This document is an eBook from DemandTec that discusses the future of trade effectiveness and optimization in the consumer packaged goods industry. It outlines how new capabilities now allow linking top-down and bottom-up trade planning and incorporating shopper insights. These advances can improve returns on massive annual trade promotion investments and help manufacturers build more compelling sell-in propositions for retailers. The size of the trade promotion prize makes even small improvements very valuable.
DemandTec eBook: Total Trade OptimizationIBM DemandTec
Demandtec provides a framework called Total Trade Optimization to help companies optimize trade promotions. It has 5 core components: 1) Drive trade strategy and account-level planning by linking strategic planning to customer-level plans. 2) Support predictive and post-event analytics. 3) Incorporate shopper insights. 4) Integrate with existing systems. 5) Enable retail collaboration. Total Trade Optimization addresses the roots of trade promotion optimization, where it is currently, and its future, using these 5 components to create better trade plans and sales forecasts while lowering costs and improving retailer collaboration and execution.
GSG is implementing a strategic restructuring to return to double digit revenue growth. Key elements of the new strategy include focusing on high growth small business segments with low competition, prioritizing industries like business services and manufacturing. GSG will also emphasize solutions selling through partners and developing industry specific solutions. The organization will be restructured into three new divisions focusing on partners, industry solutions, and customer service to support this strategy.
This document discusses Revenue Performance Management (RPM) as a strategy for managing a company's interactions with buyers through the entire purchase process to enable predictable, rapid and profitable revenue growth. The key benefits of RPM include helping businesses grow faster, better forecast long-term revenue, optimize resource allocation, and spot revenue outliers. RPM has emerged as a strategy due to trends enabling a 360 degree view of customers, measuring sales and marketing activities, and scaling personalized interactions. Successful RPM requires modeling the integrated sales and marketing funnel, continuous improvement through benchmarking, making data actionable through deep analytics, and long-term forecasting to identify new opportunities.
This document discusses how telecom companies can use business intelligence to boost sales. It outlines that business intelligence plays a large role in helping telecom providers make profits by analyzing large amounts of customer data. It then provides three key ways telecom companies can leverage business intelligence: 1) providing strong marketing support through customer profiling and targeted advertising, 2) analyzing sales data to inform strategic decisions, and 3) building customer retention models to reduce churn and increase loyalty.
DC Lecture Six: Managing a Retailer's Finances DCAdvisor
This document provides an overview of preparing a six-month merchandise budget for a retailer. It discusses the key steps in the process, which include determining planned sales, beginning inventory levels, retail reductions, ending inventory, purchases at retail and cost, initial markups, and gross margins on a monthly basis. Formulas are provided for each step. The document also works through an example case study, showing the merchandise budget for Dolly's Place over a three-month period.
The document describes three case studies of business transformations led by Ron Turk:
1) Transforming Home Depot Supply US after an acquisition to accelerate growth through direct sales, distribution changes, and targeting new markets.
2) Building Home Depot Supply Canada by acquiring companies to expand capabilities and diversifying across provinces to achieve scale.
3) Turning around Wieland Designs by developing leadership and strategic planning skills, agreeing on a growth strategy, and addressing operational issues.
DC Lecture Three : Retail Strategic Planning and Evaluating the Competition DCAdvisor
This document outlines the components of strategic planning for retail distribution channels, including developing a mission statement, goals and objectives, SWOT analysis, and strategies. It discusses evaluating different aspects of the retail mix like merchandise, location, price, customer service, and promotions to best serve target customer segments. The strategic profit model is also examined to understand profit and asset management strategies.
Effectively executed, Joint Business Planning with your channel partners is the best way to ensure alignment of business goals and effective allocation of resources.
However, many companies have either abandoned joint planning or limited its scope because it has been too labor intensive to create the initial plan and too cumbersome to manage throughout the plan’s life.
Learn the best practices of Joint Marketing Planning (JMP) and how you can benefit–without adding resources or increasing workload for your staff or partners.
This webinar is presented by Craig DeWolf, Vice President Strategic Development for CCI, with over 30 years of best practice experience in the design and management of channel programs.
DemandTec eBook: Total Trade OptimizationIBM DemandTec
Demandtec provides a framework called Total Trade Optimization to help companies optimize trade promotions. It has 5 core components: 1) Drive trade strategy and account-level planning by linking strategic planning to customer-level plans. 2) Support predictive and post-event analytics. 3) Incorporate shopper insights. 4) Integrate with existing systems. 5) Enable retail collaboration. Total Trade Optimization addresses the roots of trade promotion optimization, where it is currently, and its future, using these 5 components to create better trade plans and sales forecasts while lowering costs and improving retailer collaboration and execution.
GSG is implementing a strategic restructuring to return to double digit revenue growth. Key elements of the new strategy include focusing on high growth small business segments with low competition, prioritizing industries like business services and manufacturing. GSG will also emphasize solutions selling through partners and developing industry specific solutions. The organization will be restructured into three new divisions focusing on partners, industry solutions, and customer service to support this strategy.
This document discusses Revenue Performance Management (RPM) as a strategy for managing a company's interactions with buyers through the entire purchase process to enable predictable, rapid and profitable revenue growth. The key benefits of RPM include helping businesses grow faster, better forecast long-term revenue, optimize resource allocation, and spot revenue outliers. RPM has emerged as a strategy due to trends enabling a 360 degree view of customers, measuring sales and marketing activities, and scaling personalized interactions. Successful RPM requires modeling the integrated sales and marketing funnel, continuous improvement through benchmarking, making data actionable through deep analytics, and long-term forecasting to identify new opportunities.
This document discusses how telecom companies can use business intelligence to boost sales. It outlines that business intelligence plays a large role in helping telecom providers make profits by analyzing large amounts of customer data. It then provides three key ways telecom companies can leverage business intelligence: 1) providing strong marketing support through customer profiling and targeted advertising, 2) analyzing sales data to inform strategic decisions, and 3) building customer retention models to reduce churn and increase loyalty.
DC Lecture Six: Managing a Retailer's Finances DCAdvisor
This document provides an overview of preparing a six-month merchandise budget for a retailer. It discusses the key steps in the process, which include determining planned sales, beginning inventory levels, retail reductions, ending inventory, purchases at retail and cost, initial markups, and gross margins on a monthly basis. Formulas are provided for each step. The document also works through an example case study, showing the merchandise budget for Dolly's Place over a three-month period.
The document describes three case studies of business transformations led by Ron Turk:
1) Transforming Home Depot Supply US after an acquisition to accelerate growth through direct sales, distribution changes, and targeting new markets.
2) Building Home Depot Supply Canada by acquiring companies to expand capabilities and diversifying across provinces to achieve scale.
3) Turning around Wieland Designs by developing leadership and strategic planning skills, agreeing on a growth strategy, and addressing operational issues.
DC Lecture Three : Retail Strategic Planning and Evaluating the Competition DCAdvisor
This document outlines the components of strategic planning for retail distribution channels, including developing a mission statement, goals and objectives, SWOT analysis, and strategies. It discusses evaluating different aspects of the retail mix like merchandise, location, price, customer service, and promotions to best serve target customer segments. The strategic profit model is also examined to understand profit and asset management strategies.
Effectively executed, Joint Business Planning with your channel partners is the best way to ensure alignment of business goals and effective allocation of resources.
However, many companies have either abandoned joint planning or limited its scope because it has been too labor intensive to create the initial plan and too cumbersome to manage throughout the plan’s life.
Learn the best practices of Joint Marketing Planning (JMP) and how you can benefit–without adding resources or increasing workload for your staff or partners.
This webinar is presented by Craig DeWolf, Vice President Strategic Development for CCI, with over 30 years of best practice experience in the design and management of channel programs.
This document summarizes a presentation on measuring marketing results. It discusses the challenges facing modern marketing functions and the need for measurement across customer, financial, and operational dimensions. It promotes treating marketing as an operations function and establishing a marketing operations role and function to manage resources, integrate planning, and provide transparency on performance and return on investment. The presentation provides examples of how marketing measurement can be implemented and the expected benefits of doing so.
Bdw driving commercial excellence with analytics-danny kosasihDanny D. Kosasih
1) Takeda Indonesia implemented projects to improve analytics and sales force automation to address data gaps and challenges in tracking performance.
2) Key aspects of the projects included developing a business intelligence system called COMPASS, building a customer database, and implementing a mobile intelligence tool.
3) Moving forward, Takeda aims to continue enhancing analytics capabilities with the goals of predictive and prescriptive analytics to further drive commercial excellence.
This document discusses price management challenges for non-food retailers. It notes that markdowns now account for 30% of apparel sales and only 25% of goods sell at full price. Consumers increasingly hunt for bargains. Retailers must optimize pricing in season through markdown analysis at the item-POS level. This involves demand forecasting, performance analysis of scenarios, and selecting the optimal markdown scenario to balance financial targets like revenue and margins. Markdown management is a key in-season activity for apparel and other retailers.
This document discusses the need for greater rigor in marketing spending decisions. It notes that over $1 trillion is spent annually on marketing globally, yet companies often rely on rules of thumb to guide these budgets. The authors reviewed 75 consumer brand marketing programs and found that common rules like spending as a percentage of revenue bore no clear relationship to marketing performance. They recommend integrating strategic and analytical perspectives to evaluate investments based on their ability to drive sales and build brand equity over the long term.
How to break the status quo barrier (webinar may 1)Corporate Visions
The document discusses sales enablement and provides tools and frameworks to help organizations improve their sales execution. It introduces the SAVO Sales Enablement Maturity Model which evaluates organizations across 12 domains of sales enablement. It then shows how increasing sales enablement maturity can boost an organization's annual revenue growth. The document pitches a free maturity benchmark and also advertises an upcoming marketing and sales messaging conference in Chicago.
The document discusses the need for sales enablement and revenue performance management. It notes that sales performance has declined in recent years while revenue targets have increased. It also discusses trends toward greater focus on revenue in the boardroom and by executives. The document advocates for removing silos between marketing and sales and taking a more holistic view of the buying funnel. It promotes sales enablement tools and programs to increase sales productivity and optimize sales processes. The goal is to get more qualified leads, make sales reps more productive, and help opportunities move through the sales cycle faster.
Do successful companies think differently and act differently? Do they fear recession? How do they stay
at the helm as market or technology leaders? Do they pile on cash for future or invest now?
How To select A Sales Force That Can SellPeter Gilbert
The document discusses selecting a sales force that can sell effectively. It outlines Chally, a firm that uses assessments to help clients identify the right salespeople. The presentation covers how sales roles and needs have evolved, the importance of having a clear go-to-market strategy to guide selection, and traditional recruitment methods that often fail. It proposes using Chally's validated competency assessments to predict salesperson performance and provide an objective selection process.
This document discusses six essential dimensions for sales force success: 1) Strategy and Structure, 2) Customer Knowledge, 3) Talent, 4) Climate, 5) Processes, and 6) Support Systems. It explains that high performing sales organizations integrate these six dimensions and regularly evaluate and adapt them. Specifically, it emphasizes having a clear sales strategy aligned with business goals, understanding customers, developing sales talent, fostering a positive work climate, defining sales processes, and providing competitive intelligence and other support to sales teams.
‘Pharmaceuticals in India’ is a never ending discussion over its growth potential, opportunities, strengths and how your organization can capitalize on them. At the same time, it is essential to know what obstacles you will face while doing so. To dissect this exciting opportunity, here's India’s first ever conference on commercial excellence in pharma
The document discusses opportunities for Truper in the North American lawn and garden tool industry. It notes vulnerabilities of North American OEMs, including financial distress, management turnover, outdated infrastructure, overreliance on low costs, and underinvestment in branding, innovation and marketing. Retailers are seeking new products and brands as they differentiate themselves, opening opportunities for suppliers that can develop innovative products and fill gaps left by weaker vendors. The document evaluates Truper's potential to take advantage of these industry shifts.
This document contains a presentation by Best Buy Co., Inc. to the William Blair Growth Stock Conference on June 18, 2008. The presentation discusses Best Buy's history of revenue and earnings growth, fiscal year 2009 guidance, opportunities for international growth through new ventures and categories, and strategies for expanding in markets like Canada, China, and Europe through a new joint venture with Carphone Warehouse. The presentation outlines Best Buy's vision of achieving significant market share globally in the consumer electronics retail industry.
The document discusses 5 strategies that can help businesses emerge stronger from an economic recession by optimizing their marketing and sales funnel. The strategies are: 1) Feeding the top of the funnel by improving lead generation rates through advanced marketing techniques; 2) Turning inquiries into qualified leads by capturing prospect data and implementing lead scoring; 3) Getting qualified leads to sales with the right information by integrating sales and marketing systems; 4) Identifying and nurturing opportunities by implementing targeted lead nurturing programs; 5) Increasing sales effectiveness through measurement, collaboration between sales and marketing, and automation. Case studies show these strategies can significantly improve conversion rates and increase revenue.
The document proposes a plan to restructure and grow sales for Unilever in Russia over the next 3 years. It recommends (1) joining the food and HPC divisions under single sales leadership, (2) dividing Russia into 6 macro-regions, (3) reallocating staff to focus on modern trade accounts, (4) implementing an e-CRM system and reallocating marketing budgets, and (5) an immediate transition instead of a pilot project. The proposals aim to leverage market growth opportunities and trading up trends to increase sales by 63% to over 45 billion rubles by 2013 through structural changes, business process optimization, and focusing on key growth drivers.
United Stationers focuses on six value drivers to achieve profitable growth:
1) Deliver profitable sales growth through product initiatives, marketing capabilities, and new channels
2) Drive out waste through cost reduction programs like WOW 2 to lower expenses
3) Expand private brand sales which offer higher margins for United and customers
4) Optimize assets like inventory and accounts payable to improve cash flow
5) Unlock value from acquisitions like ORS Nasco to enter new markets
6) Enhance marketing capabilities with technology improvements to catalogs and customer tools
United made progress in 2007 on these drivers through category growth, cost savings, higher private brand sales, and the ORS Nasco acquisition, helping deliver
This document discusses marketing strategies and how an organization called Persuasive Marketing can help businesses grow. It summarizes that Persuasive Marketing helps clients by 1) increasing their marketing return on investment, 2) aligning sales and marketing efforts, and 3) creating clear strategies to maximize sales. It also notes that Persuasive Marketing works with other respected organizations to offer clients the best marketing science, strategy, and expertise.
Effective Marketing To Maximise Customer Lifetime ValueLouis Fernandes
Competition in the telecoms industry is building daily, putting excessive pressure on marketing departments to entice, maintain, and up-sell customers. The savvy consumer market is driving price wars and diminishing the effectiveness of existing promotional techniques.
Read on to find out more.
Sales enablement solutions have shown dramatic impact for both sales and marketing departments by increasing efficiency. As buyers have become more risk-averse and seek efficiencies, companies are deploying sales enablement platforms to help sales teams add value and communicate effectively while handling wider product offerings. Case studies demonstrate sales enablement platforms can boost productivity and revenue generation while reducing costs.
This guide provides IBM Business Partners with information on co-marketing programs, assets, incentives, and solutions to help them market to mid-sized businesses. It includes details on the 2012 IBM Mid-Market Co-Marketing offering, PartnerRewards program, software co-marketing program, suggested marketing tactics, PartnerWorld resources, education assets, sales plays, incentives, IBM solutions for the mid-market, and contact information.
Companies spend nearly 15-20% of annual revenue on trade promotions, totaling $700 billion worldwide. However, only 30% of promotions are profitable. TPO uses modeling to identify optimal prices and discounts to maximize sales lift and ROI. It helps high power brands maintain relationships and low power brands gain negotiating power. An effective process includes modeling past performance, budget planning, execution, analysis, and incorporating lessons into future planning.
This document discusses real-time analytics and attribution in marketing. It covers topics like marketing mix modeling and optimization to understand the impact of different marketing activities on sales. Marketing mix modeling helps allocate resources appropriately, understand which activities provide the best ROI, and evaluate different marketing spending plans. The document also discusses how the marketing landscape has become more fragmented with many new digital channels, and how marketing mix optimization can help address challenges around justifying budgets, measuring performance of spending, and optimizing across channels. Case studies show how marketing mix modeling has provided benefits like increased revenues and profits as well as savings from reducing ineffective activities.
Crm maximizing crm effectiveness during lean timesMarcus Vannini
1) This document discusses ways that companies can maximize the effectiveness of their customer relationship management (CRM) systems during economic downturns.
2) It recommends six areas of focus: increasing sales effectiveness, improving forecasting accuracy, engendering customer loyalty, enhancing marketing results, reducing customer service costs, and leveraging CRM technologies to gain advantages when the economy rebounds.
3) Specific strategies discussed include using web tools to help salespeople prospect more efficiently, embedding best practices into sales workflows to drive consistency, integrating historical sales data into forecasting to improve accuracy, and using loyalty applications integrated with CRM to better target customers and incentives.
This document summarizes a presentation on measuring marketing results. It discusses the challenges facing modern marketing functions and the need for measurement across customer, financial, and operational dimensions. It promotes treating marketing as an operations function and establishing a marketing operations role and function to manage resources, integrate planning, and provide transparency on performance and return on investment. The presentation provides examples of how marketing measurement can be implemented and the expected benefits of doing so.
Bdw driving commercial excellence with analytics-danny kosasihDanny D. Kosasih
1) Takeda Indonesia implemented projects to improve analytics and sales force automation to address data gaps and challenges in tracking performance.
2) Key aspects of the projects included developing a business intelligence system called COMPASS, building a customer database, and implementing a mobile intelligence tool.
3) Moving forward, Takeda aims to continue enhancing analytics capabilities with the goals of predictive and prescriptive analytics to further drive commercial excellence.
This document discusses price management challenges for non-food retailers. It notes that markdowns now account for 30% of apparel sales and only 25% of goods sell at full price. Consumers increasingly hunt for bargains. Retailers must optimize pricing in season through markdown analysis at the item-POS level. This involves demand forecasting, performance analysis of scenarios, and selecting the optimal markdown scenario to balance financial targets like revenue and margins. Markdown management is a key in-season activity for apparel and other retailers.
This document discusses the need for greater rigor in marketing spending decisions. It notes that over $1 trillion is spent annually on marketing globally, yet companies often rely on rules of thumb to guide these budgets. The authors reviewed 75 consumer brand marketing programs and found that common rules like spending as a percentage of revenue bore no clear relationship to marketing performance. They recommend integrating strategic and analytical perspectives to evaluate investments based on their ability to drive sales and build brand equity over the long term.
How to break the status quo barrier (webinar may 1)Corporate Visions
The document discusses sales enablement and provides tools and frameworks to help organizations improve their sales execution. It introduces the SAVO Sales Enablement Maturity Model which evaluates organizations across 12 domains of sales enablement. It then shows how increasing sales enablement maturity can boost an organization's annual revenue growth. The document pitches a free maturity benchmark and also advertises an upcoming marketing and sales messaging conference in Chicago.
The document discusses the need for sales enablement and revenue performance management. It notes that sales performance has declined in recent years while revenue targets have increased. It also discusses trends toward greater focus on revenue in the boardroom and by executives. The document advocates for removing silos between marketing and sales and taking a more holistic view of the buying funnel. It promotes sales enablement tools and programs to increase sales productivity and optimize sales processes. The goal is to get more qualified leads, make sales reps more productive, and help opportunities move through the sales cycle faster.
Do successful companies think differently and act differently? Do they fear recession? How do they stay
at the helm as market or technology leaders? Do they pile on cash for future or invest now?
How To select A Sales Force That Can SellPeter Gilbert
The document discusses selecting a sales force that can sell effectively. It outlines Chally, a firm that uses assessments to help clients identify the right salespeople. The presentation covers how sales roles and needs have evolved, the importance of having a clear go-to-market strategy to guide selection, and traditional recruitment methods that often fail. It proposes using Chally's validated competency assessments to predict salesperson performance and provide an objective selection process.
This document discusses six essential dimensions for sales force success: 1) Strategy and Structure, 2) Customer Knowledge, 3) Talent, 4) Climate, 5) Processes, and 6) Support Systems. It explains that high performing sales organizations integrate these six dimensions and regularly evaluate and adapt them. Specifically, it emphasizes having a clear sales strategy aligned with business goals, understanding customers, developing sales talent, fostering a positive work climate, defining sales processes, and providing competitive intelligence and other support to sales teams.
‘Pharmaceuticals in India’ is a never ending discussion over its growth potential, opportunities, strengths and how your organization can capitalize on them. At the same time, it is essential to know what obstacles you will face while doing so. To dissect this exciting opportunity, here's India’s first ever conference on commercial excellence in pharma
The document discusses opportunities for Truper in the North American lawn and garden tool industry. It notes vulnerabilities of North American OEMs, including financial distress, management turnover, outdated infrastructure, overreliance on low costs, and underinvestment in branding, innovation and marketing. Retailers are seeking new products and brands as they differentiate themselves, opening opportunities for suppliers that can develop innovative products and fill gaps left by weaker vendors. The document evaluates Truper's potential to take advantage of these industry shifts.
This document contains a presentation by Best Buy Co., Inc. to the William Blair Growth Stock Conference on June 18, 2008. The presentation discusses Best Buy's history of revenue and earnings growth, fiscal year 2009 guidance, opportunities for international growth through new ventures and categories, and strategies for expanding in markets like Canada, China, and Europe through a new joint venture with Carphone Warehouse. The presentation outlines Best Buy's vision of achieving significant market share globally in the consumer electronics retail industry.
The document discusses 5 strategies that can help businesses emerge stronger from an economic recession by optimizing their marketing and sales funnel. The strategies are: 1) Feeding the top of the funnel by improving lead generation rates through advanced marketing techniques; 2) Turning inquiries into qualified leads by capturing prospect data and implementing lead scoring; 3) Getting qualified leads to sales with the right information by integrating sales and marketing systems; 4) Identifying and nurturing opportunities by implementing targeted lead nurturing programs; 5) Increasing sales effectiveness through measurement, collaboration between sales and marketing, and automation. Case studies show these strategies can significantly improve conversion rates and increase revenue.
The document proposes a plan to restructure and grow sales for Unilever in Russia over the next 3 years. It recommends (1) joining the food and HPC divisions under single sales leadership, (2) dividing Russia into 6 macro-regions, (3) reallocating staff to focus on modern trade accounts, (4) implementing an e-CRM system and reallocating marketing budgets, and (5) an immediate transition instead of a pilot project. The proposals aim to leverage market growth opportunities and trading up trends to increase sales by 63% to over 45 billion rubles by 2013 through structural changes, business process optimization, and focusing on key growth drivers.
United Stationers focuses on six value drivers to achieve profitable growth:
1) Deliver profitable sales growth through product initiatives, marketing capabilities, and new channels
2) Drive out waste through cost reduction programs like WOW 2 to lower expenses
3) Expand private brand sales which offer higher margins for United and customers
4) Optimize assets like inventory and accounts payable to improve cash flow
5) Unlock value from acquisitions like ORS Nasco to enter new markets
6) Enhance marketing capabilities with technology improvements to catalogs and customer tools
United made progress in 2007 on these drivers through category growth, cost savings, higher private brand sales, and the ORS Nasco acquisition, helping deliver
This document discusses marketing strategies and how an organization called Persuasive Marketing can help businesses grow. It summarizes that Persuasive Marketing helps clients by 1) increasing their marketing return on investment, 2) aligning sales and marketing efforts, and 3) creating clear strategies to maximize sales. It also notes that Persuasive Marketing works with other respected organizations to offer clients the best marketing science, strategy, and expertise.
Effective Marketing To Maximise Customer Lifetime ValueLouis Fernandes
Competition in the telecoms industry is building daily, putting excessive pressure on marketing departments to entice, maintain, and up-sell customers. The savvy consumer market is driving price wars and diminishing the effectiveness of existing promotional techniques.
Read on to find out more.
Sales enablement solutions have shown dramatic impact for both sales and marketing departments by increasing efficiency. As buyers have become more risk-averse and seek efficiencies, companies are deploying sales enablement platforms to help sales teams add value and communicate effectively while handling wider product offerings. Case studies demonstrate sales enablement platforms can boost productivity and revenue generation while reducing costs.
This guide provides IBM Business Partners with information on co-marketing programs, assets, incentives, and solutions to help them market to mid-sized businesses. It includes details on the 2012 IBM Mid-Market Co-Marketing offering, PartnerRewards program, software co-marketing program, suggested marketing tactics, PartnerWorld resources, education assets, sales plays, incentives, IBM solutions for the mid-market, and contact information.
Companies spend nearly 15-20% of annual revenue on trade promotions, totaling $700 billion worldwide. However, only 30% of promotions are profitable. TPO uses modeling to identify optimal prices and discounts to maximize sales lift and ROI. It helps high power brands maintain relationships and low power brands gain negotiating power. An effective process includes modeling past performance, budget planning, execution, analysis, and incorporating lessons into future planning.
This document discusses real-time analytics and attribution in marketing. It covers topics like marketing mix modeling and optimization to understand the impact of different marketing activities on sales. Marketing mix modeling helps allocate resources appropriately, understand which activities provide the best ROI, and evaluate different marketing spending plans. The document also discusses how the marketing landscape has become more fragmented with many new digital channels, and how marketing mix optimization can help address challenges around justifying budgets, measuring performance of spending, and optimizing across channels. Case studies show how marketing mix modeling has provided benefits like increased revenues and profits as well as savings from reducing ineffective activities.
Crm maximizing crm effectiveness during lean timesMarcus Vannini
1) This document discusses ways that companies can maximize the effectiveness of their customer relationship management (CRM) systems during economic downturns.
2) It recommends six areas of focus: increasing sales effectiveness, improving forecasting accuracy, engendering customer loyalty, enhancing marketing results, reducing customer service costs, and leveraging CRM technologies to gain advantages when the economy rebounds.
3) Specific strategies discussed include using web tools to help salespeople prospect more efficiently, embedding best practices into sales workflows to drive consistency, integrating historical sales data into forecasting to improve accuracy, and using loyalty applications integrated with CRM to better target customers and incentives.
This document summarizes a white paper about using web content management systems to deliver tangible ROI from marketing investments through strategic emarketing. It discusses how emarketing should drive sales and prove its impact through measurement and quantification. Effective emarketing requires focusing on content consistency to manage the brand, usability and context for the customer experience, and measurement and analysis to demonstrate ROI. Web content management systems can serve as powerful emarketing platforms by enabling single-sourced content, search engine optimization beyond paid ads, and web analytics to understand what works. Case studies show how documenting emarketing requirements and implementing a WCM-driven solution can achieve tangible results, especially for small to medium businesses.
This document summarizes a white paper about using web content management systems to deliver effective eMarketing campaigns. The key points are:
1) EMarketing should drive sales, but proving its impact and quantifying results is challenging due to a lack of coordination between marketing, sales, and customer service.
2) Essential components of profitable eMarketing include consistent branding, good customer experiences, and impact measurement.
3) Web content management systems can be powerful eMarketing platforms when combined with capabilities like marketing automation, search engine optimization, and web analytics. This allows centralized management of eMarketing techniques to eliminate gaps in measuring return on marketing investment.
4) Case studies show how documenting eMarketing requirements and implementing a
Spend management is the process of controlling and optimizing a company's spending. It requires reducing operating costs through activities like procurement, supply chain management, and e-sourcing. Spend analysis provides visibility into a company's spending through data collection and analysis to identify opportunities to cut costs, improve services, and add value rather than just cost cutting. It allows focusing on overall value generation through performance optimization and strategic sourcing rather than just cost reductions. Case studies show spend analysis can save companies millions annually by moving spending to better suppliers and gaining insights into market conditions.
iVid offers video production services to help internet marketers promote their products online, capitalizing on the growth of online video advertising. They provide a variety of options for creating marketing videos using their facilities and professional video production services. iVid plans to expand rapidly over the next three years by offering innovative and creative solutions, affordable rates, multimedia production expertise, and quick turnaround times to generate new business on the internet and exploit technological advancements.
This document discusses the concept of "rightsizing" or determining the optimal size for key business metrics like revenue, number of customers, innovation initiatives, geographic markets, distribution channels, quality, pricing, promotions, and marketing communications. It argues against the conventional wisdom that "bigger is better", noting that relentlessly pursuing higher volumes can increase costs disproportionately. The document provides 10 questions that every CEO should ask to determine the right size for their business, including how much revenue and how many customers they should have, how much innovation to pursue, which global markets to operate in, and how to optimize their distribution channels, quality, pricing, promotions, and marketing.
Business Intelligence (BI) for Recession on Digit Channel ConnectDhiren Gala
Business Intelligence (BI) is made for times like these! “When cash runs out that’s when thinking starts.” This statement is very true in downturn or recession times
- Sanjay Mehta on Digit Channel Connect
Des Martin Resume 6 July 2011 With Appendices 2Desmond Martin
Desmond Martin has over 25 years of experience in retail consulting, business analytics, and management. He currently works at IBM providing business analytics expertise and consulting services to clients like Brown Forman, Dillard's, and Jiffy Lube. Prior to IBM he held leadership roles at SPI, Actionable Intelligence Group, FYI Corporation, and Teradata where he helped grow their retail businesses.
Competing to Win in the Media & Entertainment IndustryCognizant
To outperform in tough times, media and entertainment companies must rejuvenate their business, operating and technology models by jettisoning nonvalue- adding activities and reinforcing core strengths that provide sustainable growth, despite funding challenges.
The document outlines BT's strategy of continuing its focus on 5 tenets across 3 principles to drive performance and cost improvements as a full solutions provider and the best place to work, while leading with integrity, intention and energy. It discusses creating value for the business through IT-aligned strategies and results stated in business outcomes, and providing thought leadership with a seat at the table.
Price & Revenue Management at L&T Infotechutsavbhatt
The document discusses price optimization and management software that helps businesses boost margins in a down economy. Key points:
1) This type of software helps companies identify issues with their pricing policies and practices that reduce revenue and margins. It also helps companies determine prices that target markets will accept.
2) Adoption of these solutions is growing for companies over $500 million in revenue, especially in industries with complex pricing.
3) The greatest interest comes from manufacturing, distribution, and logistics companies, but awareness is spreading to other industries like medical devices and business services.
Douglas Guy is a senior operations and technology executive with experience leading change to integrate acquisitions and achieve exponential revenue growth. He has a track record of identifying efficiency opportunities to reduce costs and margins. Guy's experience includes roles as CTO and CAO where he integrated two acquisitions growing a company from $26M to $114M in under two years, and as Director where he transformed a startup's model producing $800M in annual sales.
The document provides an overview of the Balanced Scorecard framework. It discusses that the Balanced Scorecard was developed in the 1990s as a performance measurement framework that included financial and non-financial metrics across four perspectives: financial, customer, internal business process, and learning and growth. It outlines the key steps to developing a Balanced Scorecard, including clarifying strategy, defining objectives and metrics, and implementing. An example of a successful implementation at Mobil is also summarized. The document concludes that the Balanced Scorecard can be adapted for use in e-businesses and provides best practices for implementation.
The document discusses the Balanced Scorecard framework. It provides background on how the Balanced Scorecard was developed in the 1990s as a performance measurement approach that expanded beyond solely financial measures. It then describes the key components of a Balanced Scorecard including translating strategy into objectives across financial, customer, internal process, and innovation/learning perspectives. Steps for developing a Balanced Scorecard including clarifying strategy, setting objectives, and defining metrics are also outlined. An example of successful implementation at Mobil is provided. Challenges and best practices for using Balanced Scorecards, including in e-business, are discussed.
Building a Customer Management Framework outlines key elements for an effective customer strategy: (1) a strategy tied to business goals, (2) compelling programs that drive value, (3) technology to support data and experience, and (4) an organization to deliver these elements. High performing companies leverage customer data by creating analytical skills and processes. The document then discusses building blocks like predictive marketing capacity, customer experience focus, marketing automation, and change management best practices.
This document discusses how telecommunications providers can become more customer-centric to gain a competitive advantage. It begins by noting the highly competitive nature of the telecom industry and pressure on providers from new entrants. It then discusses how most providers currently take a product-centric approach rather than being customer-centric. The document introduces the concept of calculating customer lifetime value to measure customer profitability and determine where to invest resources. It provides an example calculation of lifetime value for a triple play customer. Shifting to focus on customer performance and calculating lifetime value can help providers improve retention rates and revenue.
Mp1 1 Innovative Demand Side RelationshipsECR Community
This document discusses the importance of innovation in driving demand and growth, especially in mature markets. It notes that both retailers and suppliers have become risk averse and focused on efficiency rather than innovation. There are several systemic barriers that inhibit innovation, including a lack of long-term alignment and planning between retailers and suppliers, financial constraints, and a lack of data sharing. The document proposes that establishing industry standards and measures around innovation could help unlock growth opportunities estimated at €42 billion by enabling more effective collaboration.
Companies often struggle to fully realize the benefits of reducing complexity in their operations. This document discusses how companies can plan from the start to capture these benefits. It recommends explicitly considering benefit capture as part of complexity reduction efforts. Companies should identify which benefits, such as reducing costs or improving customer service, will provide the greatest value. They should also understand what changes are needed internally to achieve these benefits. With a clear plan to convert reduced complexity into financial gains, companies can better ensure the benefits of their efforts materialize.
Similar to What's Next in Trade Effectiveness? (20)
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
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2. WhaT’s NExT iN TradE EffEcTivENEss?
What’s Next in
Trade effectiveness?
A DemANDTec INDusTry PersPecTIve
TAble of coNTeNTs
The rules have changed 2 incorporating the shopper dimension 7
The size of the Prize is compelling 4 a New day has arrived 9
Linking Top-down with Bottom-Up 5 about demandTec 10
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collaboration Page 1
3. WhaT’s NExT iN TradE EffEcTivENEss?
The rules hAve chANgeD
Much has changed in the world of trade promotion optimization
during the past several years. advanced econometric modeling
techniques allow consumer products manufacturers to simulate
the impact of proposed plans against volumetric and profit targets.
Manufacturers can now predict how pricing and promotion strategies
will impact not just their own brands, but the retailer’s entire
category—including private label items.
The industry has recognized a short list of innovative consumer
products leaders who have invested in trade optimization with
demonstrated success. and through efficient delivery via software-as-
a-service and a driving need to remain relevant in retail, adoption of
these base-level capabilities has accelerated among a broader set of
manufacturers.
Page 2
4. WhaT’s NExT iN TradE EffEcTivENEss?
New capabilities support two
fundamental principles:
1) Linking “top-down” with “bottom-up”
trade planning
2) Weaving shopper insight into the
analytical framework
New approaches for advancing trade effectiveness are on our doorstep. Manufacturers who embrace these techniques stand to benefit from
Building on a technical foundation of retail data, modeling science, and better internal planning alignment, a more strategic dialog with key
software-as-a-service, the new capabilities support two fundamental retail customers, and a superior return on the largest area of spend
principles: 1) linking “top-down” with “bottom-up” trade planning, beyond cost of goods sold (cOGs).
and 2) weaving shopper insight into the analytical framework.
shopper insights
Page 3
5. WhaT’s NExT iN TradE EffEcTivENEss?
The sIze of The PrIze Is comPellINg
Trade promotions is big business. Each year, consumer products Even small improvements can deliver big returns. for a $5B
manufacturers invest roughly $125B to $175B into trade-based pricing, manufacturer who annually invests $750MM or more into trade
promotion, and merchandising programs.1 according to industry programs, a 2% improvement in return can yield $10MM or more in
estimates, this massive pool of spend accounts for roughly 14% to 22% incremental margin—profit that can be dropped to the bottom line
of manufacturer sales—historically with little to no return to the brands. or reinvested into additional trade programs. These numbers make it
nearly impossible for management to ignore the opportunity to plan
trade programs with a new approach.
$10MM
$5B $750MM Trade
Manufacturer Investment Programs 2% Improvement
Incremental
Margin Increase
A $5B manufacturer can realize an incremental $10MM or more in margin through trade spend optimization.
1
2009 Cannondale Associates, “Trade Promotion Planning & Analysis: A Game that Needs Changing”
Page 4
6. WhaT’s NExT iN TradE EffEcTivENEss?
Build a more compelling
sell-in proposition for the
retail category buyers.
lINkINg ToP-DoWN WITh boTTom-uP
Trade effectiveness is typically achieved by applying science to the build a more compelling sell-in proposition for the retail category
account-level event planning process. Using an allocated pool of buyers—a differentiated proposition founded on science and analysis,
trade dollars assigned to an individual customer team, optimized versus emotion and conjecture.
event-level simulations roll up into a fully predicted category
plan. Using this planning approach, customer business teams can But this revolution in using massive data sets, applied math, and
predictively understand the impact of everyday pricing adjustments scalable software to optimize account-level trade plans somewhat
and merchandising strategies against promoted items, the total ignores how headquarter-level business planning is done. This gap can
manufacturer portfolio, and the entire retail category. having this now be bridged with headquarter-driven tools for optimizing planning
foundational set of analytical capabilities allows trade planners to across broader geographies and time dimensions.
Page 5
7. WhaT’s NExT iN TradE EffEcTivENEss?
for example, two top-down planning use cases may include developing
an optimal merchandising mix for a given class of trade, and identifying HEADQUARTERS
Need consistency and
the depth and frequency of price points and promotion types by on-strategy planning
customer. Without this critical macro insight, planning at the customer-
account level runs the risk of being inconsistent and off strategy. Science and
Guidelines
centrally developed insights are delivered to the customer business
teams as planning guidelines, or guardrails, to better balance the
top-down charter with bottom-up account planning flexibility. since SOFTWARE
top-down and bottom-up planning can leverage a common software Planning templates Improved
platform, guardrails may be delivered directly in the planning Common science Planning
Work ow
application and appear as pre-populated event templates. Templates
may reflect a suggested promotional calendar and incorporate the
pricing floor/ceiling recommendations, along with the event type
frequency insights. Account-
Level Plans
CUSTOMER TEAMS
Need exibility
Aligning top-down and bottom-up trade planning processes on a
common software platform delivers more effective outcomes.
Page 6
8. WhaT’s NExT iN TradE EffEcTivENEss?
INcorPorATINg The shoPPer DImeNsIoN
The second new trade effectiveness plank allows business planners to
optimize for specific shopper segments. There is a revolution taking
place in terms of how retailers are planning for category success. No
longer will a retail merchant simply plan merchandising and marketing
tactics while assuming that all shoppers behave the same. The reality is
that every shopper is unique, and planning can be optimized for clusters
of shoppers who exhibit similar buying patterns and sensitivities. Put
another way, retailers are knowingly making important pricing and
promotion trade-offs that appeal to one valuable shopper segment, yet
alienate another, less profitable segment.
retailers also expect manufacturer trading partners to support this
shopper-centric planning approach. To that end, many retailers across
food, drug, and club classes of trade have begun to free up transaction
log and even loyalty data for manufacturers to analyze. The unfortunate
segments
reality is that manufacturers rarely possess in-house capabilities to
transform massive amounts of raw data into actionable insights. and
whatever insights are extracted from the data will be disconnected from
the trade planning workflow.
Page 7
9. WhaT’s NExT iN TradE EffEcTivENEss?
This new dimension to achieving trade effectiveness suggests that an increase in overall volume and gross margin. Manufacturer B can
raw shopper-centric data is modeled up front and woven into the simulate the same scenario, yet factor in the shopper dimension. This
fabric of how pricing and promotion decisions are made. These critical analysis might reveal that while taking price down by $.45/unit drives
trade decisions are often made in the context of a planning software an increase in volume for the entire population, the shopper segment
application. as an example, Manufacturer a can simulate the effect of that is most relevant to the retailer would have shifted behavior with
taking shelf price down by $.45/unit to address a competitive threat. a drop of just $.25/unit. This critical insight could save hundreds of
The simulation might reveal that moving price to this level will drive thousands—perhaps millions—in gross margin from evaporating.
General Shopper Population
CHANGE IN
MANUFACTURER SHELF PRICE PER UNIT
A RESPONSE -$0.45
Competitive
Threat
B RESPONSE
-$0.25 Gross Margin
Preferred Shopper Segments
Optimizing trade pricing strategies for a preferred shopper segment v. the population as a whole delivers greater margin contribution to Manufacturer B.
Page 8
10. WhaT’s NExT iN TradE EffEcTivENEss?
Opportunities for even greater improvement have arrived, yielding more shopper-
centric promotions and better headquarter/customer business team alignment.
A NeW DAy hAs ArrIveD
Every fast-moving consumer goods organization has taken measures to yielding more shopper-centric promotions and better headquarter/
improve the return on their trade promotion investment. Using advanced customer business team alignment. incorporating these techniques into
software that marries demand modeling with event-level simulations, the current trade planning process will provide manufacturers with a
many are already reaping the rewards of a more intelligent way to competitive advantage and an opportunity to deliver truly breakthrough
plan. But opportunities for even greater improvement have arrived, pricing and promotion plans to the retail customer.
intelligence Page 9
11. WhaT’s NExT iN TradE EffEcTivENEss?
AbouT DemANDTec
demandTec (NasdaQ: dMaN) enables retailers and consumer products
companies to optimize merchandising and marketing decisions,
individually or collaboratively, to achieve their sales volume, revenue,
and profitability objectives. demandTec software services utilize
demandTec’s science-based software platform to model and understand
consumer behavior. demandTec customers include more than 195
leading retailers and consumer products manufacturers, such as ahold
Usa, Best Buy, conagra foods, delhaize america, General Mills, h-E-B
Grocery co., hormel foods, Monoprix, PETcO, safeway, sara Lee, the
home depot, Walmart, and Wh smith. connected via the demandTec
TradePoint Network™, demandTec customers have collaborated online
with more than 2.5 million trade deals. for more information, please
visit www.demandtec.com.
coNTAcT us
demandTec inquiries:
1 circle star Way Phone: +1.888.676.3626
san carlos, ca 94070 Please visit www.demandtec.com
Usa
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