Скачать презентацию R B Foods Shopper Marketing Guidelines January 2015 Please Скачать презентацию R B Foods Shopper Marketing Guidelines January 2015 Please

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R&B Foods Shopper Marketing Guidelines January 2015 Please contact your Shopper Marketing Manager for 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 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 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 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 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 • 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 • 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 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 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 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 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 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 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” 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 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. 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 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 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 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 Gracias! Thanks! 感謝 Contact Sigrid Garavito Shopper Marketing Manager for any questions 20