This document outlines the process for conducting a plan-o-gram (POG) review. A cross-functional merchandising and planning team (MAT team) prepares the POG by reviewing data to develop a proposed new layout. The MAT team aligns on sales forecasts and inventory levels. They present the proposed POG to leadership, justifying changes with data on expected sales lift and financial impact. Leadership reviews the POG and provides approval and resources to implement the new layout with operational excellence.

1. How to
Conduct POG
Review
JOAN BRAATZ
VICE PRESIDENT
MERCHANDISING

2. What is a
Plan-O-
Gram?
• Strategic Product Placement on Shelf
• Defined by Product Category or Brand
• Designed to Drive Same Store Sales
• Supported by Consumer Data
• Created to Optimize Store Operations

3. POG Change Objective
• Drive Same Store Sales Increase
• Optimize Shopping Experience
• Increase Shopper Frequency
• Grow Basket Size
• Amplify Customer Engagement
• Educate Product/Brand Value
• Link Omnichannel

4. Who Should
Prep?
Review Data and Prepare POG with MAT Team:
 Buyer
 Visual Merchandise/Space Planner
 Associate + Assistant Buyer
 Merchandise Planner
 Allocation/Replenishment Manager
 Ecommerce Business Analyst

5. MAT Team
Agenda
POG Strategy
Ties to Financial Plan
Support to Drive Category
Operational Excellence
Current Results
Performance to Date
Headwinds / Tailwinds
Key Strategy Updates
Operational Costs
Scope of Project
Store Labor Needs
Vendor Concessions
MAT Team
Narrative
Discussion Points
Product Innovation
Financial Impact
Closing
Report Impact to Strategy
Anticipate Questions
Resource Ask

6. MAT Team Prep Objective
• Review + Align on Sales Forecast 90 days
• Confirm Future On Order + POG Plan
• Suspend Replenishment for Exit Sku’s
• Capture Markdown Dollars Exit Sku’s
• Safeguard Gross Profit + POG Plan
• Forecast Inventory EOM QTR+ POG Plan
• Validate Sales Upside Inside Forecast

7. MAT Team Alignment
• Action Plan to Mitigate Risk
• Action Plan to Optimize Opportunity
• Speaking Assignments Defined
• Determine Key Highlights for Leadership
• Define Resource “ask” of Leadership

8. Leadership Attendees
 Chief Merchant
 Vice President Merchandising
 Vice President Planning
 Vice President Store Operations
 Vice President Marketing

9. POG
Illustrations
 Current Live POG
 Proposed POG
 Product Innovation

10. Example of Current + Proposed POG

11. Proposed POG – Product Innovation

12. Proposed POG – New Signage

13. Validate
with Data
• Measure Changes within Sku Ceiling
• Quantify Current POG Performance
(Sales Square Feet, NMROI, %Space)
• Define Space Performance Per Brand
• Report Proposed POG Sales Lift
o Data Supplied for Current POG
o Data Forecasted for Proposed POG

14. Leadership POG Review Agenda
• Walk Through POG Financial KPI’s
• Substantiate POG Change with Data
• Quantify Proposed POG Financial Impact
• Reinforce Actions Covered in OTB
• Request Resources Needed
• Gain Approval to Implement POG
• Capture Follow Up Points + Timeline

15. Execute with Operational Excellence

16. Reach Me
Joan Braatz
Vice President Merchandising
Retail | B2C | B2B
braatzjoan@gmail.com
214-733-9677
https://www.linkedin.com/in/joanbraatz/
https://joanbraatz.com/