Institute Research: The State of Shopper Marketing Organizations

Using its proprietary research capabilities, the Path to Purchase Institute in April surveyed 77 shopper marketing professionals (67 from consumer product manufacturers, 10 from and marketing agencies answering with their closest client in mind). The goal was to better understand the current structure, scope and work processes within shopper marketing organizations across the industry. While there certainly are numerous commonalities evident in functions, roles and responsibilities across companies, the survey found that – almost literally – no two shopper marketing organizations are structured in exactly the same way. And the emergence of retail media networks has, like e-commerce before it, only made attainment of an ideal organizational structure even more complex. If there is anything that is crystal clear across companies, it’s that few (if any) shopper teams are satisfied with their current org chart (especially when it comes to body count), and that the discipline has become such a “jack of all trades” in terms of scope that an ideal structure is an increasingly tough task. A topline report on some of the key findings from the survey was published in the June edition of Path to Purchase IQ. Complete results are being made available exclusively to members of the Path to Purchase Institute below. Complete Results, including: Profile of the Shopper Marketing Function (age, number of team members, reporting structure, name of function) Career Path and Skill Sets (background of team members, status of shopper in organization’s career pathing) Team Characteristics (Team responsibilities/scope, responsibilities with dedicated resources, location [centralized vs. embedded), structural focus) Budgets and Spending (input on brand planning, source of funding, approval process, spending as percentage of marketing budget/gross sales, allocation strategy) Agency Relationships (internal vs. agency roles, recent changes in strategy, strategy vs. execution duties, compensation models) Readiness for Retail Media Impact of COVID-19

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