Rose-Colored Glasses?

That which we call a rose by any other name would smell as sweet." Shakespeare wrote that line more than 400 years ago, and copy editors have been exploiting it ever since whenever there's a need to discuss the relationship between a name and the thing it signifies.However, "If Moses supposes his toe-ses are roses, then Moses supposes erroneously." I'm not sure who wrote that, but I know Gene Kelly and Donald O'Connor sang it once.Piecing these two quotes together gets you something like this: while the name given to something is initially arbitrary, it ultimately must stand for something definitive. "A rose is a rose is a rose is a rose," according to Gertrude Stein.In this issue, Shopper Marketing begins an ambitious six-part series that examines best practices in the measurement of "shopper marketing," a communication strategy whose practice actually predates its name, but whose definition still seems to be pretty arbitrary for some marketers – who seem to be treating their toe-ses like roses, so to speak.That's one of the things we discovered while helping senior analyst Liz Crawford identify the parameters for the series (to be presented over the next six issues, with additional information available on P2PI.org). Before determining how shopper marketing can and should be measured, we first found ourselves discussing exactly what "shopper marketing" means.The Institute's work with the Retail Commission on Shopper Marketing and The Partnering Group back in 2010 produced this carefully prepared definition:"Shopper Marketing is the use of insights-driven marketing and merchandising initiatives to satisfy the needs of targeted shoppers, enhance the shopping experience, and improve business results and brand equity for retailers and manufacturers."First, to clarify some things that were deliberately kept out of the definition: shopper marketing is not confined to the store environment. This is irrefutable, yet worth noting because some people still believe that "in-store marketing" simply has been given a cooler name. But there are far too many opportunities to influence purchase – and, increasingly, to drive purchases online – for the practice to be restricted to the physical store.On the other hand, that doesn't mean every text message, QR-infused print ad or location-based-app incentive qualifies as shopper marketing. Just because consumers can shift into shopper mode anytime, anywhere doesn't mean they will (or want to). Making sure that you "satisfy the needs" of your target is a fundamental aspect of the discipline.Likewise, the Commission's definition doesn't require the participation of a specific retailer, although retailer involvement is presented as a given. To me, shopper marketing that isn't tailored for specific retail environments looks and acts an awful lot like traditional consumer promotion. Unless you've incorporated insights about your key retailers and/or their unique shoppers, that's about all you've got.On the flip side, concentrating solely on the needs of key accounts without fulfilling shopper needs leaves you with a trade promotion. (I don't care what supporting data you've got, "$5 Off" is not a shopper "solution.")That's where the need for "insights-driven" programs comes in, and that's the one ingredient of shopper marketing that everyone agrees on. You can't target shoppers effectively unless you understand their needs, wants, behaviors, etc. It's the foundation of any good program.Exactly how targeted your "targeted shoppers" should be has never been specified, and rightfully so, I think. It's logistically and financially unfeasible – and, let's be honest, probably unnecessary – for manufacturers to tailor every program to specific customer segments at multiple retailers. Programs can and should be targeted for Walgreens' "Efficient Eileen" or Food Lion's "Babies & Bills" when the opportunity warrants it but, as Walmart's Ken Mantel once noted, sometimes "a mom is a mom" and can be targeted as such. (Take that, Gertrude.)The above definition also identifies improving "brand equity" as a key objective. To me, that's another element of shopper marketing that shouldn't be minimized – it is, in fact, one of the concepts driving the discipline's growth (and a topic that will be discussed extensively in our measurement series).I recently suggested to a pretty high-level, well-respected marketing executive that the end result of shopper marketing – or at least what is commonly called "shopper marketing" – might simply be smarter, better-informed consumer promotion. "With better execution, too," was the reply.Admittedly, that's oversimplifying the issue. But it provides an easy formula to follow. "Smarter" consumer promotion means that you've got actionable insights driving the program. Better execution means you're working more closely with the retailer, and therefore using your trade promotion dollars more wisely.Put those two things together and you've probably got yourself a nice shopper marketing program. Of course, trying one or the other might be good enough to meet your needs – just don't try to call it a rose.Peter Breen is managing director - content for P2pi.org. He can be reached at (203) 852-8912 or pbreen@p2pi.org.

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