Results

A $5 billion global manufacturer of food and household products with over 50 different brands wanted to deploy its marketing more effectively to drive share increases by ensuring it used the right vehicle, with the right message, for the right consumer segments.

IRI identified a 2-3 percent market share improvement for the client in the short-term from improved marketing effectiveness, with 4-6 percent total improvement expected.


The Challenge
The client lacked the ability to link and analyze the multiple data sets required (store-level point-of-sale data, household panel consumption data, consumer brand perception data, TV audience data, digital audience data) to determine effectiveness of each marketing tactic (trade, TV, digital display, paid search, PR, FSIs).
IRI initiated an approach to gain a 360-degree view of the consumer:
  • Launched a custom survey to over 30,000 consumers to understand where consumers are in the shopper journey (awareness, consideration, intent, purchase, post-purchase)
  • Linked survey responses to:
    • o Digital data through IRI’s partnership with comScore (including websites visited, time spent, and engagement) to identify exposure to the manufacturer’s digital marketing activities and subsequent online behavior
    • Granular TV audience data (network, daypart, and series) to analyze consumers’ exposure to television advertising
    • o Store-level point of sale data to understand what consumers purchased
This enabled IRI to connect consumers’ brand perceptions, online behavior and TV media exposure to purchase behavior.  
Using the client’s marketing activity data and advanced analytics, including store-level modeling of marketing mix, IRI quantified each marketing activity’s influence on purchase by consumer segment, by message, and at a store-level.
 
The analysis yielded several insights and key recommendations:

 
The client has strong brand equity, but not enough to counteract the price differential versus private label at shelf. Therefore, the client must deploy trade marketing selectively, at a store-by-store level, to win at shelf and at retailers where there is low share but trade promotions deliver a high lift. 
The client has stronger advertising synergies across traditional and non-traditional touch points than most other brands.
• The "funnel" of consumers at the start of the consumer journey (consideration and purchase intent) is low. Therefore, it is vital to deploy media across channels, rather than in silos, to increase the number of consumers who consider the product.

The Result
The client saw a 2-3 percent improvement in market share in the short term and 4-6 percent improvement longer-term from improved marketing effectiveness.
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