| Is your organization ready to maximize the building of brand identity at retail? |
| Yes, but we don't always fully fund it. |
| NO - the brand organizations are not structurally aligned to maximize shopper marketing at retail. BRands don't understand how to activate brands retail. |
| owner only invests in quantifiable, "sure things" |
| n/a agency |
| Getting there, have recently started journey of category management |
| We are about to launch, and in-store presence at key partners is a big part of our launch strategy. |
| It is one of the ways we go to market. It is most common way that consumers interact with and consider our products. |
| Just beginning the initiative, but it is fast tracked. |
| expanded line of product offerings is still in the pipeline, as is packaging, so not ready to roll it out. |
| Too many venues with varying challenges make an overall plan nearly impossible. |
| Our industry is in its infancy in this area. We are first developing a brand retail strategy now. |
| We lack top management commitment, incentive alignment, staff, training, tools and information resources adequate to the task. Current client base (not the firms, but the current staff contacts we have) is not particularly up-to-speed on this area of the business, though they are beiginning to feel the pain and fear that'll get 'em to change. |
| Knowing what's good for building a brand and pulling the trigger and doing it are two different things. |
| Would like to, but not sure if anyone has figured out how to do it. |
| As a service provider, our job is to assist both brands and retailers with their brand-building projects. |
| See answer to Q1. |
| Not thoroughly understood - product has precedence |
| Still too focused on traditional marketing |
| see above question 1 |
| Major investment already committed |
| Budget |
| In the premium product space in which we deal, it is a very targeted stategy, with differeent approaches needed for different retailers. |
| Not enough distibution control at this stage |
| see above answer |
| building your brand identity at retail is very important. every interaction with your consumer is crucial |
| We are still too small. |
| This is a long term effort. Client may not be willing to stay in for the long term, though professes to want to. |
| The opportunties outweigh the guns |
| Yes, becasue we have the connections at retail to help clients really "get" what they can and cannot expect to achieve |
| still majority is online, only want a less than 5% retail presence to start |
| Tremendous cost involved with developing materials and inability to police at the store level |
| infrastructure, competing priorities, |
| Not fully committed to what it really takes... |
| $ |
| "Forest & trees" syndrome. Keep the doors open first. Promote and brand second. |
| lack of "know how" |
| Growing awareness of the value of retail as a medium, to be considered along with umpteen other mediums. |
| Are you going to try to sell me something? |
| Branding helps the consumer know who you are and what you stand for. |
| Currently we're still talking about it with little action and a lot of perceived roadblocks. |
| We know its required, its just a matter of how... |
| Lack of vision. |
| not sure we can handle the workload currently. |
| It is inherent in our mission. |
| we're strictly online, without plans to extend to retail at this point... |
| Yes, we have a practice dedicated to building brands at retail called Shopper Marketing. |
| why? we are a consumer product brand, the brand NEVER stops, retail is one major component of the brand chain; every component must be maximized. |
| Right now our marketing department is understaffed, and so we are very split between online, retail and our own direct sales. Eventually we hope to have relational connections with different retailers that will encourage more attention from them (and us!) to our retail brand identity. |
| Not fully resourced plus internal politics |
| It has been perceived that the return on our investment is not conducive to the effort or money involved. |
| We have to have a strong identity of our own in order to build others. |
| We are an online retailer; we do carefully manage our brand and that of our vendors. |
| always want to be consistent with the brand |
| need better retailer level data - so getting specific to your customers and your customers' customers. |
| We see it as more of an opportunity to solidify what the brand stands for |