The document discusses a 3D diagnostic tool for analyzing performance and driving profitable growth with modern trade customers. It involves a 5 step process: 1) Stakeholders provide feedback through a web survey, 2) Existing data is analyzed, 3) Experts challenge perceptions and analyze root causes, 4) Current/target performance and improvement actions are agreed, 5) A valuation model quantifies the impact of actions. The tool provides an objective root cause analysis to identify actions that will improve value creation and financial performance with customers.

2. Continued growth of the Modern Trade is
unstoppable
The only way for suppliers to consistently
grow profitably with Modern Trade
customers is to ensure that activities they
undertake drive category value. That way,
there is an incentive to work together to
grow a category profit pool that can be
shared
Current performance trackers tell you what
results have been achieved and how you are
perceived by customers
THE ISSUE:
How to drive profitable growth
with the Modern Trade
A new type of diagnostic is required to help
your people cut through the complex clutter
of results and symptoms to identify and
address root causes
Driving profitable growth with the Modern
Trade requires world class understanding of
performance drivers in the customer P&L

3. Results
Advantage Survey/GfK,
Competitive Position, Customer P&L
Our 3-D Modern Trade
Diagnostic is your essential
tool for root cause analysis
Historical value created
Symptoms
Lack of strategic dialogue, ineffective NPD, trade
spend negotiations, support for brand strategies,
delisting, negative trading relationship
Pain felt today
Root Causes
Are they understood?
Do customers & internal stakeholders agree?
What actions should be undertaken?
Problems to fix and
how to fix them

5. Stakeholder
Reality
Our 3-D analysis tool ensures that root cause issues are
identified, rather than just symptoms
3-D root cause analysis
defines actions that
deliver real results
Perception
Each dimension (stakeholder perception, data,
expertise) provides unique insight into how to drive
customer performance
Root Cause
Analysis
3D
Modern Trade
Diagnostic
Once root cause issues are agreed, improved
performance can be targeted and actions automatically
generated to address these issues and deliver real
results
Expertise
Level of
Experience
Data
Quality of
Data
Actions
£
$
€
¥

6. The product architecture
directly supports
the client’s business
planning process
A consistent quantitative research structure is
used to collect information, compare benchmarks
and create the financial analysis
The 3-D Diagnostic product is unique in the way it
step changes productivity in clients’ business
planning processes by structuring unstructured
information and automating action planning
3D
Modern Trade
Diagnostic

7. STEP 1
Circa 30 key stakeholders deliver
feedback on customer performance
through our web-based quantitative
research tool
STEP 2
Existing data (brand plans, customer
presentations, raw data) is analysed by
CA to understand if stakeholder
perception is valid
STEP 3
STEP 4
5 steps are undertaken
to create a 3-D Customer
Performance Plan
STEP 5
Nominated experts challenge
stakeholder perception and data
analysis to create a final 3-D root cause
analysis of performance
In each performance area a current and
target level of performance is set to
define actions to shift customer
performance
A valuation model creates a direct line
of sight between planned actions,
predicted value creation and potential
investment scenarios

8. STEP1
Web-based quantitative research
collates rich stakeholder opinion
Stakeholder
does not see
the question
2. Are objectives, activities and investment within trading plans consistent with
each other and in line with the ambition?
7 I am confident that all components of trading plans are built in the right way to
deliver joint ambition
2 Trading plans are rarely designed to really deliver what we are jointly trying to
achieve
Expertly designed web-based quantitative research tool
Seeks degrees of agreement to key statements that indicate
performance versus expertly identified customer performance drivers
Drives objectivity:
Statements are built to be intuitively understood
Provides positive and negative versions of the same statements to
examine consistency of response
Avoids tying statements directly to the customer performance drivers
Users can be any stakeholder
All functions
All grades
Local and international
Internal & external
1. Is there a direct line of sight between the supplier's trading plans and the
category vision?
1 The supplier's trading plans are clearly structured to demonstrate how the category
vision is brought to life through activation
6 There is no clear link between the category vision and the supplier's trading plans
Order of statements
is randomised to
increase objectivity
Stakeholder sees
statements to agree
or disagree with
3. Are the supplier's trading plans realistic and achievable in the context of typical
proposed investments?
3 The supplier's trading plans are consistently supported with appropriate
investment plans
8 The supplier's investment plan is often too weak to make trading plans realistic and
achievable
4. Do the supplier's trading plans contain the appropriate mix of price, promotions,
placement and NPD to drive profitable growth for both parties?
9 The supplier's trading plans consistently contain the best mix of price, promotions,
placement and NPD to drive mutual long term profitable growth
4 The planned mix within the supplier's trading plans often fails to make sense in the
context of delivering what we're trying to achieve
5. Is planned activation within trading plans suitably differentiated to create a
unique value proposition for the shopper?
5 Trading plans are tailored exceptionally well by brand and store format
10 The supplier's trading plans tend to be 'one size fits all' and deliver little
differentiation for shoppers

9. STEP2
Data is reviewed to
better understand reality
Data is both deposited on our server by the
client team and stakeholders can post
documents to the software directly in response
to submitting specific opinions.
This is existing data only - no new analysis needs
to be undertaken by the client.
Market & category analysis
+
Advantage Group / GfK survey
+
Consumer & shopper research
+
Innovation pipeline
+
Trading & activation plans
+
Organisation structure
+
Sales fundamentals
+
Operational performance
+
Financial performance
1. Is there a direct line of sight between Trading
Plans and the Category Vision?
=
Data is evidenced against the
quantitative research structure
to assess the validity of differing
stakeholder perceptions

10. NO / YES
STEP3
Customers can’t see the category
vision coming through the Trading
Plans, but the supplier believes
they have embedded the vision
effectively
Expert opinion challenges
data and perception
Specific client experts are nominated to work with our experts to
provide opinion on stakeholder perception and available data in
order to create a final 3-D conclusion on each area of
performance
We agree upfront who the client experts will be for each area of
subject matter e.g. ‘Relevant Category Opportunity’ = Category
Strategy Director, ‘Trading Plan’ = Grocery Trading Director,
‘Supply Chain Execution’ = Logistics Manager and build on their
input to create the expert view
As you can see, root cause analysis only works in 3-D
NO
1. Is there a direct line
of sight between Trading
Plans and the Category
Vision?
NO
Examination of the category
vision suggest that low priority
opportunities have been
incorporated into the Trading
Plans, based on the suppliers
own short term limitations
The final conclusion is that
there is not a direct line of sight
between the Trading Plans and
Category Vision
Perception
3D
Modern Trade
Diagnostic
Expertise
YES
Data
Examination of the trading
plans themselves suggest that
they do reference many
category opportunities

11. STEP4
Actions to improve performance
are agreed with key stakeholders
Once the 3-D analysis is complete, we then work with the client
experts to conduct a final interpretation of the results
In each performance area a level of current performance is agreed
using 3-D insight and a target level of performance is set, using the
structure on the page opposite
Actions are then automatically generated to shift to a higher level of
performance
1. Is there a direct line of sight between the supplier's trading plans and the category vision?
4. Each component of the Trading Plan is clearly structured around the category vision
3. Trading Plans reference all of the opportunities identified within the category vision, but could be structured better to create a
direct line of sight
2. Trading plans reference some of the opportunities identified within the category vision
1. There is no clear link between the category vision and trading plans
2. Are objectives, activities and investment within trading plans consistent with each other and in line with the
ambition?
4. Trading plan objectives are directly derived from the joint ambition and activities & investment are developed in a highly
structured and consistent way to deliver trading plan objectives
3. Trading plan objectives are broadly in line with the joint ambition and activities & investment are mostly supportive of trading
plan objectives
2. Trading plan objectives are broadly in line with the joint ambition, but activities & investment are not consistent with delivering
trading plan objectives
1. Trading plan objectives are not in line with the joint ambition
3. Are the supplier's trading plans realistic and achievable in the context of typical proposed investments?
4. Each individual component of each trading plan is supported by an appropriate level of investment to make trading plans realistic
and achievable
3. The investment plans effectively support overall trading plans
2. Investment plans are broadly based on trading plans, but are usually too low to deliver trading plans effectively
1. There is no clear link between the overall trading plan and the investment to support it
DESIRED FUTURE PERFORMANCE
CURRENT PERFORMANCE
AUTOMATICALLY GENERATED ACTION:
Undertake a structured review of the detail that
supports the category vision to identify all appropriate
activation opportunities and incorporate these into
trading plans

12. PLANNED PERFORMANCE SHIFT
STEP5
The final step is a valuation
of improved performance
1. Is there a direct line of sight between the
supplier's trading plans and the category
vision?
4. Each component of the Trading Plan is
clearly structured around the category
vision
3. Trading Plans reference all of the
opportunities identified within the category
vision, but could be structured better to
create a direct line of sight
2. Trading plans reference some of the
opportunities identified within the category
vision
1. There is no clear link between the category
vision and trading plans
VALUE DRIVING ALGORITHM
£ $
€ ¥
Incremental
revenue & profit
delivered through
improved
performance
Current revenue &
profit delivered
through current
performance
Our valuation model uses an algorithm
to create a direct line of sight between
planned actions to shift performance,
predicted value creation and potential
investment scenarios
INVESTMENT PLANNING
Current
revenueIncremental
Revenue Derived From
Performance
Improvement
Incremental Profit
Derived From
Performance
Improvement
Improvement
Fund @ 1:2 Ratio
To Profit
Planning Fund At
1:4 Ratio To
Improvement
Fund

13. 3.1
2.5
2.5
3.0
1.4
2.8
4.0
3.3
4.0
Planned Value*
Planned Contribution*
Strategic Initiatives
Portfolio Proposition
Comprehensive report
Planned Value*
Planned Contribution*
Planned Value*
Planned Contribution*
Cost Pricing,
Terms & Conditions
Confirmation of areas of strong performance
3-D Modern Trade
Performance Plan
2.9
2.0
Improvement actions defined to shift current
performance to future desired performance
Planned financial outcome
2.7
Planned Value*
Planned Contribution*
Planned Value*
Planned Contribution*
Supply Chain Execution
Relevant Category Opportunity
As more of these are conducted, comparative internal
benchmarks can be run across performance
components, customers, markets and stakeholder
communities
Web-based survey can be delivered in any language in
any country
1.2
3.2
Root cause analysis for critical areas of
underperformance
2.7
2.4
2.5
2.3
1.8
2.2
3.1
Joint Ambition
2.5
2.0
Planned Value*
Planned Contribution*
2.8
3.5
3.3
3.0
Planned Value*
Planned Contribution*
Planned Value*
Planned Contribution*
Operating Model
* = Incremental Annual Revenue / Contribution
1
Planned Value*
Planned Contribution*
Trading Plan
-
4
= From Lagging To Driving Category
Instore Activation

14. Split by Stakeholder Group
Performance Component
Questions
1. Is there a direct line of sight between
Trading Plans and the Category Vision?
Rich detail provides
supporting insight
into required action
The appendix delivers rich detail on the
perception of stakeholders, data reviewed and
the expert opinion provided.
This creates a direct line of sight between the
summary conclusions and detailed analysis
2. Are objectives, activities and investment
within Trading Plans consistent with each
other and in line with the ambition?
Stakeholder
Perception
1.5
Current Target Future
Performance Performance
Level 1
Level 3
Improvement
Action
Undertake a structured review
of the detail that supports the
category vision to identify all
appropriate activation
opportunities and incorporate
these into trading plans
Agreed current and target performance
(as explained in pages 16 - 21)
3. Are Trading Plans realistic and
achievable in the context of typical
proposed investments?
4. Are the brand’s products of a superior
quality to competitor brands’ products?
5. Do Trading Plans contain the
appropriate mix of price, promotions,
placement and NPD to drive profitable
growth for both parties?
6. Is planned activation within Trading
Plans suitably differentiated to create a
unique value proposition for the shopper?
Scored 1 (low) to 4 (high) in terms of agreement
with supporting statements to question (as
explained in pages 14 - 15 )

15. Customer Plan
The bespoke software solution has been
specifically designed to help our corporate clients
analyse business performance
The software itself
has been built
exactly for the purpose
It allows stakeholders to provide their opinion
and back it up with fact, for example by attaching
files that they believe are relevant
The same analysis structure is then used for the
data analysis and expert opinion
As root cause issues and levels of current and
desired performance are agreed, actions are
automatically generated to shift performance
On the basis of these agreed actions, a valuation
of improved performance is automatically
generated

16. 6 Week Process
Client
Tailoring
The diagnostic is
deployed annually
across each key
customer
Fact based analysis of reality
Set-up
Write-up of the
3-D Customer
Performance Plan
Completion of web based quantitative research
by agreed stakeholder community
Suitable for deployment annually as part
of the business planning process
Can be used adhoc for customers that
require remedial attention
3-D Modern Trade
Diagnostic
Execution
JBP
Business Planning
Execution
Planning
Investment
Agreement

17. STEP1
Client time commitment
on each diagnostic
is minimal
Circa 30 key
stakeholders deliver
feedback on customer
performance through
our web-based
quantitative research
tool
STEP2
Existing data (brand
plans, customer
presentations, raw
data) is analysed by
CA to understand if
stakeholder
perception is valid
20 minutes per survey
respondent
STEP3
Nominated experts
challenge stakeholder
perception and data
analysis to create a
final 3-D root cause
analysis of
performance
Total of 3 hours for the
data co-ordinator and 30
minutes per data
provider (typically 5-7
data providers) – no new
analysis needs to be
done by the client
STEP4
In each performance
area a current and
target level of
performance is set to
defines actions to shift
customer
performance
STEP5
A valuation model
creates a direct line of
sight between
planned actions,
predicted value
creation and potential
investment scenarios
Total of 3 hours for the
expert reviews with each
of the typically 4
individual client experts
All activities are
delivered online through
the web-based survey,
teleconference calls and
videoconferences

18. 1
Stakeholders typically include 5 Regional
respondents and 5 Local respondents in each
country or market cluster
INTERNATIONAL
There are 2 levels at
which the diagnostic
can operate
Ideally, cross-functional representatives from
the chosen customer are also recruited to give
direct feedback using the software
Fact based analysis is conducted from
International data
2
Stakeholders typically include 5 local
Leadership Team members and 25 crossfunctional local representatives
LOCAL
Ideally, cross-functional representatives from
the chosen customer are also recruited to give
direct feedback using the software
The diagnostic is run individually for
each specific Modern Trade customer
Typically a combination of 30-35
internal and external respondents per
diagnostic
£35,000 fee* as a one-off or less for a
3 year programme or multiple
diagnostics
Fact based analysis is conducted from Local
data
* = excludes out of pocket charged at cost and VAT
charged at the applicable rate

19. COST SAVING*
The business case for
deploying the diagnostic
is compelling
50% - 70% reduction in requirement for
face-to-face meetings drives e.g.
- Lower T&E expenses
- Better resource utilisation
Understanding the root cause problem cuts
£250k-£1m+ of unnecessary spend on addressing
symptoms e.g.
- Shopper research
- Packaging redesign
- Promotions
- Terms & conditions
REVENUE GROWTH*
Transformed clarity and strong stakeholder
alignment around what problems need to be
solved uplifts revenue by 25% - 50%
- Better customer relationships
- Truly ‘joint’ JBPs
- Improved support for
- Sales fundamentals
- NPD
- Through the line activity
Customer revenue growth,
profit growth and improved ROI
* = subject to customer profile

20. Our System can help you
build exceptional solutions
470 firms assessed . . . 6 firms selected as Partners . . . New Partners coming on-board
. . . 500+ employees . . . The leading specialists at delivering real results . . .

21. Example Suppliers & Retailers
Example Results
World class experience
in consumer goods
- £50m of incremental profit in Year 1 of a world
class JBP
- 357% brand growth over a 3 year period
- €10m of trade spend cut
- $100m of incremental brand profit
- +40% YOY revenue growth through improved
trading plan
- $20m cost avoidance