James House, chief executive officer at consulting firm 5one, will present a seminar called “Strategic Collaboration vs. Trade Negotiation” as part of the Shopper Marketing Expo's “Strategies at Retail” track. We asked House to share his thoughts on collaboration, customer engagement strategy and more.It is evident that retailer/manufacturer collaboration is evolving. How and why?HOUSE: Retailers and manufacturers are having more meaningful conversations because instead of talking about products and stores, they are talking about customers [i.e., shoppers]. Until recently, customer information was sparse and difficult to read. Now, data is available from all types of channels, and both retailers and manufacturers bring unique views to the table.With new objectives come new metrics and tactics. Just focusing on top-line sales is not enough. Identifying loyalty drivers, growing share of wallet and appropriately recognizing customer needs in terms of personalized, optimized communication are the topics of today and the basis for long-term sustainable growth.You've used the term customer engagement strategy; what is it? HOUSE: It means the retailer has clearly identified its key customer segments, differentiated its tactics to meet varied needs, created a process for recognizing individual behavior, and is leveraging all appropriate channels to communicate with customers based on both capability and responsiveness.Why is it important for retailers to have one? HOUSE: Because customers are becoming more demanding and expect retailers to know what they want, when they want it and how they want it. As customers get used to better pricing, more relevant offers and broader choices, they are simply conforming to the new normal.What comprises an effective customer engagement strategy?HOUSE: It is one that produces long-term sustainable growth by securing loyal, profitable customers. The design of the strategy must take into account technology, reach and effectiveness. The implementation must take into account cross-functional responsibilities and manufacturer collaboration.A great example is Uber [the app], which took an age-old model of hailing a taxi into a full-service personalized transportation system that has completely dominated public transportation in a short period of time — at least in the cities where it is available. Uber has been so successful that it has allowed the company to extend its services beyond transportation and into banking.How best can manufacturers align with retailers in this regard?HOUSE: Be an active, informed partner. Get to know the retailer's customer engagement strategy, provide relevant insight, great products, the right offers. Suggest new means for growing mutual loyalty. Understand the nuances between key customer segments. Realize not one size fits all, even within a single retailer.Compare strategic collaboration to trade negotiation.HOUSE: Trade negotiations can be notoriously distant affairs in which the only discussion is how to get more for less on predicted sales. Strategic collaboration means working together toward a commonly understood goal with key benefits to all parties clearly articulated: retailer, manufacturer and, most importantly, the customer.