As a part of StayinFront’s Leadership Perspectives Series, Dale Hagemeyer, a leader of the research, best practices, and advisory function at POI shares how to use data and technology to impact sales and retail execution. He also talks about some key challenges to having a global solution.
Brand Your Own Business - Opening General Session - PBE 2018Tim Miles
How do you use Facebook for your business?
Should you be using Snapchat?
Wouldn't a virial video be awesome?
Email marketing? Radio? What do we do???
First, breathe, and second, relax. Third, know those aren't the right questions to be asking .. at least, not at first. In order to modernize your marketing, you first need to look inward and not toward another oversimplified sack of magic beans.
For a quarter-century, Tim Miles has been helping family businesses communicate more powerfully by teaching what's important, what's not, and how to prioritize your area of focus.
How you get your great idea to your audience or customer totally defines what that product becomes. This presentation shows you how to redefine your company and product strategy around the way you grab the attention of your audience.
Inspired by Ken Morse and the MIT Entrepreneurship Center's work in this field.
We spoke to 400 B2B decision-makers and 100 CMOs about digital marketing and purchasing...this is what we found out
Our annual Tech Heads survey of 100 marketing directors and 400 business buyers reveals that B2B CMOs are six times more likely to lose sleep than gain it in 2016, in comparison to previous years.
Why the sleepless nights? 92% of ‘Sleepless CMOs’ say competition has increased pressure to hit targets, and 90% say they are having to be more creative to compete. Meanwhile buyers think everyone is saying the same thing, in the same way, and are therefore taking longer to make buying decisions.
Download the Tech Heads 'Sleepless CMO' report http://brandtosales.weareoctopusgroup.net/tech-heads-2016
How Emotions Drive Customer Experience WebinarGavin McMahon
MYTH: IF WE SOLVE THE CUSTOMER'S PROBLEM, THE EXPERIENCE IS A GOOD ONE
Are your agents getting off the phone fast, but not solving the customers’ problems? Or, are they solving the customers’ problems but still getting bad NPS scores? What both of these have in common is emotions – the ones both your agents and customers bring to the call.
Listen here to Tara Paluck as she lead our latest webinar, "How Emotions Drive Customer Experience". During this recording you will learn how to redirect emotions quickly and accurately by understanding:
- What role emotions play in the Customer Experience
- Why emotions are so hard to “use” effectively
- How to manage agent and customer emotions more successfully
The HurryCane Story: From Napkin to the No. 1 Selling Cane in AmericaJosh Madigan
Marketing Architects® took on the challenge of reinventing the Website Development
walking cane. Our response-driving creative team, combined
with our proprietary media buying strategy, put HurryCane® on
the map with historic results. Check out how we did it and why
HurryCane® remains the #1 selling cane in America.
Brand Your Own Business - Opening General Session - PBE 2018Tim Miles
How do you use Facebook for your business?
Should you be using Snapchat?
Wouldn't a virial video be awesome?
Email marketing? Radio? What do we do???
First, breathe, and second, relax. Third, know those aren't the right questions to be asking .. at least, not at first. In order to modernize your marketing, you first need to look inward and not toward another oversimplified sack of magic beans.
For a quarter-century, Tim Miles has been helping family businesses communicate more powerfully by teaching what's important, what's not, and how to prioritize your area of focus.
How you get your great idea to your audience or customer totally defines what that product becomes. This presentation shows you how to redefine your company and product strategy around the way you grab the attention of your audience.
Inspired by Ken Morse and the MIT Entrepreneurship Center's work in this field.
We spoke to 400 B2B decision-makers and 100 CMOs about digital marketing and purchasing...this is what we found out
Our annual Tech Heads survey of 100 marketing directors and 400 business buyers reveals that B2B CMOs are six times more likely to lose sleep than gain it in 2016, in comparison to previous years.
Why the sleepless nights? 92% of ‘Sleepless CMOs’ say competition has increased pressure to hit targets, and 90% say they are having to be more creative to compete. Meanwhile buyers think everyone is saying the same thing, in the same way, and are therefore taking longer to make buying decisions.
Download the Tech Heads 'Sleepless CMO' report http://brandtosales.weareoctopusgroup.net/tech-heads-2016
How Emotions Drive Customer Experience WebinarGavin McMahon
MYTH: IF WE SOLVE THE CUSTOMER'S PROBLEM, THE EXPERIENCE IS A GOOD ONE
Are your agents getting off the phone fast, but not solving the customers’ problems? Or, are they solving the customers’ problems but still getting bad NPS scores? What both of these have in common is emotions – the ones both your agents and customers bring to the call.
Listen here to Tara Paluck as she lead our latest webinar, "How Emotions Drive Customer Experience". During this recording you will learn how to redirect emotions quickly and accurately by understanding:
- What role emotions play in the Customer Experience
- Why emotions are so hard to “use” effectively
- How to manage agent and customer emotions more successfully
The HurryCane Story: From Napkin to the No. 1 Selling Cane in AmericaJosh Madigan
Marketing Architects® took on the challenge of reinventing the Website Development
walking cane. Our response-driving creative team, combined
with our proprietary media buying strategy, put HurryCane® on
the map with historic results. Check out how we did it and why
HurryCane® remains the #1 selling cane in America.
The Disruptive Reader: Three Urgent Questions for B2B Marketing InnovatorsShelly Lucas
This reader is dedicated to the marketing misfits. The interrogators. Because marketers who are courageous enough to ask probing questions are the ones who transform their businesses and ignite their careers.
The HurryCane Story: From Napkin to the No. 1 Selling Cane in AmericaMarketing Architects
Marketing Architects® took on the challenge of reinventing the walking cane. Our response-driving creative team, combined
with our proprietary media buying strategy, put HurryCane® on
the map with historic results. Check out how we did it and why
HurryCane® remains the #1 selling cane in America.
New product launches can be successful or fail...to ensure success, there are three phases to be completed. 1. The brain phase 2. Work like Crazy phase 3. Love it or Leave it phase. These three phases combined with Agent Based Modeling software, will help prevent failure and success achieved!
Modern B2B Marketing in the Era of the Empowered BuyerScott Levine
In the past 20 years, B2B marketing has changed exponentially more than it has in the past 100 years. Today, buyers possess infinite choice and infinite power.
We live in an “instant” world. Whether it’s instant access, information, gratification, justification or rationalization, all of these “instants” have impacted the way that businesses who market to businesses, think, act and react.
Modern Business-to-Business Marketing in the Era of the Empowered Buyer is causing many organizations to rethink their strategies. We are hopeful that some of the information we have shared with you here will enable you to understand the current and possible future state of B-to-B marketing, and will help you to put your organization in a position to best deal with complexities caused by the Modern Empowered B-to-B Buyer.
What's a Growth Stack? And why you should build one. HubSpot
It starts with a single problem. It always does. Maybe you need a few more leads to hit your number this month. Maybe you finally outgrew a system of spreadsheets. Maybe your boss challenged you to get more accurate with your reporting. So, you signed up for a piece of software to help you solve the problem and un-officially started building out your tech stack. Without a strategic approach, adding tool after tool can lead you down a dangerous path. Get more strategic about your software and don't just build any old stack, build a Growth Stack.
Creative Traction Methodology - For Early Stage StartupsTommaso Di Bartolo
How to build a mindset that gets a new product traction? 99% of all startups are forced to give up because they lack traction. As founders are thrilled and captivated to build a product that could change the world - the majority downright neglects to put equal efforts towards how to differentiate in taking the product to market. The difference between those who make it to get traction and the rest lies in the innovator’s mindset.
So you are an aspiring entrepreneur with the next big idea to rock this world looking for funding to make it a reality. As you might have already found out, that is easier said than done. Making a pitch to an investor is often a nerve wracking experience. Here are some ways you can make it better.
Marketing for Manufacturing with Wakefield Manufacturing ForumDave Pannell MCIM
Many manufacturing companies still rely on pre-Internet strategies to find new business, but with customers becoming unwilling to directly engage with a supplier until late on in their decision-making process, traditional opportunities to directly ‘sell’ have become limited.
These slides made up a three-hour 'marketing for manufacturers bootcamp' in conjunction with Wakefield Manufacturing Forum as part of Wakefield Business Week.
Slides 1-20
Business growth expert Mark Prince talks about why a manufacturer has to first create a point of difference and embrace how the world of business has changed. Young, agile companies are disrupting every industry and manufacturing is no different.
Slides 21-62
The Chartered Institute of Marketing's Ambassador for Manufacturing Dave Pannell looks at the changing behaviour of the industrial buyer and explores the culture clash between marketing and manufacturing. Dave then explains the strategies for marketing a manufacturing company, from company branding to marketing to your own team.
Slides 63-87
Sales guru Stewart Leahy then talks about digital marketing tactics, and how websites really generate referrals by being part of a wider strategy of digital marketing activity - including Google PPC, email marketing and remembering to pick up the phone!
Download the accompanying free guide Marketing for Manufacturers here:
http://tdmuk.com/marketing-for-manufacturers
StayinFront Leadership Perspective Roundtable Interview with Dale Hagemeyer- ...StayinFront
As a part of StayinFront’s Leadership Perspectives Series, Dale Hagemeyer, a leader of the research, best practices, and advisory function at POI shares how to use data and technology to impact sales and retail execution. He also talks about some key challenges to having a global solution.
WHO ARE YOUR COMPETITORS?
“Oh, we don’t have any competitors. No one really
does what we do.”
I can’t count the number of times I’ve heard
otherwise smart executives give this answer. Nor
can I think of a company or situation where it’s
actually true.
The really dangerous thing about that statement is
that it leads to ignorance, which can lead to being
blindsided. If you truly think you haven’t any
competition, you won’t watch the market. You won’t
see the disruption coming. And you won’t be able to
react to problems or capitalize on the opportunities
that competitive shifts can create.
When it comes to your competition, the answer isn’t
to put your head in the sand. It’s to actively and
regularly study that competition. And not just who
you think is the competition, but who your market
thinks is your competition.
So, how do you do that? How do you learn about
your competition and decide which part of that
knowledge you should (and shouldn’t) care about?
That’s what we tackle in this issue of Pragmatic
Marketer, thanks to the help of some great
contributors, a real-life case study and, as always,
a slew of tips and best practices you can put to
work immediately.
Happy reading,
Rebecca Kalogeris
FRESH CONTENT
When it comes to food, organic is all the rage.
There are whole sections of the grocery store focused
on organic fruits and vegetables. It’s featured front and
center on packaging. And it comes with a premium price.
In business, though, it’s the inorganic growth we talk about
most: mergers, acquisitions, partnerships, takeovers. Those are the stories that fill the news and grab the headlines. And they can be powerful tools, as Frank Tait writes about in this issue.
But what if we put just a little more focus on organic
growth, on thinking about how we can leverage the products,
organizations, processes, customers, markets, etc. already in
place to drive growth? With the right focus, could we move
beyond slow and steady growth and really start to drive the
numbers and scale our business naturally?
Those were the driving questions as we put together this
issue of Pragmatic Marketer and why we’ve gathered a
team of thought leaders to talk about everything from how
to cultivate the right employees to how to grow through
segmentation. And as always, we’ve tried to include
actionable tools and tips you can implement immediately. So
grab a coffee and dig in!
Happy reading,
Rebecca Kalogeris
Asia Orangio - How to acquire your first 100 customersJoe Glover
Do you ever wonder how some startups seem to figure out customer acquisition so easily? It seems like one second, you’ve never heard of them and the next second, they’re everywhere you turn.
Asia Matos, CEO and Founder of DemandMaven, walks you through the exact go-to-market process for winning your first 100 customers and discovering your absolute best marketing strategies and channels in the early days.
Mårten Mickos' slides from April 2011
see also http://aaltoes.com/2011/04/marten-mickos-never-work-for-a-large-company-unless-youve-created-it-yourself/
10 things founders should always remember. What started as a simple question became a year-long weekend project as I dug deep and pulled from past experiences, situations I've witnessed, and examples I've seen. I also referenced some of the best books I've read over the years that have helped shape how I operate and partner with founders. I built this "Top 10 Startup Tips for Founders" deck to capture some of my takeaways. It was much more difficult as I had so many other wandering thoughts that didn't get captured here, but I needed to start somewhere! After receiving much encouragement and support from my network, I'm sharing this current version openly with the startup community. Please take a look, and feel free to circulate to those you think can benefit from this.
The Disruptive Reader: Three Urgent Questions for B2B Marketing InnovatorsShelly Lucas
This reader is dedicated to the marketing misfits. The interrogators. Because marketers who are courageous enough to ask probing questions are the ones who transform their businesses and ignite their careers.
The HurryCane Story: From Napkin to the No. 1 Selling Cane in AmericaMarketing Architects
Marketing Architects® took on the challenge of reinventing the walking cane. Our response-driving creative team, combined
with our proprietary media buying strategy, put HurryCane® on
the map with historic results. Check out how we did it and why
HurryCane® remains the #1 selling cane in America.
New product launches can be successful or fail...to ensure success, there are three phases to be completed. 1. The brain phase 2. Work like Crazy phase 3. Love it or Leave it phase. These three phases combined with Agent Based Modeling software, will help prevent failure and success achieved!
Modern B2B Marketing in the Era of the Empowered BuyerScott Levine
In the past 20 years, B2B marketing has changed exponentially more than it has in the past 100 years. Today, buyers possess infinite choice and infinite power.
We live in an “instant” world. Whether it’s instant access, information, gratification, justification or rationalization, all of these “instants” have impacted the way that businesses who market to businesses, think, act and react.
Modern Business-to-Business Marketing in the Era of the Empowered Buyer is causing many organizations to rethink their strategies. We are hopeful that some of the information we have shared with you here will enable you to understand the current and possible future state of B-to-B marketing, and will help you to put your organization in a position to best deal with complexities caused by the Modern Empowered B-to-B Buyer.
What's a Growth Stack? And why you should build one. HubSpot
It starts with a single problem. It always does. Maybe you need a few more leads to hit your number this month. Maybe you finally outgrew a system of spreadsheets. Maybe your boss challenged you to get more accurate with your reporting. So, you signed up for a piece of software to help you solve the problem and un-officially started building out your tech stack. Without a strategic approach, adding tool after tool can lead you down a dangerous path. Get more strategic about your software and don't just build any old stack, build a Growth Stack.
Creative Traction Methodology - For Early Stage StartupsTommaso Di Bartolo
How to build a mindset that gets a new product traction? 99% of all startups are forced to give up because they lack traction. As founders are thrilled and captivated to build a product that could change the world - the majority downright neglects to put equal efforts towards how to differentiate in taking the product to market. The difference between those who make it to get traction and the rest lies in the innovator’s mindset.
So you are an aspiring entrepreneur with the next big idea to rock this world looking for funding to make it a reality. As you might have already found out, that is easier said than done. Making a pitch to an investor is often a nerve wracking experience. Here are some ways you can make it better.
Marketing for Manufacturing with Wakefield Manufacturing ForumDave Pannell MCIM
Many manufacturing companies still rely on pre-Internet strategies to find new business, but with customers becoming unwilling to directly engage with a supplier until late on in their decision-making process, traditional opportunities to directly ‘sell’ have become limited.
These slides made up a three-hour 'marketing for manufacturers bootcamp' in conjunction with Wakefield Manufacturing Forum as part of Wakefield Business Week.
Slides 1-20
Business growth expert Mark Prince talks about why a manufacturer has to first create a point of difference and embrace how the world of business has changed. Young, agile companies are disrupting every industry and manufacturing is no different.
Slides 21-62
The Chartered Institute of Marketing's Ambassador for Manufacturing Dave Pannell looks at the changing behaviour of the industrial buyer and explores the culture clash between marketing and manufacturing. Dave then explains the strategies for marketing a manufacturing company, from company branding to marketing to your own team.
Slides 63-87
Sales guru Stewart Leahy then talks about digital marketing tactics, and how websites really generate referrals by being part of a wider strategy of digital marketing activity - including Google PPC, email marketing and remembering to pick up the phone!
Download the accompanying free guide Marketing for Manufacturers here:
http://tdmuk.com/marketing-for-manufacturers
StayinFront Leadership Perspective Roundtable Interview with Dale Hagemeyer- ...StayinFront
As a part of StayinFront’s Leadership Perspectives Series, Dale Hagemeyer, a leader of the research, best practices, and advisory function at POI shares how to use data and technology to impact sales and retail execution. He also talks about some key challenges to having a global solution.
WHO ARE YOUR COMPETITORS?
“Oh, we don’t have any competitors. No one really
does what we do.”
I can’t count the number of times I’ve heard
otherwise smart executives give this answer. Nor
can I think of a company or situation where it’s
actually true.
The really dangerous thing about that statement is
that it leads to ignorance, which can lead to being
blindsided. If you truly think you haven’t any
competition, you won’t watch the market. You won’t
see the disruption coming. And you won’t be able to
react to problems or capitalize on the opportunities
that competitive shifts can create.
When it comes to your competition, the answer isn’t
to put your head in the sand. It’s to actively and
regularly study that competition. And not just who
you think is the competition, but who your market
thinks is your competition.
So, how do you do that? How do you learn about
your competition and decide which part of that
knowledge you should (and shouldn’t) care about?
That’s what we tackle in this issue of Pragmatic
Marketer, thanks to the help of some great
contributors, a real-life case study and, as always,
a slew of tips and best practices you can put to
work immediately.
Happy reading,
Rebecca Kalogeris
FRESH CONTENT
When it comes to food, organic is all the rage.
There are whole sections of the grocery store focused
on organic fruits and vegetables. It’s featured front and
center on packaging. And it comes with a premium price.
In business, though, it’s the inorganic growth we talk about
most: mergers, acquisitions, partnerships, takeovers. Those are the stories that fill the news and grab the headlines. And they can be powerful tools, as Frank Tait writes about in this issue.
But what if we put just a little more focus on organic
growth, on thinking about how we can leverage the products,
organizations, processes, customers, markets, etc. already in
place to drive growth? With the right focus, could we move
beyond slow and steady growth and really start to drive the
numbers and scale our business naturally?
Those were the driving questions as we put together this
issue of Pragmatic Marketer and why we’ve gathered a
team of thought leaders to talk about everything from how
to cultivate the right employees to how to grow through
segmentation. And as always, we’ve tried to include
actionable tools and tips you can implement immediately. So
grab a coffee and dig in!
Happy reading,
Rebecca Kalogeris
Asia Orangio - How to acquire your first 100 customersJoe Glover
Do you ever wonder how some startups seem to figure out customer acquisition so easily? It seems like one second, you’ve never heard of them and the next second, they’re everywhere you turn.
Asia Matos, CEO and Founder of DemandMaven, walks you through the exact go-to-market process for winning your first 100 customers and discovering your absolute best marketing strategies and channels in the early days.
Mårten Mickos' slides from April 2011
see also http://aaltoes.com/2011/04/marten-mickos-never-work-for-a-large-company-unless-youve-created-it-yourself/
10 things founders should always remember. What started as a simple question became a year-long weekend project as I dug deep and pulled from past experiences, situations I've witnessed, and examples I've seen. I also referenced some of the best books I've read over the years that have helped shape how I operate and partner with founders. I built this "Top 10 Startup Tips for Founders" deck to capture some of my takeaways. It was much more difficult as I had so many other wandering thoughts that didn't get captured here, but I needed to start somewhere! After receiving much encouragement and support from my network, I'm sharing this current version openly with the startup community. Please take a look, and feel free to circulate to those you think can benefit from this.
Test Your Innovation IQ Holly Green, Contributor Origina.docxtodd191
Test Your Innovation IQ
Holly Green, Contributor
Original Source
Everyone knows that innovation means coming up with the next great idea in your
industry, right? Actually, there’s a lot more to it than that. Test your ability to separate
innovation fact from fiction by answering the following questions true or false:
1. Innovation is the act of coming up with new and creative ideas.
2. Innovation is a random process.
3. Innovation is the exclusive realm of a few naturally talented people.
4. The biggest obstacle to innovation is a lack of organizational resources and
know-how.
5. The most important type of innovation involves bringing new products and
services to market.
6. Teaching employees to think creatively will guarantee innovation.
7. The most powerful way to trigger your brain is to simply ask it a question.
8. Most companies pursue incremental rather than disruptive innovation.
9. Most companies are not structured to innovate.
10. Listening to your customers is a great way to innovate.
Answers:
1. False. In business, innovation is the act of applying knowledge, new or old, to the
creation of new processes, products, and services that have value for at least one of
your stakeholder groups. The key word here is applying. Generating creative ideas is
certainly part of the process. But in order to produce true innovation, you have to
actually do something different that has value.
2. False. Innovation is a discipline that can (and should) be planned, measured, and
managed. If left to chance, it won’t happen.
3. False. Everyone has the power to innovate by letting their brain wander, explore,
connect, and see the world differently. The problem is that we’re all running so fast that
we fail to make time for the activities that allow our brains to see patterns and make
connections. Such as pausing and wondering….what if?
4. False. In most organizations, the biggest obstacle to innovation is what people
already know to be true about their customers, markets, and business. Whenever you’re
absolutely, positively sure you’re right, any chance at meaningful innovation goes out
the window.
https://www.forbes.com/sites/work-in-progress/2011/12/06/test-your-innovation-iq/#3133e7f0395b
5. False. It’s certainly important to bring new products and services to market. But the
most important form of innovation, and the #1 challenge for today’s business leaders
may really be reinventing the way we manage ourselves and our companies.
6. False. New ideas are a dime a dozen. The hard part is turning those ideas into new
products and services that customers value and are willing to pay for -- a process that
requires knowledge about what your customers want and need, coupled with
implementation.
7. True. Ask a question and the brain responds instinctually to get closure. The key with
innovation is to ask questions that open people to possibilities, new ways of looking at
the same data, and new interpre.
Master the essentials of conversion optimizationArnas Rackauskas
Conversion optimization is a process. Amateurs follow best practices and don’t know where to begin. Experts follow frameworks and processes.
This expert guide will teach you the process of optimization.
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
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Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
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StayinFront Leadership Perspective Roundtable Interview with Dale Hagemeyer- 2 of 2
1. www.stayinfront.com
Esat Angun
Director Sales Operations
Octapharma, USA
Biography
Dale Hagemeyer (2 of 2)
Partner
Promotion Optimization Institute
www.stayinfront.com
Do More, Know More & Sell More
Biography
Dale Hagemeyer leads the research, best practices, and advisory function at POI and has been active
on the POI Board since its inception. Previously, he was a research vice president and managing vice
president at Gartner for 15 years. There, he did research in the application of technology to the
business processes of trade promotion and field sales automation for consumer goods
manufacturers. Prior to Gartner he spent 14 years in management positions related to the
promotion and distribution of products at Sunbeam Corporation, The Quaker Oats Company,
PepsiCo, Kraft Foods, and Kroger. He also fulfilled an international assignment in Mexico from 1995
to 1996. He has served on various industry advisory boards for trade associations and industry
periodicals.
2. www.stayinfront.com
At our CAFE meeting, you moderated a panel discussion of global consumer goods
executives on the topic of using data and technology to impact sales, profits and retail
execution through measurable KPI’s. Was there anything that struck you as new and
innovative?
What really stood out for me in the discussion is the call for more real-time data and
ability to act on it. Being able to do so is very valuable. I have been saying this for several
years but it has been more of a vision. The panelists calling for more ability to move
quickly in the marketplace shows that practitioners and business leaders see the need to
move away from the status quo, which will influence vendor road maps. This is great
progress. I believe it will lead to more sales effectiveness.
At times, you've used the phrase, “share of stomach” rather than “winning at the shelf.”
What's the difference, and how do consumer goods companies go about winning?
The “share of stomach” remark is a throwback to my days in the food industry,
specifically with Kraft Foods, PepsiCo and Quaker Oats. I spent a lot of time in the food
business and always liked the term because it points to the fact that the food industry is
a zero sum game. Someone is only going to eat so much oatmeal, or drink so much
soda. They’ll eat until they’re full and then they’re done. So if they don’t eat mine, they
don’t eat anybody’s.
In relation to “winning at the shelf,” if my product’s not on the shelf, then no one is
going to eat my product. The term “share of stomach” is a little more graphic, but it’s
really part and parcel of the same thing. If you win at the shelf, people take your product
home and they consume it.
At the StayinFront CAFE meeting, the majority of those in attendance were food
companies. Apparel companies don’t face the same limit as food companies. For
instance, someone can buy 5000 pairs of shoes and the closet can expand, but stomachs
can only expand so much.
What are some key challenges to having a global solution and how do you go about
addressing them?
3. www.stayinfront.com
The short answer is “very carefully”.
At the end of the day, I believe that companies should consistently try to be as global as
possible while also recognizing that there are limitations. That’s not to say it can’t be
done, but it’s a little bit idealistic.
For example, the cost of a solution for a major market may not scale down to the 20
users you have in a very small country like Lichtenstein or Andorra, or perhaps a market
like South Africa. Arguably, South Africa operates less like Africa and more like Europe or
Australia in the sense of business process, but it’s a unique market so it doesn’t scale
down. You have to consider that cost in one market may not work well in another.
You also have to realize that functionality may not work well in all markets. You may just
have way too much functionality. For instance, a solution that’s oriented towards a very
complex market like France may not be suitable across the international border where
the markets vary. You might be trying to drive something very complex in a pretty simple
market that doesn’t need that functionality.
There are other issues around devices. Certain markets, like North America, love Apple
products. However, the same tool in other markets could be extremely problematic.
There are some markets where you don’t take out your iPad in public because somebody
could potentially kill you for it.
In addition to cost, functionality and local environments, there is business process. A
fairly recent example is the “great firewall of China.” You can have this tool with great
analytics and everything but, if you’re not a Chinese vendor, you’re going to be trying to
push data through this firewall, which slows everything down. You have to find ways
around that. The key is to find the right combination that meets all of those
requirements. It can be done, but usually it ends up happening with 3 or maybe 4
solutions.
I follow many vendors in the market place. While many of them are very fine vendors, a
lot of them don’t have the ability to execute globally. That’s not their scope. They’re only
in Europe or they’re only in this or that market and true global execution is a huge
stretch. They might tell you that they want to be in Africa or they want to be in Asia, but
when you really nail them down, almost every vendor is opportunistic. They want to sell
software in all markets, but if a big company says the only way to win their business is to
set up an office in Brazil, or maybe one in Mexico or Argentina and hire people with
technical and business process expertise, they get nervous about the amount of time,
effort and investment required to really be in that market. This is part of what has kept
them from being global.
4. www.stayinfront.com
Looking to the future what do you see as the industry trends?
There’s always the kind of “what’s hot and what’s interesting,” but if you think about a
generations model or a maturity model, everything seems to start with just basic
transactions. I call that “coverage.” We have to cover these markets. We have to have
people. Maybe it’s for the sake of appearances or maybe it’s just to do a few things, but
it’s very transactional in nature.
Then we start thinking about if a field force is a cost of doing business or a competitive
weapon, moving from basic coverage to being more efficient. Whether or not it’s a
strategic weapon, you want them to be efficient – to get more done. Finally there is
effectiveness, which has to do with things like perfect store, look of success – that’s
where you can have incremental sales and improved and improved KPIs. I think that’s a
trend that everybody’s struggling with because it doesn’t work the same way in Indiana
as it does in Indonesia. They are at different places on the curve, but everybody’s trying
to move from being transactional, just the coverage piece, to being more efficient, to
being more effective, and really nailing it. Effectiveness is the essence behind selling
more. It answers questions such as “How does this capability or tool help me sell more?
How can I have a greater impact? How can I enlighten somebody who’s being reluctant?
How can I expedite information flow? How can I leverage the power of a team through
things like social? How can I make sure I’m going to the right stores and doing the right
things?”
Beyond effectiveness, I would say the future industry trends revolve around being able to
be more predictive. It will be more about using advanced modeling to predict outcomes.
It doesn’t mean you have 100% confidence, but it is a start.
The weather is a good example of predictive modeling. If you know that there is a 60%
chance of rain tomorrow, you can make some pre-emptive decisions, such as whether to
wear boots or take an umbrella. Regardless of whether you choose to take these actions
at 30% or 60% or 90%, you’re equipped with the data to make decisions and to change
outcomes. It’s all about probability. In terms of effectiveness, you will have to be
predictive to focus on these outcomes and the outcomes are where you see a lot of
value about probability.
In the past, everything has been coverage and efficiency – and reactive. It’s been
manufacturers telling reps, “Go to these stores because they’re out of stock. Do it as
quickly as possible. Get it taken care of.” Predictive is, “Go to these stores today, and do
these things: A, B, C, in order to avoid a problem later,” You can call it pre-emptive, but I
like predictive because it basically says I can influence an outcome as opposed to being
reactive. And I think we’ll see more and more of this over time.
So I guess I would expand my definition of trends to three levels: Level 1 is coverage,
5. www.stayinfront.com
Source: https://www.stayinfront.com/PerspectivesDetail/dale-hagemeyer/
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Level 2 is driving efficiency and Level 3 is a sort of enlightenment where you can say,
“Since my reps are out there, I want them to be more effective. I want them to do more.”
And then the last piece is using predictive analysis to optimize all of this because
companies only have so many people. Knowing which stores they should go to and
being more dynamic, allows them to influence the outcome.
Thank you Dale for taking the time to share your thoughts with us today.
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