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Yes, we have brands that have adopted
shopper marketing as a mindset and have seen great growth.
But if we take a category overall,
and try and look at that dispassionately,
to see how that as employed shopper marketing in the terms of its main players within it,
to grow and actually resuscitate the category.
The easiest one is the humble white loaf in terms of,
it was what it was, it was a loss leader,
It was used to signpost value.
It was used to trade and bring consumers into stores that's up 20 parts.
Clearly, that isn't a sustainable position,
and looking in how bakery has changed in the last five years,
which we will do in the next slide or two,
we'll see that we have gone full circle and have produced
an added value category which has an awful lot of shopper marketing queues within it.
The output, therefore, of using shopper marketing within your mix,
is here for all to see.
We have, if we look to the right hand side,
we have a volume tonnage in 2005,
which is significantly higher,
than the volume tonnage in 2009.
Therefore, you would suggest that there is a problem within the bakery category.
Only tells half the story because,
we've used shopper marketing,
we've used that as part of the canvas to turn around a category and grow value.
So we see tonnage has gone down. As we say, that's a part of the story.
If we actually look at what's happened in bakery,
we'll see that even in packaged let alone fresh,
that we've had so much innovation,
we've had so much genuine added value NPD,
reacting to health, reacting to occasions,
reacting to day parts and so on.
Hovis is the example used,
but we could have used any of the other key players to demonstrate the same logic.
Category management has been central to this.
Connection via shopper marketing to the customer as being
the bridge that has enabled the turnaround within the bakery category.
And again without replaying an earlier conversation, if we