Shopper Marketing
When we created the Shopper Marketing category for
the Effie Awards, we wanted to recognize how a brand
penetrates the shopper mindset to influence behavior
– before, during and after a purchase. Thus, this year’s
jury was tasked with awarding campaigns that best
demonstrated how they effectively connected with the
shopper, influenced them along the path to purchase,
and inspired them to become a buyer. The jury brought
a dynamic energy to the task of evaluating the cases,
which carried over to a great dialogue on how to evolve
the definition of Shopper Marketing going forward, to
recognize collaboration between brand and retailer and
to get more detail on the shopper specific insights. Here’s
what we heard this year:
Winning cases used a variety of communication channels
to effectively reach their audience and move them
towards the desired result. The touchpoint listed as the
hero in each effort also varied – ranging from in-store
signage and displays to packaging and TV.
This difference of approach carried through to when and
where to connect. Some winners focused on getting
shoppers to their location with messages designed to
reach them at home, online and in the driveway, when
and where shoppers are planning their purchase decisions
and destinations. Others successfully changed shopper
behavior in the store, through creative ideas and messaging
that captured shoppers’attention and motivated them to
purchase.
One unanimous consensus – and the most discussed point
during both judging rounds – was that the entries varied;
some were more retailer-driven, others were all about
specific brands operating within a retail environment in
close collaboration with the retailer.
It became increasingly clear Shopper Marketing had
different meaning for both the retailers and manufacturers,
with a diverse degree of challenges established specific
to retailers, shoppers and brands.
As jury member Geoff Jackson, Director, Integrated &
Shopper Marketing, Campbell Soup Company, remarked:
manufacturers had to execute a campaign in partnership
with a retailer, live by their guidelines and follow their rules
and constraints.
This collaboration represented a challenge but also a
unique reward in driving business.
The jury’s final consensus was that the category should be
split into cases led by manufacturers in collaboration with
retailers and those that were retail-specific in honor of their
unique challenges and achievements.
In debating the cases, the jury found elements of
effectiveness across all entries winners and a common
link: disciplined focus.
It’s All About Insight
Judges praised the Gillette Fusion case as “an excellent
custom product creation and strong brand story for both
Fusion and Walmart…one rooted in custom research and
shopper insight, joint objectives, collaborative execution
and executional excellence”.
The winning Walgreens effort was recognized for its focused,
simple creative that was executed with excellence. Judges
felt that “the idea paid off the insight of the Walgreens
shopper, resulting in a strong execution that changed
behavior and created retailer affinity.”
U By Kotex was noted as unique and thorough - a “game
changer” rooted in insight from the shopper.
Taco Bell was commended for using consumer insights
on behavior in the QSR industry to change perceptions
on the healthy options offered by the brand, capturing
them at the home and guiding them straight to the drive
thru, literally “driving behavior change” and leading to the
biggest perception change in Taco Bell history through a
fully integrated effort from out of store to in-store.
Jury comments on the Febreze case centered on its rich,
targeted insight, clear understanding of the challenges
of launching in a new retail environment, strong in-store
displays and excellent use of blogging pre-store.
