Contains new models for retail brand management based on first-hand experience at major global retailers and suppliers

About the author
Foreword
AcknowledgementsPart One Shopper happiness01 Delivering shopper happiness
Making decisions in a more fact-driven manner
Operating in several channels at the same time
A skill set to deeply understand shoppers
The emotional shopper
Shopper happiness gives meaning to the organization's mission
Answers to the retail challenges
Retail is about thinking and doing
Considerations for the choice of the retail dimensions
Sharing
Structure of the bookPart Two Shoppers are people02 The myth of impulse purchasingThe 70 per cent impulse myth
Too much stimulation in just two seconds
Pitfalls of market research
Impulse buying
Faster is more
Notes03 Tapping into irrational shopper behaviourWhat is irrational behaviour?
Automatic shopping behaviours and other pitfalls
Why do shoppers fall into irrational pitfalls?
Nudge: how to apply knowledge of irrational thinking
Nudging in retail practice
Shopper tool to apply nudges
Public sector takes the lead
Is nudging shoppers right?
Notes04 Understanding the shopper brain through neuro research
Why traditional surveys fail
Benefits of neuro research
Gender differences
Age differences
Applications of neuro research
Practical suggestions for neuro research
NotesPart Three Channel choices05 Channel preference: the future of the hypermarket channel
Carrefour at a crossroads
Carrefour, or a hypermarket problem?
Reasons for the growth of hypermarkets
The advantages for hypermarkets disappear
Strategies to turn hypermarkets around
Carrefour Planet as a solution
Strengths of Carrefour Planet
Is Planet the answer to the hypermarket challenges?
Concluding thoughts
Notes06 What the shopper wants from online shopping channels
Online is inevitable
Why the future is online
Why are groceries different online?
What is slowing down online grocery sales?
Three business-model questions: picking, routing, delivery
Delivery types
Online as an escape from saturated markets
Positioning of logistical execution or shopping experience
Making online selection inspirational for shoppers
Same marketing principle, different practices
Online as incremental sales for traditional groceries
Conclusion
NotesPart Four Fact-driven decision making07 Getting your assortment right
Available space as starting point for product assortment size
Shopper-driven product assortment
Transitioning through phases of assortment life cycle
Example: evolution of Schuitema organization
Shoppers like it: more is less
Retailer desire for 'more is less'
May I have some more, please?
Retailers can have it all: large product assortment without decision-making stress
Notes08 Really making loyalty card programmes work
What has been learnt from Tesco?
Benefits of loyalty card data versus other data
International expansion
The power shift to retailers
A new phase for the market research industry
Implementation of loyalty card programmes by retailers
Consequences of implementing loyalty card programmes for suppliers
Risks
Notes09 Making big data digestibleWhat is big data?
Drivers of big data in retail
Opening new ways to make the shopper happier
Experimentation as second nature in fast-moving consumer goods
Privacy challenges
Big, clean and open data
NotesPart Five In-store execution10 The unstoppable growth of private labels and opportunities for A-brands
Recessions accelerate private labels
Motives for private labels
The A-brand answers to private labels
Discussions between the retailer and the A-brand supplier
Notes11 The unexplainable effect of music
Effects of music
Emotions
Music and store employees
Turn down the music
Practice
Notes12 Can scents work wonders?
Are scents effective?
Indirect effect on mood
Primed to respond
Congruency with all retail marketing variables
Scent used as a differentiator in retail marketing
When to apply scents
Notes13 Self-scanning is more than savingsNo effect on stock-loss
The business case for self-checkout
NotesPart Six Organizational development14 The birth of category management
The first category management project
New term: category management
Category management as part of ECR
Transfer of ECR to Europe
The eight-step category management process
The model became outdated
ECR's contribution
Notes15 True customer understanding
Wasting the time of retailers
Trade marketer as a transactional partner
Trade marketing evolution
An understanding of the customer as a condition for professionalizing trade marketing
Five things a category manager wants in a category management proposal
Note16 Shopper marketing: new phase of trade marketing
Definition of shopper marketing
Best-in-class shopper marketing
Two main drivers of shopper marketing
A new role for consumer marketing
Obstacles for shopper marketing
Getting started
NotesPart Seven Embracing the shopper17 Retailers in action to increase shopper happinessIndex