R&B Foods Shopper Marketing Guidelines January 2015 Please contact your Shopper Marketing Manager for questions
Contents • • • Shopper Marketing Planning Process Best-in-Class Shopper Marketing Principles Team Structure Overviews Shopper Marketing vs. ASM Programming Shopper Marketing vs. Trade Guiding Shopper Funding Principles Evaluation & Approval Process (for incremental activities) Trade-funded Event/Offer Reference Accounting Treatment Compliance Process Communication Process How to Foster Tangible Results with Shopper 2
Shopper Marketing Planning Process Strategic Foundation Review brand objectives. key platforms & plans Review trade objectives, growth targets & plans Review Intelligence (consumer, customer and shopper) Define seasonal calendar & channel-specific positioning Go-to-Market Strategy Framework Develop customer activation calendar (SM and/or ASM programs) Identify potential partnerships (regional or national) Build activation architecture by retail channel Define national retail strategy by brand Activation Plan, Sell-in & Measurement Integrated shopper marketing plans Customer Activation Plans (incl. Menu Marketing) Sell-in presentations for sales Implement custom Total Return Model* 3
Shopper Marketing Planning Process Go-to-Market Strategy Framework - details • Activation Programming types may include o Shopper extensions to national brand initiatives o Ground up platforms inclusive of partnerships o Enhancements to customer initiatives (identified and planned by SM) o Menu Marketing Platform for Tier 2 & 3 customers Measurability/Accountability - details • Develop custom ROI model and post-promotion snapshot that follows Total Return Model* o Return on Investment – must be measurable and profitable o Return on Engagement – must connect with shopper & create loyalty o Return on Relationship – must create or strengthen retailer relationship * Includes the necessary audit to confirm executional details of each approved program funded by SM 4
Best-in-Class Shopper Marketing Principles • Needs to be grounded in consumer insight and behavior that is specific to a channel and/or retailer • Creative and well-executed, and taps into a wider variety of potential in-store and out-of-store platforms • Developed around brand customer objectives • Monitored and managed for ROI and brand impact (display ACV, share gains, customer metrics, etc. ) • Should drive secondary display activity, increase trial, build equity and in-store conversion of our brands 5
Shopper Marketing Structure VP Business Capabilities RSMs Shopper Marketing Manager Customer VPs ASM • Lead for SM strategy and plans • Lead for development of R&B’s SM capability • Liaison between Brand Field Acosta • Evaluates and approves all customer programs • Owns customer budgets & all financial shifts Retail Customers • Provides brand/SM creative approvals • Provides all estimate/invoice approvals 6
Shopper Marketing AOR Reporting Structure In-House Lead Shopper Marketing Manager Kroger WMT Channels • Liaison between SM and Field • Strategy and Planning support NW & • Communicates and manages SM strategy across all Central SE & SW field leads • Manages toolkit reporting and execution (where necessary) NE & MA • Insures program execution and compliance across all teams • Manages legal, budgets & billing process • Secures SM/Brand creative approvals via SMM • SM Lead at brand IAT meetings • Leads weekly status and project tracker with SMM 7
Shopper Marketing AOR Reporting Structure R&B Walmart Director IN Walmart Lead Integrated Field Management IN Reg. Lead NE MA RSM SE SW • Align Integrated Field mgrs with R&B Mgrs (dotted R&B Kroger Director IN Kroger Lead Line) • Manage programs, IN Reg. Lead RSM NW Central RSM budgets, execution, toolkit oversight/management R&B VP Channels Director Marketing and customer relationships IN Channels Lead • Direct Report up to R&B Shopper Marketing Lead IN Reg. Lead 8
Shopper Marketing vs. ASM Programs Program Primary Focus Shopper Marketing Insight-based retail strategy by brand set by SM (integrated plans with Pre-shop, Shop & Post-shop activation driving brand equity & trial with emphasis in digital) Account-Specific Marketing (ASM)* Customer-driven programs to drive trips and basket size (i. e. Publix’s Aprons, HEB’s Combo Locos, Target’s DVMs, etc. ) Secondary Focus Volume (Secondary Display Placement) R&B Secondary Display, Volume & Brand Equity Objectives of Shopper Marketing • Drive brand equity and trial while driving basket size and trips to a specific retail customer • Promote cross-category conversion via direct supplier-to-supplier partnership with communication inside and outside of retail environment • 100% owned by SMM Objectives of Account-Specific Marketing (ASM)* • Premium-priced customer event that may include multiple suppliers and customer-branded shopper touch points • Drive supplier participation in key customer-specific drive periods or marketing initiatives to drive trips and basket size to store • Sometimes may promote cross-category conversion and merchandising • Costs for participating are shared between SM and trade * All programs must be within R&B Shopper Marketing Guidelines 9
Shopper Marketing vs. Trade Program Shopper Marketing Primary Focus Insight-based retail strategy by brand set by SM (integrated plans with Pre-shop, Shop & Post-shop activation driving brand equity & trial with emphasis in digital) Secondary Focus Volume (Secondary Display Placement) Objectives of Trade • Generate off-shelf secondary display placement • Price discounts • Feature support using promotional allowances (O. I. , BB, Scan, Fixed Ad Fees) 10 FOR INTERNAL PURPOSES ONLY
Guiding Shopper Funding Principles • Funds are consumer-focused (driving secondary display, trial and building brand equity with our identified targets) • Funds are performance based. Program needs to deliver measurable results (increased display ACV, increased share and incremental sales) and drive sustainable profitable growth • Funds are strategically-allocated through the planning process based on R&B Foods’ customer pillars: Growth, Strategic Fit and Profitability o Secondary variables: openness/capability to execute Shopper Marketing, quality of partnership, strategic importance to key demographics and gap to fair share • Funds will support programs that achieve secondary display, brand equity, trial, and loyalty 11
Evaluation & Approval Process Incremental Opportunity Consideration Process To initiate process, RSM will need to provide: • Pay-Back form (attached) and submit to SMM lead • Must provide a minimum of 4 -5 week lead time o Request will be evaluated against national, SM and other variables o SMM will discuss opportunity with RSM o SMM will provide written final feedback with detailed aligned solution (if necessary) o If lead time is not followed, request will be automatically denied • All programming where SM funds are expected to be leveraged, must be approved in writing by SMM • Only after SM written approval has been provided, can sales commit to customer • ALL SM budgetary shift considerations must be approved by SMM and therefore must be submitted via the Consideration Process o Example: A Publix program was cancelled and RSM would like to leverage funds for a Wegman’s program. The shift must be evaluated and approved by SMM o Funds can be shifted to other accounts, programs or held back at SMM’s discretion 12
Approval & Management Process Retailer Specific Category Solution Program Type Non-Retailer Specific Category Solution Brand Specific Activation Request through Sales (from Customer) Brand Specific Activation Request through Brand Who Receives the Request? R&B RSM/Broker BRAND or RSM BRAND Who leads the request (owns & manages)? R&B SMM SMM IN IN Lead Insights & IN Lead R&B SMM, Category & Customer Mgr SMM, Category Mgr & Brand SMM & Brand IN IN Customer, Insights, Creative, Concepting R&B SMM SMM IN IN CUSTOMER LEAD R&B SMM (oversight) IN IN CUSTOMER LEAD Who has input? Who approves program? Who manages execution? 13
Trade-funded Event/Offer Reference Trade Events (some formerly SM funded) • Buy/Get offer where “get” is a price discount/savings (i. e. Buy X, Get $1 Savings) • Buy/Get Offers running on-shelf alone or feature in retailer communication o R&B will ONLY cover ½ the cost of the participating partner costs within offer (i. e. Buy 2 Ragu Get Free Pasta – R&B will only cover ½ the cost of that pasta unit) • Buy/Get Offer that secures a secondary display in store (i. e. end cap) o SM will only cover ½ the costs “Get” (SM will only fund fair share cost) o Feature and display costs will be funded by trade o If event contains a recipe or tearpad and secondary display (SM will fund tear pad or recipe production costs) • Programs that only allows for product image and price feature without a secondary placement display • Coupons or Rebates issued by field sales –redemption will be covered by trade funds (coupon production and handling will be covered by SM) 14
Accounting Treatment* Trade Expenses within Net Sales/Above-the-Line • All redemption scenarios, including: o Coupons o All coupon-insertion costs o Buy/Get Offers (dollars or partner units) • Customer Deductions will got through Promo Code AMPS Web. Pay process • SM Payment for participation in ASM programs MUST be secured via SMM & NOT processed via AMPS Web. Pay as these are NOT Above-the-line o Examples: DVM, Aprons, Fight for Hunger, Meal Solutions, Ready for You *Work with your Shopper Marketing Manager to ascertain annual “above/below” the line spending parameters 15
Accounting Treatment* Expenses that are part of Below-the-Line (NIP) • ASM participation fees (i. e. Aprons, DVM, Fight for Hunger, etc) • Sampling/Demos • Sweepstakes, games and contests • Event marketing (e. g. event signage, sponsorship, media) • Agency fees • Premiums (Gift-With-Purchase) • Creative for any direct-mail pieces • Menu Toolkit development and monthly management fees • Production of any Menu Toolkit elements • Coupon prints and handling costs (not including redemption) *Work with your Shopper Marketing Manager to ascertain annual “above/below” the line spending parameters 16
Communication Process Ongoing • Weekly meetings between SM Lead with all RSMs and Customer VPs • Active participation in key planning and strategic customer meetings (based on Sales and SM alignment) • Day-to-day management communication on approved SM execution will between RSM directly with designated INtegrated marketing lead o Status meetings and reporting to be scheduled by IN team by March 2015 Planning Phase • During planning phase, RSM must utilize the following forms to communicate key information to SM: o Customer Activity Calendar Form – fill-in trade activity at a high-level (attached) o Retailer Snapshot Form (to come and will be activated for 2016 planning in June 2015) o Pay-Back Form (attached) o Any sell-in presentations/sell-sheets from customer 17
Compliance Process • SM will leverage the following resources to insure compliance to SM guidelines: o Regional IN leads o Nielsen Display ACV (off-shelf secondary placement) o Advantage and Retail teams • Any discrepancy between approved and executed programming may lead to reduction of SM support 18
How to Foster Tangible Results with Shopper • Build higher-level and deeper relationships with retail partners o Create deep engagement between SMM & key customer leads • Drive Value Beyond Price o Push for creative solutions beyond price & premium ASM programs o Proactively work closely with SM to develop a unique solution • Help retailers build categories, baskets and trips o Help SMM & CMM develop a category solution that could set R&B apart from all CPG companies o Example -. how do we leverage the sea of red to our advantage and create a leadership position • Garner deep insight into shopping segments and behavior o Pasta sauce shopper and Hispanic market level studies planned for 2015 • Develop deep understanding of channel and category drivers o Leverage our category and shopper study insights for activation ideas beyond ASM programming 19
Gracias! Thanks! 感謝 Contact Sigrid Garavito Shopper Marketing Manager for any questions 20
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