1. Keith Conard David Zahn
Shopper Insights, Merchandising and Marketing
A clear vision for shopper centricity
New skill requirements
Training programs and approach
Keith Conard David Zahn
Winston Weber & Associates, Inc

2. Webinar Objectives
Provide a brief introduction to WWA and our unique training capability
As context for identifying the new skill requirements, share WWA’s definition of Shopper Insights, Shopper Merchandising and Shopper Marketing along with key structure and process overviews.
Outline the new skill requirements for both category management and sales personnel along with a high level overview of WWA’s training curriculum and approach

3. Winston Weber & Associates (WWA)
For 24 years WWA has provided customized solutions to retailers and CPG manufacturers worldwide .
Retailer Solutions
Strategic Direction
Organization/Process Design
Store Merchandising Execution
Merchandising Support System Guidance
Center Store Space Optimization
Category Management
Shopper Centric RetailingSM
Supplier Collaboration
Skills Development
CPG Manufacturer Solutions
Strategic Direction
Organization/Process Design
Customer Alignment
Retail Customer Collaboration
Category Management
Brand Marketing
Trade Promotion Optimization
Merchandising Solutions
Skills Development

4. WWA Leadership Highlights
Introduced concept of trading partner collaboration to US in 1985…later in Mexico, Australia and Asia.
Recognized worldwide as one of the original architects of category management.
A resource for the Joint Industry Project on ECR: The Category Management Report
Recently introduced Shopper Centric RetailingSM …the next generation model beyond category management.
One of the industry’s leading experts on shopper insights and shopper marketing transformation
WHITE PAPER
WINSTON WEBER & ASSOCIATES, INC
Shopper Insights and Shopper Marketing
“Getting it Right”
By: Win Weber
GMA’s Forum Magazine- 2008
Published in April, 2009

5. Instructional Designer
The expertise of our chief instructional designer, combined with the industry experience of our senior consultants provides a unique training capability
Instructional Designer
WWA Consultants
David Zahn is recognized industry wide for his expertise in instructional design, development and delivery of training programs.
Twenty years of training and consulting for the FMCG and retail industries
Experience in organization design, employee development, training, competency enhancement and behavioral change.
Consultants all have 20+ years of operational and consulting experience
Deep understanding of both Retailers and CPG Manufacturers
Extensive expertise in:
Sales strategy
Customer strategies
Category management
Shopper Insights, merchandising and marketing
Customized training that is highly relevant to the participants
Reinforces the integrity of program content
Ensures the ease of translation from the classroom to business building application
Virtually guarantees the highest return on investment for our clients.
WWA Training Advantage

6. WWA offers a wide range of training programs that focus on “operational” and “technical” skills
Brand/
Category Analysis
Trade
Promotion
Effectiveness
Basics of
Financial
Understanding
Business Analysis
and Understanding
Retailer Insights/
Practices
Customer
Business
Planning
Customer
Penetration and
Collaboration
Strategic Customer
Development
Category
Management
Shopper/Consumer
Insights Application
Shopper Centric
Solutions Planning
Category Management
and Shopper Insights
Team/Regional
Management Skills
Effective
Third-Party
Management
Developing
Effective Sales
Presentations
Core Business Skills

7. The need for change and for new skills is being driven by a rapid shift to a shopper centric environment
Leading retailers are now placing greater emphasis on the “demand side”… the shopper and the shopping experience
Store is becoming the primary demand generator… it is the shopper’s knowledge source
Over 70% of final purchase decisions are made in the store… at the shelf
Store must be an information resource and facilitator that helps the shopper make satisfying decisions
The ability of the store to help shoppers make good decisions determines loyalty to the store, department and category

8. WWA’s definition of Shopper Insights and the Key Activation Points
Activation in 3 Areas
Shopper Merchandising
Improving the shopping experience through better assortment, shelf arrangement, fixture design, shopper communication and displays
Plan-o-gram aligned with shopper needs
The realm of category management
Shopper Insights
Insights necessary to understand the shopping experience including shopper need states, shopping occasions, shopper behavior in-store, drivers behind the purchase decision at the shelf and reaction patterns to particular in-store stimuli
Shopper Marketing
The employment of marketing stimuli, developed based on a deep understanding of shopper behavior, designed to build brand equity and/or store banner equity, engage the shopper and lead him/her to make a purchase
Consumer Marketing
Product development
Packaging Communication
Pre-store marketing
Direct to Consumer promotion
…is solutions focused and more operationally aligned with most organizations

9. The Shopper Insights/Shopper Marketing function
should have the ability to identify, develop…
Strategy formulation for Shopper Insights/Marketing
Research Selection and Execution
Distill Research into Insights,
Conclusions and Growth Concepts
Lead Ideation on
Merchandising
Concepts
Engage Resources for Concept Development and Execution
Understand brand strategies and fit within marketing mix
Identify key shopper marketing opportunities
By brand
By channel/retailer
Align Shopper Marketing opportunities with retailer/banner opportunities
Mine existing consumer and shopper research
Determine additional research requirements
Conduct Customer Specific Shopper Research
Maintain shopper research knowledge repository
Manage shopper research partners
Enhance consumer decision trees
Identify shopper segments and need states
Understand key purchase drivers by segment and need state
Identify most promising opportunities for generating sales growth
Ideas may be:
Consumer facing
Customer facing
Multi-expertise ideation session interpreting:
Existing research
Customer Research
Customer ideation sessions
Develop merchandising solutions
Test and evaluate in-store merchandising solutions
Direct Customer interface with account teams
Manage merchandising solution providers
Establish baseline and performance metrics
and implement differentiated merchandising concepts
that drive sustainable growth

10. Organizational structure and process redesign will be necessary
Shopper Insights directional perspective… several alternatives will emerge
Shopper Insights
Typical Structures
Insights Support
“Center of Excellence”
Shopper Insights within
Sales/Customer Development
Corporate
Sales
Functional
Head
Functional
Head
Strategy/
Other
Consumer
Research
Shopper
Insights
Category
Management
Shopper
Insights
Corporate
Category
Management
Also, a few in Shopper Marketing and Consumer Research
©2009 Winston Weber & Associates, Inc.

11. Organizational structure and process redesign will be necessary
Shopper Marketing directional perspective… several alternatives will emerge
Shopper Marketing
Typical Structures
Shopper Marketing within Sales/Customer Development …embedded in Marketing
Shopper Marketing within
Sales/Customer Development
Marketing
Sales
Sales
Functional
Head
Functional
Head
Embedded
Shopper
Marketing
Shopper
Insights
Corporate
Category
Management
Shopper
Marketing
Shopper
Insights
Corporate
Category
Management
Also, a few in located in Marketing; some combining Shopper Insights/Marketing
©2009 Winston Weber & Associates, Inc.

12. The structure and cross functional roles will determine the knowledge and skill development requirements for the various functions
Consumer
Research
Marketing
Customer Marketing
Sales Teams
Retailer
360o Integrated Marketing Solutions
HQ Shopper Marketing
Field Shopper Marketing HQ
Shopper Insights
Field
Shopper Insights
HQ Category Management
Field Category Management
As a starting point, most companies build off of their category management capability

13. There are two macro processes that provide the
framework for knowledge transfer and application
1. Shopper Insights “PUSH” to the Customer
Identify Category and Brand Opportunities
Foundational
Research
Selection and Execution
Distill Research into Insights,
Conclusions and Growth Concepts
Push Insights and Concepts to Sales/Cat.Mgt
Sales/Cat.Mgr Develop Customer Application and Activation
2. Shopper Insights “PULL” from the Customer
In-store
Activation
Ideation on
Merchandising
Concepts
Research Selection and Execution
Sales and/or Cat. Mgt clarify the business question
Retailer and/or Supplier Identifies Shopper Opportunity
Key Functions involved in Shopper Insights Knowledge Transfer and Application
Consumer Research
Shopper Insights
Consumer Marketing
Consumer Promotion
Customer Marketing
Shopper Marketing
Cat Mgt Leaders
Category Managers
Sales team Leader
Account Managers
Brokers
Customer

14. It will be necessary to build upon traditional category
management skills to include shopper insights capabilities
Today
Tomorrow
Category Management
Linear thinking
More tactical
Understands purchase dynamics and the consumer
Uses syndicated information and databases to understand and interpret data (numbers)
Deductive reasoning by “boiling the ocean” and analyzing all available research
Presents research
“One size fits all” actions
Shopper Insights
Open ended reasoning
More strategic
Understands and interprets purchase dynamics, the consumer and the shopper
Interweaves syndicated information, consumer insights and shopper insights
Inductive reasoning by ”theorizing opportunities” and confirming with analysis
Interprets research
Customized solutions

15. Shopper Insights/Merchandising/Marketing training programs should fulfill the following knowledge and skill requirements
Understand the key drivers of the Market Place looking forward and the need for “Shopper Centric, Solutions Oriented Planning”
Understand the key components that must be in place to create an effective shopping experience
Learn the process for an effective Shopping Experience Audit
Learn the most commonly employed consumer and shopper research methods and their application to different types of shopping experience questions
Understand important shopper insights concepts such as shopper segmentation, trip missions, decision trees, shopper need states, solution groupings , etc
Identify key components of a shopper solutions strategy
Learn to incorporate the 4 P’s and key shopping experience strategies into a cohesive plan that connects with the shopper and the shopping experience
Learn the steps for breakthrough ideation and collaboration with retailers on developing actionable shopper solutions
Learn importance of developing broader retailer contact points including merchandising, marketing and operations to develop and execute Shopper Centric Solution Plans
Understand methods for evaluating and measuring ROI on in-store merchandising and marketing solutions

16. Key Shopper Centricity Concepts/Definitions Consumer/Shopper Insights
Key Elements of Shopper Insights/ Merchandising/Marketing Training Curriculum
Key Shopper Centricity Concepts/Definitions
Assessing the
Shopping Experience
Consumer/Shopper Insights
The marketplace “looking ahead”
What is the path to purchase and the role of Shopping Experience
Understand the two types of self serve shopper behavior and how shoppers shop a category
Key definitions
Shopper Insights
Shopper Merchandising
Shopper Marketing
The need for “Shopper Centric , Solutions Oriented Planning
Key components of an effective shopping experience
The shopping experience audit process
Identifying shopper solution opportunities/key business questions
Identification of most commonly employed consumer and shopper research methods
Design of various research methods
Application of research to different types of shopping experience questions

17. Shopper Solutions Development Shopper Solutions Activation
Key Elements of Shopper Insights/ Merchandising/Marketing Training Curriculum (cont’)
Synthesizing Data
into Insights
Shopper Solutions Development
Shopper Solutions Activation
Approaches to assessing and analyzing performance
Synthesizing data from multiple sources
Shopper insights concepts
Shopper segmentation
Trip missions
Shopper decision trees
Shopper need states
Solution groupings
Etc.
Key components of a shopper solution strategy
SWOT analysis to identify strategic imperatives and tactical initiatives
Prioritization of potential strategies and tactics for shopper solution development
4 P’s
Shopping experience enhancements
The concept ideation process and effective collaboration between retailer and manufacturer
Project implementation checklist
Developing customer relationships beyond category management and merchandising
Organization integration strategies and techniques
Methods for evaluating and measuring ROI on in-store merchandising and marketing solutions

18. Customized training that is highly relevant to participants
We believe training of this type should be customized as this reinforces the
integrity of program content, ensures ease of translation from the class room
to business building application and virtually guarantees the highest ROI
Program Content is customized to the clients approach and capabilities on shopper insights and marketing
Consumer and Shopper Insights availability and application
Sales and Marketing Planning process
Category Management Approach
Shopper Marketing Approach
Breadth and depth of the training curriculum is customized to the participants and the level of skill development required
Shopper insights managers and analysts
Category managers and category advisor’s
Sales team leaders and managers
Program structure is customized based on the time and investment available
1 day orientation workshop
Advanced 2 day workshop using select modules
Two - 2 day advanced training workshops

19. Shopper Insights knowledge/skills development must be aligned with roles, responsibilities and near term business needs
The Process
Progressive development
of knowledge and skills based on most
immediate needs by functional level
Assess progress and determine plan to reinforce and institutionalize the training
Reinforce/
Institutionalize
If necessary, consider conducting skills inventory of Field Category Managers to identify available talent as transformation to shopper insights continues
Skills
Inventory (2)
Orientation
Training
Conduct orientation for Field Category Managers focused on application of Shopper Insights
(Client Example)
Orientation
Training
Conduct orientation for select Sales Managers focused on application of Shopper Insights
Orientation/
Advanced Training
Based on outcome of skills inventory, design and conduct training for aforementioned first and second level managers
Skills
Inventory (1)
Skills inventory to determine skill needs of the first and second level managers who must be prepared to perform new responsibilities ASAP

20. Sales/Customer Team Leader skills must also evolve to meet the
needs of retailers in today’s dynamic industry environment
Over past 15 years most training investment focused on building category management skills…minimal investment on Sales/Customer Team Leader management skills development.
Multiple streams (sales, category management, shopper insights, shopper marketing) interfacing with customer…sales role becoming increasingly diluted. Key question…Who owns the retail customer business development strategy and is accountable for performance?
Situational
Assessment
Trends
Influencing
Future Skills
Requirements
Growing importance of shopper data analysis and longer range planning.
Growing importance of providing merchandising innovation and strategic support.
Growing importance of having a general management mind set; thinkers and doers.
Team Leader
Skills
Development
Focus
Understanding of category management, shopper/consumer insights , shopper marketing, marketing and finance through career path exposure or training.
The ability, from a general management perspective, to coordinate and decide cross functional, customer specific initiatives
The ability to conceptualize problems and solutions…strategic thinking.
The ability to engage in productive strategic collaboration at the highest levels.
Must have the knowledge and skills to be the hub and leader of all customer management activity

21. To Learn More About WWA and our Training Capability Please Contact…
David Zahn
Competency Enhancement Leader
Winston Weber & Associates, Inc.
Keith Conard
Executive Vice President
Winston Weber & Associates, Inc. or