Maximising POS cut through is a no brainer. When we consider the time and budget invested prior to the highly anticipated activation we know it makes sense to make the campaign as strong as possible at the shopper interface. The space has been paid for and the production run is determined by the number of stores in the agreement. So it makes sense to ensure the POS is present and correct in all stores for the full duration of the campaign. To not do so not only results in waste, but lost sales opportunity too.
The planning and development of a campaign takes months of time, effort and resource. Each and every step in planning and development can affect eventual success. In our experience exceptionally well planned projects can and do achieve 98%+ success, but less well planned and more challenging campaigns can produce results much lower than this. We have seen compliance at 0%.
It is important to recognise this and work towards a greater reward.
- Identify all key stakeholders who will contribute to, or can influence campaign success. This includes internal and external participants. Some examples include:
- Internal departments including those responsible for: brand, retail accounts, stock supply
- External agencies such as insights, design, production and merchandising teams
- Ensure all stakeholders are involved from the start. “Start” is the optimum word, don’t bring people in half way through the process. Use their collective knowledge to best advantage.
- Each participant should define opportunities, challenges and targets to shape the planning process for success
- Monitor, measure and review. Meet regularly to maintain momentum and ensure progress of actions set. There are many aspects to consider, some examples include:
- Compliance. Is all the POS there? Not just on day one, two or three. What about week one, two, three. Is it degrading and why? The space is still paid for and the opportunity still great
- Brand guidelines. How well does delivery reflect brand ambitions?
- Do some POS elements work better than others? Which, where and what are the influences?
- Location in store. Where is it best to be? Is this based on hypothesis or fact?
- Shopper engagement. Did the POS work as hard as it could? How did it measure against: Attention, Interest, Desire, Action
- Sales uplift. What were the variables and what influenced this?
It requires a tremendous amount of up front planning to maximise the power of POS campaigns. However by interrogation of the above it becomes easier to set and establish POS rules for future campaigns. Rules are then based on sound rationale.
As we said, it’s a no brainer.
This post was written by Dawn Odoi