ING

TURNPERS
SHOPNTO
I RS
BUYE

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 OGILVY & MATHER - WE SELL - OR ELSE

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 Turning Shoppers into Buyers

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 For further information, or to discuss how Ogilvy can help optimise your CONTENTS
budget and marketing plans, please contact:

Toni Lee, North America (toni.lee@ogilvy.com)

Paula Bernasconi, Latina (paula.bernasconi@ogilvy.com) Winning in the Last Mile 4
Serge Nicholls, Europe, Middle East/Africa (serge.nicholls@ogilvy.com) or
Soames Hines, Asia Pacific (soames.hines@ogilvy.com) Shoppers are feeling the pinch of this recession 6

Other Ogilvy & Mather Booklets available:

Retailers are drawing the battle lines for a price war 10
Optimising the marketing budget in recession
Digital in a downturn: smart strategies for tough times
How to get more effective advertising
What this all boils down to 12
The new PR leveraging digital influence to drive sales and reputation
Improving sales force performance Winning is about smart people and strong strategy 14
Optimising production expenditure and creative assets
Igniting the Last Mile applies our insights into execution 15

Great tools and strategy are nothing without flawless execution 16

Strategies for every brand to grow 17

Broader thinking and what to do next 22

Next Steps 24

Published in 2008
by Ogilvy & Mather

Ogilvy & Mather 2008

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 INTRODUCTION
It is not the strong, nor the intelligent who survive,
but those who are quickest to adapt.
Charles Darwin
How to increase your profit when times
are tough
We face one of the most challenging business
environments for years. Recessions caused by liquidity
problems are particularly severe. In recent months we
have seen major financial institutions and the worlds
stock markets collapse. Your company needs to take
urgent action to win through.
Who this booklet is for
CEOs, CFOs and CMOs. Your marketing department
must estimate the profitability of marketing spend. This
booklet shows how to do it.
How to use this booklet
Your company needs to estimate, even roughly, the
consequences of cutting or maintaining or increasing
marketing spend. Averages based on what other
companies have done in recession are useful guides, but
you do not manage an average business or an average
brand. You need to know about your specific case.

Some companies do succeed in recession. They see it

as an opportunity for growth. While competitors panic,
they stick to a plan.

Turning shoppers into buyers is only one of the issues

that confront you. Ogilvy also offers practical advice
on other potential pain/gain points in your company,
including:

Optimising the marketing budget in recession

Digital in a downturn: smart strategies for tough times
How to get more effective advertising
The new PR leveraging digital influence to drive
sales and reputation
Improving sales force performance
Optimising production expenditure and creative assets

These booklets are available on www.ogilvyonrecession.com

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 WINNING IN THE LAST MILE
Industry press and newswires are filled with stories
of how consumers are reacting to recessionary times
and what marketers should expect. From doomsayers
to optimists we will help to balance the outlook for
marketers to help turn more shoppers into buyers for
their brands.
This booklet zeroes in on the space where marketers
today are more and more focusedshopper behaviour
on their path to purchase, which OgilvyAction frames
as the Last Mile. We will provide a global perspective
on what to expect from shoppers and retailers during
this recession, advice on how to engage shoppers to turn
them into buyers...and how to gain retailer support for
your brands in uncertain economic times.
In a study of 14,000 shoppers in 24 countries, we
discovered that more than two thirds of the worlds
shoppers decide what they will buy inside the store;
making the retail environment one of the most active
marketplaces for consumer goods. Recessions are a
common occurrence in many countries and shoppers
do keep spending. But shopping habits change in a
recession, becoming more complex depending on the
product or category and where they are shopping.
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Put simply, in challenging economic times a one size
fits all approach will not connect with shoppers to
unlock new opportunities for brands, and likely frustrate
retailers. Its the ability to understand and react to these
changes that will help marketers and retailers succeed in
this economic downturn.
Much of the shopper and retailer behaviour we will
discuss can occur in any economic climatebut in the
times we face today, marketers need to understand how
certain behaviour is magnified or completely turned
on its head. And yes, how can we use it to survive the
economic downturn?
This booklet leverages our global knowledge of shopper
attitudes and behaviour to offer practical suggestions
that help marketers and retailers gain a competitive
advantage by turning shoppers into buyers from
China to the US, to Brazil to the UK. It does not attempt
to address issues like supply chain management, labour
costs, real estate prices, distribution etc.
12/29/08 6:22:59 PM
 SHOPPERS ARE FEELING
THE PINCH OF THIS RECESSION
Most consumers shopping habits change to some
degree in a recession: putting off replacing the car, not
buying that extra handbag or pair of shoes, cutting back
on non essentials and paying by cash or debit cards to
manage the household budget better.
So, too, are lifestyles changing in this recession. For
many consumers, dining out will happen less often and
family vacations often become stay-cations where the
family holidays at home or close to home versus long
distance travel.
The change in shopping habits and lifestyle during a
recession drives different behaviour in-store. Here are
just a few examples that marketers need to watch for:
Shoppers will buy according to a family meal plan
more often, enabling more meals to be prepared at
home and dining out less often
The choice of private label or house brand products
will be more common in many categories, particularly
food or beverage categories
Shoppers will be more disciplined in where they
shop, for some this means turning to lower cost/high
discount retailers like Wal Mart, Aldi & Lidl and for
others this means buying in bulk from warehouse club
retailers like Costco
Many shoppers will plan their shopping trip to be more
disciplined by buying more from fewer channels
Many shoppers will reduce the number of quick trips
to stores, often combining errands to limit gas/fuel
spend
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The retailers weekly catalogues and circulars detailing
the promotions on offer will determine where shoppers
stock the pantry, often sending shoppers to different
retailers from week to week
Promotional prices are a draw card for shoppers in any
economic climate and, in recessions, you can expect
lower income households to be even more attracted to
deep price promotions
The key principle when understanding a shoppers
behaviour is that attitudes to buying product categories
are always complex, and change during a recession. This
is supported in a recent study revealing how shoppers
will prioritise spending by product category. The first
five items they stop buying are; air fresheners, cookies,
beer & wine and soda. Recession-proof items we never
stop buying include pet food, toilet paper, deodorant,
pain reliever, hair care products, fresh meat and canned
vegetables*.
The changing shopper behaviour simply means that
marketers need to use all the tools and resources they
have to identify the in-store behaviour as it happens in
their category. Marketers can then make insight-based
decisions on how to leverage shopper behaviour to grow
their brand.
Shopping on the Internet and
your Mobile phone
The impact of the recession is also being felt online,
with consumers clicking for very different reasons in
recent months.
* US News: Reporting the findings of a Unilever survey (26 August 2008)
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 Growth in online shopping is still in double digits
but the pace of growth is slowing. The latest global
Capgemini e-Retail Sales Index reports that year-on-
year growth in online shopping in September was
down from 72% in the same month a year ago.
In other countries, however, consumers are going
online not to shop, but to seek out coupons and
discounts to take with them to the store. For example,
22% more US consumers are shopping at retail with
coupons they accessed online.
Similarly the advent of mobile smart phones as a
coupon or discount vehicle is growing rapidly in this
recession. The worlds 10th biggest retailer (Kroger
Supermarkets) is entrenched in the delivery of coupons
direct to the shoppers mobile phone. The system was
tested with Krogers most loyal shoppers and coupons
sent to mobile phones were linked to recent purchases
in the store. By 2011, its estimated that 3 billion
coupons or incentives will be sent to mobile phones
globally. A digital innovation that will influence the
shoppers path to purchase well beyond the current
recession.
Will shoppers come out of this recession
and revert to their previous habits?
Previous recessions have shown that as consumers
tighten their belts, they also loosen them as quickly
when credit flows again and the economy picks up.
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Having said which, given the severity of this
recession, it will have a more significant impact on
shopper attitudes and behaviour, both in the short
and long term. As a consequence of the value shift
from consumer idealism to consumer realism, we
are already seeing a rapid change in the profile of
shopper types and shopper missions. Brand owners
must understand these new shopper types; how they
select where to shop, and how they shop the category
once inside the store. Distribution, assortment,
merchandising and in-store activation needs to be
optimised based on this new understanding.
Brand owners and retailers should take
note of an emerging consumer group.
The Middle-Aged Simplifier
John Quelch in How recession will accelerate consumer
downsizing (Harvard Business Publishing, October 15
2008) suggests that the consumer boom of recent years
was fuelled by must-have lifestyles where consumers
bought much more than they really needed. As the
world economy slumps, he predicts the emergence of a
new super segment the Middle Aged Simplifier. The
Simplifiers have four characteristics: they have more
stuff than they need, they want to collect experiences not
possessions, the goods they have acquired are starting to
embarrass them and they have wealth that is assured so
they no longer need conspicuous display.
This growing segment will present a challenge to
marketers as their increasing reluctance to consume
could help to slow down economic recovery.
Manufacturers of consumer goods will need to find new
audiences and new markets.
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 RETAILERS ARE DRAWING
THE BATTLE LINES FOR A PRICE WAR
The growth markets of recent years brought with
them a proliferation of retailers in varied formats, for
example big box retailers like Woolworths, Tesco & Wal
Mart launched convenience & small format stores for
in between or top up shopping trips. At the same time,
retail channels fulfilling the consumer demand for
the latest must-have items like vending machines for
consumer electronics emerged, often in transit hubs.
The worldwide economic downturn is forcing retailers
to behave differently, with new trends that marketers
need to plan for.
The impact of the economic downturn and changing
shopper habits is forcing retailers to respond to survive,
involving more aggressive marketing efforts to attract
shoppers to the store and in some cases changing
the landscape where well known retail banners are
merging with stronger competitors.
As the recession bites harder, we can expect a number
of trends to emerge:
Retailers will lure shoppers to their store using heavily
discounted price promotions on traffic building
categories, in most cases forcing manufacturers to pay
the cost of the discount
Retailer spending on advertising and promotions
will grow to support a more aggressive marketing
campaign, in many cases it will be manufacturers that
fund this through new programs and fees
The majority of retailers will reward brands that
continue to innovate and launch new products with in-
store marketing support. They will punish those with
under-performing SKUs and low marketing support
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Exclusive activation promotions that manufacturers
develop with retailers will increase as they help
differentiate a retailer and build a stronger partnership
between the manufacturer and retailer
Price comparisons will be used on-shelf, highlighting
savings on key products compared to local retail
competitors, particularly supermarkets
A broader range of private label products will emerge in
food retailers, both extending into new categories and
new private label brands, creating price tiers
Retailers will guarantee the success of their own label by
dedicating the best shelf space and often prime visibility in
the store, at the expense of other brands
Pressure on cash flow will impact on inventory levels
and many retailers will reduce stock (or days) of supply
coverage in the supply chain
Most retailers will slow the expansion of new store
openings and store renovations, placing more pressure on
current stores to drive growth
Retailers around the world are locked in a battle for the
shopper at a time when the behaviour on a shoppers
path to purchase is changing. Some retailers will balance
aggressive marketing with sustainable pricing, while
others will be less strategic. The challenge for marketers
is helping retailers better navigate the recession with an
insight-based approach to engaging shoppers in-store, and
keeping them loyal to the retailer.
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 WHAT THIS ALL BOILS DOWN TO
As weve highlighted in this paper, shoppers are
changing their behaviour and attitudes to where
they shop and how they choose what to buy. While
this presents a myriad of challenges for retailers and
marketers to navigate, they essentially boil down to:
1. Getting a shopper into the store
2. Making sure they buy your product
The challenge can be answered by a combination
of subtle persuaders that push, pull, influence and
ultimately satisfy the shopper.
The solution to drawing shoppers to the store could be
about enhancing communication with a value message
like how much the family saves eating breakfast
cereal bought at Wal Mart versus a quick serve
restaurant. Similarly, activation events near the store
are a powerful draw card, events that help shoppers live
better - like the Flora Pro Activ heart health draw
a crowd and make the retailer the good guy in the
community.
The solution when the shopper is in-store to make
them buy your product is complex. To make sense of
the complexity, we spoke to 14,000 shoppers in 24
countries around the world when they were at the store.
They told us that:
30% of shoppers decide their brand inside the store
The choice of brand in-store is triggered by a product
demo more than any other promotional activity
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20% of shoppers buy products impulsively in-store
Its a product display that triggers impulse buying more
than any other activity in-store
Promotional pricing was the least effective of all
marketing activities in-store at triggering an impulse
purchase or brand choice
Now that shoppers are reappraising the way they shop,
retailers and marketers must do the same. This requires
an understanding of the dynamic between the shopper,
the retailer and the brand.
This means:
Know your shoppers habits inside and outside the
store, how they get to the store and what they do when
not shopping or whats important to them
Understand the equation between cost and value, for
both the consumer and the shopper
Use technology and information, whether its a loyalty
program or shopper research data should be the
currency that drives your tactics
Understand your competition or it will ambush
your plans
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 WINNING IS ABOUT SMART PEOPLE IGNITING THE LAST MILE APPLIES OUR
AND STRONG STRATEGY INSIGHTS INTO EXECUTION

How we win starts with a disciplined process that
generates credible results. We call it Checkpoint Planning.
Our process looks deep into the critical relationship
between a consumer and a brand how that consumer
behaves as a shopper and how retailers approach the
category and brand.
OgilvyAction has seasoned shopper and trade marketing
experts to leverage the global Ogilvy network. We also
have the tools to generate powerful insights in each stage
of our Checkpoint planning process. The breadth of our
network is engaged in planning and strategy for FMCG,
consumer durables, luxury brands and retailers around
the world.
The process we use may appear simple but we apply it
rigorously to generate exciting and effective activation
solutions. We probe to understand shoppers and how
they shop different categories, channels and retailers.
Then we apply that understanding to generate insights
that create activation events, which bring brands and
retailers together.
Figure 1: The planning process
In the journey a shopper takes as they become a buyer,
there are many touchpoints that can trigger the purchase
for our Clients brands. Using insights from the
Checkpoint Plan, we prioritise and ignite the touchpoints
to trigger the purchase. Activating touchpoints is the
single biggest investment most brands make today. An
insight based approach to identifying the touchpoints that
will work for brands in a recession will be the difference
between good ROI and a lost opportunity.
The Last Mile tool structures the shoppers journey to
identify where the best touchpoints are, and those we
need to ignite first.
Some touchpoints will help build brand awareness
on the journey, while others will physically trigger the
purchase in the store. No matter what the role of each
touchpoint is, we tie them together on the shoppers
journey to generate more sales for our Clients brands.
Figure 2: The Last Mile
So how do we influence shoppers along their path to purchase in The Last Mile?
CONS
UMER
to SHO
PPER

What can we Brand/Marketer What can we Media SHOP

Channel PER to
learn about the learn about the Out of BUYE
relationship real-world Store In-Store R
between our business dynamics Category
360 Fixture CLOSE
Clients brand between our Context Engage Reward THE
and potential Clients and their Inspire SALE
shoppers? key customers? Interest N
Attract ACTIO
Interact
Aware TS
Close H POIN
TOUC
the Sale TION
ACTIV
Shopper/Buyer Channel/Retailer U DE
ATTIT

What can we learn

about how different
shoppers behave in
different channels
or retail outlets?

(Source: OgilvyAction Checkpoint Planning Tool)

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 GREAT TOOLS AND STRATEGY ARE NOTHING
WITHOUT FLAWLESS EXECUTION
If the worlds shoppers tell us 67% of purchase decisions
are made in the store, and shoppers buy in more than
one retail channel, then executing the idea has to be
consistently flawless everywhere. Whether the execution
is a volume building promotion inside the store or an
activation event outside the store, if the message is not
shopper-centric or the visibility mediocre, then success
will be limited.
We measure our success every time; to help our Clients
create and measure results, we use proprietary retail
tracking tools to provide visibility on the execution
performance and ultimately their ROI. Used extensively
in different product categories in Asia, Europe and
the US, our tools monitor in real time:
Distribution and speed to market of new or limited
edition products
Point of Purchase compliance
In-store activation visibility and effectiveness
Field Sales team performance
Ensuring our success is about control over
implementation and our extensive network of
OgilvyAction field staff delivers just that. Our own
field team help drive the execution of our activation,
implementing our ideas and measuring their success.
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STRATEGIES FOR EVERY BRAND TO GROW
Joint marketing with affinity partners
Make the brands communication stretch further by
enrolling partners that build the brand experience.
Partners could be complementary products or a financial
services brand; if the brand targets the same shopper,
then speak in one voice and drown out your competitor.
Motorolas partnership with Absolut Vodka is a good
example that opened up a new communications channel
for Motorola. Motorola wanted to target the trend/style
setters with its new KRZR mobile phone and partnered
with Absolut Vodka to create a limited edition Absolut
KRZR phone. In addition to exploiting brand synergies
in communications, joint-marketing activities took place
in clubs and bars that opened up a new channel for
Motorola to reach this important target.
Create events to drive foot traffic not deep price cuts
Build meaningful partnerships and influence with
retailers by creating exclusive events outside the store
that provide a benefit or value to shoppers beyond a
cheap price. Identify an insight to build the event that
matches your brand and the retailers positioning to
make the retailer stand out - made possible by your
brand. For example free cholesterol and heart checks for
shoppers make sense for brands that deliver this type of
health benefit, and will make the retailer the destination
for many shoppers. Similarly, celebrity icons can be a
real draw card, even in a recession. Motorolas use of
David Beckham for the launch of its new RAZR phone
in Japan drew thousands of potential shoppers to stores.
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 Activate touchpoints with digital technology
The shoppers journey in the Last Mile can be ignited
with many touchpoints, and as technology evolves, many
new touchpoints are digital. Often digital touchpoints are
efficient and more economical, as technology providers
are looking for brands to partner with so their technology
can grow. A recent Motorola promotion in China is a good
example where digital touchpoints were coordinated
in the Last Mile. A promotion involving a gift with
purchase was delivered to the consumer via SMS, and the
gift redeemed on a website. This made the promotion easy
to implement with retailers and avoided the huge cost of
delivering physical gifts across China.
Using mobile content to drive store traffic
and activate sales
The Mobile Concierge has been created by Ogilvy to
drive shoppers to participating retail outlets. It uses GPS
satellite technology to locate your nearest retailer and will
send you relevant offers when you are in the vicinity. A
personalised concierge tailors your offers against your pre-
defined interests.
Build promotional events not just tactics
The insights to create new consumption occasions are
out there waiting to be discovered; a new consumption
occasion means new sales and retailers will line up
to secure their share of new sales. A great example in
Australia is the Dental Health month, now an annual
event that started because shoppers didnt change their
toothbrush often enough. So the Dental Association was
enrolled to endorse retailers engaged on the new selling
opportunity and Dental Health month is an annual
event with displays, product demos & widespread PR
coverage and 20% more sales.
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More effective use of in-store signage and
shopper messaging
With an improved understanding of a shoppers path to
purchase and the most appropriate in-store POS items
by channel type, brand owners can significantly improve
the effectiveness of their shopper messaging, and cut out
waste by eliminating the less effective POS items from
their POS toolkits. Most brand owners now recognise
the importance of treating the shopper differently to
the consumer in terms of in-store communications
moving to more shopper-centric messaging rather than
simply using the key visual from the TV commercial and
the TV campaign end-line.
Figure 3: Path to purchase shopper messaging.
ATTRACTING HOLDING CLOSING
STORE INSIDE AT THE SHELF
EXTERIOR THE STORE OR COUNTER
INFORMATION PERSUASION
Although the marketing budget is an easy target
when costs need to be cut, smart brand owners will be
redistributing part of their marketing and sales budgets
to shopper and customer marketing, rather than cutting
back on the marketing budget alone. They will also be
going after the huge wastage that exists across their
marketing and sales operations. The horror stories of
warehouses full of unused point-of-sale materials and
promotion premiums miraculously disappearing are all
too familiar.
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 One major Client recently estimated they could recover
10% - 20% of their marketing budget by cutting out
waste and inefficiency across brand marketing and trade
marketing. After a review of their combined operations,
they were able to deliver significant cost savings as well
as improvements in operational efficiency.
Another Client estimated that 40% of their POS
materials were wasted with every merchandising
changeover because of a one-size-fits-all mentality.
Through shopper research, they understood the
shoppers in-store path to purchase and were able to
identify which point-of-sale items were the most effective
and thus reduce their POS toolkit from 25 items to 10
items. In addition, they were able to develop tailored
toolkits for their different channels and key customers.
This not only saved huge sums of money, it also resulted
in more effective in-store communications by being
tailored for each channel type, as well as delivering more
relevant shopper messaging along the path to purchase.
Create theatre in-store to drive excitement & purchase
Displays and visibility trigger impulse buying more than
any other activity in-store go beyond a stand carton
stack or end cap and engage the shopper with theatre
to attract them to your brand. Use theatre that holds the
shoppers attention so that you can subsequently close
the sale.
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Focus on improving retail execution performance
To drive more profitable growth, brand owners will need
to align their trade marketing coverage (reps) and in-store
merchandisers/promoters with their most important stores
and growth hot-spots. Huge amounts of money are already
being spent in this area and this is set to continue given
the critical importance of retail execution excellence. As
pressure intensifies on indirect costs, many brand owners
will look to out-source these functions to partners that can
deliver enhanced field-force operations at a reduced cost.
Developments in IT systems for promoter and sales-force
automation will accelerate further improvements in
productivity and cost efficiency.
Stay close to your brand analyst
Shopper habits are changing and retailers arent sure how
to respond. Stay close to what is actually happening by
rigorous and regular reporting so you can respond quickly
to changing landscapes. Marketers that are slow to respond
will miss the opportunity or could damage their brands
equity.
Understanding the shoppers buying repertoire and
the relationship between those and similar consumers
helps to identify opportunities to drive incremental
profits through cross-selling promotions. We saw an
uplift of 5% in sales using Market Basket analysis for a
packaged goods Client in Malaysia.
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 BROADER THINKING AND WHAT TO DO NEXT
If ever there was a time for manufacturers and retailers
to build a meaningful business partnership, the current
economic downturn is it. At a time when retailers need
brands to survive, and marketers need retailers to balance
their marketing efforts sustainably, there is no better
opportunity to collaborate.
There are a few simple steps that marketers can take to
help their organisations enhance relationships with key
retailers here is a quick overview:
Invest in smarter marketing at retail
As more and more manufacturers realise the benefits of
marketing to shoppers in-store, investment is increasing
quickly. A recent study found that in the last 12 months,
manufacturers with dedicated shopper marketing teams
jumped from 6% to 29% and retailers skyrocketed
from 0% to 60% with only interactive/web marketing
attracting higher investment. Building capabilities
by investing to understand shopper behaviour and
activating against insights in the store can deliver
measurable ROI faster than traditional media.
Figure 4: The importance of shopper & customer marketing

Category centric thinking Investment growth in the next 3 years

Put yourself in the buyers seat and focus on initiatives
50% 40%
that will grow the categories total sales. Focusing on Interactive/Web
45% 44%
building a bigger category will structure a brands In-Store Shopper centric Programs
42% 37%
priorities and trigger retailer support by helping them In-Store Communication/Advertising
38% 38% 1%
sell more product the more support a retailer gives, In-Store Co-Marketing Programs
38% 27% 2%
Mobile
the more the brand can do in-store where two thirds of In-Store Couponing
15% 35% 6% 2%
shoppers decide what to buy. 12% 15% 20% 5%
Trade Promotion Displays
10% 22% 14% 24%
Television
8% 19% 22% 8%
Provide value beyond product & price Out-of-Store Couponing/FSIs
8% 17% 8% 10%
Retailers have heard for years about consumer Sponsorships
7% 14% 21% 17%
Radio
research, but there are limits on what retailers can Print
4% 26% 18% 11%
do to influence consumption. Educating retailers on Outdoor/Billboard
4% 16% 18% 11%

shopper research is highly valued given the potential 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
to influence shopping behaviour. Manufacturers that
Increase more than 5% Increase 0-5% Niether increase or decrease Decrease 0-5% Decrease more than 5%
are able to help retailers understand their shoppers
behaviour will influence the in-store activation (Source: The Deloittle OMA Report 2008, USA)

strategies and be a valued business partner.

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 NEXT STEPS

Start the process now by becoming a buyer yourself

contact us for a free, confidential consultation from
which you can get a greater understanding of how to
win in The Last Mile.

For more information please contact:

Toni Lee, North America (toni.lee@ogilvy.com)
Paula Bernasconi, Latina (paula.bernasconi@ogilvy.com)
Serge Nicholls, Europe, Middle East/Africa
(serge.nicholls@ogilvy.com) or
Soames Hines, Asia Pacific (soames.hines@ogilvy.com)

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