Introduction 3

2013). For example, Desforges and Anthony (2013) report that some trade marketing and
category management functional units evolved into shopper marketing functional units. While
trade marketing, category management, and shopper marketing have become an accepted box,
or sometimes boxes, on the organizational charts, consumer goods manufacturers are still
searching for the optimal organizational design (Dewsnap and Jobber 1999, 2004b; GS1
Germany 2009; Randall 1994). As a result, the functional units have typically been subject to
frequent organizational change (ECR Europe, The Partnering Group, and emnos 2011). The
different names of trade marketing, category management, and shopper marketing functional
units are an indication for the variety of organizational solutions in business practice:

• Johnson & Johnson highlights the marketing to the retail customer and their shoppers
in the functional unit’s name “Customer & Shopper Marketing” (Johnson & Johnson
22 May 2013; see Appendix 1). The job advertisement mentions category
management as part of the functional unit.
• Judging from other job advertisements, Nestlé combines all aspects of the definitions
of trade marketing, category management, and shopper marketing in their “Category
Channel Sales Development” functional unit (Kelbakh 2010; Nestlé Deutschland AG
07 February 2013a, 07 February 2013b; see Appendix 2 and 3).
• Danone Waters simply calls their functional unit “Trade Marketing”. Yet, the
description of the job advertisements also mentions shopper marketing as part of the
responsibilities (Danone Waters 17 April 2013; see Appendix 4).

Regarding the organizational design, managers of consumer goods manufactures find little
help in the literature. The organization of trade marketing, category management, and shopper
marketing is only covered as a side topic. Very few of the publications that consider the
organization are based on empirical research. Most only outline general design options. To
my best knowledge none of the key publications takes a holistic perspective on the trade
marketing, category management, and shopper marketing organization.
In summary, consumer goods manufacturers struggle with the organizational
implementation of trade marketing, category management, and shopper marketing. In their
recently published book, Flint, Hoyt, and Swift (2014, p. 13) describe the situation with
regard to shopper marketing as follows: “Specifically, some firms place shopper marketing
responsibility within sales and others within marketing. Sometimes the shopper insights
component is placed within market research, sometimes sales and sometimes brand
management. There is great debate over where shopper marketing ‘best’ fits.”