is the new road to conquering a shopper who, contrary to American shoppers, is passing the stage of “What I need” to the“What I Want”. On the first two days of the event, the main debate centered upon the challenge of integrating consumer insights and shopper marketing, in order to define strategies which guarantee the maximum efficiency in communication with the shopper (the person who is effectively responsible for the purchase made at the POS) throughout the entire path to purchase, transforming intention into real conversion, and how to do this with operational efficiency; starting from a clear definition of the roles within companies, especially in respect to the creation and execution of points-of-sale actions. Here is where integration gains life: to attend to each platform, marketing and shopper marketing actions were conceived.
When each link of the chain (in this case, marketing and shopper marketing) understands its role, the strategy is preserved without the tactical actions repeating themselves at each point of contact. Furthermore, collaboration is yet another subject that is on the agenda here in Chicago, in the same way in which it has been strongly influencing the way in which industries and retailers are planning their actions in the United States and in Brazil.
Basically, the recipe was to abandon the American model of “real estate”, in which the location of the stores and their enormous coverage seems to guarantee success.
Among the proposed actions, Walgreens relaunched its program “Web Pick up – Buy on line, pick up in store”, a convenience that proved to be very important in certain regions. The available tools are varied: neuromarketing, research applied psycho-analysis, eye tracking. But to feel, one needs to connect, and the connection only occurs when there is a real exchange of experiences, when there is satisfaction of the needs and, especially, when there is confidence, built in a relevant way, in each step along the path to purchase. Nevertheless, a trained shopper marketing professional has the skills and ability to map out all the stages of the “path to purchase” using, for example, such tools as the observation of the buying process (observing the purchase) and interviews at the points-of-sale (POS) to identify, from there on, the key questions involved that may hamper any decision in favor of a particular brand. Has the purchase in this or that category been planned, or does it just happens on impulse? Minimizing such possibility of frustration, will close the circle – the buying, the experience of using, and the returning to buy again. The brand, through its campaign “Tasty food can also be healthy”, managed to take to the point-of-sale an integrated-communication message directed at the shopper, at the precise moment of buying, that mayonnaise can also be part of a healthy diet, and further be consumed in other dishes beyond the traditional hamburgers and hot-dogs.
There are of course economic aspects involved, as the mounting of such window displays requires investment, as much in window dressing decoration and furniture, as in the training for the window dressers themselves. Apart from that, there is a possible belief, on the part of some traders, that many shoppers feel embarrassed about entering a well decorated shop, as they judge the prices there must be higher (which could be true – a strategic error).
It grew in importance by concentrating the responsibility of channel management – which had been forgotten by Sales – and communication with the shopper (funds) – something that had been badly developed and conducted by marketing at that time. This was due to one simple reason: trade did not fit perfectly into the “4Ps” of marketing (product, price, promotion and placement). One of the main faults of trade marketing today is exactly the fact that it is so expansive – all embracing.
Its objective will be that of redirecting the dialogue of brands with the shopper throughout the shopping process, aimed at stimulating sales conversion, or reinforcing the brand image in the marketing area. According to reports from international consultants, the area further presents an overlaying of marketing, sales and trade marketing. I will even go so far as to suggest that the debate is going to be particularly hot between marketing, sales and trade marketing, mainly about attributions, structures and internal resources.
Its study describes as much the physical mechanics of the processes that occur inside the nervous system, as its capacity to alter the functioning of the motor system and perception in relation to changes in the environment. These are the main areas in which we observe scientific production in neuroscience in Brazil.
Miguel Angelo Laporta Nicolelis in the field of organ and systems physiology, in the attempt to integrate the human brain with machines (neuroprosthesis or brain-machine interfaces), as yet without any application to marketing, but with great potential. What has already been published on the functioning of the brain is still a very small part in comparison to the scientific production underway on this matter. When the lights go up in the cinema at the end of a session, we hear the different comments about the film we have just watched. Black and white photos of masculine waxed torsos displayed on the walls and printed on bags certainly attract the attention of some, while displease others. It is even possible in a Kiosk of this glasses, watches and accessories brand to recognize the marked signature of its creators and its focus upon its young public. The great human aspirations and most noble sentiments, such as compassion, occur on this level. This is only possible with one or another of the following two strategies: increasing the traffic of people in the shop, or increasing the sales conversion within the shop, making shoppers buy more.
Invest in research, analyze data, observe them in the act, interact without fear, be where they are (in the shop, on Facebook, in the car park, etc.) and most of all, listen to them. A genuine buying experience will be created through the transformation of a strategy into practice. Participating in the social life of shoppers increases the sense of identity with the store. Although its appearance looks good, if the smell of the cheese is off or unpleasant, this will exclude it from the purchase. Identifying your distribution channels will help you to more effectively market your product or service. Using this channel marketing plan template will help you create professional and comprehensive plans to secure the most revenue-generating and most efficient channels of distribution. It allows you to quantify information to create thoughtful, sensible and rational decisions for your company.
This is a helpful component in marketing plans as well as in business plans to show exactly how certain objectives will be achieved through action plans and detailed tasks.
The final document of this process is a business plan, by brand, category and sales channel, that integrates into the marketing, logistics, production and financial plan that companies submit to their shareholders in Brazil and abroad. Apart from this, it will facilitate the relationship of this area, with all the rest, by showing how to say “No”, without feeling guilty, to any proposal that does not integrate, reinforce or mobilize the strategic incentives of your company’s brands within the trade marketing plan for the coming year. I have heard of cases of companies where a salesperson has had eleven actions in five different categories to present to his interlocutor in a large foodstuff distributor – something really non-viable.
Clearly, one is working with an estimate at this point, and for this, it is important to have agencies that can supply some notion of the costs, before making the proposal in itself.

The brand plan, plans of clients and the capacity of sales executing proposals should be considered. This allows the manager to present an integrated budget proposal (investments and costs) and of the potential increase in sales (which will go toward the commercial target), apart from the potential gains in market share (to be considered in the marketing budget – products). This option denotes a more operational approach, in the sense of making the channel “work”, rather than really planning its strategy. However, it is in the aspects of commercial competitivity and in the business model of the intermediary agents and process facilitators that this manager spends most time. The company modeled its marketing channel (the stores and kiosks) so that they spoke the same language as their target public and, through this, achieved amazing success, even at an international level. Facilitating agents make things happen, they are the financiers that provide credit for the new car, the transporter that takes the products to the retailer, the “Cielo”s and “Redecard”s of this world, that deal with the means of electronic payment, and so on, and so forth. As one can see, there are several possible activities, of which the most important are the negotiation, the buying, the resale, the stocking, the delivery and the payment. Apart from differentiating themselves in the POS in the middle of other SKUs, price, promotional support, delivery and ….would you believe it … the stocking of shop shelves are the main causes of the demise of new products. Conflict is different from competition, which exists between different brands and chains of distinct manufacturers. The same happens when it is necessary to administer clauses that foresee processes for falling profits and other questions concerning franchisers or distributors. Creating the appropriate metrics is the main part of the work of the Channel Development Manager before defending their own projects.
Normally it is used in companies that offer massive services, such as telephony, banks, credit cards, among others. The sales area (generally call centers, stores or sales personnel) and the technical area (when appropriate, as in telephony, for example) operationalize and tangibilize the delivery of the service. In these massive and large scale operations, it is the responsibility of the commercial area to guarantee the maximum efficiency within the entire process, and is, therefore, a vital factor for the success and profitability of the business.
They may get stuck in small shelf spaces if not supported well with promotion and merchandising.
In fact, these KPIs should address both internal processes and market results with the use of previously established success criteria for comparison. Today, these are the essential components of what we call the shopping experience: understanding the essence, communicating the triggers and making the connection. What changes is how the creative process happens: in the American shopper marketing market, the design is set by the discoveries of the research and has its efficiency evaluated by powerful tools, that extrapolate the financial return. But they no longer caused the fever they had done before, and mainly because they don’t really reveal these “whys”. Following an important social trend, that of a search for convenience, the chain has just made virtual stores available in the subways of Chicago, the same as Tesco’s example in Korea.
The chain-store Target, for example, has started to make lists of its price comparisons with those of Amazon (its great rival in the virtual world) directly available in the smart-phones of its shoppers. The result was a parade of success stories for their strategic focus, scientific rigor and creative assertiveness. For the “cooking” platform, the marketing strategy was to launch products that inspire and facilitate the lives of those preparing the dishes, such as sauces and easy-to-use but very tasty ingredients.
What the Kraft team did was to offer a solution to the shopper: it created special display areas for cooking products in the stores, where shoppers could find everything they needed to satisfy the motive that took them to the store in the first place. This is because “to integrate” does not mean “to repeat”, but rather to understand which solution delivers at each moment of the interaction with the consumer or shopper.
Collaborating with the client means building confidence, which presupposes the sharing of information, sharing the risk and a reaping of the satisfactory results for both sides. Following the British model, Walgreens stores are being reformulated, one by one, to attend to the needs and requirements of the shoppers of each neighborhood – a segmentation that has created standard specific stores for Latin quarters, Afro-American neighborhoods, for seaside towns and touristic places. In these, and in several other cases, shared here at Shopper Marketing Expo, these techniques were widely applied in order to help brands and to understand shoppers. In the marketing context, our task is to remove one barrier after another, thereby facilitating the purchase and, consequently, increasing the sales of the product. Understanding these points is crucial to defining what the right angle of communication should be at the points-of-sale. Very often the true motivators are not clear and only a detailed investigation is capable of revealing what will (or won’t) activate the impulse to buy at the moment of truth.
Through points-of-sale material and (prizewinning) actions such as the “recipe on the back of the label”, Unilever managed to successfully demonstrate and incentivate new and healthier uses of Hellman’s traditional mayonnaise.
True works of art that, apart from awakening interest in the product (and interest in buying), they are further and simply created for admiration’s sake.
But, sincerely speaking, we don’t believe that these are the real barriers to a greater proliferation of the art. Finally, we find that there is a lacking in the small Brazilian retailer toward the tradition, culture and, indeed, valuing of this practice which is further linked to the lack of trained labor in the window-dressing area. In other words, there is an enormous opportunity here to be explored, without any need for great amounts of investment, and which could bring significant returns for retail (and retailers), not to mention that it simply makes the shop environment more elegant (without necessarily becoming too sophisticated).
Particularly so in the academic world, which tends to believe that on classifying an activity – giving it pre-established labels – this tends to dominate it somewhat. However, it is not exactly for this – for the intrinsic dynamism of the area – that we fall in love with trade marketing? In short, the objective of the studies carried out in this field is to understand the relation between our human functioning, the medium we are placed into and the form in which we respond or adjust ourselves to such stimulus. During the 1970s, other institutions began research in the area, such as Escola Paulista de Medicina (EPM – UNIFESP) and the Universidade de Brasilia (UnB).
Since 2011, the Fundacao Getulio Vargas (FGV) has had a research center where they use tools that analyze brain reaction and cross-reference this analysis with research data. Nevertheless, little has moved forward in the debates over the moral limits and ethical barriers in context with society. Without much effort, it is possible to detect that, although the audience has just seen the same work, each of them saw the film in their own particular way, paying attention to different things, processing everything according to their particular standards of thought and finally, and as a result, producing their very own individual experience. Apart from this, research on segmentation permits the shop’s environment and dialogue to be realigned, so that they make sense for each of the segments, thereby increasing conversion.
When an insurance sales rep knows the pension strategy of a prospective client, he has a much better chance of closing a sale.
This very well focused communication strategy is the basis of success of A&F, which has created a legion of fans among teenagers around the world. They were successful in defining a clear target and connecting themselves with this target at the point-of-sales on all the neurological levels of experience. When a brand is sincerely involved in helping a community, we perceive this and connect with it. As such, your communication, selection, attendance and design in relation to the chosen group of shoppers will be perceived in their interaction with the points-of-sale.
Chilli Beans, for example, by selling tickets for young music concerts establishes a link with its public by means of musical taste.
This is how we relate on the levels of instinct, emotions and thought, with everything that our senses capture from nature. I was surprised by the fact that nobody evacuated the building, despite the impending danger. These distribution channels may include dealer, retail, sales representatives, direct selling, online, distributor or wholesale, and many more. This will then guide you as you go about fulfilling your more general organizational goals. The template also helps give you your road map for your marketing deliverables, channel strategy, tasks and accountable personnel, cost, duration, and summaries of every phase of every project. As such, the prioritization is the key to profitable growth of mass consumer-goods companies.
At times the distributors are so inefficient in attending potential demand from the region they serve, that its is recommendable to stimulate a certain healthy level of conflict to increase the saturation of the market – mainly in cases of low-cost products of low complexity, such as lighters and ball-point pens, for example.
Certainly their marketing area thought as much about their stores as about their products and communication. Internal KPIs will tell if the company must introduce a new SKU in the market as a limited edition. It was a response to the strategy that Amazon had created to eliminate an important purchase barrier for some of its categories – the delay in delivery – mounting a gigantic scheme of warehouses across the country to guarantee same-day delivery.
Apart from this, the brand bought the sponsorship of culinary programs on TV and reformulated the site in order to offer recipes. According to the director of Kraft, growth in sales was in double figures in all its test stores.
Sometimes, even when finding the product at the POS, in the right place, displayed quite correctly, the shopper may end up not choosing the brand, preferring another old favorite instead.
Using the correct trigger in POS material is a powerful shortcut that immensely shortens the path between the brand and the shopper.
And this always poses the same question: why don’t Brazilians display their products with the same loving care taken by the French? Bakeries, sweet-shops and even butcher shops could be much more charming and attractive to the customer. We prefer to believe that we Brazilians do not develop this tradition for the following reasons.
I am an author of books on the matter and only pointing out the faults precisely to discuss their possible solutions.
Personally, I believe that the activity of trade marketing will not end, but rather, it will be directed towards the planning of marketing channels and the marketing for the execution of actions that lead to the conversion of the shopper into a buyer. Nevertheless, it has certainly steamrollered the similar agenda about the role of trade marketing in this context. Therefore, let whoever brings the best results prevail, as long as they have the most significant facts and figures to demonstrate it! These institutions remained as some of the main centers of research in neuroscience in the country and others, with considerable scientific production in the area, came later on to join these.
Using electroencephalograms (among other resources) communication actions are buoyed between supplier and consumer (as described by the Foundation). Using such knowledge to boost purchases and influence decisions tends to raise questions as yet not touched upon by the publicity segment and marketing services, which basically self-regulate the industry.
This works with sales people for insurance, cars, clothes, and further works in self-service. Once I heard Phil Duncan – vice -president of design of P&G – talking about the concept of “brand karma”. It it not for nothing that the jeans of A&F have a characteristic smell that show their authenticity. Some time later, in the same building, where a part of a factory also functioned, the alarm rang again.
It is, thus, possible to extract advantages from this neurological aspect in favor of the brand. In beverage, tobacco, potato chip and other such companies where there is a need to increase distribution, this professional is indispensable. They understood the weighting of the “channels” variable in their business and were outstanding in innovating both in channels, as well as in products. For them, what counts is the bottom line and, for this reason, trade marketing has become very successful. The task of communication with the shopper at the points-of-sale and prior to this (mainly on the Internet) will be carried out by the shopper marketing area.
Hopefully, all this will serve as a warning to trade marketing professionals that are still not alined with the subject of shopper marketing.
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