STRATEGY & DIGITAL
shopper marketing and category growth applied to online shopping as much as it did to traditional bricks and mortar shopping habits. It is paramount to explain the tool and techniques needed to win across the commercial spectrum of online shopping by starting with the familiar – but then it is important to demonstrate how the execution of those principles are different online. For example, a brand seeking to drive trial on impulse can secure strong visibility at the check-out page online, with banner headlines and add-to-basket pop-ups – much in the same way a pre-filled unit can be sited next to a till-point in a traditional store environment. With a more open and accessible understanding of online shopping, the focus on quality execution was the next key step.
As this becomes a significant channel, there has been a lot of focus on the perfect execution – understanding the online shopper journey and which KPI’s we need to measure at each stage is critical, for example, we know that 18% of ‘add- to-baskets’ come from shoppers navigating the retailer site to get to the product – and having the right taxonomy in place
The online shopper
In e-commerce, it is easy to chase big growth percentages – and often the focus is on short- term execution – but we have to look beyond this, especially for ‘A-brands’ that tend to over-index online; ‘share of online’ is also a short- sighted metric. Alongside this, we have to think about the net-category value impact of shifting to online – in highly penetrated categories like soft drinks, simply moving an offline sale online will not drive overall category value. If fact, given the higher cost to serve online, it is likely that category profitability will be eroded. Therefore, we need to develop online category management as a function, just as we have for offline. At Britvic, we created the role of online category manager to do just this – a role that is focused on how we can use the switch to nudge consumer behaviour so we can drive basket spend (AWP), frequency of purchase and overall category litres. This gives a complementary and longer-term, strategic lens to the commercial functions.
Complementing clear and compelling category stories, based on sound data, has brought more engagement from our customers and partners who want to unlock the future together. To supplement this, the creation of eJBP
with customers to define how we make change happen, measure the impact of actions taken and reward for ‘doing the right thing’ has become a critical part of the annual business cycle. Distinct and different to existing joint business plans, eJBP’s real focus is on prioritised actions that, if taken today, will unlock future growth more quickly than the category forecasts.
“Over the past six months, nobody in the industry can ignore the rise of grocery online shopping. Consumers stuck at home, fearful to enter physical stores, have been switching to e-commerce in record numbers.”
As the e-commerce function develops, it is imperative that the entire organisation raises capability – even if we hit 20% of category sales through online in the near future, that still means that over 80% of category sales are completed in physical stores. Indeed, we see the rise of online shopping has gone hand in hand with growth in the convenience channel as shoppers tend to ‘top-up’ frequently. Therefore, we need to have a joined-up approach to total category – connecting the online and offline shopping journey together is key. When a shopper buys online, we need to nudge them to the local C-store, for example. This can only be done when shopper marketing, brand teams and commercial teams are offline and online capable. The e-commerce team is lean, but we are building an army of capability across the organisation, running lunch and learn, and ‘deep- dive’ sessions on specific topics – avoiding the black box of e-commerce at all costs. ●
Beverage Essentials Handbook | 49
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64
