THE FUTURE OF Planning
FOCUS
CliEnT Planning
Planning through
on continuously reviewing all secondary data
available on what was happening, spent time
in the market, observing and conversing with
consumers, activated internal information
Darwinian
resources (which included engagement with
our agency planners on what they were
learning from their various areas of expertise),
and met regularly to align on what all this
improvisation
information was telling us, and what we should
do about it. Only when we found glaring
know ledge gaps did we conduct primary
..............................................................................................................................................................
research that then fed into our overall under-
Planning at Diageo is evolving from research
standing of the marketplace.
to become a critical business division with a key
The second area of increased focus is
shopper planning. long before the financial
role in marrying future brand developments with
crisis hit, Diageo had recognised a need to
significantly step up our understanding of the
marketplace reality
shopper and to codify shopper behaviour and
..............................................................................................................................................................
drivers of brand selection at the moment of
By Jim Moseley, Diageo North America these changes, helping the organisation to choice. The drastic and almost instantaneous
understand what was happening and what change in shopping behaviour following the
Charles Darwin said: “it is not the strongest of we should do about it. at the height of the crisis underscored the importance of this area.
the species that survives, nor the most intel- economic crisis, between november 2008 Retailers had already been demanding greater
ligent that survives. it is the one that is most and april 2009, weekly updates were issued insights into shopper behaviour to ground
adaptable to change.” to the US leadership team that detailed how holistic category strategies, hence the need for
Successful client planning departments consumer behaviour was changing, and the shopper planning.
have already evolved from research-orientated economic and societal changes that were The role of shopper planning is to under-
data analysts to consumer understanding and behind this. Market planning provided a calm stand the why behind the what, and to trans-
insight experts, who work in partnership with voice of reason that looked beyond the daily late these insights into actionable implications.
marketing to bring to life the implications media hype to longer-term, systemic changes, The differences are that: a) shopper planning is
from these consumer insights. However, as which keep the organisation focused on the more closely aligned to the commercial side of
the world in which we operate continues to big picture and prevent it from over-reacting the business; b) opportunities and issues tend
change and evolve, planning departments must to the latest headlines. to be retailer or channel specific; and c) the
also go on evolving. The past 18 months have Market planning needs to play a holis- most compelling insights are about categor-
provided a vivid example of that need, and tic intelligence role at all times, and should ies, not brands. as a result, shopper planners
highlighted two key areas that will require paint a vivid picture of the future, based require commercial acumen.
more attention and resources. on deep understanding of societal, demo- as retailers become more sophisticated
The first is market planning, which trad- graphic and economic trends that will drive in how they run their business, the job of
itionally has focused on reporting detailed future consumption behaviour. This will allow the shopper planner is to bring to them new
demographic and economic data, a report card companies to make intelligent choices around insights into shopper motivations within
of what has happened and a database view portfolio deployment, resource allocation and a category that help them drive profitable
of what demography will look like in future. inno vation opportunities. growth, thus creating a valuable partnership.
However, as consumer behaviour changed in This intelligence doesn’t have to come Just as the role of the brand planner is to
the face of unprecedented economic turmoil, from conducting more research. Throughout know our target consumer, so the role of the
market planning at Diageo played a key role the financial crisis, market planning conducted shopper planner is to know the shopper.
in keeping up with the driving forces behind very little primary research. instead, we relied However, shopper planning and brand
.............................................................................................................................................................. planning must remain linked to ensure that
brand plans and commercial plans are synced,
“ Market planning needs to play a holistic and to be clear on each other’s roles and
intelligence role at all times, and should
responsibilities. not everything that happens
at retail is ‘shopper planning’. Many in-store
paint a vivid picture of the future, based
executions are actually the result of great
consumer insights applied to through-the-line
on deep understanding of societal,
marketing. Therefore, brand planners need to
up their appreciation of the retail environ-
demographic and economic trends that
ment to ensure brand strategies appropriately
reflect the needs of all marketing activity, not
will drive future consumption behaviour” just above-the-line communications.
.............................................................................................................................................................. as market and shopper planning receive
admap February 2010
ADM Feb 26-27 Moseley.indd 1 1/22/2010 15:25:00
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