Shopper marketing is “understanding how one’s target consumers behave as shoppers, in different channels and formats, and leveraging this intelligence to the benefit of all stakeholders, defined as brands, consumers, retailers and shoppers.” [ this quote needs a quote ]
According to Chris Hoyt, “Shopper Marketing [is] marketing brand in retail environment.” [ This quote needs a citation ] Since it includes category management, displays, sales, packaging, promotion, research and marketing “Shopper marketing is the elephant in the room That nobody Sees the Same Way.” 
Shopper marketing is not limited to in-store marketing activities, a common and highly inaccurate assumption that impairs the spread of any industry definition. Shopper marketing must be part of an integrated integrated marketing approach that considers the possibilities to drive consumption and identifies the shopper that would need to purchase a brand to enable that consumption. These shoppers need to understand the needs of the consumer, what they are in a shopper are, where they are likely to shop, in which stores they can be influenced, and what in-store activity influences them. [ quote needed ]
Unilever defines a shopper insight, an insight on which is based on marketing, is a “focus on the process that takes place between that first thought the consumer has to buy an item, all the way through the selection of that item.” 
Shopper marketing challenges the assumption that the shopper and the consumer are the same. Despite the fact that this is not always true, it is clear that the industry still gets confused. [ quote needed ]
It is important for many reasons, but it is important that they increase the amount of money they make, and that they are increasing. Many organizations spend over 8% of total sales on in-store marketing; when total trade spend is added up to 40% of total revenue. [ quote needed ]
In shopper marketing, manufacturers target areas of their marketing at specific retailers or retail environments. Such targeting is dependent on congruency of objectives, targets and strategies between the manufacturer and a given retailer or a given type of retail environment. [ quote needed ]
A significant factor in the development of shopper marketing is the availability of high-quality strategic data. According to recent [ when? ] industry studies, manufacturer investment in shopper marketing is growing more than 21% annually. 
For instance, Procter & Gamble , according to the company’s financial statements, invests at least $ 500 million in shopper marketing each year. 
Procter & Gamble’s Walmart / Sam’s Club and Sam’s Club are considered by many [ who? ] As the original pioneers in true shopper marketing in the US. Rhonda Harper, the top marketing officer for Sam’s Club at the time, is credited [ by whom? ] With launching shopper marketing During a two-day schedule Bentonville strategy offsite in May 2001. Attended by more than 300 vendor marketing and sales executives. Shopper marketing is also practiced by the leading European companies such as Unilever and Beiersdorf and the discipline is developed further by the likes of Phenomena Group, Europe’s first shopper marketing agency. 
The following statistics have caused the reapportionment of marketing investment from consumer marketing to marketing. What follows is very misleading; [ citation needed ] different brands, retailer formats, brand importance, brand relevance and a host of other factors:
- 70% of brand selections are made at 
- 68% of buying decisions are unplanned 
- 5% are loyal to the product group
- Practitioners Believe That Effective Shopper Marketing Is Increasingly Important to Achieve Success in the Marketplace 
For almost 50 years, large-scale consumer packaged goods The 1970s were about commodity commoditization; the 1980s brought channel consolidation; the 1990s, and the 2000s, growth cam from globalization. 
The organization is itself structured to maximize these growth agents through efficiencies of mass production, distribution and sales. Marketers were organized into silos depending on which function they served. Product marketers developed and retail products for retailers to sell; distribution marketers took several brands of products and managed lifecycle and supply chain issues by channel; and consumer-driven marketers who were in the field among the channel (s) trying to increase share or penetration.
The three silo’d groups were a bit like an assembly line where the first marketer would throw it over the wall to the second marketer and so on. The marketing organization is originally built on the big news at the time, the oven P’s of marketing: product, price, placement and promotion. Elvis Presley was serving in the Army in Germany, Khrushchev became the first Soviet of the USSR, Alaska became an official state of the United States and the Kwai Bridge Over the River earned the Academy Award for Best Motion Picture of the Year. The oven’s marketing was also a product of the 1950s. 
By 2005 there were no new growth models for the Fortune 500 CPG companies. Much of the conversation behind closed doors sounded like this, “… .But we’ve really improved our marketing and promotional capabilities; we have all the latest technologies, we have the best people from the top schools – why is not our business growing the way we think it should? ” [ this quote needs a quote ]
All of these previous growth mechanisms were driven by manufacturing technology and the knowledge transfer of this technology across the organization. Companies are finding their way to their value chain by adding value by making them more marketable. It had become radically different. Was…………………….
The 50-year run of marketing-centric, inward facing organizational structure was over. Gone were the days of making a product, with businesses telling the story, and making the product. Fueled by consumers empowered by globalization and technology, marketing-centric has replaced it with consumer-centric, and they are always looking for purchase. 
Retail shopping environment
While communicating with consumers, it is definitely not enough. [ citation needed ] Connecting people with consumers and creating loyalty. The traditional media channels for reaching them have fragmented. Consider the following points of proof:
- In 1973, the number one rated television show was in the family with approximately 51 million viewers. In 2005, the number one rated American Idol television show was approximately 14 million viewers. [ quote needed ]
- The number of retail channels that are available for mothers to shop in has drastically increased. These local merchants, grocery chains and on-line companies.
- Moms today shop at least 10 retailers on average each month yet 70% of their total monthly purchases.
- Across all categories, 75% of final purchase decisions are made in-store.
- Among consumer shoppers, 68% are brand switchers, 26% are loyal to one retailer and only 5% are loyal to one brand. (10)
The business environment for retailers has also changed dramatically with the advent of technology and the empowered consumer shopper. Before the change, retailers only had to worry about the local area and know that they shopped in their store, they were there to stay and shop. Now, retailers not only have to compete with the local stores but also the millions of on-line stores, home delivery services, and more. use a phone app to scan the bar code of a product to find it’s less expensive elsewhere and leave if it is.
With all the factors being equal, the question that Mr. Retailer was asking of his product manufacturer, “What can I do to buy the same thing? Retailer Competitor with exactly the same products and price? ” This question was followed closely by “Why should I bother to run your national promotion, Product Manufacturer X, when will the same promotion be at all of my competitors?
Changes to shopper marketing
Marketplace power rests squarely in the hands of the consumer. In order to win, manufacturers have to redesign their organizational structure to change
- Instead of pushing products through the supply system
- Instead of creating short-term sales, they must create consumer and corporate value and build long-term business relationships with retailers and consumers.
This is not a revolutionary concept but an evolutionary progression dictated by changes in consumer behavior, mass communications, the retail landscape and technical innovation.
By late 2004, a new model for growth in the marketplace, and retailers alike identified the need to uniquely influence the shopping experience. It was called shopper marketing (SM). It was not until 2010 that it was formally defined by the Retail Commission on Shopper Marketing as follows:
“Shopper Marketing is the use of insights-driven marketing and merchandising initiatives to satisfy the needs of targeted shoppers, enhance the shopping experience and improve business results and brand equity for retailers and manufacturers.” 
The informal interpretation summarizes shopper marketing as “bringing shoppers into the marketing plan and the marketing plan into the stores”. The shopper marketing proposition holds that product manufacturers should be more important if you want to do it. This article is not available for the first time.
Shopper marketing integrates all marketing elements and stimuli into a single holistic story that they are searching for, shopping, or tweeting. While still relatively new, industry experts believe it will become the dominant concept for in-store selling replacement category management. Its potential to be transformative in shaping marketing strategy and improving business performance will require a significant realignment of corporate structure and resource allocation.
The first behind successful shopper marketing is that it is possible to create a differentiating and engaging shopper experience. Shopper Marketing is in the process of being marketed in the right, right at the right price, right at the right price, in the right environment to be satisfied with the shopper in ways that have never been before. If done well, the shopper will be designed to make it easier.
Shopper marketing is rooted in consumer marketing and marketing principles often apply to shopper marketing. For instance, shopper marketing refers to marketing stimulus reaching the shopper, which is based on an understanding of the shopper’s buying behavior. Like the traditional marketing mix , shopper marketing can be divided into four P’s: product; price; square; and promotion.
- Product: size, shape, color, material, packing, packing messages, and graphics.
- Discounts, bundled offers, price communication, and coupons.
- Place: concept store, lighting, shelves, and placing of special presentations.
- Promotion: promotions packaging, promotions store, promotions promotions, special presentations, in-store TVs, floor stickers, advertising and shopping carts and sneakers.
However, the difference between traditional marketing and the marketer is that the product manufacturer has his / her own 4Ps that are perfect for selling products in retail and the retailer has its own set of 4 the two sets are rarely the same. This is where the manufacturer and retailer should work and their marketing and promotional plans based on this common area. What results from this collaboration is true shopper marketing win-win. The manufacturer’s products differentiated from other manufacturers in the retail store AND the retailer is able to use the manufacturer’s products to differentiate its retail store from all other stores competing for its shoppers.
Buying behavior data
Several observations, intercepts, focus groups, diaries, point-of-sale and other data.
Observations made before entering a store, in the store, and after exiting a store when, where, why, where and how shopper behavior occurs.
Issues for the noted of the case, the case of the buying process, the items the shopper noticed, touched, studied, the items the shopper bought, and the purchase methods influencing the process. Interviews help uncover motives guiding the buying behaviors. The matters commonly clarified are: the likelihood of product substitution and the identification of substitutes; values and attitudes; desires and motivational factors; as well as lifestyle and life situation. Point-of-sale data is often used when a shopper card can be used.
How other shoppers in a store can influence the shoppers? For example, research by Martin (2012), who was accidentally touched by more than a million people in the past Touch effect 
When conducting shopper segmentingThe market is divided into essential and measurable groups, which is, segments on the basis of the buying behavior data. Shopper segmenting makes it easier to answer the requirements of individual segments. For example, price-sensitive and traditional shoppers are clearly concerned. Segmenting makes it possible to target marketing measures at the most profitable shoppers. The value of segmenting shoppers is debated in the shopper marketing industry. For retailers it can provide management and positioning of competitors. Loyalty cards can provide one of the richest sources of segmentation data. For consumer product manufacturers, shopper segmentation is less useful, at least in physical stores,
- ^ Jump up to:a b Markus Stahlberg, Ville Maila, eds. (2010). Shopper Marketing: How to Increase Purchase Decisions at the Point of Sale . Kogan Page. ISBN 978-0749457020 .
- Jump up^ “Team Unilever” . The Hub Magazine. Archived from the original on 17 March 2013.
- ^ Jump up to:a b “Shopper Marketing: Capturing a Shopper ‘s Mind, Heart and Wallet”(PDF) . Grocery Manufacturers Association. 2007.
- Jump up^ Jack Neff (1 October 2007). “What’s In Store: The Rise of Shopper Marketing” (PDF) . Advertising Age. Archived from the original (PDF)on 11 February 2012.
- Jump up^ “Nielsen: In-Store Sway Ads 68 Percent of Consumers” . MediaBuyerPlanner. 29 August 2006. Archived from the original on 7 May 2009.
- Jump up^ “The Journey to Strategic Marketing Shopper: Top Ten Findings of a Survey Conducted on Behalf of ECR Europe” (PDF) . Oxford Strategic Marketing. May 2008. Archived from the original (PDF) on 15 July 2011.
- Jump up^ “Shopper Marketing Best Practices: A Collaborative Model for Retailers and Manufacturers” (PDF) . In-Store Marketing Institute, The Partnering Group and The Coca-Cola Company.
- Jump up^ Gordon Wade (April 20, 2009). “Crisis in Marketing Brings Unprecedented Opportunity” . Advertising Age.
- Jump up^ Gordon Wade (1 June 2009). “Why Networks Best Silos in the New Environment” . Advertising Age.
- Jump up^ “GMA-Deloitte Study – Delivering the Promise of Shopper Marketing” . Smart Brief. November 14, 2008.
- Jump up^ Martin, Brett AS (2012),”A Stranger’s Touch: Effects of Accidental Interpersonal Touch on Consumer Evaluations and Shopping Time”,Journal of Consumer Research, 39 (June), 174-184.