SHOP FLOOR; THE NEW PRIME TIME. Trend No 4

4. SHOPPER CROSSOVER;

For a number of years we have profiled the shoppers, into various categories, e.g. value shoppers, lifestyle shopper, convenience shoppers, family shopper, etc. After this classification, we have decided on how to approach a shopper based on this profile and what is the nature of message which the shopper responds to.

This “shopper type” has meant that we could decide which type would want discounts vs. which type would buy lifestyle vs. which type would want convenience.

This “typification” meant that we could target relevant brand messages to these specific segments of customers and the expectation has been that once a value shopper always a value shopper.

However, new research indicates that the same shopper shops in discount stores, while he also shops in departmental stores and specialty stores… but he/she shops differently.

Consumers are less loyal to any single channel / type of retailer than they were in the past.
Different needs = Different stores.

What this really means is that a brand needs to increasingly target the shopper close to the moment of purchase and hence at the store level and dependent on the store format.

Consider a shopper at a “cash and carry” store – he or she is there to buy in bulk and is seeking out value for money. So if a cola brand has to be relevant to the shopper, it has to offer a bulk deal or maybe a value pack based offer of 2 free bottles with 10 bottles or it might want to push its mega sized bottles at a discount.

Now consider the same shopper hops into the gas station convenience store for a drink while he tops up his fuel tank. For the same brand of cola to be in the consideration set in this format – it has to be in a very handy size, in an easy to grab location, ready for immediate consumption and maybe bundled with a short-eat.

The fact that the same shopper will respond to very different stimulus at the two locations is because his purpose of shopping is different – value vs convenience.

While the brand would have the uniform overall image, however, its last mile messaging, is what gets the brand into the shopper’s basket.

The brands consumer touch-points need to be relevant to where is it placed and which need state does that format address.

One singular overall “awareness” focussed message / campaign does not work on ensuring conversion in the last mile.

SHOP FLOOR; THE NEW PRIME TIME. Trend No. 3

3. FREQUENT REPLACEMENT;

We are increasingly moving towards or already living in a “disposable product” society. The quest for quality and durability has been replaced by the desire to stay “current”.

The mindset of the consumer is to buy cheaper – replace quicker – stay current on technology. While this is especially true for things which were in the past considered to be indulgent purchases, and which have now become more “every day” and common – say for example a blender or a iron, however, even bigger ticket items are getting disposable.

This is not to say that the consumers are moving away from “luxury” – quite on the contrary, however, that is a different category and has different drivers.

The consumer is keen on staying current rather than investing heavily into something which will last longer – this is also prompted by frequent technology upgrades and fear of investing heavily into something which could become obsolete in a hurry.

While this trend has various levels of adaptation in different geographies, a recent study by NDP Research across North America assigns this as one of the leading reasons why there is growth in private labels beyond the consumer products category.

Take a product category like a blender; the shopper is willing to buy a private label or a basic blender and replace it every couple of years with newer and better blenders rather than buy a machine which will guarantee a 7 year usage life – in which time it is bound to be obsolete.

Now consider this shopping behavior to that of a generation ago when what was purchased was expected to last.

SHOP FLOOR; THE NEW PRIME TIME. Trend No. 2

2. THE NEW NEEDS AND WANTS;

The numerous product enhancements are designed to make consumers’ lives easier, better, more convenient and more enjoyable – leading to purchase of products which I didn't even know I wanted.
When a consumer walks through an isle or glances at a shop’s well stocked shelf, he notices products which address a need state which did not seem to exist a while back.
This need state and hence the desire to use is enhanced in any of the many “experiential hooks”.
A consumer is far more likely to pick up a pack of skin lotion, if he/she is demonstrated how it works on his/her skin type, rather than purely based on a recall of a print ad with a supermodel.
Products which address specific need states of a specific niche of shoppers tend to create tribes of users and are able to benefit in a big way by creating positive referrals amongst the TG. However, the interesting aspect is that the shoppers evolves and switches between tribes on a fairly regular basis.
These new and enhanced needs and wants lead to a lot more experimentations and hence an increased amount of impulse buying.

SHOP FLOOR; THE NEW PRIME TIME. Trend No. 1

1. THE FLOOD OF OPTIONS;

We are seeing new products and enhanced features within products introduced at a mind – boggling rate, and the lifestyle of individuals have become increasingly multidimensional and multifaceted. With so many added choices, customers have more purchasing decisions to make and these decisions are more complex than ever before.

Gone are the days when the consumer used to watch a TV ad, “become aware of the brand name” and then walk across to the store and ask for the brand by its brand name. That used to be a done deal!

Today, a consumer is faced with a plethora of brand options to choose from in any category – and not merely from amongst the brands, but also from within the brand. Take for example a rather “simple” decision of buying a tube of toothpaste - it is no longer enough to decide from amongst the brand names, but also from within countless features like, extra whiting, vs. tartar control, vs. mint or other flavors, vs. medicated, vs. specially formulated for kids or older folk, vs. blue or red colored pack, vs. extra volume, vs. what appears cool & new in the retail shelf to even vegetarian or a non-veg and lots more reasons.

A consumer is induced to switch his preference within the brand and overtime also amongst variants across the category. The consumer is less likely to be loyal, more open to experimentation and more likely to change his mind based on what he sees on the shelf.

This flood of options leads the consumer to take his brand decision not based on what he sees on the TVC or print, rather on what he sees on the retail shelf on that day!

Shop Floor; The New Prime Time.

Prime Time ; A boon for brand marketing folks worldwide… it was a time when consumers would sit-back, glued to their TV sets taking in one soap or the other, or a game, or news or a movie and along with it absorbing a healthy dose of creative commercial messages which wet their appetite for the brands.


Logic had it that more the amount of noise created, the more liberal the usage of sexy celebrities, the more dazzling the production quality of the TVC - the higher the resultant brand recall. It therefore, surmised (almost) that the consumer would walk-up to the store, seek out and purchase the brand which had the highest recall in his mind.


As a result this thought process; the brand marketing folks have chased that prime time spot to stay “relevant” in the consumers consideration set. This chase is now a habit – almost a compulsion and an obsession – consider the fact that most of the industry dialogues seem to be completely focussed around the world of that 30 sec TVC.


Getting the consumer to be “aware” of the brand is something which everyone has focussed on for a while, albeit the dependence of mass-media for the same has been the chosen route. Thus it has been the one-way, single message for all, top-down communication which has dominated the thinking process.


However, for a consumer to progress in his mind and actions through his “path to purchase”, he has to undertake a process of 1st changing from a consumer to a shopper into the category and then from a shopper to a buyer of the brand and while awareness creation in the mind of the consumer is a critical 1st step, it is perhaps only the starting point.


The much discussed “path-to-purchase” model (figure 1.1) does a great job of explaining the consumers’ progressive levels of engagement with the brand and defines the path to purchase that a consumer moves through. It also explains the typical media vehicles or other experiential tools which can be used to influence behaviour. The funnel also represents the attrition / reduction of number / volume of consumers’ at every stage of the “path to purchase”.





Interestingly, while this model does not necessarily attempt to comment on the way brands needs to prioritize their overall marketing spends, brands have, over the years mirrored their marketing spends as per the funnel, with the maximum spends going into creating awareness (at the top of the funnel) and minimal amounts in the last mile (at the bottom of the funnel) to ensure conversion and sales.


There was a time, many years ago, when this logic made sense in terms of ensuring a wider reach, effectively informing customers, creating desire, etc. In those days the business logic of marketing would be simple; create a product, create an exciting story around it (read ad), make people aware of the product/brand and ensure it is made available in the shops – consumer will queue up and buy. The more noise you make – the more people will buy!


Today that hypothesis does not hold true. There is a massive shift in the way a brand should allocate its funds across the path of purchase. A brand now has to not merely tweak its allocation of funds towards the path of purchase; it has to completely re-invent its allocation logic.


Time is ripe to reverse the allocation. A brand should and needs to spend the largest share of its budgets in the last mile (lower stages of the funnel) as against on creating “awareness and recall” of the brand.


Let me share some of the current and evolving consumer behavioural trends I have observed, from around the world, which make the need of this change real and urgent, please visit the blog and view the 10 specific trends as I see them;