Through special arrangement, what follows is an excerpt of a current article from the CPGmatters monthly e-zine, presented here for discussion.
(www.cpgmatters.com)
More CPG manufacturers nowadays are evaluating the category structures in place. Are they getting to consumers' sweet spots? The way they position needs to align with how consumers approach the category and their need-state on that shopping trip.
"The industry hits consumers with lots of SKUs, line extensions, products and messaging. It's not really working. Consumers can't process all that," said Lily Lev-Glick, director of shopper insights and point-of-sale research for Perception Research Services (PRS) in Fort Lee, N.J.
She gave the example of her firm's eye-tracking studies of planograms, line optimization and packaging. In analgesics, consumers may see a lot of information on form or ingredients, but they don't readily see the personal relevance of symptomatology or end-user benefit. "Similarly in lighting, people see wattage or long-lasting features, but they want to see phrases like 'ambient lighting for your entertaining,' or 'bright light for your reading comfort,'" Ms. Lev-Glick explained.
Although a better job by CPGs at the shelf won't alter a consumer's pre-purchase hierarchy, "brands can change what people ultimately select. On a visceral level, looking good raises an eyebrow, but it's the cognitive part of the process -- the message, the connection, the like-mindedness of the category to the consumer -- that will make the sale," she said.
"If a brand thinks and speaks the same language, and consumers can relate back to these benefits, we go beyond products that get only an initial response to those that build relationships based on deeper end-user benefits and life impact. Of course, the at-home experience will really determine whether or not that consumer maintains a relationship with the brand," she added.
CPG brands can have more of an impact by better synchronizing messages between packages, promotions and point-of-sale signage, according to Ms. Lev-Glick. Different messaging creates a lot of noise for consumers. "We have an opportunity to help support brands and build relationships, but not when we're doing these divorced from each other," she added.
Eye-tracking shows by physiological response what breaks through the clutter. That is where consumers start to navigate the shelf, and it is where retailers and category captains have to structure the shelf as closely as possible to a category hierarchy, according to Ms. Lev-Glick who gives an example with analgesics. If the category is driven primarily by brand and the shelf is set by symptom, confusion is created.
She gave two examples of branded items differentiated through package form and graphics with juices in novel easy-to-hold shapes, and bottled waters with rings on caps. "Take a little leap of faith with the right research so you can differentiate yourself, and have an appearance that allows you to own a particular dimension," she urged. "Also see if you can make a unique claim that is real and true (ammonia-free Glass Plus), or own an end benefit (the most fun, the most efficacious). It gets back to behavioral and attitudinal purchase drivers. Understand what drives interest in your brands, and how they own particular mental spaces in consumers' minds."
Discussion Questions: What was your reaction to the articles' point: "If the category is driven primarily by brand and the shelf is set by symptom, confusion is created." Does the CPG industry need to rethink shelf sets to better speak to consumers' end-needs?