This document discusses improving retail sales opportunities by better managing retail activities. It notes that retail is an important part of business plans but receives less focus than other areas like marketing and supply chain. Specifically, it recommends setting clear performance expectations for retail representatives, ensuring the right stores receive coverage, inspecting compliance at stores, and improving on-shelf availability which is critical for key products. Managing retail more like a business by establishing accountability and measuring performance is emphasized.
Driving a Culture of Profitability into Your Sales OrganizationVendavo
The document discusses driving a culture of profitability into a sales organization. It recommends developing a detailed profit plan with actionable strategies for each customer. The profit planning process involves delegating the plan down to the deal/transaction level. Metrics like deal score, target price yield, and price increase effectiveness should be used. The sales team should have profit objectives and tools to perform sophisticated what-if analysis. Their compensation should be tied to profitability metrics to fully align them as partners in the profit process.
Getting the most from deal approvals involves three things: providing guidance to sales reps with contextual deal analytics to confidently capture value; enforcing consistent pricing with deal guidance and automation; and increasing speed to close more deals through reduced time-to-close. Analytics can add value to the approval process by scoring deals and prices, comparing prices to benchmarks, and measuring deal metrics. The value of the process is measured by the difference between requested and approved prices.
This document discusses target pricing and how establishing appropriate target prices can help businesses manage revenue and margins. It explains that target prices serve as anchors in human decision making due to the psychological trait of anchoring. Target prices provide salespeople with pricing goals or benchmarks to aim for in negotiations with customers. The document then discusses how businesses can establish price guidance, including target prices, based on factors like historical price averages, percentile analysis of past deals, and segmentation of customers. It emphasizes setting realistic and data-driven guidelines to improve pricing performance and reduce need for manual price approvals.
Faster and Better: A 360 Approach to Customer ProfitabilityVendavo
The document discusses how SAP and Vendavo partner to help customers improve profitability through price and margin management. It notes that their partnership has over 70 joint customers across industries, managing an estimated $200 billion in revenue. Integrating SAP and Vendavo solutions can help salespeople sell more profitably and companies increase margins through better pricing insights and analytics.
The document summarizes Laughlin & De Gannes' proposal to refocus their Husqvarna brand strategy in Trinidad & Tobago. They propose focusing sales through their own retail outlets rather than dealerships, using a revised pricing structure to directly pass savings to consumers. They forecast a 30% increase in sales volume by 2010 and continued growth to 294k by 2011 if the new strategy is adopted. The strategy aims to better utilize their established retail presence and increase Husqvarna visibility and market share in the country.
This document discusses three key metrics that are important for evaluating Subscription-as-a-Service (SaaS) companies: retention rate, recurring profit margin, and growth efficiency index. It explains how traditional income statements are not well-suited for SaaS businesses and introduces an alternative "subscription economy income statement" centered around annual recurring revenue (ARR). The document shows through examples how these three metrics can be used to understand a SaaS company's ability to grow or maintain profitability. It concludes by providing benchmark data on these metrics for a successful early-stage SaaS company.
Survey conducted with 48 mid-sized business-to-business companies to validate changing landscape of B2B selling. Questions covered topics related to sales compensation, pricing, quoting and profitability.
The document summarizes the changing landscape of B2B selling and the need for sales organizations to bridge the gap between sales management priorities of profitability and the frontline focus on revenue. It notes that buyers are more independent and informed while reps need to quote confidently, negotiate effectively, and close deals quickly to satisfy customers and achieve win-win outcomes. However, most reps lack tools and incentives to maximize deal profitability. The document advocates for organizational alignment, empowering technology for reps, and shifting mindsets from backline to frontline focus, from historical to real-time perspectives, and from analytics to action-oriented priorities to develop a profitable selling approach.
Driving a Culture of Profitability into Your Sales OrganizationVendavo
The document discusses driving a culture of profitability into a sales organization. It recommends developing a detailed profit plan with actionable strategies for each customer. The profit planning process involves delegating the plan down to the deal/transaction level. Metrics like deal score, target price yield, and price increase effectiveness should be used. The sales team should have profit objectives and tools to perform sophisticated what-if analysis. Their compensation should be tied to profitability metrics to fully align them as partners in the profit process.
Getting the most from deal approvals involves three things: providing guidance to sales reps with contextual deal analytics to confidently capture value; enforcing consistent pricing with deal guidance and automation; and increasing speed to close more deals through reduced time-to-close. Analytics can add value to the approval process by scoring deals and prices, comparing prices to benchmarks, and measuring deal metrics. The value of the process is measured by the difference between requested and approved prices.
This document discusses target pricing and how establishing appropriate target prices can help businesses manage revenue and margins. It explains that target prices serve as anchors in human decision making due to the psychological trait of anchoring. Target prices provide salespeople with pricing goals or benchmarks to aim for in negotiations with customers. The document then discusses how businesses can establish price guidance, including target prices, based on factors like historical price averages, percentile analysis of past deals, and segmentation of customers. It emphasizes setting realistic and data-driven guidelines to improve pricing performance and reduce need for manual price approvals.
Faster and Better: A 360 Approach to Customer ProfitabilityVendavo
The document discusses how SAP and Vendavo partner to help customers improve profitability through price and margin management. It notes that their partnership has over 70 joint customers across industries, managing an estimated $200 billion in revenue. Integrating SAP and Vendavo solutions can help salespeople sell more profitably and companies increase margins through better pricing insights and analytics.
The document summarizes Laughlin & De Gannes' proposal to refocus their Husqvarna brand strategy in Trinidad & Tobago. They propose focusing sales through their own retail outlets rather than dealerships, using a revised pricing structure to directly pass savings to consumers. They forecast a 30% increase in sales volume by 2010 and continued growth to 294k by 2011 if the new strategy is adopted. The strategy aims to better utilize their established retail presence and increase Husqvarna visibility and market share in the country.
This document discusses three key metrics that are important for evaluating Subscription-as-a-Service (SaaS) companies: retention rate, recurring profit margin, and growth efficiency index. It explains how traditional income statements are not well-suited for SaaS businesses and introduces an alternative "subscription economy income statement" centered around annual recurring revenue (ARR). The document shows through examples how these three metrics can be used to understand a SaaS company's ability to grow or maintain profitability. It concludes by providing benchmark data on these metrics for a successful early-stage SaaS company.
Survey conducted with 48 mid-sized business-to-business companies to validate changing landscape of B2B selling. Questions covered topics related to sales compensation, pricing, quoting and profitability.
The document summarizes the changing landscape of B2B selling and the need for sales organizations to bridge the gap between sales management priorities of profitability and the frontline focus on revenue. It notes that buyers are more independent and informed while reps need to quote confidently, negotiate effectively, and close deals quickly to satisfy customers and achieve win-win outcomes. However, most reps lack tools and incentives to maximize deal profitability. The document advocates for organizational alignment, empowering technology for reps, and shifting mindsets from backline to frontline focus, from historical to real-time perspectives, and from analytics to action-oriented priorities to develop a profitable selling approach.
The document discusses various support services that can assist sales efforts and deliver results for a company, including sales operations, pricing policies, retail execution, analysis and evaluation, and waste controls. It describes how properly coordinating and implementing activities like sales operations, sales promotion administration, retail execution, and supply chain management can optimize results by optimizing resources. Poor coordination of these activities could negatively impact profits.
Technicolor/INRIA/Imperial College London at the MediaEval 2012 Violent Scene...MediaEval2012
This document summarizes the results of 5 different systems for detecting violent scenes in videos that were submitted by Technicolor, INRIA, and Imperial College London to the MediaEval 2012 Violent Scene Detection Task. System 1 used similarity measures between frames, System 2 used bag-of-audio-words modeling, System 3 used Bayesian network structure learning, System 4 used a naive Bayesian classifier, and System 5 fused the outputs of the first 3 systems. System 3 performed best with a MAP of 61.82% while the fusion system was the 4th best overall system. The document concludes with perspectives on improving the different approaches.
Overview of the MediaEval 2012 Tagging TaskMediaEval2012
The document provides an overview of the 2012 Tagging Task at the MediaEval workshop. It discusses the motivations, history, datasets, genres, task goal, evaluation protocol, participants, features, methods, resources, main results, and conclusions. The task involves automatically assigning genre labels to videos using features derived from speech, audio, visual content, and associated metadata. Over 20 participants registered with 6 submissions, and the best system achieved a mean average precision of 0.5225. Lessons learned include the impact of larger training datasets and opportunities to analyze results and metrics further.
The document discusses opportunities to improve retail sales performance for consumer packaged goods companies. It notes that while companies closely track key performance indicators like volume, market share and profit, few have the same focus on retail activities. Specifically, it says most companies do not have clear key performance indicators or accountability for detailed retail store performance reporting. The document advocates treating retail like a business by establishing performance expectations, accountability, and ensuring the right resources are allocated to drive the highest return on retail investment.
Ghent and Cardiff University at the 2012 Placing TaskMediaEval2012
The document reports on research conducted by Ghent University and Cardiff University on improving techniques for the geotagging of social media posts and images. It discusses lessons learned from the previous year's work, including the benefits of incorporating user location data into language models. It also outlines the researchers' approach, data used, and results on a development dataset, showing improvements over their 2011 system.
Overview of MediaEval 2012 Visual Privacy TaskMediaEval2012
This document provides an overview of a visual privacy task that aims to obscure or scramble regions of people in videos in an acceptable and attractive way while protecting their identity. The task involves 200 test videos ranging from 30-90 seconds long and uses an evaluation set of 12 videos to objectively and subjectively evaluate three approaches based on accuracy, anonymity, intelligibility, quality, and user study questionnaires. The results show that the University of Reading approach had the best performance based on the objective metrics and user study feedback.
This document provides an overview of support services that can optimize sales results for a company. It discusses key areas like sales operations, sales promotion, retail execution, and supply chain management. Effective coordination and implementation in these areas is important to avoid unnecessary costs to the profit and loss statement. The document also outlines the speaker's experience providing retail growth strategies and sales execution plans for Ehrmann USA and Unilever to help launch new products and expand into new markets.
This document discusses matching user accounts across different social media platforms. It notes that while some users publicly link their accounts, many do not. The task is to identify whether two accounts from different social media streams, like Flickr and Twitter, belong to the same user. This is challenging as profile information is often limited or unavailable. A baseline approach treats all tweets as a document and Flickr content as a query, but results show the task is generally very difficult with most accounts not matching. Factors like overlapping active times and more photos/tweets can improve matching. Future work requires handling data restrictions and non-individual accounts.
This was part of the solution that we suggested towards SCM & Operations case study competition Marico - Over the wall. However, the idea was not accepted we believe that this will make an impact.
The Insider’s Guide to Increasing Ecommerce Customer Lifetime ValueJanessa Lantz
This document discusses strategies to optimize customer lifetime value (CLV) through acquiring more and better customers, increasing average order value, and keeping customers coming back. It provides data on typical CLV figures and how top companies perform in these areas. Key strategies recommended include identifying desired customer personas, personalizing the customer experience through recommendations, upselling/cross-selling, abandoned cart nurturing, reorder campaigns, and re-engagement efforts. The document stresses optimizing for higher quality customers and that CLV should guide business strategy.
The document provides information on ARG's inventory appraisal services, including analyzing inventory at the SKU level, determining weeks of supply on hand, projecting a liquidation methodology and cash flow, and benchmarking key metrics like inventory levels, gross margin, and sales over time to monitor collateral value. It emphasizes that inventory appraisals establish baseline values but that ongoing monitoring is needed as company conditions and inventory mix can change.
This document discusses various key performance indicators (KPIs) that businesses can use to measure and analyze their performance, including:
- Break even point, which is the revenue at which costs and revenues are equal
- Turn rate, which measures how quickly inventory is selling through
- Gross margin return on investment (GMROI), which relates gross profit dollars to average inventory levels
- Delivered sales per square foot, which measures sales productivity of floor space
- Percent of repeat customers, which indicates customer loyalty and satisfaction
- Net delivery cost percentage, which measures delivery expenses relative to sales
- Change in cash, which tracks cash flow trends over time.
The document emphasizes that KPIs allow businesses to better understand
Techniques to Simplify Personalized Marketing 5Nov15Irena McCue
Loyalty Builders presents techniques for personalized marketing campaigns to increase revenue from existing customers. The presentation discusses how personalizing communications based on each customer's lifecycle stage and interests can boost revenue compared to sending the same messages to all customers. Loyalty Builders claims its predictive analytics tools have helped clients increase revenue by hundreds of thousands to millions of dollars through personalized marketing campaigns.
A detailed look at why SaaS business are so different from traditional software companies, and why traditional ways of looking at their finances fail to understand the business. Provides an alternative set of metrics that show the right way to look at a SaaS business.
For more on the SaaS business model and Metrics, see this blog post:
www.forentrepreneurs.com/saas-metrics-2/
This document discusses strategy and competitive analysis concepts. It begins by defining strategy as considering the value of a firm across eight components: industry attractiveness, positional value, idiosyncratic value, corporate scope, organizational quality, marketing effectiveness, operations, and financial structure.
It then discusses using Return on Invested Capital (ROIC) as a measure of profitability. Firms that earn a higher ROIC than their cost of capital are profitable. The document provides ROIC data for various industries and firms. Sustained high ROIC requires pleasing customers or producing efficiently.
The rest of the document analyzes industries and competitors using concepts like the five forces framework and looks at specific examples like the beer, snack food
Our proprietary 9-Box tool uses your data to identify and highlight actionable improvements to inventory levels, pricing effectiveness, customer profitability and SKU rationalization. We profile inventory in segments based on volume and volatility. The segments are based on Sales, transactions, gross margins and inventory. These views allow for differentiated inventory strategies by segment, as well as identifying pricing inconsistencies and customer management opportunities.
The document provides an overview of Beam's strategy for national accounts in 2013. It outlines Beam's vision, mission, and financial objectives. It then lists 10 priorities, including becoming the #2 supplier in dollars, using shopper insights to outperform competitors, and aligning organizational objectives with customer timelines. It also discusses key national accounts like Walmart, Target, and Kroger that represent major growth opportunities. The document emphasizes aligning the organization, programming to win priority accounts, and the fundamentals of national account management.
CHAINalytics, Empowering Fact Based Decisions Across Your Supply ChainInnovation Enterprise
This document discusses strategies for optimizing supply chain networks through the use of analytics. It provides examples of how optimization analyses often produce results that contradict conventional wisdom, such as recommending closing an existing plant rather than investing in it. The document emphasizes that simple strategies are often not as effective as tailored approaches informed by demand characteristics. It also outlines factors to consider when designing tailored supply chain networks, such as demand volume, variability, and velocity to determine appropriate inventory deployment and distribution strategies.
This document provides an overview of key performance indicators (KPIs) and profitability analysis for software-as-a-service (SaaS) companies. It discusses metrics like monthly recurring revenue, churn, customer lifetime value, customer acquisition cost, and time to profit. Sample data is also presented to illustrate how these KPIs can be calculated and analyzed over time to evaluate the financial health and growth trajectory of a SaaS business.
The document discusses various support services that can assist sales efforts and deliver results for a company, including sales operations, pricing policies, retail execution, analysis and evaluation, and waste controls. It describes how properly coordinating and implementing activities like sales operations, sales promotion administration, retail execution, and supply chain management can optimize results by optimizing resources. Poor coordination of these activities could negatively impact profits.
Technicolor/INRIA/Imperial College London at the MediaEval 2012 Violent Scene...MediaEval2012
This document summarizes the results of 5 different systems for detecting violent scenes in videos that were submitted by Technicolor, INRIA, and Imperial College London to the MediaEval 2012 Violent Scene Detection Task. System 1 used similarity measures between frames, System 2 used bag-of-audio-words modeling, System 3 used Bayesian network structure learning, System 4 used a naive Bayesian classifier, and System 5 fused the outputs of the first 3 systems. System 3 performed best with a MAP of 61.82% while the fusion system was the 4th best overall system. The document concludes with perspectives on improving the different approaches.
Overview of the MediaEval 2012 Tagging TaskMediaEval2012
The document provides an overview of the 2012 Tagging Task at the MediaEval workshop. It discusses the motivations, history, datasets, genres, task goal, evaluation protocol, participants, features, methods, resources, main results, and conclusions. The task involves automatically assigning genre labels to videos using features derived from speech, audio, visual content, and associated metadata. Over 20 participants registered with 6 submissions, and the best system achieved a mean average precision of 0.5225. Lessons learned include the impact of larger training datasets and opportunities to analyze results and metrics further.
The document discusses opportunities to improve retail sales performance for consumer packaged goods companies. It notes that while companies closely track key performance indicators like volume, market share and profit, few have the same focus on retail activities. Specifically, it says most companies do not have clear key performance indicators or accountability for detailed retail store performance reporting. The document advocates treating retail like a business by establishing performance expectations, accountability, and ensuring the right resources are allocated to drive the highest return on retail investment.
Ghent and Cardiff University at the 2012 Placing TaskMediaEval2012
The document reports on research conducted by Ghent University and Cardiff University on improving techniques for the geotagging of social media posts and images. It discusses lessons learned from the previous year's work, including the benefits of incorporating user location data into language models. It also outlines the researchers' approach, data used, and results on a development dataset, showing improvements over their 2011 system.
Overview of MediaEval 2012 Visual Privacy TaskMediaEval2012
This document provides an overview of a visual privacy task that aims to obscure or scramble regions of people in videos in an acceptable and attractive way while protecting their identity. The task involves 200 test videos ranging from 30-90 seconds long and uses an evaluation set of 12 videos to objectively and subjectively evaluate three approaches based on accuracy, anonymity, intelligibility, quality, and user study questionnaires. The results show that the University of Reading approach had the best performance based on the objective metrics and user study feedback.
This document provides an overview of support services that can optimize sales results for a company. It discusses key areas like sales operations, sales promotion, retail execution, and supply chain management. Effective coordination and implementation in these areas is important to avoid unnecessary costs to the profit and loss statement. The document also outlines the speaker's experience providing retail growth strategies and sales execution plans for Ehrmann USA and Unilever to help launch new products and expand into new markets.
This document discusses matching user accounts across different social media platforms. It notes that while some users publicly link their accounts, many do not. The task is to identify whether two accounts from different social media streams, like Flickr and Twitter, belong to the same user. This is challenging as profile information is often limited or unavailable. A baseline approach treats all tweets as a document and Flickr content as a query, but results show the task is generally very difficult with most accounts not matching. Factors like overlapping active times and more photos/tweets can improve matching. Future work requires handling data restrictions and non-individual accounts.
This was part of the solution that we suggested towards SCM & Operations case study competition Marico - Over the wall. However, the idea was not accepted we believe that this will make an impact.
The Insider’s Guide to Increasing Ecommerce Customer Lifetime ValueJanessa Lantz
This document discusses strategies to optimize customer lifetime value (CLV) through acquiring more and better customers, increasing average order value, and keeping customers coming back. It provides data on typical CLV figures and how top companies perform in these areas. Key strategies recommended include identifying desired customer personas, personalizing the customer experience through recommendations, upselling/cross-selling, abandoned cart nurturing, reorder campaigns, and re-engagement efforts. The document stresses optimizing for higher quality customers and that CLV should guide business strategy.
The document provides information on ARG's inventory appraisal services, including analyzing inventory at the SKU level, determining weeks of supply on hand, projecting a liquidation methodology and cash flow, and benchmarking key metrics like inventory levels, gross margin, and sales over time to monitor collateral value. It emphasizes that inventory appraisals establish baseline values but that ongoing monitoring is needed as company conditions and inventory mix can change.
This document discusses various key performance indicators (KPIs) that businesses can use to measure and analyze their performance, including:
- Break even point, which is the revenue at which costs and revenues are equal
- Turn rate, which measures how quickly inventory is selling through
- Gross margin return on investment (GMROI), which relates gross profit dollars to average inventory levels
- Delivered sales per square foot, which measures sales productivity of floor space
- Percent of repeat customers, which indicates customer loyalty and satisfaction
- Net delivery cost percentage, which measures delivery expenses relative to sales
- Change in cash, which tracks cash flow trends over time.
The document emphasizes that KPIs allow businesses to better understand
Techniques to Simplify Personalized Marketing 5Nov15Irena McCue
Loyalty Builders presents techniques for personalized marketing campaigns to increase revenue from existing customers. The presentation discusses how personalizing communications based on each customer's lifecycle stage and interests can boost revenue compared to sending the same messages to all customers. Loyalty Builders claims its predictive analytics tools have helped clients increase revenue by hundreds of thousands to millions of dollars through personalized marketing campaigns.
A detailed look at why SaaS business are so different from traditional software companies, and why traditional ways of looking at their finances fail to understand the business. Provides an alternative set of metrics that show the right way to look at a SaaS business.
For more on the SaaS business model and Metrics, see this blog post:
www.forentrepreneurs.com/saas-metrics-2/
This document discusses strategy and competitive analysis concepts. It begins by defining strategy as considering the value of a firm across eight components: industry attractiveness, positional value, idiosyncratic value, corporate scope, organizational quality, marketing effectiveness, operations, and financial structure.
It then discusses using Return on Invested Capital (ROIC) as a measure of profitability. Firms that earn a higher ROIC than their cost of capital are profitable. The document provides ROIC data for various industries and firms. Sustained high ROIC requires pleasing customers or producing efficiently.
The rest of the document analyzes industries and competitors using concepts like the five forces framework and looks at specific examples like the beer, snack food
Our proprietary 9-Box tool uses your data to identify and highlight actionable improvements to inventory levels, pricing effectiveness, customer profitability and SKU rationalization. We profile inventory in segments based on volume and volatility. The segments are based on Sales, transactions, gross margins and inventory. These views allow for differentiated inventory strategies by segment, as well as identifying pricing inconsistencies and customer management opportunities.
The document provides an overview of Beam's strategy for national accounts in 2013. It outlines Beam's vision, mission, and financial objectives. It then lists 10 priorities, including becoming the #2 supplier in dollars, using shopper insights to outperform competitors, and aligning organizational objectives with customer timelines. It also discusses key national accounts like Walmart, Target, and Kroger that represent major growth opportunities. The document emphasizes aligning the organization, programming to win priority accounts, and the fundamentals of national account management.
CHAINalytics, Empowering Fact Based Decisions Across Your Supply ChainInnovation Enterprise
This document discusses strategies for optimizing supply chain networks through the use of analytics. It provides examples of how optimization analyses often produce results that contradict conventional wisdom, such as recommending closing an existing plant rather than investing in it. The document emphasizes that simple strategies are often not as effective as tailored approaches informed by demand characteristics. It also outlines factors to consider when designing tailored supply chain networks, such as demand volume, variability, and velocity to determine appropriate inventory deployment and distribution strategies.
This document provides an overview of key performance indicators (KPIs) and profitability analysis for software-as-a-service (SaaS) companies. It discusses metrics like monthly recurring revenue, churn, customer lifetime value, customer acquisition cost, and time to profit. Sample data is also presented to illustrate how these KPIs can be calculated and analyzed over time to evaluate the financial health and growth trajectory of a SaaS business.
The document provides a summary of the Impulse Jeddah Business Review for 2011. It discusses key accomplishments including building an effective team, developing talent, implementing new projects, leveraging business techniques, and engaging customers. Metrics are provided showing sales growth of 20% year-to-date in 2011 driven by team efficiency without adding headcount or routes. Charts depict sales trends from 2008-2011 with a 14% CAGR and growth by category versus 2010. The review highlights excellent collection performance and data analysis supporting overall business growth.
Presentation from NRF 2019 Retail's Big Show
Jude Reter, VP of Digital Experiences, Express
Ed Gleich, SVP of Marketing, Little Caesars
Alex Price, Global VP of Alliances, Channels and Strategy, JDA Software
Kent Savage, Founder and CEO, Apex Supply Chain Technologies
Taking the Guesswork out of Pipelines and ForecastsThe Naro Group
A healthy pipeline has velocity, with sales deals always moving. They are either continuously moving down the funnel towards a predictable closing date, or if an opportunity has lost momentum, it's qualified out of the sales pipeline altogether. This kind of pipeline has self-validating principles at each step in the sales process, with specific measures that help you understand not only where the real opportunities are, but also how your sales people are performing and what deals you can truly expect to close.
Mark Roberge is a Senior Lecturer with Harvard Business School, former CRO of Hubspot and author of bestseller "The Sales Acceleration Formula". Join him as he takes you through his step by step guide to revenue growth.
The document outlines an agenda and objectives for a course on retail strategy. It discusses evaluating the customer, competition, and developing a customer value proposition. It emphasizes understanding the customer's perceived value and having a customer-centric focus. It also stresses the importance of continuous innovation to stay competitive and having an engaged organizational culture.
Acting as digital analyst for RestorationHardware.com, 2016 sales have been forecasted based on the previous 4-years of data from the web analytics provider.
Scenario:
▪ In order to save money in the down economy, RestorationHardware.com has reduced marketing spending and cut inventory buys.
▪ This strategy caused for negative sales growth – much lower than expected.
Goal:
▪ Increase Sales back to positive growth rate to reach $662m in Item Sales for 2016.
▪ List what metrics will be used.
The document provides an overview and analysis of sales metrics from 2012-2015 for a digital retail company. Key metrics like unique visitors, buyers, sales, and bounce rate are shown to have declined year-over-year. Product page views and abandonment rates increased significantly. The root causes of decline are identified as potentially low inventory levels reducing service, while traffic continues to increase. Two strategies are proposed: 1) Increase inventory levels to 2013 amounts to boost sales and conversions, and 2) Restore marketing practices to better understand customers and increase ROI. Key metrics to track the strategies' impacts are identified. Projected 2016 metrics assuming strategy implementation are shown, with the goal of reaching $662 million in sales.
Similar to Tom Weldin Llc Retail Opportunities (20)
2. Lost Retail Sales approach 1-2% of Annual Volume
Execution of the Business Plan is seen by Senior Managers as Priority #1
Corporate Functions spend Millions of Funds:
R&D: Product Innovation and Development.
Marketing: Advertising and Shopper/Consumer Initiatives.
Supply Chain: Distribution/Logistics and Customer Service.
Sales: Account Teams deployed to focus on and serve Key Customers.
Corporate KPI’s monitored constantly, to track “Performance vs. Plan”
Volume Sales
Market Share
Profit
Very few CPGs have the same focus on Retail
No KPI’s on Retail Activities. It is part of the Business Plan.
Objectives and Expectations not clearly articulated, communicated.
Little or no real Accountability for detailed reporting on Performance in store.
Out of Stocks – Missing SKU’s: Not available on shelf 8-10% of the time
Probably twice as bad when on Promotion
3. Fundamentals of Success for Retail
Clear set of Performance Expectations and Tolerances:
What are the Brand Standards and what should the shelf look like?
What is considered acceptable? Is the Account Authorized distribution and the
retail in-store distribution the same?
What are the minimum expectations for Speed to Shelf for New Items/Innovations?
What stores should be included on regular day to day coverage?
What Banners, how often, where, when and why.
What specific activities should the Retail Sales Team engage in, that
create the most value for your Brands?
Different Brands need different attention.
Not all Categories in the store should be approached the same way.
“Retail is not a Democracy”.
Who is Accountable for Performance and on what facts and reporting
is Performance measured?
What is acceptable performance – unacceptable performance?
4. Retail is a Business – Manage it like one!
What is your current financial investment in Retail?
Store Coverage (day to day continuity).
ISE (in-store execution/resets).
Surge (special projects, “one offs”).
What is the cost of a retail call?
What and How is “Value Created” in-store by a Retail Representative?
What activities creates real incremental sales?
What Brands respond best to “retail activities”?
How are the actions measured, quantified, analyzed and reviewed for future
steps?
If you were given $1.0M to invest in Retail –
What would you do, and why
There must be a legitimate reason for being.
There must be a minimum ROI requirement.
There must be identified areas where best to do what.
5. Inspect What You Expect
Brokerage monies are focused on:
50% on Business Building (AE, Administration, Analysis, Supply Chain).
25% on Category Management (ISE Process).
25% on Retail Coverage.
Is the coverage focus based on where the commission is originated (account
shipment) or where the consumption action is (the retail market)?
At store level, are we getting compliance on our programs paid at
Headquarters?
Is our pricing on target/plan?
Are our shelf standards being executed?
Are the POG being executed and compliant?
Account: Date:
Category Non Pro. Range Strategy / Suggested Feature Price POG STD POG COM Comments / Competitive Activity
Lipton Tea 100ct Cup 2.89 - 3.79 Margin parity with key competition - Luzianne and Tetley
Lipton Tea 24ct Family 1.89 - 2.49 Margin parity with key competition - Luzianne and Tetley
Lipton Specialty 20ct 2.49 - 2.89 Margin parity with Celestial and Bigelow
Lipton 20ct Green 2.29 - 2.69 Margin parity with Celestial and Bigelow
Lipton 40ct Green 3.09 - 3.49 Margin parity with Celestial and Bigelow
Lipton 10qt Powder 2.99 - 3.59 Margin parity with key competition - Nestea
Lipton 20qt Powder 4.99 - 5.59 Margin parity with key competition - Nestea
Lipton 28qt Powder 5.79 - 6.59 Margin parity with key competition - Nestea
Ragu 26oz 2.09 - 2.19 Maintain .10 advantage versus Prego
Ragu Organic 2.49 - 2.59 Line priced with Bertolli
Ragu 32oz 3.59 - 3.89 Maintain .10 advantage versus Prego
Ragu 45oz 2.69 - 2.99 Maintain .10 advantage versus Prego
Ragu 66oz 3.49 - 3.69 Maintain .10 advantage versus Prego
Bertolli Sauce 26oz 2.89 - 3.09 .10 to.15 ABOVE Classico
6. Inspect What You Expect
At retail, a syndicated representative handles up to 4,500 products in a store.
Maybe more. Questions that must be addressed:
How much attention time do we get from that rep? Most likely, only seconds.
In the stores that we are getting coverage, do they best fit our consumer
profile?
What is the call frequency and service time per call? Are we getting our just
share? Are we in the right stores?
What are getting in value creation:
Fixed Voids.
Filled out of stocks on the store call. (is there time?)
Are they addressing the NAs? (store POG restriction) This must be addressed by the Business
Manager and the Category Management Manager.
National Confirmed Call Summary Score Card for 2005
Date:-9/6/2005
Target To
National Target% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec YTD %
Total 92% 92% 88% 86% 94% 94% 95% 96% 92% 0% 0% 0% 0% 92% 100%
West
938110-Portland-Seattle 92% 86% 84% 89% 99% 98% 98% 96% 95% 0% 0% 0% 0% 93% 101%
938120-Northern California 92% 60% 62% 64% 74% 76% 77% 86% 92% 0% 0% 0% 0% 74% 80%
938130-Southern California 92% 96% 91% 98% 97% 99% 98% 100% 91% 0% 0% 0% 0% 96% 105%
938140-Phoenix-Southwest 92% 90% 95% 95% 99% 94% 98% 99% 94% 0% 0% 0% 0% 95% 104%
938150-Southern Cal Unified 92% 93% 90% 91% 100% 100% 100% 100% 98% 0% 0% 0% 0% 96% 105%
Total 92% 84% 84% 87% 93% 93% 94% 96% 93% 0% 0% 0% 0% 91% 98%
West Central
938210-Central 92% 97% 97% 96% 99% 97% 92% 86% 90% 0% 0% 0% 0% 94% 102%
938220-Milwaukee-Chicago 92% 99% 98% 99% 99% 94% 94% 98% 95% 0% 0% 0% 0% 97% 105%
938230-Texas 92% 98% 99% 95% 98% 94% 97% 100% 100% 0% 0% 0% 0% 98% 106%
938240-Kansas City 92% 98% 94% 71% 91% 98% 91% 99% 98% 0% 0% 0% 0% 92% 100%
Total 92% 98% 97% 91% 97% 95% 94% 97% 97% 0% 0% 0% 0% 96% 104%
7. Are We in the Right Stores
There is a profile for our products.
Not all stores are the same.
In the case of a wholesaler that services various chains, is the syndicated model
a blanket one or one that adjusts to the needs/profile of the client’s product?
Do we have all the correct resources available?
Do the sections meet Corporate Shelf Standards?
In the Category Management Process, do we meet Customer POG Standards?
Is the Customer POG updated and executed at retail quickly – or at all?
Some customers have well defined reset processes (i.e. Giant Carlisle)
Others are not perfect.
% of Store Count
Coverage by for Service Call Total Planned Average of Per Store Rec Total Monthly Total Annual Annual Service
Master Chain Chain Name Store Count Store Count Time Frequency Calls Routed Hours Plan Hours Plan Hours Plan Hours Call Time Annual Cost
Affil Food Coop Amarillo Affil Food Amarillo TX 34 0.18% 34 1.00 34 2.75 4.00 136.00 1,632.00 0.18% $46,343.88
Affil Food Coop L R Affil Food-LR Indep 22 0.12% 22 1.00 22 2.70 4.00 88.00 1,056.00 0.12% $29,987.22
AG Alabama AG Alabama Independents 9 0.05% 9 1.00 9 1.75 3.00 27.00 324.00 0.04% $9,200.62
AG Baton Rouge AG Baton Rouge Indep 54 0.29% 54 1.00 54 2.45 4.00 216.00 2,592.00 0.29% $73,604.99
Rouse LA 7 0.04% 7 1.00 7 1.75 3.00 21.00 252.00 0.03% $7,156.04
AG Baton Rouge Total 61 0.32% 0 1.00 61 2.37
0.00 0.00 0.00% $80,761.03
AG Miami AG Miami FL-Indep 16 0.08% 16 1.00 16 1.75 3.00 48.00 576.00 0.06% $16,356.67
Food Show-AG Miami No 20 0.11% 0 0.00 0 0.00 0.00 0.00 0.00 0.00% $0.00
Food Show-AG Miami So 20 0.11% 0 0.00 0 0.00 0.00 0.00 0.00 0.00% $0.00
Sedanos Markets FL 26 0.14% 26 2.00 52 2.75 4.00 208.00 2,496.00 0.28% $70,878.88
Sell Inner Ct-AG Miami No 81 0.43% 0 0.00 0 0.00 0.00 0.00 0.00 0.00% $0.00
Sell Inner Ct-AG Miami So 118 0.63% 0 0.00 0 0.00 0.00 0.00 0.00 0.00% $0.00
AG Miami Total 281 1.49% 0 0.24 68 0.35
0.00 0.00 0.00% $87,235.55
AG Ocala AG Ocala FL Indep 2 0.01% 2 1.00 2 1.75 3.00 6.00 72.00 0.01% $2,044.58
Ahold Giant Food-Carlisle PA 122 0.65% 122 1.00 122 1.75 3.00 366.00 4,392.00 0.49% $124,719.57
Giant Food-Landover 162 0.86% 162 1.00 162 1.75 3.00 486.00 5,832.00 0.65% $165,611.23
Stop n Shop Metro NY 94 0.50% 94 1.00 94 1.75 3.00 282.00 3,384.00 0.38% $96,095.41
Stop n Shop New England 245 1.30% 245 1.00 245 1.75 3.00 735.00 8,820.00 0.98% $250,461.43
Tops Friendly Markets NY 65 0.34% 65 1.00 65 1.75 3.00 195.00 2,340.00 0.26% $66,448.95
Ahold Total 688 3.65% 0 1.00 688 1.75
0.00 0.00 0.00% $703,336.60
8. On Shelf Availability
There is a Core set of products that has a disproportionate
contribution to the business.
These “workhorse” products are the cornerstone of our portfolio.
These products rarely show up on a No Scan report. Yet when you
visit the stores, they are out of stock.
Need to address the share of market/share of shelf.
The lost volume affects our portfolio performance.
Addressing the issue adds to our profits. There are no costs.
UNIVERSAL PROD % ACV Selling
PRODUCT DESCRIPTION BRAND DESCRIPTION CODE $ Volume (000's) $ % Chg vs. YAG % ACV Selling Chg vs Yago U Volume (000's) U % Chg vs. YAG
BEVERAGES:
LP I-M RG LM/S CS 53 OZ LIPTON 004100000864 $9,188.4 1.4 63.6 (0.5) 1,947.6 (3.2)
LP BG OPB 100 CT LIPTON 004100000287 $39,390.6 (0.4) 99.0 0.0 12,326.2 (3.0)
LP BG OPPCB FM 24 CT LIPTON 004100020437 $19,901.0 (3.6) 70.7 (1.2) 9,296.4 (8.0)
LP BG OPPCB COLD BREW PTCH 22 CT LIPTON 004100000293 $13,443.8 (3.7) 81.0 1.1 4,357.9 (6.9)
LP BG D OPB 48 CT LIPTON 004100000271 $9,449.6 (2.6) 90.3 (0.1) 3,039.2 (4.0)
LP BG GR 40 CT LIPTON 004100000848 $5,320.1 (7.2) 71.9 1.2 1,466.9 (11.6)
$96,693.6
SPOONABLES AND POURABLES:
WSB PL IT 16 OZ WISH-BONE 004100000610 $20,163.8 (4.8) 96.2 (0.2) 8,537.8 (8.6)
WSB PL RCH SQ 16 OZ WISH-BONE 004100000572 $11,721.3 (8.3) 91.4 1.5 5,281.9 (10.3)
HLMNS MAYO 30 OZ HELLMANN'S 004800121348 $133,830.0 11.3 78.2 0.6 40,387.4 (0.3)
BST-F PJ MAYO 30 OZ BEST FOODS 004800121351 $68,850.3 12.9 23.0 0.0 21,113.1 3.5
HLM-L PJ HTC LT MAYO HTF 30 OZ HELLMANN'S LIGHT 004800121358 $34,869.9 7.2 74.2 0.5 10,181.9 (3.6)
BST-F-L PJ HTC LT MAYO HTF 30 OZ BEST FOODS LIGHT 004800121372 $9,304.7 14.3 22.0 0.1 2,713.1 4.2
HLMNS PJ MAYO 15 OZ HELLMANN'S 004800121338 $31,058.1 23.3 74.5 0.9 11,239.6 7.5
BST-F PJ MAYO 15 OZ BEST FOODS 004800121336 $9,368.1 14.5 23.0 1.4 2,934.3 (4.9)
$319,166.0
9. Cost To Serve
Objective is to analyze and identify the customers that we need to
focus for growth and development.
Not all customers are alike.
Can we address any proposal for incremental spend?
Need to identify these costs in order to determine an effective rate
of return. Costs include:
Retail Service time and frequency.
Reset costs.
Trade Spend and Co Marketing Costs.
Reduction in
Retail H1 # stores on Total Retail +
Coverage Cost per Reset cost H1 Investment per % Retail Cost to cost due to
Number of stores Hours per H1 Reset Budget Reset Reset Investment H1 NSV Continuity Cost Continuity C2S Reset Cost Reset CsS
Hours Store per store Chain Serve RCTS Ceiling of
Store Coverage per Store
.89%
Military** #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
Winn Dixie 460 1,265.0 2.8 $ 792 $ 216,500 522 $ 415 $ 1,207 $ 580,820 $ 30,168,552 1.93% $ 312,320 $ 364,320 1.21% 216,500 0.718%
Ahold (direct & C&S) 708 1,239.0 1.8 $ 504 $ 1,002,604 101 $ 9,927 $ 10,431 $ 1,359,436 $ 268,313,696 0.51% $ (1,028,556) $ 356,832 0.13% 1,002,604 0.374%
Safeway 1,207 2,112.5 1.8 $ 504 $ 636,836 1554 $ 410 $ 914 $ 1,245,236 $ 133,863,984 0.93% $ 53,847 $ 608,400 0.45% 636,836 0.476%
Harris Teeter 129 225.8 1.8 $ 504 $ 105,000 144 $ 729 $ 1,233 $ 170,016 $ 12,982,246 1.31% $ 54,474 $ 65,016 0.50% 105,000 0.809%
Delhaize 1,113 1,947.8 1.8 $ 504 $ 752,756 1487 $ 506 $ 1,010 $ 1,313,708 $ 102,375,277 1.28% $ 402,568 $ 560,952 0.55% 752,756 0.735%
Publix 888 2,442.0 2.8 $ 792 $ 360,000 904 $ 398 $ 1,190 $ 1,063,296 $ 118,673,829 0.90% $ 7,099 $ 703,296 0.59% 360,000 0.303%
Wegmans Food Markets 25 43.8 1.8 $ 504 $ - 0 #DIV/0! #DIV/0! $ 12,600 $ 13,206,043 0.10% $ (104,934) $ 12,600 0.10% #DIV/0! #DIV/0!
Kroger 1,970 3,447.5 1.8 $ 504 $ 1,270,075 2430 $ 523 $ 1,027 $ 2,262,955 $ 259,947,879 0.87% $ (50,581) $ 992,880 0.38% 1,270,075 0.489%
Giant Eagle 269 1,144.0 4.3 $ 1,225 $ 116,588 330 $ 353 $ 1,578 $ 446,060 $ 35,750,477 1.25% $ 127,881 $ 329,472 0.92% 116,588 0.326%
Albertsons (LLC ONLY) 286 500.5 1.8 $ 504 $ 186,262 330 $ 564 $ 1,068 $ 330,406 $ 17,809,076 1.86% $ 171,905 $ 144,144 0.81% 186,262 1.046%
Tengelman 328 645.0 2.0 $ 566 $ 157,250 65 $ 2,419 $ 2,986 $ 343,010 $ 32,914,000 1.04% $ 50,075 $ 185,760 0.56% 157,250 0.478%
Average per store $ 9,127,543 $ 1,026,005,059 12.0% #DIV/0! #DIV/0! #DIV/0! #DIV/0!
Hy Vee 151 619.0 4.1 $ 1,181 $ 54,844 200 $ 274 $ 1,455 $ 233,116 $ 19,949,920 1.17% $ 55,562 $ 178,272 0.89% 54,844 0.275%
Regional Accounts
10. Inner City/Ethnic/Independent Sales Objectives
To cover stores, in an ethnic Neighborhoods, that are not on coverage by
our Retail Sales Team.
Stores that are supplied by a local (ethnic specific where possible) Market
Wholesaler. No direct shipments – no credit checks, minimum ships, or
customer service support.
Primary Ethnic Audience is Hispanic (Caribbean, Mexican and South
American) and African American. These groups are highly Brand Loyal.
□ Selling Objectives
□ Get current deal sheets from the local Wholesaler(s) account manager(s)
□ Drive whatever product is the “work horse” for the area
□ Build on the workhorse volume and sell additional SKU’s
□ Shelf stock and display stock can be sold (a loaded shelf is a happy shelf )
□ Merchandising should be limited
□ Ensure that product is on shelf.
□ Consider a “display” allowance if display quantities are sold AND if the
merchant will put a sign in the window.
□ Any allowances offered “on the street” need Rep verification for whatever
performance ( display/sign. Etc ) was agreed to.
11. Inaugural Year Annual Ethnic/Inner City Results
As of December 31, 2007
NSV % CASES % ASP
TOTAL $6,485,440.50 100% 158,810 100% $40.84
Bronx, NYC *** $1,200,404.51 19% 46,154 29% $26.01
Detroit, MI *** $1,044,533.82 16% 9,484 6% $110.14
Brooklyn, NYC *** $1,014,242.88 16% 30,190 19% $33.60
Queens, NYC *** $546,113.26 8% 18,343 12% $29.77
New Jersey (01/07) $541,690.32 8% 17,430 11% $31.08
Valley, No Cal. (06/07) $514,907.32 8% 997 1% $516.46
Freemont, No. Cal (04/07) $387,178.91 6% 811 1% $477.41
Miami North, FL (03/07) $315,339.00 5% 8,374 5% $37.66
Bronx-Manhattan, NYC (03/07) $302,274.25 5% 11,993 8% $25.20
Miami South, FL (03/07) $221,857.77 3% 8,170 5% $27.16
San Diego, CA (05/07) $192,156.48 3% 5,917 4% $32.48
Los Angeles #2 (05/07-09/07) $148,532.19 2% 582 .5% $255.21
Los Angeles #3 (05/07) $56,209.79 1% 365 .5% $154.00
12. Extraordinary ROI
Breakeven Model Actual Unilever
Cost of a Rep $ 30,000 $ 30,000
Gross Margin Dollars per Ethnic Sale $ 7.20
Number of Cases needed to sell to break even 4,167
If stores are monthly - # case sales per month 347
# of case sales per week 87
# of case sales per day 17
Anticipated calls per day for a Rep, for a given week 8
# of calls in a month 18 working days a month 144
# calls in a year 1728
# of sales calls where a sales is made 50% close rate 864
average # cases sold per average sale 5
annual cases sold by the average Rep 4320
Total Gross Margin Dollars generated - annual average Rep Sales $ 31,104 $ 850,000
ROI 104% 2833%
Breakeven Sales level easily within reach
Peer company performance, per Average Rep yields xx% ROI
Work with Finance – Agree the model – Agree ‘How to Measure” up front!
13. Costings for Opportunities
SCENARIO #6 = Crock Chilled/Bertolli Frozen Incremental Coverage only - Frequency is once per month. Use the DRT for the other call.
Assume 30 minutes per Brand - 60 minutes total
ASSUMPTIONS:
Number of Stores to Cover 9,000
Works Crock Chilled and Bertolli Frozen
Estimate 60 minutes per store call 60
Estimate 38 minutes drive time from store to store 38
Call Frequency per Month 1
A STORE CALL DAY FOR A REP: COSTS:
Number of hours per day 8 Sales Reps Salaries:
Number of minutes per hour 60 Fully Loaded Sales Rep Annual Salary $52,000.00
Number of Minutes per Work Day 480 Number of Sales Reps 95
less Personal Time per store call day 30 Annual Sales Rep Salaries $4,940,000.00
Store Call Minutes per day 450
Number of Store Call Minutes (call plus drive time) 98 Management Costs:
Number of Store Calls per Day 4.591837 Number of Reps per Supervisor 12
5 Number of Supervisors Needed 7.916666667
8
WORK DAYS PER SALES REP PER MONTH:
Number pf Days in the Year 365 Fully Loaded Supervision Annual Salary $85,000.00
Number of Weekend Days Per Year 104 Annual Supervisory Salaries $680,000.00
Number of Maximum Workdays per Year 261
Less Paid Vacations 10 Number of Supervisors Needed 8
251 Number of Supervisors per Area Manager 7
Less Monday Holidays and Personal Days 10 Number of Area Managers Needed 1.142857143
241 1
Less Administrative/Meetings Days Per Year 12
Equals Possible Max Number of Work Days Per Year 229 Fully Loaded Area Manager Salary $160,000.00
Number of Months per Year 12 Annual Area Manager Salaries $160,000.00
Number of Work Days Per Month 19.08333
19 Team Lead 0
Fully Loaded Team Lead Salary $0.00
NUMBER OF REPS:
Number of Stores Called Per Rep per Day 5 Annual Management Salaries $840,000.00
Number of Days per Week 5
Number of Stores Called per Week 25 TOTAL PAYROLL $5,780,000.00
Frequency per Month 1
Number of Weeks per Month 4
Number of Stores Called per Month per Rep 100 Note:
Number of Store Calls Made Per Month 100 Assumes no administrative and analytical functions.
Meetings/Admin Days per Month 1 Assumes no training charges
Final Number of Stores Called Per Month 95 Assumes no additional setup charges (routings)
Final Number of Store Calls Made Per Month 95 Assumes reps are full time
Assumes store locations selected are the same as the DRT Model
Number of Stores Targeted 9,000 Assumes the 9,000 stores are on the DRT coverage Model
Final Number of Stores Called Per Month 95 The incremental supervisors and Area Managers are needed.
Number of Reps Needed 94.7368 The Team Lead could be eliminated.
95 NOTE THE DRT COST WOULD ALSO HAVE TO BE INCREASED.
14. Recommendation: 120 day Fast Trak Program
Communication of Retail Standards -
Category, Brand and Channel specific.
Implementation of a strategic Retail Coverage Strategy -
The “right stores” with the “right coverage” doing the “right things”.
In-Store Procedures Training and Execution -
What do to and why.
Integrated Real-Time reporting and visibility -
Performance against Corporate defined standards.
Performance against identified KPI’s.
Retail investment strategy linked to performance -
Revised Broker Retail Commissions platform.
15. The Results
Immediate sense of “discomfort” by all those who really know that “nothing
is really being done”
You will know who was not “contributing” to the solution.
Increased focus/attention will produce results.
Immediate respect by the Retail Sales Reps – because they know what they
should be doing, and they are not driven or expected to do those things
People want to do a good job – and want to be recognized for doing a
good job.
Immediate improvement of On Shelf Availability – and the clarity of
understanding
Reduced Out of Stocks and Voids.
Improved turns of your most valuable SKUs.
Increased profits since there is no incremental spend to drive volume. It is
already budgeted.
Tracking and Recovery of up to 2% of annual sales – in recovered lost sales,
and the ability to understand “where” the sales came from, and the
“commercial value” of the sales.