shopper marketing an revolutionary approach
DESCRIPTION
We\'ve applied Jobs Theory to create a new model for approaching Shopper Marketing by understanding the Shopping Moment in terms of the "jobs to be done" at the shelf. Different than understanding Needs, Jobs are insights into the Shopper\'s motivation to achieve progress in their lives.TRANSCRIPT
Shopper Marketing A Revolutionary Approach
Using Job Theory and Disruptive Innovation to Expand Category Brand amp Product
Demand Generation at the Shelf
A Collaboration of
Research Consortium Innomedia One Vision
What Drives Shopper Marketing
ldquoWe are moving beyond a transactional relationship into a strategic collaboration to improve shopper experiences and drive category and cross-category growthrdquo
ndash Kimberly-Clark
ldquoWhen economic times get tough the tough go in-store The vague proposition of building brand equity through media advertising doesnrsquot hold a candle to actually selling more through better merchandisingrdquo
ndash Stephen Hoch PhDWharton School
University of Pennsylvania
ldquoShopper marketing will grow dramatically over the next few years The big question is ndash are we making the best decisionsrdquo
ndash Health amp Beauty Manufacturer
2The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Why the Store Matters Above Allbull Although still large the effectiveness of mass media continues to decline
bull Result In-store is whatrsquos important since it is where the consumer becomes the shopper
0
20000000
40000000
60000000
80000000
100000000
120000000
140000000
160000000
American
Idol Finale
viewers
Weekly
network
news
viewers
Super Bowl
TV viewers
Weekly
Walmart
shoppers
3
Finale Viewers
Weekly News
Viewers
TV Viewers
Weekly Shoppers
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
1990
Category Management
bull FMI Category management white paper
1995
Analysis Paralysis
bull Move from templates to consumer insights
2000
Retailer Customization
2005
ShopperInsights
2009
Shopper-Driven
Solutions
Category Management Shopper Marketing
4
Evolution of Category Leadership Must Now Include Demand Generation
Demand Generation
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Demand Generation
bull The new approach to shopper marketing-driven Category Leadership is the Demand Generation process that influences traffic and transaction by shoppers
bull Focuses on shaping the future by understanding the ldquojob of shoppingrdquo (ie Shopper Jobs Marketing)
bull Places emphasis on ldquodiscovery of shopper motivationrdquo that includes not only the in-store environment but the consumer triggers in how they choose and select an outlet
5The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Jobs Marketing Provides The Platform To Drive Demand Generation
bull A place to learn about new items
bull Where she can be sparked to try something different
bull A place full of pleasant surprises
bull Where shoppers can fulfill their job requirements
For Shoppers
bull Where shoppers have enjoyable experiences
bull A place of engaging lsquohot spotsrsquo
bull With proven concepts stores will improve sales and profits
bull Where retailers can link in-home and in-store communications
For Retailers
6The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Jobs Are Part of a Comprehensive Solution to Demand Generation
Step 1 Opportunity Assessment
bullMarket landscape
bullForces for change
bullRetailer input ndash objectives priorities barriers opportunities
bullPreliminary demand creation model
Step 2 Demand generating shopper job
labs
bullCo-design concept development
bullSimulation-based data collection
Step 3 Collaborate with Retailers
bullStrategy for upgrading shopper engagement
bullLeverage value of the store
bullSales plan
bullCreative and prototype development
Step 4 Activating Store-Ready Solutions
bullIn-market retail execution
Step 5 Upgrading Client Processes
bullWorkshops amp training
7The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Four Steps of Shopper Job Marketing
2 Job as Shopping Strategy
bull How do I engage the shopping experience bull What is my shopping strategy bull What should I be looking forbull How should I engage the shopping
experience eg ndash Begin to narrow the choice set - based
on historical beliefs
1 Job as Shopper Motivation
bull Why shop bull What do I feel is missing in the historical category equation
bull Whatrsquos the reason to move forward amp progress eg ndash Upcoming situation challenges old choices
3 Job as Choice Decision
bull Which is best value bull Which one to choose
eg ndash Comparison-shop across adjacent price-tiers based on ldquodecision hierarchyrdquo
4 Job as New Outcome
bull How will it work bull Will I be satisfied bull Do I need it now
eg ndash Play time forward ndash visualize consequences with ldquomerdquo in the
picture
1
2
3
4
8The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Discovery Is Key to Developing Solutions that will Generate New Demand
bull Shopper job labs are micro simulators (one shopper at a time) that uncover concepts and the information necessary to reveal shopper motivations Goal is to find concepts that have the greatest pull for change
bull The figure below depicts the challenge of appreciating conflicting forces before finding new shopper concepts that will generate demand
9
New
Shopping
Behavior
Old
Habit
Shopping
2 Forces Promote Change2 Forces Block Change
1 Anxiety about how a new choice will
work for me
bull Uncertainty surrounding a new choice
2 The habit of the present
bull The tug of historical allegiances
1 Magnetism of a new choice solution
bull Attraction of culturally relevant news
2 Push for a better situation through
shopping
bull Problem solving to make it better
Dynamics of New Shopper Choices
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Are an Iterative Process of Continuously Improving a Solution to Effect Change
in Shopper Behavior
10
5 Commit and Purchase
1 Expose Shopper Concept
6 Refine amp Innovate ConceptTo support a behavior change
2 Formulate My Job-To-Be-DoneRequirements amp Information Gaps
3 Gather Information to Reduce Risk
4 Decide Whether to Buy
DESIRE to
Change
THINK to reduce
uncertainty
FEEL Is it right for
me
ACT now
ENVISION making it
work for me
bullBased on how shoppers actually make choices and is simulated in a research setting
bullDiagram depicts our process for uncovering concepts in an iterative manner that will create a step improvement in shopper engagement
Shopper Job Labs Will Reveal
bullConcepts with greatest attraction and likelihood of effecting engagement and new choice behavior
bullShopper segments to focus on
bull Information content that is necessary to effect change ndash educate and reduce uncertainties
bullMedia for effecting change ndash in-store and in-home and their connection
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Application of Shopper Jobs Approach
11The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Project Mission Create a New Store Hot Spot
Situation
Companyrsquos infant toys were ldquolost in the toy departmentrdquo
Could a case be made for co-locating the line of products in the Baby Department
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 2 ways
1 Build traffic in the Baby Department by giving target shoppers another reason to shop there
2 Build basket size by getting shoppers to add a toy to their purchases
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoBaby Departmentrdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
12
CASE 1 BABY PRODUCTS
Job Labs Revealed Key Insights Which Led to Unique Demand Creation Concept
13
1 DesireMotivation
bull Discovered 3 ldquovery largerdquo emotional shopper job concepts lsquoConnectingrsquo lsquoSocial Expressionrsquo and lsquoNurturingrsquo
bull Each was a significant opportunity for generating new demand from infant toys
bull Over time each had the potential to be developed for incremental sales
2 Shopping Strategy
bull Target shoppers wanted to connect the emotions surrounding one of these jobs to the storersquos Baby Department and items sold there This called for ldquouse segmentationrdquo
bull The Baby Department could use the toy introduction to signal a ldquodepartment makeoverrdquo so shoppers would be attracted to something new in the store not the same old Baby Department
3 Point of Purchase Decision
bull While the toy brand was a powerful endorser the store had to stand up and speak for the idea of putting toys in the department The concept needed a ldquomerchant-dizinginterfacerdquo
bull Assortment strategies and layout needed to be guided by a ldquosolution sellingrdquo mentality Shoppers had to be guided in how to assemble compelling job solutions
bull The assortment needed to be continually refreshed so shoppers would want to look it over ldquoon every triprdquo
CASE 1 BABY PRODUCTS
New Job Labs Concept Validated in Quantitative Test by Demonstrating Incrementality
4 Commitment
Results from subsequent Concept Test
bull 92 of target shoppers who visited the baby department on their last trip would consider the toys and not simply do what they did last time
bull 86 of shoppers could think of an upcoming use situation for toys that would give purpose to their shopping
bull 52 could assemble a ldquojob solutionrdquo that included a toy
bull 38 increase in incremental sales versus what was spent last time by target shoppers in the baby department
bull 47 times a year ndash the number of times shoppers said they would be likely to make toy purchases in the storersquos baby department on average
bull Implicationbull New toy sales would be incremental in both departments since the baby department calls for
different demand creation ldquojobsrdquo
CASE 1 BABY PRODUCTS
14
Project Mission To Maximize Success Of New Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a key account to introduce a new form The new form used a more concentrated formula The new packaging would be much smaller but would have the same unit price The lead account would distribute the new form ahead of competing stores
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways1 Switch current buyers to the new form2 Switch competitive buyers to the new form3 Because the old form would still be available in other stores get buyers
of the new form to concentrate their category purchases in the lead off retailer
15
CASE 2 DETERGENT
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoproduct aislerdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
What Drives Shopper Marketing
ldquoWe are moving beyond a transactional relationship into a strategic collaboration to improve shopper experiences and drive category and cross-category growthrdquo
ndash Kimberly-Clark
ldquoWhen economic times get tough the tough go in-store The vague proposition of building brand equity through media advertising doesnrsquot hold a candle to actually selling more through better merchandisingrdquo
ndash Stephen Hoch PhDWharton School
University of Pennsylvania
ldquoShopper marketing will grow dramatically over the next few years The big question is ndash are we making the best decisionsrdquo
ndash Health amp Beauty Manufacturer
2The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Why the Store Matters Above Allbull Although still large the effectiveness of mass media continues to decline
bull Result In-store is whatrsquos important since it is where the consumer becomes the shopper
0
20000000
40000000
60000000
80000000
100000000
120000000
140000000
160000000
American
Idol Finale
viewers
Weekly
network
news
viewers
Super Bowl
TV viewers
Weekly
Walmart
shoppers
3
Finale Viewers
Weekly News
Viewers
TV Viewers
Weekly Shoppers
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
1990
Category Management
bull FMI Category management white paper
1995
Analysis Paralysis
bull Move from templates to consumer insights
2000
Retailer Customization
2005
ShopperInsights
2009
Shopper-Driven
Solutions
Category Management Shopper Marketing
4
Evolution of Category Leadership Must Now Include Demand Generation
Demand Generation
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Demand Generation
bull The new approach to shopper marketing-driven Category Leadership is the Demand Generation process that influences traffic and transaction by shoppers
bull Focuses on shaping the future by understanding the ldquojob of shoppingrdquo (ie Shopper Jobs Marketing)
bull Places emphasis on ldquodiscovery of shopper motivationrdquo that includes not only the in-store environment but the consumer triggers in how they choose and select an outlet
5The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Jobs Marketing Provides The Platform To Drive Demand Generation
bull A place to learn about new items
bull Where she can be sparked to try something different
bull A place full of pleasant surprises
bull Where shoppers can fulfill their job requirements
For Shoppers
bull Where shoppers have enjoyable experiences
bull A place of engaging lsquohot spotsrsquo
bull With proven concepts stores will improve sales and profits
bull Where retailers can link in-home and in-store communications
For Retailers
6The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Jobs Are Part of a Comprehensive Solution to Demand Generation
Step 1 Opportunity Assessment
bullMarket landscape
bullForces for change
bullRetailer input ndash objectives priorities barriers opportunities
bullPreliminary demand creation model
Step 2 Demand generating shopper job
labs
bullCo-design concept development
bullSimulation-based data collection
Step 3 Collaborate with Retailers
bullStrategy for upgrading shopper engagement
bullLeverage value of the store
bullSales plan
bullCreative and prototype development
Step 4 Activating Store-Ready Solutions
bullIn-market retail execution
Step 5 Upgrading Client Processes
bullWorkshops amp training
7The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Four Steps of Shopper Job Marketing
2 Job as Shopping Strategy
bull How do I engage the shopping experience bull What is my shopping strategy bull What should I be looking forbull How should I engage the shopping
experience eg ndash Begin to narrow the choice set - based
on historical beliefs
1 Job as Shopper Motivation
bull Why shop bull What do I feel is missing in the historical category equation
bull Whatrsquos the reason to move forward amp progress eg ndash Upcoming situation challenges old choices
3 Job as Choice Decision
bull Which is best value bull Which one to choose
eg ndash Comparison-shop across adjacent price-tiers based on ldquodecision hierarchyrdquo
4 Job as New Outcome
bull How will it work bull Will I be satisfied bull Do I need it now
eg ndash Play time forward ndash visualize consequences with ldquomerdquo in the
picture
1
2
3
4
8The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Discovery Is Key to Developing Solutions that will Generate New Demand
bull Shopper job labs are micro simulators (one shopper at a time) that uncover concepts and the information necessary to reveal shopper motivations Goal is to find concepts that have the greatest pull for change
bull The figure below depicts the challenge of appreciating conflicting forces before finding new shopper concepts that will generate demand
9
New
Shopping
Behavior
Old
Habit
Shopping
2 Forces Promote Change2 Forces Block Change
1 Anxiety about how a new choice will
work for me
bull Uncertainty surrounding a new choice
2 The habit of the present
bull The tug of historical allegiances
1 Magnetism of a new choice solution
bull Attraction of culturally relevant news
2 Push for a better situation through
shopping
bull Problem solving to make it better
Dynamics of New Shopper Choices
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Are an Iterative Process of Continuously Improving a Solution to Effect Change
in Shopper Behavior
10
5 Commit and Purchase
1 Expose Shopper Concept
6 Refine amp Innovate ConceptTo support a behavior change
2 Formulate My Job-To-Be-DoneRequirements amp Information Gaps
3 Gather Information to Reduce Risk
4 Decide Whether to Buy
DESIRE to
Change
THINK to reduce
uncertainty
FEEL Is it right for
me
ACT now
ENVISION making it
work for me
bullBased on how shoppers actually make choices and is simulated in a research setting
bullDiagram depicts our process for uncovering concepts in an iterative manner that will create a step improvement in shopper engagement
Shopper Job Labs Will Reveal
bullConcepts with greatest attraction and likelihood of effecting engagement and new choice behavior
bullShopper segments to focus on
bull Information content that is necessary to effect change ndash educate and reduce uncertainties
bullMedia for effecting change ndash in-store and in-home and their connection
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Application of Shopper Jobs Approach
11The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Project Mission Create a New Store Hot Spot
Situation
Companyrsquos infant toys were ldquolost in the toy departmentrdquo
Could a case be made for co-locating the line of products in the Baby Department
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 2 ways
1 Build traffic in the Baby Department by giving target shoppers another reason to shop there
2 Build basket size by getting shoppers to add a toy to their purchases
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoBaby Departmentrdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
12
CASE 1 BABY PRODUCTS
Job Labs Revealed Key Insights Which Led to Unique Demand Creation Concept
13
1 DesireMotivation
bull Discovered 3 ldquovery largerdquo emotional shopper job concepts lsquoConnectingrsquo lsquoSocial Expressionrsquo and lsquoNurturingrsquo
bull Each was a significant opportunity for generating new demand from infant toys
bull Over time each had the potential to be developed for incremental sales
2 Shopping Strategy
bull Target shoppers wanted to connect the emotions surrounding one of these jobs to the storersquos Baby Department and items sold there This called for ldquouse segmentationrdquo
bull The Baby Department could use the toy introduction to signal a ldquodepartment makeoverrdquo so shoppers would be attracted to something new in the store not the same old Baby Department
3 Point of Purchase Decision
bull While the toy brand was a powerful endorser the store had to stand up and speak for the idea of putting toys in the department The concept needed a ldquomerchant-dizinginterfacerdquo
bull Assortment strategies and layout needed to be guided by a ldquosolution sellingrdquo mentality Shoppers had to be guided in how to assemble compelling job solutions
bull The assortment needed to be continually refreshed so shoppers would want to look it over ldquoon every triprdquo
CASE 1 BABY PRODUCTS
New Job Labs Concept Validated in Quantitative Test by Demonstrating Incrementality
4 Commitment
Results from subsequent Concept Test
bull 92 of target shoppers who visited the baby department on their last trip would consider the toys and not simply do what they did last time
bull 86 of shoppers could think of an upcoming use situation for toys that would give purpose to their shopping
bull 52 could assemble a ldquojob solutionrdquo that included a toy
bull 38 increase in incremental sales versus what was spent last time by target shoppers in the baby department
bull 47 times a year ndash the number of times shoppers said they would be likely to make toy purchases in the storersquos baby department on average
bull Implicationbull New toy sales would be incremental in both departments since the baby department calls for
different demand creation ldquojobsrdquo
CASE 1 BABY PRODUCTS
14
Project Mission To Maximize Success Of New Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a key account to introduce a new form The new form used a more concentrated formula The new packaging would be much smaller but would have the same unit price The lead account would distribute the new form ahead of competing stores
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways1 Switch current buyers to the new form2 Switch competitive buyers to the new form3 Because the old form would still be available in other stores get buyers
of the new form to concentrate their category purchases in the lead off retailer
15
CASE 2 DETERGENT
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoproduct aislerdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
Why the Store Matters Above Allbull Although still large the effectiveness of mass media continues to decline
bull Result In-store is whatrsquos important since it is where the consumer becomes the shopper
0
20000000
40000000
60000000
80000000
100000000
120000000
140000000
160000000
American
Idol Finale
viewers
Weekly
network
news
viewers
Super Bowl
TV viewers
Weekly
Walmart
shoppers
3
Finale Viewers
Weekly News
Viewers
TV Viewers
Weekly Shoppers
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
1990
Category Management
bull FMI Category management white paper
1995
Analysis Paralysis
bull Move from templates to consumer insights
2000
Retailer Customization
2005
ShopperInsights
2009
Shopper-Driven
Solutions
Category Management Shopper Marketing
4
Evolution of Category Leadership Must Now Include Demand Generation
Demand Generation
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Demand Generation
bull The new approach to shopper marketing-driven Category Leadership is the Demand Generation process that influences traffic and transaction by shoppers
bull Focuses on shaping the future by understanding the ldquojob of shoppingrdquo (ie Shopper Jobs Marketing)
bull Places emphasis on ldquodiscovery of shopper motivationrdquo that includes not only the in-store environment but the consumer triggers in how they choose and select an outlet
5The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Jobs Marketing Provides The Platform To Drive Demand Generation
bull A place to learn about new items
bull Where she can be sparked to try something different
bull A place full of pleasant surprises
bull Where shoppers can fulfill their job requirements
For Shoppers
bull Where shoppers have enjoyable experiences
bull A place of engaging lsquohot spotsrsquo
bull With proven concepts stores will improve sales and profits
bull Where retailers can link in-home and in-store communications
For Retailers
6The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Jobs Are Part of a Comprehensive Solution to Demand Generation
Step 1 Opportunity Assessment
bullMarket landscape
bullForces for change
bullRetailer input ndash objectives priorities barriers opportunities
bullPreliminary demand creation model
Step 2 Demand generating shopper job
labs
bullCo-design concept development
bullSimulation-based data collection
Step 3 Collaborate with Retailers
bullStrategy for upgrading shopper engagement
bullLeverage value of the store
bullSales plan
bullCreative and prototype development
Step 4 Activating Store-Ready Solutions
bullIn-market retail execution
Step 5 Upgrading Client Processes
bullWorkshops amp training
7The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Four Steps of Shopper Job Marketing
2 Job as Shopping Strategy
bull How do I engage the shopping experience bull What is my shopping strategy bull What should I be looking forbull How should I engage the shopping
experience eg ndash Begin to narrow the choice set - based
on historical beliefs
1 Job as Shopper Motivation
bull Why shop bull What do I feel is missing in the historical category equation
bull Whatrsquos the reason to move forward amp progress eg ndash Upcoming situation challenges old choices
3 Job as Choice Decision
bull Which is best value bull Which one to choose
eg ndash Comparison-shop across adjacent price-tiers based on ldquodecision hierarchyrdquo
4 Job as New Outcome
bull How will it work bull Will I be satisfied bull Do I need it now
eg ndash Play time forward ndash visualize consequences with ldquomerdquo in the
picture
1
2
3
4
8The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Discovery Is Key to Developing Solutions that will Generate New Demand
bull Shopper job labs are micro simulators (one shopper at a time) that uncover concepts and the information necessary to reveal shopper motivations Goal is to find concepts that have the greatest pull for change
bull The figure below depicts the challenge of appreciating conflicting forces before finding new shopper concepts that will generate demand
9
New
Shopping
Behavior
Old
Habit
Shopping
2 Forces Promote Change2 Forces Block Change
1 Anxiety about how a new choice will
work for me
bull Uncertainty surrounding a new choice
2 The habit of the present
bull The tug of historical allegiances
1 Magnetism of a new choice solution
bull Attraction of culturally relevant news
2 Push for a better situation through
shopping
bull Problem solving to make it better
Dynamics of New Shopper Choices
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Are an Iterative Process of Continuously Improving a Solution to Effect Change
in Shopper Behavior
10
5 Commit and Purchase
1 Expose Shopper Concept
6 Refine amp Innovate ConceptTo support a behavior change
2 Formulate My Job-To-Be-DoneRequirements amp Information Gaps
3 Gather Information to Reduce Risk
4 Decide Whether to Buy
DESIRE to
Change
THINK to reduce
uncertainty
FEEL Is it right for
me
ACT now
ENVISION making it
work for me
bullBased on how shoppers actually make choices and is simulated in a research setting
bullDiagram depicts our process for uncovering concepts in an iterative manner that will create a step improvement in shopper engagement
Shopper Job Labs Will Reveal
bullConcepts with greatest attraction and likelihood of effecting engagement and new choice behavior
bullShopper segments to focus on
bull Information content that is necessary to effect change ndash educate and reduce uncertainties
bullMedia for effecting change ndash in-store and in-home and their connection
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Application of Shopper Jobs Approach
11The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Project Mission Create a New Store Hot Spot
Situation
Companyrsquos infant toys were ldquolost in the toy departmentrdquo
Could a case be made for co-locating the line of products in the Baby Department
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 2 ways
1 Build traffic in the Baby Department by giving target shoppers another reason to shop there
2 Build basket size by getting shoppers to add a toy to their purchases
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoBaby Departmentrdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
12
CASE 1 BABY PRODUCTS
Job Labs Revealed Key Insights Which Led to Unique Demand Creation Concept
13
1 DesireMotivation
bull Discovered 3 ldquovery largerdquo emotional shopper job concepts lsquoConnectingrsquo lsquoSocial Expressionrsquo and lsquoNurturingrsquo
bull Each was a significant opportunity for generating new demand from infant toys
bull Over time each had the potential to be developed for incremental sales
2 Shopping Strategy
bull Target shoppers wanted to connect the emotions surrounding one of these jobs to the storersquos Baby Department and items sold there This called for ldquouse segmentationrdquo
bull The Baby Department could use the toy introduction to signal a ldquodepartment makeoverrdquo so shoppers would be attracted to something new in the store not the same old Baby Department
3 Point of Purchase Decision
bull While the toy brand was a powerful endorser the store had to stand up and speak for the idea of putting toys in the department The concept needed a ldquomerchant-dizinginterfacerdquo
bull Assortment strategies and layout needed to be guided by a ldquosolution sellingrdquo mentality Shoppers had to be guided in how to assemble compelling job solutions
bull The assortment needed to be continually refreshed so shoppers would want to look it over ldquoon every triprdquo
CASE 1 BABY PRODUCTS
New Job Labs Concept Validated in Quantitative Test by Demonstrating Incrementality
4 Commitment
Results from subsequent Concept Test
bull 92 of target shoppers who visited the baby department on their last trip would consider the toys and not simply do what they did last time
bull 86 of shoppers could think of an upcoming use situation for toys that would give purpose to their shopping
bull 52 could assemble a ldquojob solutionrdquo that included a toy
bull 38 increase in incremental sales versus what was spent last time by target shoppers in the baby department
bull 47 times a year ndash the number of times shoppers said they would be likely to make toy purchases in the storersquos baby department on average
bull Implicationbull New toy sales would be incremental in both departments since the baby department calls for
different demand creation ldquojobsrdquo
CASE 1 BABY PRODUCTS
14
Project Mission To Maximize Success Of New Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a key account to introduce a new form The new form used a more concentrated formula The new packaging would be much smaller but would have the same unit price The lead account would distribute the new form ahead of competing stores
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways1 Switch current buyers to the new form2 Switch competitive buyers to the new form3 Because the old form would still be available in other stores get buyers
of the new form to concentrate their category purchases in the lead off retailer
15
CASE 2 DETERGENT
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoproduct aislerdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
1990
Category Management
bull FMI Category management white paper
1995
Analysis Paralysis
bull Move from templates to consumer insights
2000
Retailer Customization
2005
ShopperInsights
2009
Shopper-Driven
Solutions
Category Management Shopper Marketing
4
Evolution of Category Leadership Must Now Include Demand Generation
Demand Generation
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Demand Generation
bull The new approach to shopper marketing-driven Category Leadership is the Demand Generation process that influences traffic and transaction by shoppers
bull Focuses on shaping the future by understanding the ldquojob of shoppingrdquo (ie Shopper Jobs Marketing)
bull Places emphasis on ldquodiscovery of shopper motivationrdquo that includes not only the in-store environment but the consumer triggers in how they choose and select an outlet
5The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Jobs Marketing Provides The Platform To Drive Demand Generation
bull A place to learn about new items
bull Where she can be sparked to try something different
bull A place full of pleasant surprises
bull Where shoppers can fulfill their job requirements
For Shoppers
bull Where shoppers have enjoyable experiences
bull A place of engaging lsquohot spotsrsquo
bull With proven concepts stores will improve sales and profits
bull Where retailers can link in-home and in-store communications
For Retailers
6The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Jobs Are Part of a Comprehensive Solution to Demand Generation
Step 1 Opportunity Assessment
bullMarket landscape
bullForces for change
bullRetailer input ndash objectives priorities barriers opportunities
bullPreliminary demand creation model
Step 2 Demand generating shopper job
labs
bullCo-design concept development
bullSimulation-based data collection
Step 3 Collaborate with Retailers
bullStrategy for upgrading shopper engagement
bullLeverage value of the store
bullSales plan
bullCreative and prototype development
Step 4 Activating Store-Ready Solutions
bullIn-market retail execution
Step 5 Upgrading Client Processes
bullWorkshops amp training
7The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Four Steps of Shopper Job Marketing
2 Job as Shopping Strategy
bull How do I engage the shopping experience bull What is my shopping strategy bull What should I be looking forbull How should I engage the shopping
experience eg ndash Begin to narrow the choice set - based
on historical beliefs
1 Job as Shopper Motivation
bull Why shop bull What do I feel is missing in the historical category equation
bull Whatrsquos the reason to move forward amp progress eg ndash Upcoming situation challenges old choices
3 Job as Choice Decision
bull Which is best value bull Which one to choose
eg ndash Comparison-shop across adjacent price-tiers based on ldquodecision hierarchyrdquo
4 Job as New Outcome
bull How will it work bull Will I be satisfied bull Do I need it now
eg ndash Play time forward ndash visualize consequences with ldquomerdquo in the
picture
1
2
3
4
8The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Discovery Is Key to Developing Solutions that will Generate New Demand
bull Shopper job labs are micro simulators (one shopper at a time) that uncover concepts and the information necessary to reveal shopper motivations Goal is to find concepts that have the greatest pull for change
bull The figure below depicts the challenge of appreciating conflicting forces before finding new shopper concepts that will generate demand
9
New
Shopping
Behavior
Old
Habit
Shopping
2 Forces Promote Change2 Forces Block Change
1 Anxiety about how a new choice will
work for me
bull Uncertainty surrounding a new choice
2 The habit of the present
bull The tug of historical allegiances
1 Magnetism of a new choice solution
bull Attraction of culturally relevant news
2 Push for a better situation through
shopping
bull Problem solving to make it better
Dynamics of New Shopper Choices
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Are an Iterative Process of Continuously Improving a Solution to Effect Change
in Shopper Behavior
10
5 Commit and Purchase
1 Expose Shopper Concept
6 Refine amp Innovate ConceptTo support a behavior change
2 Formulate My Job-To-Be-DoneRequirements amp Information Gaps
3 Gather Information to Reduce Risk
4 Decide Whether to Buy
DESIRE to
Change
THINK to reduce
uncertainty
FEEL Is it right for
me
ACT now
ENVISION making it
work for me
bullBased on how shoppers actually make choices and is simulated in a research setting
bullDiagram depicts our process for uncovering concepts in an iterative manner that will create a step improvement in shopper engagement
Shopper Job Labs Will Reveal
bullConcepts with greatest attraction and likelihood of effecting engagement and new choice behavior
bullShopper segments to focus on
bull Information content that is necessary to effect change ndash educate and reduce uncertainties
bullMedia for effecting change ndash in-store and in-home and their connection
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Application of Shopper Jobs Approach
11The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Project Mission Create a New Store Hot Spot
Situation
Companyrsquos infant toys were ldquolost in the toy departmentrdquo
Could a case be made for co-locating the line of products in the Baby Department
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 2 ways
1 Build traffic in the Baby Department by giving target shoppers another reason to shop there
2 Build basket size by getting shoppers to add a toy to their purchases
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoBaby Departmentrdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
12
CASE 1 BABY PRODUCTS
Job Labs Revealed Key Insights Which Led to Unique Demand Creation Concept
13
1 DesireMotivation
bull Discovered 3 ldquovery largerdquo emotional shopper job concepts lsquoConnectingrsquo lsquoSocial Expressionrsquo and lsquoNurturingrsquo
bull Each was a significant opportunity for generating new demand from infant toys
bull Over time each had the potential to be developed for incremental sales
2 Shopping Strategy
bull Target shoppers wanted to connect the emotions surrounding one of these jobs to the storersquos Baby Department and items sold there This called for ldquouse segmentationrdquo
bull The Baby Department could use the toy introduction to signal a ldquodepartment makeoverrdquo so shoppers would be attracted to something new in the store not the same old Baby Department
3 Point of Purchase Decision
bull While the toy brand was a powerful endorser the store had to stand up and speak for the idea of putting toys in the department The concept needed a ldquomerchant-dizinginterfacerdquo
bull Assortment strategies and layout needed to be guided by a ldquosolution sellingrdquo mentality Shoppers had to be guided in how to assemble compelling job solutions
bull The assortment needed to be continually refreshed so shoppers would want to look it over ldquoon every triprdquo
CASE 1 BABY PRODUCTS
New Job Labs Concept Validated in Quantitative Test by Demonstrating Incrementality
4 Commitment
Results from subsequent Concept Test
bull 92 of target shoppers who visited the baby department on their last trip would consider the toys and not simply do what they did last time
bull 86 of shoppers could think of an upcoming use situation for toys that would give purpose to their shopping
bull 52 could assemble a ldquojob solutionrdquo that included a toy
bull 38 increase in incremental sales versus what was spent last time by target shoppers in the baby department
bull 47 times a year ndash the number of times shoppers said they would be likely to make toy purchases in the storersquos baby department on average
bull Implicationbull New toy sales would be incremental in both departments since the baby department calls for
different demand creation ldquojobsrdquo
CASE 1 BABY PRODUCTS
14
Project Mission To Maximize Success Of New Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a key account to introduce a new form The new form used a more concentrated formula The new packaging would be much smaller but would have the same unit price The lead account would distribute the new form ahead of competing stores
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways1 Switch current buyers to the new form2 Switch competitive buyers to the new form3 Because the old form would still be available in other stores get buyers
of the new form to concentrate their category purchases in the lead off retailer
15
CASE 2 DETERGENT
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoproduct aislerdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
Demand Generation
bull The new approach to shopper marketing-driven Category Leadership is the Demand Generation process that influences traffic and transaction by shoppers
bull Focuses on shaping the future by understanding the ldquojob of shoppingrdquo (ie Shopper Jobs Marketing)
bull Places emphasis on ldquodiscovery of shopper motivationrdquo that includes not only the in-store environment but the consumer triggers in how they choose and select an outlet
5The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Jobs Marketing Provides The Platform To Drive Demand Generation
bull A place to learn about new items
bull Where she can be sparked to try something different
bull A place full of pleasant surprises
bull Where shoppers can fulfill their job requirements
For Shoppers
bull Where shoppers have enjoyable experiences
bull A place of engaging lsquohot spotsrsquo
bull With proven concepts stores will improve sales and profits
bull Where retailers can link in-home and in-store communications
For Retailers
6The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Jobs Are Part of a Comprehensive Solution to Demand Generation
Step 1 Opportunity Assessment
bullMarket landscape
bullForces for change
bullRetailer input ndash objectives priorities barriers opportunities
bullPreliminary demand creation model
Step 2 Demand generating shopper job
labs
bullCo-design concept development
bullSimulation-based data collection
Step 3 Collaborate with Retailers
bullStrategy for upgrading shopper engagement
bullLeverage value of the store
bullSales plan
bullCreative and prototype development
Step 4 Activating Store-Ready Solutions
bullIn-market retail execution
Step 5 Upgrading Client Processes
bullWorkshops amp training
7The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Four Steps of Shopper Job Marketing
2 Job as Shopping Strategy
bull How do I engage the shopping experience bull What is my shopping strategy bull What should I be looking forbull How should I engage the shopping
experience eg ndash Begin to narrow the choice set - based
on historical beliefs
1 Job as Shopper Motivation
bull Why shop bull What do I feel is missing in the historical category equation
bull Whatrsquos the reason to move forward amp progress eg ndash Upcoming situation challenges old choices
3 Job as Choice Decision
bull Which is best value bull Which one to choose
eg ndash Comparison-shop across adjacent price-tiers based on ldquodecision hierarchyrdquo
4 Job as New Outcome
bull How will it work bull Will I be satisfied bull Do I need it now
eg ndash Play time forward ndash visualize consequences with ldquomerdquo in the
picture
1
2
3
4
8The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Discovery Is Key to Developing Solutions that will Generate New Demand
bull Shopper job labs are micro simulators (one shopper at a time) that uncover concepts and the information necessary to reveal shopper motivations Goal is to find concepts that have the greatest pull for change
bull The figure below depicts the challenge of appreciating conflicting forces before finding new shopper concepts that will generate demand
9
New
Shopping
Behavior
Old
Habit
Shopping
2 Forces Promote Change2 Forces Block Change
1 Anxiety about how a new choice will
work for me
bull Uncertainty surrounding a new choice
2 The habit of the present
bull The tug of historical allegiances
1 Magnetism of a new choice solution
bull Attraction of culturally relevant news
2 Push for a better situation through
shopping
bull Problem solving to make it better
Dynamics of New Shopper Choices
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Are an Iterative Process of Continuously Improving a Solution to Effect Change
in Shopper Behavior
10
5 Commit and Purchase
1 Expose Shopper Concept
6 Refine amp Innovate ConceptTo support a behavior change
2 Formulate My Job-To-Be-DoneRequirements amp Information Gaps
3 Gather Information to Reduce Risk
4 Decide Whether to Buy
DESIRE to
Change
THINK to reduce
uncertainty
FEEL Is it right for
me
ACT now
ENVISION making it
work for me
bullBased on how shoppers actually make choices and is simulated in a research setting
bullDiagram depicts our process for uncovering concepts in an iterative manner that will create a step improvement in shopper engagement
Shopper Job Labs Will Reveal
bullConcepts with greatest attraction and likelihood of effecting engagement and new choice behavior
bullShopper segments to focus on
bull Information content that is necessary to effect change ndash educate and reduce uncertainties
bullMedia for effecting change ndash in-store and in-home and their connection
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Application of Shopper Jobs Approach
11The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Project Mission Create a New Store Hot Spot
Situation
Companyrsquos infant toys were ldquolost in the toy departmentrdquo
Could a case be made for co-locating the line of products in the Baby Department
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 2 ways
1 Build traffic in the Baby Department by giving target shoppers another reason to shop there
2 Build basket size by getting shoppers to add a toy to their purchases
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoBaby Departmentrdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
12
CASE 1 BABY PRODUCTS
Job Labs Revealed Key Insights Which Led to Unique Demand Creation Concept
13
1 DesireMotivation
bull Discovered 3 ldquovery largerdquo emotional shopper job concepts lsquoConnectingrsquo lsquoSocial Expressionrsquo and lsquoNurturingrsquo
bull Each was a significant opportunity for generating new demand from infant toys
bull Over time each had the potential to be developed for incremental sales
2 Shopping Strategy
bull Target shoppers wanted to connect the emotions surrounding one of these jobs to the storersquos Baby Department and items sold there This called for ldquouse segmentationrdquo
bull The Baby Department could use the toy introduction to signal a ldquodepartment makeoverrdquo so shoppers would be attracted to something new in the store not the same old Baby Department
3 Point of Purchase Decision
bull While the toy brand was a powerful endorser the store had to stand up and speak for the idea of putting toys in the department The concept needed a ldquomerchant-dizinginterfacerdquo
bull Assortment strategies and layout needed to be guided by a ldquosolution sellingrdquo mentality Shoppers had to be guided in how to assemble compelling job solutions
bull The assortment needed to be continually refreshed so shoppers would want to look it over ldquoon every triprdquo
CASE 1 BABY PRODUCTS
New Job Labs Concept Validated in Quantitative Test by Demonstrating Incrementality
4 Commitment
Results from subsequent Concept Test
bull 92 of target shoppers who visited the baby department on their last trip would consider the toys and not simply do what they did last time
bull 86 of shoppers could think of an upcoming use situation for toys that would give purpose to their shopping
bull 52 could assemble a ldquojob solutionrdquo that included a toy
bull 38 increase in incremental sales versus what was spent last time by target shoppers in the baby department
bull 47 times a year ndash the number of times shoppers said they would be likely to make toy purchases in the storersquos baby department on average
bull Implicationbull New toy sales would be incremental in both departments since the baby department calls for
different demand creation ldquojobsrdquo
CASE 1 BABY PRODUCTS
14
Project Mission To Maximize Success Of New Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a key account to introduce a new form The new form used a more concentrated formula The new packaging would be much smaller but would have the same unit price The lead account would distribute the new form ahead of competing stores
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways1 Switch current buyers to the new form2 Switch competitive buyers to the new form3 Because the old form would still be available in other stores get buyers
of the new form to concentrate their category purchases in the lead off retailer
15
CASE 2 DETERGENT
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoproduct aislerdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
Shopper Jobs Marketing Provides The Platform To Drive Demand Generation
bull A place to learn about new items
bull Where she can be sparked to try something different
bull A place full of pleasant surprises
bull Where shoppers can fulfill their job requirements
For Shoppers
bull Where shoppers have enjoyable experiences
bull A place of engaging lsquohot spotsrsquo
bull With proven concepts stores will improve sales and profits
bull Where retailers can link in-home and in-store communications
For Retailers
6The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Jobs Are Part of a Comprehensive Solution to Demand Generation
Step 1 Opportunity Assessment
bullMarket landscape
bullForces for change
bullRetailer input ndash objectives priorities barriers opportunities
bullPreliminary demand creation model
Step 2 Demand generating shopper job
labs
bullCo-design concept development
bullSimulation-based data collection
Step 3 Collaborate with Retailers
bullStrategy for upgrading shopper engagement
bullLeverage value of the store
bullSales plan
bullCreative and prototype development
Step 4 Activating Store-Ready Solutions
bullIn-market retail execution
Step 5 Upgrading Client Processes
bullWorkshops amp training
7The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Four Steps of Shopper Job Marketing
2 Job as Shopping Strategy
bull How do I engage the shopping experience bull What is my shopping strategy bull What should I be looking forbull How should I engage the shopping
experience eg ndash Begin to narrow the choice set - based
on historical beliefs
1 Job as Shopper Motivation
bull Why shop bull What do I feel is missing in the historical category equation
bull Whatrsquos the reason to move forward amp progress eg ndash Upcoming situation challenges old choices
3 Job as Choice Decision
bull Which is best value bull Which one to choose
eg ndash Comparison-shop across adjacent price-tiers based on ldquodecision hierarchyrdquo
4 Job as New Outcome
bull How will it work bull Will I be satisfied bull Do I need it now
eg ndash Play time forward ndash visualize consequences with ldquomerdquo in the
picture
1
2
3
4
8The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Discovery Is Key to Developing Solutions that will Generate New Demand
bull Shopper job labs are micro simulators (one shopper at a time) that uncover concepts and the information necessary to reveal shopper motivations Goal is to find concepts that have the greatest pull for change
bull The figure below depicts the challenge of appreciating conflicting forces before finding new shopper concepts that will generate demand
9
New
Shopping
Behavior
Old
Habit
Shopping
2 Forces Promote Change2 Forces Block Change
1 Anxiety about how a new choice will
work for me
bull Uncertainty surrounding a new choice
2 The habit of the present
bull The tug of historical allegiances
1 Magnetism of a new choice solution
bull Attraction of culturally relevant news
2 Push for a better situation through
shopping
bull Problem solving to make it better
Dynamics of New Shopper Choices
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Are an Iterative Process of Continuously Improving a Solution to Effect Change
in Shopper Behavior
10
5 Commit and Purchase
1 Expose Shopper Concept
6 Refine amp Innovate ConceptTo support a behavior change
2 Formulate My Job-To-Be-DoneRequirements amp Information Gaps
3 Gather Information to Reduce Risk
4 Decide Whether to Buy
DESIRE to
Change
THINK to reduce
uncertainty
FEEL Is it right for
me
ACT now
ENVISION making it
work for me
bullBased on how shoppers actually make choices and is simulated in a research setting
bullDiagram depicts our process for uncovering concepts in an iterative manner that will create a step improvement in shopper engagement
Shopper Job Labs Will Reveal
bullConcepts with greatest attraction and likelihood of effecting engagement and new choice behavior
bullShopper segments to focus on
bull Information content that is necessary to effect change ndash educate and reduce uncertainties
bullMedia for effecting change ndash in-store and in-home and their connection
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Application of Shopper Jobs Approach
11The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Project Mission Create a New Store Hot Spot
Situation
Companyrsquos infant toys were ldquolost in the toy departmentrdquo
Could a case be made for co-locating the line of products in the Baby Department
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 2 ways
1 Build traffic in the Baby Department by giving target shoppers another reason to shop there
2 Build basket size by getting shoppers to add a toy to their purchases
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoBaby Departmentrdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
12
CASE 1 BABY PRODUCTS
Job Labs Revealed Key Insights Which Led to Unique Demand Creation Concept
13
1 DesireMotivation
bull Discovered 3 ldquovery largerdquo emotional shopper job concepts lsquoConnectingrsquo lsquoSocial Expressionrsquo and lsquoNurturingrsquo
bull Each was a significant opportunity for generating new demand from infant toys
bull Over time each had the potential to be developed for incremental sales
2 Shopping Strategy
bull Target shoppers wanted to connect the emotions surrounding one of these jobs to the storersquos Baby Department and items sold there This called for ldquouse segmentationrdquo
bull The Baby Department could use the toy introduction to signal a ldquodepartment makeoverrdquo so shoppers would be attracted to something new in the store not the same old Baby Department
3 Point of Purchase Decision
bull While the toy brand was a powerful endorser the store had to stand up and speak for the idea of putting toys in the department The concept needed a ldquomerchant-dizinginterfacerdquo
bull Assortment strategies and layout needed to be guided by a ldquosolution sellingrdquo mentality Shoppers had to be guided in how to assemble compelling job solutions
bull The assortment needed to be continually refreshed so shoppers would want to look it over ldquoon every triprdquo
CASE 1 BABY PRODUCTS
New Job Labs Concept Validated in Quantitative Test by Demonstrating Incrementality
4 Commitment
Results from subsequent Concept Test
bull 92 of target shoppers who visited the baby department on their last trip would consider the toys and not simply do what they did last time
bull 86 of shoppers could think of an upcoming use situation for toys that would give purpose to their shopping
bull 52 could assemble a ldquojob solutionrdquo that included a toy
bull 38 increase in incremental sales versus what was spent last time by target shoppers in the baby department
bull 47 times a year ndash the number of times shoppers said they would be likely to make toy purchases in the storersquos baby department on average
bull Implicationbull New toy sales would be incremental in both departments since the baby department calls for
different demand creation ldquojobsrdquo
CASE 1 BABY PRODUCTS
14
Project Mission To Maximize Success Of New Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a key account to introduce a new form The new form used a more concentrated formula The new packaging would be much smaller but would have the same unit price The lead account would distribute the new form ahead of competing stores
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways1 Switch current buyers to the new form2 Switch competitive buyers to the new form3 Because the old form would still be available in other stores get buyers
of the new form to concentrate their category purchases in the lead off retailer
15
CASE 2 DETERGENT
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoproduct aislerdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
Shopper Jobs Are Part of a Comprehensive Solution to Demand Generation
Step 1 Opportunity Assessment
bullMarket landscape
bullForces for change
bullRetailer input ndash objectives priorities barriers opportunities
bullPreliminary demand creation model
Step 2 Demand generating shopper job
labs
bullCo-design concept development
bullSimulation-based data collection
Step 3 Collaborate with Retailers
bullStrategy for upgrading shopper engagement
bullLeverage value of the store
bullSales plan
bullCreative and prototype development
Step 4 Activating Store-Ready Solutions
bullIn-market retail execution
Step 5 Upgrading Client Processes
bullWorkshops amp training
7The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Four Steps of Shopper Job Marketing
2 Job as Shopping Strategy
bull How do I engage the shopping experience bull What is my shopping strategy bull What should I be looking forbull How should I engage the shopping
experience eg ndash Begin to narrow the choice set - based
on historical beliefs
1 Job as Shopper Motivation
bull Why shop bull What do I feel is missing in the historical category equation
bull Whatrsquos the reason to move forward amp progress eg ndash Upcoming situation challenges old choices
3 Job as Choice Decision
bull Which is best value bull Which one to choose
eg ndash Comparison-shop across adjacent price-tiers based on ldquodecision hierarchyrdquo
4 Job as New Outcome
bull How will it work bull Will I be satisfied bull Do I need it now
eg ndash Play time forward ndash visualize consequences with ldquomerdquo in the
picture
1
2
3
4
8The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Discovery Is Key to Developing Solutions that will Generate New Demand
bull Shopper job labs are micro simulators (one shopper at a time) that uncover concepts and the information necessary to reveal shopper motivations Goal is to find concepts that have the greatest pull for change
bull The figure below depicts the challenge of appreciating conflicting forces before finding new shopper concepts that will generate demand
9
New
Shopping
Behavior
Old
Habit
Shopping
2 Forces Promote Change2 Forces Block Change
1 Anxiety about how a new choice will
work for me
bull Uncertainty surrounding a new choice
2 The habit of the present
bull The tug of historical allegiances
1 Magnetism of a new choice solution
bull Attraction of culturally relevant news
2 Push for a better situation through
shopping
bull Problem solving to make it better
Dynamics of New Shopper Choices
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Are an Iterative Process of Continuously Improving a Solution to Effect Change
in Shopper Behavior
10
5 Commit and Purchase
1 Expose Shopper Concept
6 Refine amp Innovate ConceptTo support a behavior change
2 Formulate My Job-To-Be-DoneRequirements amp Information Gaps
3 Gather Information to Reduce Risk
4 Decide Whether to Buy
DESIRE to
Change
THINK to reduce
uncertainty
FEEL Is it right for
me
ACT now
ENVISION making it
work for me
bullBased on how shoppers actually make choices and is simulated in a research setting
bullDiagram depicts our process for uncovering concepts in an iterative manner that will create a step improvement in shopper engagement
Shopper Job Labs Will Reveal
bullConcepts with greatest attraction and likelihood of effecting engagement and new choice behavior
bullShopper segments to focus on
bull Information content that is necessary to effect change ndash educate and reduce uncertainties
bullMedia for effecting change ndash in-store and in-home and their connection
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Application of Shopper Jobs Approach
11The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Project Mission Create a New Store Hot Spot
Situation
Companyrsquos infant toys were ldquolost in the toy departmentrdquo
Could a case be made for co-locating the line of products in the Baby Department
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 2 ways
1 Build traffic in the Baby Department by giving target shoppers another reason to shop there
2 Build basket size by getting shoppers to add a toy to their purchases
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoBaby Departmentrdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
12
CASE 1 BABY PRODUCTS
Job Labs Revealed Key Insights Which Led to Unique Demand Creation Concept
13
1 DesireMotivation
bull Discovered 3 ldquovery largerdquo emotional shopper job concepts lsquoConnectingrsquo lsquoSocial Expressionrsquo and lsquoNurturingrsquo
bull Each was a significant opportunity for generating new demand from infant toys
bull Over time each had the potential to be developed for incremental sales
2 Shopping Strategy
bull Target shoppers wanted to connect the emotions surrounding one of these jobs to the storersquos Baby Department and items sold there This called for ldquouse segmentationrdquo
bull The Baby Department could use the toy introduction to signal a ldquodepartment makeoverrdquo so shoppers would be attracted to something new in the store not the same old Baby Department
3 Point of Purchase Decision
bull While the toy brand was a powerful endorser the store had to stand up and speak for the idea of putting toys in the department The concept needed a ldquomerchant-dizinginterfacerdquo
bull Assortment strategies and layout needed to be guided by a ldquosolution sellingrdquo mentality Shoppers had to be guided in how to assemble compelling job solutions
bull The assortment needed to be continually refreshed so shoppers would want to look it over ldquoon every triprdquo
CASE 1 BABY PRODUCTS
New Job Labs Concept Validated in Quantitative Test by Demonstrating Incrementality
4 Commitment
Results from subsequent Concept Test
bull 92 of target shoppers who visited the baby department on their last trip would consider the toys and not simply do what they did last time
bull 86 of shoppers could think of an upcoming use situation for toys that would give purpose to their shopping
bull 52 could assemble a ldquojob solutionrdquo that included a toy
bull 38 increase in incremental sales versus what was spent last time by target shoppers in the baby department
bull 47 times a year ndash the number of times shoppers said they would be likely to make toy purchases in the storersquos baby department on average
bull Implicationbull New toy sales would be incremental in both departments since the baby department calls for
different demand creation ldquojobsrdquo
CASE 1 BABY PRODUCTS
14
Project Mission To Maximize Success Of New Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a key account to introduce a new form The new form used a more concentrated formula The new packaging would be much smaller but would have the same unit price The lead account would distribute the new form ahead of competing stores
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways1 Switch current buyers to the new form2 Switch competitive buyers to the new form3 Because the old form would still be available in other stores get buyers
of the new form to concentrate their category purchases in the lead off retailer
15
CASE 2 DETERGENT
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoproduct aislerdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
Four Steps of Shopper Job Marketing
2 Job as Shopping Strategy
bull How do I engage the shopping experience bull What is my shopping strategy bull What should I be looking forbull How should I engage the shopping
experience eg ndash Begin to narrow the choice set - based
on historical beliefs
1 Job as Shopper Motivation
bull Why shop bull What do I feel is missing in the historical category equation
bull Whatrsquos the reason to move forward amp progress eg ndash Upcoming situation challenges old choices
3 Job as Choice Decision
bull Which is best value bull Which one to choose
eg ndash Comparison-shop across adjacent price-tiers based on ldquodecision hierarchyrdquo
4 Job as New Outcome
bull How will it work bull Will I be satisfied bull Do I need it now
eg ndash Play time forward ndash visualize consequences with ldquomerdquo in the
picture
1
2
3
4
8The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Discovery Is Key to Developing Solutions that will Generate New Demand
bull Shopper job labs are micro simulators (one shopper at a time) that uncover concepts and the information necessary to reveal shopper motivations Goal is to find concepts that have the greatest pull for change
bull The figure below depicts the challenge of appreciating conflicting forces before finding new shopper concepts that will generate demand
9
New
Shopping
Behavior
Old
Habit
Shopping
2 Forces Promote Change2 Forces Block Change
1 Anxiety about how a new choice will
work for me
bull Uncertainty surrounding a new choice
2 The habit of the present
bull The tug of historical allegiances
1 Magnetism of a new choice solution
bull Attraction of culturally relevant news
2 Push for a better situation through
shopping
bull Problem solving to make it better
Dynamics of New Shopper Choices
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Are an Iterative Process of Continuously Improving a Solution to Effect Change
in Shopper Behavior
10
5 Commit and Purchase
1 Expose Shopper Concept
6 Refine amp Innovate ConceptTo support a behavior change
2 Formulate My Job-To-Be-DoneRequirements amp Information Gaps
3 Gather Information to Reduce Risk
4 Decide Whether to Buy
DESIRE to
Change
THINK to reduce
uncertainty
FEEL Is it right for
me
ACT now
ENVISION making it
work for me
bullBased on how shoppers actually make choices and is simulated in a research setting
bullDiagram depicts our process for uncovering concepts in an iterative manner that will create a step improvement in shopper engagement
Shopper Job Labs Will Reveal
bullConcepts with greatest attraction and likelihood of effecting engagement and new choice behavior
bullShopper segments to focus on
bull Information content that is necessary to effect change ndash educate and reduce uncertainties
bullMedia for effecting change ndash in-store and in-home and their connection
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Application of Shopper Jobs Approach
11The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Project Mission Create a New Store Hot Spot
Situation
Companyrsquos infant toys were ldquolost in the toy departmentrdquo
Could a case be made for co-locating the line of products in the Baby Department
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 2 ways
1 Build traffic in the Baby Department by giving target shoppers another reason to shop there
2 Build basket size by getting shoppers to add a toy to their purchases
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoBaby Departmentrdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
12
CASE 1 BABY PRODUCTS
Job Labs Revealed Key Insights Which Led to Unique Demand Creation Concept
13
1 DesireMotivation
bull Discovered 3 ldquovery largerdquo emotional shopper job concepts lsquoConnectingrsquo lsquoSocial Expressionrsquo and lsquoNurturingrsquo
bull Each was a significant opportunity for generating new demand from infant toys
bull Over time each had the potential to be developed for incremental sales
2 Shopping Strategy
bull Target shoppers wanted to connect the emotions surrounding one of these jobs to the storersquos Baby Department and items sold there This called for ldquouse segmentationrdquo
bull The Baby Department could use the toy introduction to signal a ldquodepartment makeoverrdquo so shoppers would be attracted to something new in the store not the same old Baby Department
3 Point of Purchase Decision
bull While the toy brand was a powerful endorser the store had to stand up and speak for the idea of putting toys in the department The concept needed a ldquomerchant-dizinginterfacerdquo
bull Assortment strategies and layout needed to be guided by a ldquosolution sellingrdquo mentality Shoppers had to be guided in how to assemble compelling job solutions
bull The assortment needed to be continually refreshed so shoppers would want to look it over ldquoon every triprdquo
CASE 1 BABY PRODUCTS
New Job Labs Concept Validated in Quantitative Test by Demonstrating Incrementality
4 Commitment
Results from subsequent Concept Test
bull 92 of target shoppers who visited the baby department on their last trip would consider the toys and not simply do what they did last time
bull 86 of shoppers could think of an upcoming use situation for toys that would give purpose to their shopping
bull 52 could assemble a ldquojob solutionrdquo that included a toy
bull 38 increase in incremental sales versus what was spent last time by target shoppers in the baby department
bull 47 times a year ndash the number of times shoppers said they would be likely to make toy purchases in the storersquos baby department on average
bull Implicationbull New toy sales would be incremental in both departments since the baby department calls for
different demand creation ldquojobsrdquo
CASE 1 BABY PRODUCTS
14
Project Mission To Maximize Success Of New Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a key account to introduce a new form The new form used a more concentrated formula The new packaging would be much smaller but would have the same unit price The lead account would distribute the new form ahead of competing stores
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways1 Switch current buyers to the new form2 Switch competitive buyers to the new form3 Because the old form would still be available in other stores get buyers
of the new form to concentrate their category purchases in the lead off retailer
15
CASE 2 DETERGENT
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoproduct aislerdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
Shopper Job Labs Discovery Is Key to Developing Solutions that will Generate New Demand
bull Shopper job labs are micro simulators (one shopper at a time) that uncover concepts and the information necessary to reveal shopper motivations Goal is to find concepts that have the greatest pull for change
bull The figure below depicts the challenge of appreciating conflicting forces before finding new shopper concepts that will generate demand
9
New
Shopping
Behavior
Old
Habit
Shopping
2 Forces Promote Change2 Forces Block Change
1 Anxiety about how a new choice will
work for me
bull Uncertainty surrounding a new choice
2 The habit of the present
bull The tug of historical allegiances
1 Magnetism of a new choice solution
bull Attraction of culturally relevant news
2 Push for a better situation through
shopping
bull Problem solving to make it better
Dynamics of New Shopper Choices
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Shopper Job Labs Are an Iterative Process of Continuously Improving a Solution to Effect Change
in Shopper Behavior
10
5 Commit and Purchase
1 Expose Shopper Concept
6 Refine amp Innovate ConceptTo support a behavior change
2 Formulate My Job-To-Be-DoneRequirements amp Information Gaps
3 Gather Information to Reduce Risk
4 Decide Whether to Buy
DESIRE to
Change
THINK to reduce
uncertainty
FEEL Is it right for
me
ACT now
ENVISION making it
work for me
bullBased on how shoppers actually make choices and is simulated in a research setting
bullDiagram depicts our process for uncovering concepts in an iterative manner that will create a step improvement in shopper engagement
Shopper Job Labs Will Reveal
bullConcepts with greatest attraction and likelihood of effecting engagement and new choice behavior
bullShopper segments to focus on
bull Information content that is necessary to effect change ndash educate and reduce uncertainties
bullMedia for effecting change ndash in-store and in-home and their connection
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Application of Shopper Jobs Approach
11The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Project Mission Create a New Store Hot Spot
Situation
Companyrsquos infant toys were ldquolost in the toy departmentrdquo
Could a case be made for co-locating the line of products in the Baby Department
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 2 ways
1 Build traffic in the Baby Department by giving target shoppers another reason to shop there
2 Build basket size by getting shoppers to add a toy to their purchases
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoBaby Departmentrdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
12
CASE 1 BABY PRODUCTS
Job Labs Revealed Key Insights Which Led to Unique Demand Creation Concept
13
1 DesireMotivation
bull Discovered 3 ldquovery largerdquo emotional shopper job concepts lsquoConnectingrsquo lsquoSocial Expressionrsquo and lsquoNurturingrsquo
bull Each was a significant opportunity for generating new demand from infant toys
bull Over time each had the potential to be developed for incremental sales
2 Shopping Strategy
bull Target shoppers wanted to connect the emotions surrounding one of these jobs to the storersquos Baby Department and items sold there This called for ldquouse segmentationrdquo
bull The Baby Department could use the toy introduction to signal a ldquodepartment makeoverrdquo so shoppers would be attracted to something new in the store not the same old Baby Department
3 Point of Purchase Decision
bull While the toy brand was a powerful endorser the store had to stand up and speak for the idea of putting toys in the department The concept needed a ldquomerchant-dizinginterfacerdquo
bull Assortment strategies and layout needed to be guided by a ldquosolution sellingrdquo mentality Shoppers had to be guided in how to assemble compelling job solutions
bull The assortment needed to be continually refreshed so shoppers would want to look it over ldquoon every triprdquo
CASE 1 BABY PRODUCTS
New Job Labs Concept Validated in Quantitative Test by Demonstrating Incrementality
4 Commitment
Results from subsequent Concept Test
bull 92 of target shoppers who visited the baby department on their last trip would consider the toys and not simply do what they did last time
bull 86 of shoppers could think of an upcoming use situation for toys that would give purpose to their shopping
bull 52 could assemble a ldquojob solutionrdquo that included a toy
bull 38 increase in incremental sales versus what was spent last time by target shoppers in the baby department
bull 47 times a year ndash the number of times shoppers said they would be likely to make toy purchases in the storersquos baby department on average
bull Implicationbull New toy sales would be incremental in both departments since the baby department calls for
different demand creation ldquojobsrdquo
CASE 1 BABY PRODUCTS
14
Project Mission To Maximize Success Of New Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a key account to introduce a new form The new form used a more concentrated formula The new packaging would be much smaller but would have the same unit price The lead account would distribute the new form ahead of competing stores
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways1 Switch current buyers to the new form2 Switch competitive buyers to the new form3 Because the old form would still be available in other stores get buyers
of the new form to concentrate their category purchases in the lead off retailer
15
CASE 2 DETERGENT
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoproduct aislerdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
Shopper Job Labs Are an Iterative Process of Continuously Improving a Solution to Effect Change
in Shopper Behavior
10
5 Commit and Purchase
1 Expose Shopper Concept
6 Refine amp Innovate ConceptTo support a behavior change
2 Formulate My Job-To-Be-DoneRequirements amp Information Gaps
3 Gather Information to Reduce Risk
4 Decide Whether to Buy
DESIRE to
Change
THINK to reduce
uncertainty
FEEL Is it right for
me
ACT now
ENVISION making it
work for me
bullBased on how shoppers actually make choices and is simulated in a research setting
bullDiagram depicts our process for uncovering concepts in an iterative manner that will create a step improvement in shopper engagement
Shopper Job Labs Will Reveal
bullConcepts with greatest attraction and likelihood of effecting engagement and new choice behavior
bullShopper segments to focus on
bull Information content that is necessary to effect change ndash educate and reduce uncertainties
bullMedia for effecting change ndash in-store and in-home and their connection
The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Application of Shopper Jobs Approach
11The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Project Mission Create a New Store Hot Spot
Situation
Companyrsquos infant toys were ldquolost in the toy departmentrdquo
Could a case be made for co-locating the line of products in the Baby Department
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 2 ways
1 Build traffic in the Baby Department by giving target shoppers another reason to shop there
2 Build basket size by getting shoppers to add a toy to their purchases
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoBaby Departmentrdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
12
CASE 1 BABY PRODUCTS
Job Labs Revealed Key Insights Which Led to Unique Demand Creation Concept
13
1 DesireMotivation
bull Discovered 3 ldquovery largerdquo emotional shopper job concepts lsquoConnectingrsquo lsquoSocial Expressionrsquo and lsquoNurturingrsquo
bull Each was a significant opportunity for generating new demand from infant toys
bull Over time each had the potential to be developed for incremental sales
2 Shopping Strategy
bull Target shoppers wanted to connect the emotions surrounding one of these jobs to the storersquos Baby Department and items sold there This called for ldquouse segmentationrdquo
bull The Baby Department could use the toy introduction to signal a ldquodepartment makeoverrdquo so shoppers would be attracted to something new in the store not the same old Baby Department
3 Point of Purchase Decision
bull While the toy brand was a powerful endorser the store had to stand up and speak for the idea of putting toys in the department The concept needed a ldquomerchant-dizinginterfacerdquo
bull Assortment strategies and layout needed to be guided by a ldquosolution sellingrdquo mentality Shoppers had to be guided in how to assemble compelling job solutions
bull The assortment needed to be continually refreshed so shoppers would want to look it over ldquoon every triprdquo
CASE 1 BABY PRODUCTS
New Job Labs Concept Validated in Quantitative Test by Demonstrating Incrementality
4 Commitment
Results from subsequent Concept Test
bull 92 of target shoppers who visited the baby department on their last trip would consider the toys and not simply do what they did last time
bull 86 of shoppers could think of an upcoming use situation for toys that would give purpose to their shopping
bull 52 could assemble a ldquojob solutionrdquo that included a toy
bull 38 increase in incremental sales versus what was spent last time by target shoppers in the baby department
bull 47 times a year ndash the number of times shoppers said they would be likely to make toy purchases in the storersquos baby department on average
bull Implicationbull New toy sales would be incremental in both departments since the baby department calls for
different demand creation ldquojobsrdquo
CASE 1 BABY PRODUCTS
14
Project Mission To Maximize Success Of New Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a key account to introduce a new form The new form used a more concentrated formula The new packaging would be much smaller but would have the same unit price The lead account would distribute the new form ahead of competing stores
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways1 Switch current buyers to the new form2 Switch competitive buyers to the new form3 Because the old form would still be available in other stores get buyers
of the new form to concentrate their category purchases in the lead off retailer
15
CASE 2 DETERGENT
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoproduct aislerdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
Application of Shopper Jobs Approach
11The contents of this presentation are the exclusive property of Research Consortium Innomedia Inc and One Vision and may not be reproduced or used without their consent
Project Mission Create a New Store Hot Spot
Situation
Companyrsquos infant toys were ldquolost in the toy departmentrdquo
Could a case be made for co-locating the line of products in the Baby Department
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 2 ways
1 Build traffic in the Baby Department by giving target shoppers another reason to shop there
2 Build basket size by getting shoppers to add a toy to their purchases
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoBaby Departmentrdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
12
CASE 1 BABY PRODUCTS
Job Labs Revealed Key Insights Which Led to Unique Demand Creation Concept
13
1 DesireMotivation
bull Discovered 3 ldquovery largerdquo emotional shopper job concepts lsquoConnectingrsquo lsquoSocial Expressionrsquo and lsquoNurturingrsquo
bull Each was a significant opportunity for generating new demand from infant toys
bull Over time each had the potential to be developed for incremental sales
2 Shopping Strategy
bull Target shoppers wanted to connect the emotions surrounding one of these jobs to the storersquos Baby Department and items sold there This called for ldquouse segmentationrdquo
bull The Baby Department could use the toy introduction to signal a ldquodepartment makeoverrdquo so shoppers would be attracted to something new in the store not the same old Baby Department
3 Point of Purchase Decision
bull While the toy brand was a powerful endorser the store had to stand up and speak for the idea of putting toys in the department The concept needed a ldquomerchant-dizinginterfacerdquo
bull Assortment strategies and layout needed to be guided by a ldquosolution sellingrdquo mentality Shoppers had to be guided in how to assemble compelling job solutions
bull The assortment needed to be continually refreshed so shoppers would want to look it over ldquoon every triprdquo
CASE 1 BABY PRODUCTS
New Job Labs Concept Validated in Quantitative Test by Demonstrating Incrementality
4 Commitment
Results from subsequent Concept Test
bull 92 of target shoppers who visited the baby department on their last trip would consider the toys and not simply do what they did last time
bull 86 of shoppers could think of an upcoming use situation for toys that would give purpose to their shopping
bull 52 could assemble a ldquojob solutionrdquo that included a toy
bull 38 increase in incremental sales versus what was spent last time by target shoppers in the baby department
bull 47 times a year ndash the number of times shoppers said they would be likely to make toy purchases in the storersquos baby department on average
bull Implicationbull New toy sales would be incremental in both departments since the baby department calls for
different demand creation ldquojobsrdquo
CASE 1 BABY PRODUCTS
14
Project Mission To Maximize Success Of New Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a key account to introduce a new form The new form used a more concentrated formula The new packaging would be much smaller but would have the same unit price The lead account would distribute the new form ahead of competing stores
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways1 Switch current buyers to the new form2 Switch competitive buyers to the new form3 Because the old form would still be available in other stores get buyers
of the new form to concentrate their category purchases in the lead off retailer
15
CASE 2 DETERGENT
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoproduct aislerdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
Project Mission Create a New Store Hot Spot
Situation
Companyrsquos infant toys were ldquolost in the toy departmentrdquo
Could a case be made for co-locating the line of products in the Baby Department
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 2 ways
1 Build traffic in the Baby Department by giving target shoppers another reason to shop there
2 Build basket size by getting shoppers to add a toy to their purchases
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoBaby Departmentrdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
12
CASE 1 BABY PRODUCTS
Job Labs Revealed Key Insights Which Led to Unique Demand Creation Concept
13
1 DesireMotivation
bull Discovered 3 ldquovery largerdquo emotional shopper job concepts lsquoConnectingrsquo lsquoSocial Expressionrsquo and lsquoNurturingrsquo
bull Each was a significant opportunity for generating new demand from infant toys
bull Over time each had the potential to be developed for incremental sales
2 Shopping Strategy
bull Target shoppers wanted to connect the emotions surrounding one of these jobs to the storersquos Baby Department and items sold there This called for ldquouse segmentationrdquo
bull The Baby Department could use the toy introduction to signal a ldquodepartment makeoverrdquo so shoppers would be attracted to something new in the store not the same old Baby Department
3 Point of Purchase Decision
bull While the toy brand was a powerful endorser the store had to stand up and speak for the idea of putting toys in the department The concept needed a ldquomerchant-dizinginterfacerdquo
bull Assortment strategies and layout needed to be guided by a ldquosolution sellingrdquo mentality Shoppers had to be guided in how to assemble compelling job solutions
bull The assortment needed to be continually refreshed so shoppers would want to look it over ldquoon every triprdquo
CASE 1 BABY PRODUCTS
New Job Labs Concept Validated in Quantitative Test by Demonstrating Incrementality
4 Commitment
Results from subsequent Concept Test
bull 92 of target shoppers who visited the baby department on their last trip would consider the toys and not simply do what they did last time
bull 86 of shoppers could think of an upcoming use situation for toys that would give purpose to their shopping
bull 52 could assemble a ldquojob solutionrdquo that included a toy
bull 38 increase in incremental sales versus what was spent last time by target shoppers in the baby department
bull 47 times a year ndash the number of times shoppers said they would be likely to make toy purchases in the storersquos baby department on average
bull Implicationbull New toy sales would be incremental in both departments since the baby department calls for
different demand creation ldquojobsrdquo
CASE 1 BABY PRODUCTS
14
Project Mission To Maximize Success Of New Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a key account to introduce a new form The new form used a more concentrated formula The new packaging would be much smaller but would have the same unit price The lead account would distribute the new form ahead of competing stores
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways1 Switch current buyers to the new form2 Switch competitive buyers to the new form3 Because the old form would still be available in other stores get buyers
of the new form to concentrate their category purchases in the lead off retailer
15
CASE 2 DETERGENT
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoproduct aislerdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
Job Labs Revealed Key Insights Which Led to Unique Demand Creation Concept
13
1 DesireMotivation
bull Discovered 3 ldquovery largerdquo emotional shopper job concepts lsquoConnectingrsquo lsquoSocial Expressionrsquo and lsquoNurturingrsquo
bull Each was a significant opportunity for generating new demand from infant toys
bull Over time each had the potential to be developed for incremental sales
2 Shopping Strategy
bull Target shoppers wanted to connect the emotions surrounding one of these jobs to the storersquos Baby Department and items sold there This called for ldquouse segmentationrdquo
bull The Baby Department could use the toy introduction to signal a ldquodepartment makeoverrdquo so shoppers would be attracted to something new in the store not the same old Baby Department
3 Point of Purchase Decision
bull While the toy brand was a powerful endorser the store had to stand up and speak for the idea of putting toys in the department The concept needed a ldquomerchant-dizinginterfacerdquo
bull Assortment strategies and layout needed to be guided by a ldquosolution sellingrdquo mentality Shoppers had to be guided in how to assemble compelling job solutions
bull The assortment needed to be continually refreshed so shoppers would want to look it over ldquoon every triprdquo
CASE 1 BABY PRODUCTS
New Job Labs Concept Validated in Quantitative Test by Demonstrating Incrementality
4 Commitment
Results from subsequent Concept Test
bull 92 of target shoppers who visited the baby department on their last trip would consider the toys and not simply do what they did last time
bull 86 of shoppers could think of an upcoming use situation for toys that would give purpose to their shopping
bull 52 could assemble a ldquojob solutionrdquo that included a toy
bull 38 increase in incremental sales versus what was spent last time by target shoppers in the baby department
bull 47 times a year ndash the number of times shoppers said they would be likely to make toy purchases in the storersquos baby department on average
bull Implicationbull New toy sales would be incremental in both departments since the baby department calls for
different demand creation ldquojobsrdquo
CASE 1 BABY PRODUCTS
14
Project Mission To Maximize Success Of New Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a key account to introduce a new form The new form used a more concentrated formula The new packaging would be much smaller but would have the same unit price The lead account would distribute the new form ahead of competing stores
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways1 Switch current buyers to the new form2 Switch competitive buyers to the new form3 Because the old form would still be available in other stores get buyers
of the new form to concentrate their category purchases in the lead off retailer
15
CASE 2 DETERGENT
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoproduct aislerdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
New Job Labs Concept Validated in Quantitative Test by Demonstrating Incrementality
4 Commitment
Results from subsequent Concept Test
bull 92 of target shoppers who visited the baby department on their last trip would consider the toys and not simply do what they did last time
bull 86 of shoppers could think of an upcoming use situation for toys that would give purpose to their shopping
bull 52 could assemble a ldquojob solutionrdquo that included a toy
bull 38 increase in incremental sales versus what was spent last time by target shoppers in the baby department
bull 47 times a year ndash the number of times shoppers said they would be likely to make toy purchases in the storersquos baby department on average
bull Implicationbull New toy sales would be incremental in both departments since the baby department calls for
different demand creation ldquojobsrdquo
CASE 1 BABY PRODUCTS
14
Project Mission To Maximize Success Of New Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a key account to introduce a new form The new form used a more concentrated formula The new packaging would be much smaller but would have the same unit price The lead account would distribute the new form ahead of competing stores
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways1 Switch current buyers to the new form2 Switch competitive buyers to the new form3 Because the old form would still be available in other stores get buyers
of the new form to concentrate their category purchases in the lead off retailer
15
CASE 2 DETERGENT
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoproduct aislerdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
Project Mission To Maximize Success Of New Form Changeover
Situation
Company wanted to get a jump on its competition by collaborating with a key account to introduce a new form The new form used a more concentrated formula The new packaging would be much smaller but would have the same unit price The lead account would distribute the new form ahead of competing stores
Shopper Job Goals
Develop a merchandising concept to change shopper behavior in 3 ways1 Switch current buyers to the new form2 Switch competitive buyers to the new form3 Because the old form would still be available in other stores get buyers
of the new form to concentrate their category purchases in the lead off retailer
15
CASE 2 DETERGENT
Method
1 Develop concept in Job Labs with shoppers (co-creation)
2 Use Job labs to simulate uplift in the value of the new shopping experience
3 Make the business case with a quantitative concept test Measure how many shoppers would have changed the outcome of their last shopping trip if ldquothis storerdquo had changed their ldquoproduct aislerdquo from ldquothat ldquo (before) to ldquothisrdquo (after)
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
Job Labs Revealed Skepticism and Distrust Concept Needed to Answer Questions
16
1 DesireMotivation
bull Discovered that shoppers were on their guard about new forms that shrank the packaging concentrated the contents and raised the unit price ldquoTheyrsquove tricked us beforerdquo
bull Shoppers would need a way to build up their trust in the new form
bull Job labs revealed the questions blocking trial of the new form
2 Shopping Strategy
bull Shoppers wanted to see the new form side by side with the old form
bull Shoppers needed to get questions answered
bull Why the change is relevant for todayrsquos consumers
bull How to use the new form in ways that do not disrupt established systems of use
bull How to be sure the results will be as good as with the old form
bull The benefits of switching to the new form ndash rational and emotional
3 Point of Purchase Decision
bull The aisle had to signal ldquosomething new has arrivedrdquo
bull Multiple ldquosourcesrdquo of in-store communications would be needed not just brand messaging (on shelf and on pack) but the retailer had to play a role too
bull Pricing was a critical variable
bull The concept used testimonials from users in the storersquos community (people the shopper could identify with) ndash testimonials that illustrated very satisfying outcomes
CASE 2 DETERGENT
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
New Job Labs Concept Validated in Quantitative Test
4 Commitment
Results from subsequent Concept Test
bull 86 of target shoppers would look over the new section and not simply grab their usual brands from the old section of the aisle
bull 74 of shoppers would take the new package from the shelf and examine it
bull 62 would form a favorable opinion of the new form
bull 44 would prefer the new form to the old form at the stated price
bull 18 would only buy it only if it had a special offer as well
bull 78 of those who would purchase it said that ldquothe innovation in the aisle would make me change where I usually shop for this categoryrdquo
ImplicationWithout overcoming uncertainties shoppers wouldnrsquot switch Combating uncertainties could only be dealt with in the store
CASE 2 DETERGENT
17
Future Innovation Will Be Created Using New Processes
18
Future Innovation Will Be Created Using New Processes
18