A $6.1 billion global manufacturer of food and household products with over 50 brands wanted to more effectively deploy marketing 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% market share improvement in the short-term from improved marketing effectiveness, with 4-6% total improvement expected.

The Challenge
The client did not have what they needed 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; and digital audience data to determine effectiveness of each marketing tactic .
IRI initiated an approach to get 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:
    •  Digital data through IRI’s partnership with comScore -- including websites visited, time spent, and engagement -- to identify exposure to the manufacturers’ digital marketing activities and subsequent online behavior
    • Granular TV audience data (network, daypart, and series) to analyze consumers’ exposure to television advertising
    • Store-level point-of-sale data to understand what consumers purchased

This enabled IRI to connect consumers’ brand perceptions, what they did online, and what they saw on TV to what they bought.  
Using the manufacturer’s marketing activity data and advanced analytics, including store-level modeling of marketing mix, IRI quantified how each marketing activity influenced purchase by consumer segment, by message, and at a store level.
The analysis yielded several insights and key recommendations::
The manufacturer has strong brand equity, but not enough to counteract the price differential vs. private label at shelf; therefore, they must deploy trade marketing selectively, at a store-by-store level, to win at shelf and a retailers where there is low share but trade deals have a high lift. 
The manufacturer 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% improvement in market share in 2015-2016 and 4-6% improvement longer-term from improved marketing effectiveness.
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