The point-of-purchase (POP) industry in India is in the process of evolving. The recognition of POP as a medium is still not strong, but this can be accelerated by adapting international best practices to local conditions. Today, POP is undergoing a nomenclature change internationally. It is now coming to be known as ëMarketing at Retailíóa shift in focus to encompass the wider understanding required at the point of purchase. Indian retailers need to gain an international understanding of the conceptualisation and execution of a POP programme. This article enumerates eight common mistakes and misconceptions in the understanding of the process of a POP programme:

Error 1
Point-of-purchase is often an afterthoughtóat best it is a last-minute requirement. POP is in many cases consigned to the leftover budget after regular media are covered. It is still not planned as a part of the communication mix. Many companies have realised that if they pull out the various small budgets throughout the year and consolidate them, they do have enough to run a planned POP programme, which will give a substantially better value for the money spent.



Solution 1
􀂔 Plan the POP programme as a media spend along with the main communication platforms

􀂔 Do not expect results from a knee-jerk programme

Error 2
Brand managers do not invest in researching consumer habits for the category. How does the consumer buy tea? How is this insight translated into a strategy, be it design or otherwise, at the supermarket or the kirana store. How does a planned or an impulse purchase translate into a communication at the store? These are logical and obvious questions, but they are rarely asked.

Solution 2
􀂔 Managers need to know how their customers shop
􀂔 Does the customer shop differently at the beginning of the month as against buying for a top-up? Managers need to invest in research to write a clear brief for a POP programme

Error 3
This views POP as a vending or manufacturing activity rather than as a communication strategy. Many brand managers sketch structures themselves, give it to the vendor, ask for a cost and ask the vendor to do a creative cut and paste depending on the size of the structure. It is far from being a professional POP placementóit is more a result of the urgency to get ësomethingí into the store.

Solution 3
􀂔 Develop a good communication brief as to what the desired response from the consumer is at the point of purchase
􀂔 Define the communication strategy, not the design
􀂔 Do not ask for a ëcounter topí or a ëgondolaí. Ask for a consumer response from a design solution

Error 4
A number of brand managers relegate design as unimportant and spend an enormous time on the functional aspects of the structure. The importance of differential messaging related to differential spaces in a supermarket is not built into the design. Will the messaging be the same at the checkout counter and the shelf or are shopping habits different at these spaces?

Solution 4
􀂔 While functional structure is important, the importance of design communication as the key which makes the consumer stop must be clearly understood
􀂔 The brand manager has to understand the importance of brand placement and brand communication at each point of the store and ensure it is incorporated into the visual design

Error 5
Many brand managers try to universalise a POP solution across different channels. With the evolving supermarket formats and the growth of organised retailing, the print solutions (typically danglers, wobblers and posters) that are effective are vastly different for these channels. However, companies who have bifurcated internal organisational structures and supply chains to address different channels are more effective in gearing their POP differentiation across these channels.

Solution 5
􀂔 The POP solutions are different for a multi-brand outlet, exclusive store, supermarkets, hypermarkets, a kirana or a paan store
􀂔 Maintain the brand synergy, but do not try to universalise the solution Error 6 Brand managers do not spend enough time on prototype development. The process of prototype development through engineering CAD drawings, looking at alternative materials, adaptations to mass production is not normally given the importance it should be.

Solution 6
􀂔 Spending time on developing the prototype and understanding the process of prototyping is a sure way to ensure delivery quality at the store

Error 7
A brand manager most often does not measure the effectiveness of the POP deployed, be it for sales uplift, brand awareness or any other predefined parameter. This is partly the result of an absence of agencies who can measure results at the retail outlet and partly because of a failure to realise the importance of POP. As organised retail becomes more sophisticated, this area will definitely grow by leaps and bounds.

Solution 7
􀂔 Let the measurement ëmindsetí be a part of the brand managerís role. Make mid-course corrections depending on the effectiveness of the POP solution

Error 8
Brand managers often do not have the same zeal in ensuring the deployment of the POP solution as they had in developing the solution. The losses suffered as a result of materials which are either lost, difficult to implement or lying in godowns or regional offices is mind-boggling.

Solution 8
􀂔 It is more than worthwhile to spend money on outsourcing to an agency with proper controls for execution and deployment of POP solutions. This is money very well spent

As Marketing at Retailí evolves in India, the solutions listed above will be imbibed as a part of the process of brand management.

There is one more area where there is a noticeable absence of collaboration in the development of an overall POP strategyóbetween the organised retailer and the brand. Brand managers should be in a position to present the chain retailer with a professional programme for POP which benefits him by increased sales. A space buying approach is detrimental to both the retailer and the brand. Economies will dictate this equation, with the retailer being in the dominant position.

Ultimately, when brand managers share a long-term POP strategy with the retailer, this builds the retailerís confidence and will eventually benefit both the retailer and, of course, the consumer.

The author is a Retail Consultant and President, RAMMS India.