To some consumer product marketers, retailers are the enemy. Rarely a day goes by when we don't hear a complaint about the process of getting P-O-P into stores. Some marketers see the whole process as adversarial and can be quite bitter about the experience; others are wistful, longing for a time when retailers were more passive and the world was a simpler place.
But the world has changed. Retailers aren't the enemy, but they really aren't interested in being your buddy, either. Good marketers are realists, and they understand that by working closely with retailers, they can (dare I use the phrase?) create a "successful partnership."
If that word bothers you, aim for something else: mutual respect. To gain that, you must bring your core competencies to the table: marketers must truly understand their brand, their products, and the product category; retailers must know their shoppers intimately.
But simply wanting a P-O-P-focused relationship to happen doesn't make it so. Even under the best of circumstances, they require constant work. But as markets consolidate and consumers become more demanding, truly understanding customer needs and reacting quickly will mean the difference between success and failure.
This special supplement examines key trends in the marketer/retailer relationship as it relates to P-O-P advertising. It looks at such issues as:
Who is the key retail person to talk about displays and merchandising issues with these days? How can a marketer ensure that he or she has gotten the proper approvals from the proper people?
How can a marketer work more closely with national chains and what impact do "category-killer" stores have on the design and message of the final piece?
Are local and independent stores being aced out of the equation? Is there room for meeting their needs?
How does "category management" affect P-O-P development, and is it the future of the marketer/retailer partnership?
