The brand/retail experience is all in the delivery, which of course is all in the execution. This is more complicated than ever in today’s “omnichannel” world. This is not a relatively simple matter of just delivering brand messages, be they ads or promotions, at every touch point.
Ominchannel is not the same thing as omnimedia. The word “channel” not only connotes media channels; more important, it encompasses transactional channels — that is, retail in all its multi-tentacled iterations.
An overwhelming majority of 78% says Shopper has no established career path within their organizations. A plurality of 44% rate their Shopper training as only “average,” with 30% evaluating it as “very good” and just 5% as “excellent.” Twenty percent rate their training as “not so good” or “poor.”
Quartz: Ryan Raffaelli of Harvard “studies how mature organizations and industries faced with technological change reinvent themselves. Raffaelli has termed this line of research ‘technology reemergence.’ It began with his study of the Swiss watch industry, which collectively reinvented itself (and thus survived) in the wake of digital watches. Five years ago, he set out to discover how independent bookstores managed to survive and even thrive in spite of Amazon and other online retailers.”
Darren Serrao, former head of innovation at Campbell Soup, and now Chief Growth Officer of ConAgra, says that “innovation is about creating long-term, sustainable growth through differentiated solutions that bring new meaning and value to consumers.”
Fifty-two percent of US Shopper organizations report to Marketing, versus 43% outside the US. Significantly more report to General Management outside the US (27%) compared to the US (8%). In the US, 70% position Shopper as “cross functional strategy that collaborates with Marketing,” relative to 50% outside the US. Thirty-percent position Shopper as a function of “category management or sales,” versus 50% outside the US.