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SPECIFIC TARGETS

Suppliers are finding they get more mileage out of their major video cross promotions by targeting specific chains for building cross-merchandised displays."By identifying some of the more progressive, more impactful chains, you can create promotions that are more store-specific with the cross-promotional partner," said Andrew Kairey, executive vice president at Universal Studios Home Video, Universal

Dan Alaimo

August 11, 1997

1 Min Read
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DAN ALAIMO

Suppliers are finding they get more mileage out of their major video cross promotions by targeting specific chains for building cross-merchandised displays.

"By identifying some of the more progressive, more impactful chains, you can create promotions that are more store-specific with the cross-promotional partner," said Andrew Kairey, executive vice president at Universal Studios Home Video, Universal City, Calif. "By taking more of a sniper approach, and not trying to get compliance at 20,000 locations, you try to get compliance in chains of several hundred stores that allow you to really get greater execution," he said.

"We work with our promotion partners and we establish a list of key accounts," said Max Goldberg, vice president of promotions at Buena Vista Home Video, Burbank, Calif. "Then we work with them to determine how we are going to call on those accounts, what tactics we want to use to offer account-specific promotions, and how we are going to execute them," he said.

"In terms of breaking through at supermarket retail, you have to do something that is account-specific," said Bob Fallon, director of consumer promotions and marketing communications at Ocean Spray, Lakeville, Mass. "You have to give them something that is unique and ownable that Kmart, Wal-Mart and Target don't have."

For example, Ocean Spray linked its 'Toy Story' promotion at Stop & Shop with a benefit for the Children's Miracle Network. "That was unique and ownable for that supermarket chain." Tie-ins with local events or premium giveaways are other account-specific possibilities. "I really think that is the breakthrough opportunity, because the customer can only get it there," Fallon said.

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