Shopper Marketing - August 2013 - (Page 1)

Vol. 26, No. 8 • August 2013 AB Acquisition’s Chains Go ‘Card Free’ Bosie, idaho — AB Acquisition LLC broke from the supermarket norm in June by eliminating the loyalty card programs at its chains. AB Acquisition consists of two operating divisions: Albertsons LLC oversees the Albertsons stores, while New Albertsons Inc. operates Acme Markets, Jewel-Osco, Shaw’s/ Star Markets and all of the company’s pharmacy activity. The initiative was first unveiled at Albertsons on June 19. Announcements were made at the Jewel-Osco, Acme and Shaws/ Star Market chains soon after. Supervalu in March completed the sale of the Albertsons, Acme, Jewel-Osco and Shaw’s/ Star Market chains to AB Acquisition, an affiliate of Cerberus Capital Management. BEHAVIORAL SC IENCE IN -STORE Manufacturer fits its stable of products into an integrated, community-themed campaign By April Miller Tracking Kroger to Acquire Harris Teeter CinCinnati — Kroger will bolster its status as the largest traditional U.S. supermarket operator by snapping up regional independent Harris Teeter in a transaction valued at $2.5 billion. Key members of Teeter’s Matthews, N.C.-based senior management team will continue to run the 212-store chain (147 of which have pharmacies) as a Kroger subsidiary, with no plans to close stores or move any operations to the parent company’s Cincinnati base. The deal is expected to close later this year. See Page 16 Whether online or in-store, shoppers want an improved shopping process. That means getting personal by delivering relevant, custom content. Page 26 CinCinnati — Procter & Gamble believes its role in Dollar General’s “Every Day Heroes” national marketing campaign makes perfect sense. The program, in its second and final year, honors individuals in communities served by the retailer who may not typically receive accolades but are making positive contributions to their neighborhoods – for example, a migrant farm worker turned preschool teacher and a once at-risk teenager who today is a decorated veteran. “P&G products are part of the everyday life of almost every household on a very regular basis,” says Aileen Slocum Musselman, P&G communications manager. “This campaign is about saluting the everyday nature of Dollar General’s shoppers’ lives. It’s a perfect fit.” In lieu of shopper studies, the already known attributes of the Dollar General shopper – hard-working, giving, caring, involved in her community – helped shape P&G’s involvement in the campaign, according to Rob Eiseman, vice president of public relations at Northbrook, Ill.-based Blue Chip Marketing See P&G, Page 14 Cabela’s Moves Well Beyond Catalog Showroom Improves retail environment with new fixture program By Ed Finkel Feature: Personalization P&G Helping Dollar General Honor ‘Heroes’ sidney, neB. — When senior director of visual field merchandising Melissa Schultz joined outdoors retailer Cabela’s eight years ago, the now half-century-old company with roots as a catalog retailer only had 10 stores. And the main purpose of those locations: “They were catalog showrooms,” Schultz says. “There weren’t a lot of dynamics around retail assortment, operational efficiencies … all those things a retailer would focus on.” That’s gradually changed in the years since Cabela’s went public in 2004. Now, Cabela’s is like “Disneyland” for devoted outdoors people, according to Scott Davenport, account director for strategic partnerships at Lombard, Ill.-based The Carlson Group. “They spend all day, or all weekend, and they spend thousands of dollars” in one trip. The company’s website listed 41 U.S. stores as of June (and three in Canada), along with another 14 announced locations, including a July 25 opening in Green Bay, Wis. To match that growth, Cabela’s has ramped up the quality of its merchandising, most recently with the rollout of a branded softlines fixture program (designed by The Carlson Group) for its private-label clothing and other “soft” goods sold under the Guidewear brand. Cabela’s is implementing the program in every new store and in others as they are remodeled, typically every seven to 10 years. Cabela’s is also executing a somewhat less ambitious “retrofit” strategy for stores that aren’t due for a remodel but are based in strong apparel markets “where we think we can up the ante,” Schultz says. Given that its stores range in size from 40,000 to 235,000 square feet, the company wanted the right kind of wall fixtures for its smaller Cabela’s Outpost stores as well as bold center-store pieces for its larger footprints. In the larger locations, the soft-goods program is highlighted through a combination of a “gateway arch” into the apparel and See cabela’s, Page 12 Retail intimacy SeRieS, PaRt 2: Getting Personal at CVS Page 20

Table of Contents for the Digital Edition of Shopper Marketing - August 2013


Shopper Marketing - August 2013