This document discusses best practices for a data-driven merchandising workflow. It provides examples of how to review past performance, develop buying plans and forecasts, determine exit strategies, allocate inventory, and conduct ongoing performance evaluations. Specifically, it recommends merchandisers consider key metrics like historical sales, trends, pricing, sell-through rates, and competitors' strategies when planning assortments and optimizing inventory management. An example is provided of a retailer expanding their swimwear collection, highlighting the types of data and market insights that should inform decisions at each step of the merchandising process.
This Slideshare presentations provides examples of Marketing Strategies as they are found in Go-to-Market Templates provided by Four Quadrant at http://www.fourquadrant.com/products/
Included in the Powerpoint presentation are slides that cover:
Marketing Strategies – Focus & Direction
Marketing Strategies – GTM Fundamentals
Marketing Strategies - Core Focus
Marketing Strategies – Types of Differentiation
Marketing Strategies – Pricing Models
Marketing Strategies - Demand Creation Plan
Marketing Strategies - Beach Head
Marketing Strategies – Strategic Value Message
Marketing Strategies – Customer Conversations
Marketing Strategies – Target Account Profile
Marketing Strategies - Demand Creation
Marketing Strategies – Quantitative Plan
Marketing Strategies – User Flows
Marketing Strategies - Content Marketing
Marketing Strategies – Demand Follow-up
Marketing Strategies – Star Bursting
Marketing Strategies – Lead Nurture
Marketing Strategies - Scoring Model
See more at Four Quadrant at http://www.fourquadrant.com/products/
A marketing plan is a comprehensive document or blueprint that outlines a business advertising and marketing efforts for the coming year.
Visit now: https://goo.gl/y2apLQ
This Slideshare presentations provides examples of Marketing Strategies as they are found in Go-to-Market Templates provided by Four Quadrant at http://www.fourquadrant.com/products/
Included in the Powerpoint presentation are slides that cover:
Marketing Strategies – Focus & Direction
Marketing Strategies – GTM Fundamentals
Marketing Strategies - Core Focus
Marketing Strategies – Types of Differentiation
Marketing Strategies – Pricing Models
Marketing Strategies - Demand Creation Plan
Marketing Strategies - Beach Head
Marketing Strategies – Strategic Value Message
Marketing Strategies – Customer Conversations
Marketing Strategies – Target Account Profile
Marketing Strategies - Demand Creation
Marketing Strategies – Quantitative Plan
Marketing Strategies – User Flows
Marketing Strategies - Content Marketing
Marketing Strategies – Demand Follow-up
Marketing Strategies – Star Bursting
Marketing Strategies – Lead Nurture
Marketing Strategies - Scoring Model
See more at Four Quadrant at http://www.fourquadrant.com/products/
A marketing plan is a comprehensive document or blueprint that outlines a business advertising and marketing efforts for the coming year.
Visit now: https://goo.gl/y2apLQ
Marketing Plan Presentation Template 2018Demand Metric
Use this marketing plan presentation template to quickly document a modern marketing plan. Chapters include: aspiration, situation, objectives, strategy, content, technology and budget. Your stakeholders will be impressed with the analysis, design, brevity of your marketing plan.
The power of smarketing 2014 - Class #9 HubSpot Inbound Academy CertificationSorin Magureanu
The tension between Sales and Marketing teams is a long-standing challenge for organizations of all sizes.
These teams argue over lead quality, follow-up procedures, or simply who's delivering value to the business. Sales and Marketing teams that are able to overcome these arguments and align with one another grow faster, generate more revenue, and are more likely to achieve their goals. Learn the steps you need to take to get your marketers and sales people on the same team.
This class fits into the "Close" stage of the Inbound Methodology - by aligning your Marketing and Sales teams, you can close more marketing leads into sales deals and hit your business goals.
http://academy.hubspot.com/inbound-marketing-certification/close/smarketing
Guide to selling internationally in the B2B domainVichinth
Every corporations is operating in a global marketplace. Even a takeaway down the street is competing with Mcdonalds for a pie of customer spend. If a corporation's competition is global why should not its market be the same.
If you have any doubts just look at two countries Germany and China, they have become economic powerhouse based on their exports
VIAPROM provides Analytics Solutions which involved deep problem solving and usage of a range of statistical techniques from regression to ML based models for Clients in Retail industries across the world.
What is your approach to connect with its customers and how does your business deliver your unique value? How do you go from the start with a potential customer to the fulfilment of customer expectation? To find the answer of these vital questions, you should defines your go-to-market strategy.
Designing a go-to-market strategy framework is all about having a clear vision, getting your team on board, and revising as you go. Your go-to-market strategy brings together all of the key elements that drive your business: sales, marketing, distribution, pricing, brand development, competitive analysis and consumer insights. It provides an action plan that clarifies how to reach your target customers and better compete in your marketplace.
Key Objectives of Your GTM Strategy
Your GTM strategy should have several strategic objectives including to:
• Create awareness of your offering
• Convert your initial customers
• Maximize your market share by encroaching on your competitors, entering new markets, and increasing customer engagement
• Defend your present market share against competitors
• Reinforce your brand position
• Reduce cost and maximize profitability
Benefits of a ‘Go to Market’ strategy
A go-to-market (GTM) strategy has numerous benefits. It helps your business:
• Reduce time to market
• Reduce costs associated with failed product launches
• Increase ability to adapt to change
• Manage innovation challenges
• Ensure effective customer experience
• Ensure regulatory compliance
• Ensure a successful product launch
• Avoid the wrong path
• Establish path for growth
• Clarifies plan and direction for all
Here I am sharing a simple Go-To-Market Plan during Pandemic.
Align, Aim, Perform and Grow with Shopper MarketingRick Abens
Shopper marketers are under more scrutiny than ever to accurately forecast and assess ROI.
Foresight ROI is proud to have analyzed over 18,000 shopper marketing events to help Clorox and other leading CPGs:
• Decide levels of investment across demand creation programs
• Better understand shopper marketing impact across the portfolio
• Gain visibility to which plan elements are “working harder” than others
Learn more in this presentation by Rick Abens, Founder and CEO at Foresight ROI, and David Cardona, Director, Shopper Marketing, Category Advisory & Multi-Cultural Capabilities at the Clorox Company, delivered at the Path to Purchase Expo in Rosemont, IL on September 22, 2016.
To learn more contact us at www.foresightroi.com or call us directly at 312-575-0024.
Received 1st place with this presentation for an internal competition hosted by the Ivey Case Competition club based on a Tiger Balm case published by Ivey. Presented to the club executives.
Finding the White Space of Food and Beverages in a Cluttered Market—Lynn XU Simba Events
FBIF2015 is taking place on 13th – 15th May, 2015 in Shanghai, we are looking forward to your participation, please pay attention to our site for the latest event info.
Clear Direction on Using Big Data to Solve Retail ProblemsBill Bishop
It’s time to identify where retail analytics can deliver specific, practical benefits to the bottom line and strengthen competitive position. This new report cuts through the vastness of big data's potential and shows how the opportunities stack up based on the results of our recent survey.
Marketing Plan Presentation Template 2018Demand Metric
Use this marketing plan presentation template to quickly document a modern marketing plan. Chapters include: aspiration, situation, objectives, strategy, content, technology and budget. Your stakeholders will be impressed with the analysis, design, brevity of your marketing plan.
The power of smarketing 2014 - Class #9 HubSpot Inbound Academy CertificationSorin Magureanu
The tension between Sales and Marketing teams is a long-standing challenge for organizations of all sizes.
These teams argue over lead quality, follow-up procedures, or simply who's delivering value to the business. Sales and Marketing teams that are able to overcome these arguments and align with one another grow faster, generate more revenue, and are more likely to achieve their goals. Learn the steps you need to take to get your marketers and sales people on the same team.
This class fits into the "Close" stage of the Inbound Methodology - by aligning your Marketing and Sales teams, you can close more marketing leads into sales deals and hit your business goals.
http://academy.hubspot.com/inbound-marketing-certification/close/smarketing
Guide to selling internationally in the B2B domainVichinth
Every corporations is operating in a global marketplace. Even a takeaway down the street is competing with Mcdonalds for a pie of customer spend. If a corporation's competition is global why should not its market be the same.
If you have any doubts just look at two countries Germany and China, they have become economic powerhouse based on their exports
VIAPROM provides Analytics Solutions which involved deep problem solving and usage of a range of statistical techniques from regression to ML based models for Clients in Retail industries across the world.
What is your approach to connect with its customers and how does your business deliver your unique value? How do you go from the start with a potential customer to the fulfilment of customer expectation? To find the answer of these vital questions, you should defines your go-to-market strategy.
Designing a go-to-market strategy framework is all about having a clear vision, getting your team on board, and revising as you go. Your go-to-market strategy brings together all of the key elements that drive your business: sales, marketing, distribution, pricing, brand development, competitive analysis and consumer insights. It provides an action plan that clarifies how to reach your target customers and better compete in your marketplace.
Key Objectives of Your GTM Strategy
Your GTM strategy should have several strategic objectives including to:
• Create awareness of your offering
• Convert your initial customers
• Maximize your market share by encroaching on your competitors, entering new markets, and increasing customer engagement
• Defend your present market share against competitors
• Reinforce your brand position
• Reduce cost and maximize profitability
Benefits of a ‘Go to Market’ strategy
A go-to-market (GTM) strategy has numerous benefits. It helps your business:
• Reduce time to market
• Reduce costs associated with failed product launches
• Increase ability to adapt to change
• Manage innovation challenges
• Ensure effective customer experience
• Ensure regulatory compliance
• Ensure a successful product launch
• Avoid the wrong path
• Establish path for growth
• Clarifies plan and direction for all
Here I am sharing a simple Go-To-Market Plan during Pandemic.
Align, Aim, Perform and Grow with Shopper MarketingRick Abens
Shopper marketers are under more scrutiny than ever to accurately forecast and assess ROI.
Foresight ROI is proud to have analyzed over 18,000 shopper marketing events to help Clorox and other leading CPGs:
• Decide levels of investment across demand creation programs
• Better understand shopper marketing impact across the portfolio
• Gain visibility to which plan elements are “working harder” than others
Learn more in this presentation by Rick Abens, Founder and CEO at Foresight ROI, and David Cardona, Director, Shopper Marketing, Category Advisory & Multi-Cultural Capabilities at the Clorox Company, delivered at the Path to Purchase Expo in Rosemont, IL on September 22, 2016.
To learn more contact us at www.foresightroi.com or call us directly at 312-575-0024.
Received 1st place with this presentation for an internal competition hosted by the Ivey Case Competition club based on a Tiger Balm case published by Ivey. Presented to the club executives.
Finding the White Space of Food and Beverages in a Cluttered Market—Lynn XU Simba Events
FBIF2015 is taking place on 13th – 15th May, 2015 in Shanghai, we are looking forward to your participation, please pay attention to our site for the latest event info.
Clear Direction on Using Big Data to Solve Retail ProblemsBill Bishop
It’s time to identify where retail analytics can deliver specific, practical benefits to the bottom line and strengthen competitive position. This new report cuts through the vastness of big data's potential and shows how the opportunities stack up based on the results of our recent survey.
How to use brand analytics to lead a business review on your Brand
You owe your brand a deep-dive business review at least once a year. It should be the start of your brand planning process. Otherwise, you are being negligent to your brand and will operate on the surface level, missing what’s going on beneath the surface. To go deep, you need to look at everything–including the category, consumers, channels, competitors and then your own brand.
Strategic Inventory Management in an Omnichannel EnvironmentManik Aryapadi
In 2016, e-commerce sales accounted for roughly 8% of total retail sales, growing from a measly 0.6% in 1999. It is estimated that by 2020, U.S. e-commerce sales will approach $500 billion dollars, growing at a 5-year
compound annual growth rate (CAGR) of 10%. Given the lower barriers to entry and execution in e-commerce, a number of
industries are being disrupted and reinvented as a result. As retailers and consumer goods companies grapple with these
changes, they are shifting their focus to growing their digital offerings, while balancing the deployment of inventory across all
their channels—wholesale, owned brick-and-mortar retail, and e-commerce. Here we will discuss how to successfully deploy
inventory in an omnichannel environment to maximize profit and improve customer service.
Running Head INITIAL STRATEGY PAPER .docxjeanettehully
Running Head: INITIAL STRATEGY PAPER 1
INITIAL STRATEGY PAPER 2
Group A Initial Strategy Paper
Maria Daniels, David Gehl, Aisha Rasberry, Heather Otwell, & Lasheikca Willie
Saint Leo University
MBA 565 Marketing Management
Dr. Lorrie McGovern
November 4, 2013
Table of Contents
Business Definition------------------------------------------------------------------Page 3
Competitive Advantage-------------------------------------------------------------Page 4
Performance Objectives------------------------------------------------------------ Page 4-5
Key Success Factors-----------------------------------------------------------------Page 5-7
Strategic Assumptions---------------------------------------------------------------Page 7
Conclusion----------------------------------------------------------------------------Page 7-8
Business definition
Target market: Allstar Brand’s Allround product will be marketed toward the demographics of young adults with children and the mature, mainly because these two demographics tend to have a higher demand of our product. Children tend to catch colds from being around other children, who then spread it at home, and to other family members. As people mature in age, the immune system weakens and becomes more vulnerable to catching colds or developing allergies along the way. Allstar believes that by focusing on young families, having consistent delivery of quality products, and by continually focusing on the customer needs, we would help build the loyalty of a lifelong customer and capture future generations. Allround products will be known as the trusted product from the “cradle to the grave”, by offering quality products at a great price. Allstar can be conveniently located at a local grocer or wholesale store within the community.
Value and Satisfaction: Allstar Brand will use customer surveys, market data, and trial size offerings to the targeted market to help us understand their ever changing needs and to ensure satisfaction on our current products. For instance, market surveys have revealed that some consumers showed preference of capsule over liquid form for convenience, while some young families show preference of non-alcoholic formula for their children's medication. Reformulation would be a high risk, since Allround is already well known “as is” in the current market, but by doing so, that would show our commitment and willingness to customize our product to meet our customers need.
Competitive Advantage
Our major competitor is Ethik Incorporated with $395 million worth of sales, followed by Allstar Brands, B &B Health Care, Driscol Corporation and Curral. Ethik has a very strong management team, which works closely together in making decisions for the company. We gain the competitive advantage because our product is available at grocery stores and wholesale locations, which mak ...
Measuring the overall effectiveness of offers is often a struggle.
Whether assessing in-store circulars, digital coupons, direct mailers or other vehicles, the key question is how to ensure promotions are effectively driving total value for a pharmacy.
https://youtu.be/57ghR94SYXM
2. Merchandising
As a merchandiser you wear many hats, including
selecting new products and ensuring those
products get to the right selling location whether
in-store or online.
In addition to this, you are expert curators in
charge of monitoring current and past
performance, planning, forecasting, allocation.
Your ability to multitask is your biggest asset, and
this serves you well when communicating and
coordinating with the Design and Buying teams (to
name a few!)
So with all that work on your plate, let's talk about
ways to make your process more data-driven...and
streamlined!
3. Each Step Along the
Merchandising Planning
Process
Develop Your Buying Plan
and Forecast
Define Exit Merchandise
Strategies
Allocation
Ongoing Performance
Evaluation
Review Past Performance
SS'18
4. Real Life: Merchandise Planning Example
...and tools to help!
You are an established e-commerce retailer in
the womenswear business.
In both 2016 and 2017 you offered a limited
swimwear collection. After seeing profitable
seasons and positive customer reaction, your
company would like to expand the assortment
for 2018.
Since swimwear is a highly seasonal item,
there are challenges to executing the planning
lifecycle but there are tools you can use to
overcome these challenges and successfully
meet your expansion goals.
5. #1 Review historical performance
#2 Look forward and identify strategic
market opportunities
Planning Your Process
6. Looking at last year's sales, what were your volume drivers?
How did both core and trend items perform? Specifically, did you buy too
little or too much into a particular trend or key item?
In which categories (and sub-categories) were you left with excess
inventory?
What sold at full price versus deeper-than-anticipated discounts?
Where did you miss sales opportunities because you couldn't convert
customers? Where in the funnel did the drop happen?
What were external region and seasonal events and trends that impacted
top and bottom lines?
What are the relevant shifts and changes in both the competitive
landscape and customer demographic for which you need to be
prepared?
Key Data Points To Consider
7. Not only is your company's past sales data useful to planning your future
assortment, so are your competitor's patterns within the same category.
Swimwear has a short seasonal selling
period and is also trend-driven. Getting the
assortment right begins with reviewing what
happened last year not only within your own
company but competitors in the space.
With your past sales data you can
understand which products sold out fastest
and which were left on heavy discount at
season's end.
One key question to ask is, "When did your
competitors introduce new products and
when did they stop?"
Review Past Performance
8. Develop Your Buying Plan and Forecast
Now that you have a clear understanding
of historical performance, it's time to roll
up your sleeves, (grab some coffee), set
your assortment plan and forecast.
9. Forecasting: Data Points To Consider
Drilling down to the product attribute level, what
are the products and their features that will
maintain customer retention and drive new
customers to your brand?
How much of the assortment should be core
products and how much should be dedicated to
new and trend offerings?
Looking at the competitive landscape are there any
gaps in existing product categories that should be
filled? Are there any new categories that should be
represented in but aren't currently?
By season, what are the new trends that must be
represented in the assortment and when should
they be introduced to maximize sell-through
How deep will your trend offering be and which
specific categories will represent these trends?
Should there be differences in allocation by
geography?
10. Looking Forward: The Details
You have to stay abreast of influencers and emerging fashion
to understand what is trending early.
However, also being able to identify these trends on an
attribute level is significant to setting up your assortment
intelligently.
Strapless? Off-shoulder? Ruffles? What about color?
Understanding this granularity is key to getting your
expanded swimwear assortment right.
Find out which styles year over year have performed well and
what competitors are introducing them again this year.
11. So, what does this year's assortment look like?
Looking at the total assortment, it appears
that one-piece swimwear is almost as
important as having an extensive top
offering.
We can also tell that cerulean blue is the
trending accent color - next to the ever
popular black and white.
12. Merchandise Exit Strategies
You have an assortment framework in
place at both the category and item-
level, so how do you plan to move
product through seasons at maximum
profitability?
13. Data Points To Consider
At the item and category-level, is your pricing aligned with
the market?
With your target consumer in mind, for which specific
products should you be pricing at a premium, and where
should you operate on narrower margins?
What is the average number of days it takes for items to sell-
through?
What are seasonal events that can lengthen or shorten the
average number of days to stock-out?
What is the average number of days, for both core and trend
items, between product drop and first price cut?
At the category and item-level, historically and relative to the
competitive market, have you marked down too early or too
late?
14. Optimized Pricing: Art + Science
Now you need to carefully price your assortment, especially
because you only have a short period to move through stock.
You don’t want to be stuck with swimwear inventory in
September that will no longer be relevant in the following
seasons because of over-pricing.
Yet, preserving margins are essential to a successful albeit
short swimwear selling season.
Let's look at the data.
15. How do you know if your price positioning is optimized
relative to the rest of the market?
Looking at the current market, pricing a bikini set around $68 and
a one-piece around $131 would place yourself in the middle of the
market.
Have room in your margin to move inventory faster? Try $49 and
$119 to make yourself even more competitive.
16. Allocation
Proper allocation requires a forecast
underpinned by historic data, as well as the
flexibility to shift as the market does.
So what does an allocation strategy that
maximizes your profits take into account?
17. Allocation: Data Points To Consider
Is your allocation strategy based solely on location? Grouping by geography
and historic sales volume is the first level, but there are also deeper shopper
level insights that should guide allocation (and marketing initiatives).
Are you considering the local competitive environment into your allocation
plans?
Are there trends which are showing more activity and traction regionally? How
are you going to allocate (and work with marketing to promote) them
accordingly?
Which regions are consistently over- or under-performing on key categories and
items? Where do you need a buffer or less stock in place?
Are you accounting for weather (historic and forecasted) and local events into
your allocation plans?
Do you have a plan in place to replenish and shift merchandise, as needed, mid-
season to markets that show higher sales volume?
18. Always on the clock!
Your e-commerce business is global
and runs 24/7.
But how do you tailor assortment and
messaging to hit the right local
notes?
Let's take a look.
19. Local Market: A Case In Point
Take for example the swimwear
assortment across three very
different markets below. Being able
to pull this data quickly allows you
to react mid-season if your
allocation is off. In this case, there
may be more of an opportunity to
increase allocation in Australia as
opposed to Spain.
A specific category like
“swimwear” may overperform in
a country like Australia and
underperform in, say, Norway.
Recognizing the patterns in
global performance is tricky
when considering allocation.
Cultural preferences, climate,
and local competitors are
factors heightened in the
swimwear space.
20. Ongoing Performance Evaluation
A retail executive's work is never done. By
now you've utilized a lot of data to get your
business primed for success. Now it's time to
get a systematic plan in place to keep tabs
on the market and your products'
performance.
Here's what you should be constantly
checking.
21. Data Points To Consider
Have competitors introduced a product or category that you need
to fast-track into your assortment?
Have they taken a discount on a category that you're still
maintaining at full price?
Which items are selling through at full-price? Can you replenish
them quickly while still in demand?
Which item-level attributes are common across items selling out
at full-price? Can you iterate these in-season to leverage this
opportunity?
Aligning with marketing, is your promotional activity resulting in
a corresponding up-tick in sales? Are they aligned in volume and
amount with the market?
22. Monitoring Sell-Through: An Example
For swimwear, this should happen quickly to
capitalize on peaks in the short selling
season. Knowing which types of swimwear
and specifically which styles, according to
location, are selling out is helpful in
informing these decisions.
What's more, following this information
from your competitors can help you pivot
even faster and react if necessary.
Looking at the most recent sales patterns,
the penetration of the bikini and two-piece
set assortment is higher than other
subcategories in terms of sold out styles.
Looking further into this data, you can
determine which particular styles are
selling out amongst competitors in the space
to see if it is an item you should be carrying.
23. Takeaways: What Decisions Would
We Have Taken?
In our expanded 2019 assortment, we would be continuing to add new styles into
March, beginning as early as January to leverage vacation-goers needs.
The expansion of our previous offering would include a focus on black and white
styles and a healthier assortment of one-pieces in addition to our typical mix-and-
match bikini styles.
The bikini separates would be priced around $49 a piece and $119 for a one-piece, so
that our prices are competitive.
Looking at the global market, we would be sure to target countries such as Australia
that seem to be under-assorted by our competitors. In this case, bikini and two-piece
sets are selling through faster than the rest of the market - and now we know where to
to focus our replenishment!
24. With the right tools and data
insights, smarter and faster
category decisions along the
merchandise planning cycle are
within your reach.