Unilever says brands including Lifebuoy, Ben &
Jerry’s, Dove and Hellmann’s are leading the way and achieving “above average growth”, with high single- and double-digit sales over the past six years. Learn more
‘What Shoppers Want from Retail Technology’ Survey
Source: (Grocery HQ May 19, 2017)
Eighty-four percent of shoppers expect retailers to
successfully utilize technological features to improve their shopping experience, and 62 percent are motivated by an initial human greeting upon entering the store. Learn more
Join Kellogg, Mondelez, Coca-Cola, Johnson &
Johnson, L’Oreal, Colgate Palmolive, Nestle, Dannon,
Kimberly-Clark, PepsiCo, Sysco, RB, P&G, Pernod Ricard, Bimbo Bakeries, Goya, Mars, Ahold, Kraft Heinz, Unilever, Energizer,Edgewell, Constellation Brands, Norseland, French’s, and others to
learn and engage around critical in-store, Sales Force Automation, On Shelf Availability Strategies and Pricing Execution success cases, including: Manufacturers and Retailers can follow the links and register here
Why Amazon Is Eclipsing Legacy Retailers
Source: (Knowledge@Wharton May 16, 2017)
“The old thought is, ‘retail is detail,’ and they are
practicing that at an extraordinary high level,” Cohen says,referring to Amazon’s customer service. “They’re killing legacy retailers who basically have been dropping the ball for years on the basis of poor assortment, poor price strategy and terrible presentation.” Learn more
Enrollment for the Next Collaborative Marketing
Certification Class is Open
Candidates include Nestlé, Keurig Green Mountain, KVAT, Topco, Johnson & Johnson, and others. Your next chance to becoming a Certified Collaborative Marketer (CCM) begins December 13-14,
2017 at Saint Joseph’s University in Philadelphia, PA.
Achieving the CCM allows you to think differently, and
gain essential skills sought after by your company, and other successful CPG/Retail executive team leaders. Learn more and enroll today
Mondelez Pursues North America Resurgence
Source: (FoodBizNews May 17, 2017)
“Our investments in flexible packaging capabilities
with our Lines of the Future are now enabling much broader price-pack architecture across our key categories,” Ms. Rosenfeld said. “For example, our new Ritz lines can now flex to produce from 2 to 18 slugs in one package and from 10 to 40 crackers per slug, with minimal changeover waste. This capability enables us to play in new channels and new occasions at competitive margins.” Learn more
Next for Amazon? Maybe Pharmacies
Source: (Seattle Times May 21, 2017)
It’s arguably better at managing speedy delivery and
consumer experience than its potential competitors. That gives it a real chance to increase the market penetration of online and mail-order drug options.With prescription-drug spending growing every year and
high-deductible plans on the rise, the industry is ripe for large,low-cost options. Learn more
the POI 3rd Annual European Summit are now available to POI Members and Delegates on the POI Website
Recommendations as you
identify growth opportunities with TPx and Retail Execution Capabilities (taken from the POI 2017 TPx and Retail Execution Report by Dale Hagemeyer):
As with TPx, we recommend focusing on functionality and suitability. Adding spreadsheets to a Retail Execution solution, at least the mobile portion, is not really an option. Therefore, prioritize functionality over delivery method. In particular, focus on the effectiveness (sell more) and efficiency (do more) aspects. If you can get this and do so in the cloud-based solution that you seek, that is great. But don’t get sucked in by cloud hype or co-development projects because there are many mature options available.
Recognize the need for multiple solutions across multiple countries/regions. Approach the problem with an eye to being global, but recognize that cost and functional nuances will require
flexibility. We believe that to cover the globe you will need 3-4 different solutions, so avoid IT-driven global mandates.
Moving to the next level with your Retail Execution is not really about technology except as it relates to analytics. Instead it is about: Determining who (internal or external personnel) is going to do the work and enabling them with the tools that improve their sales productivity as we saw in Implication 3. Changing back and forth between internal and external causes change management issues and uncertainty. It also causes interruptions in how the tools are road mapped for the future.
Having a business case that shows how improved Retail Execution will improve financial results. This means
investing in change management through eLearning and training. It means focusing on effectiveness and efficiency. Promotional execution and product availability are perennial bugbears in the industry. Building a business case may need to include a proof of concept with paired
markets where one receives the new approach or capability while the other does not. This helps to identify and quantify the potential benefits of so doing.
Data, data, data. Moving from TPM to TPO requires data. It was identified as the 3rd largest obstacle. The same for Retail Execution, where it was the 4th largest. We believe that the data sets are largely
common to both functional areas so there are synergies. For more on this see additional POI Research here
Continue to give priority to sales productivity technologies: image recognition, gamification, retail
activity optimization, social selling, and guided selling in light of how they are gaining momentum and yet still offer a competitive advantage due to relatively low penetration.
Consider augmented reality as an additional sales productivity add-on to your existing or soon-to-be acquired Retail Execution tool.
Consider how you can avoid blind spots in the market place while using your existing Retail Execution force more efficiently by leveraging
crowd sourcing as a means to identify the opportunities that need to be addressed, and in more real-time. Access the complete report here
Have a sensational week, and Memorial Day Holiday!
If you have a relevant opportunity, list it in POI Pulse, reach us at email@example.com
Strategic Revenue Management Manager
The Manager of Strategic Revenue Management supports the strategic revenue
management function, which seeks to maximize profitable revenue for the
portfolio while ensuring competitiveness in the market place. Helps
to develop and execute portfolio pricing and promotional strategy across
the portfolio/channels/customers. Establish and develop long-term
relationships with both internal and external customers. Learn more
Digital Analytics Manager, Europe
The Digital Commerce team is responsible for driving and influencing every
online sale of our brands either directly through accounts such as
Amazon, or indirectly with our account teams in Grocery, RTM and On
Trade. Our purpose as an industry leading team is to embed Digital
Commerce into the DNA of the business, delivering accelerated growth by
being relevant to today’s digital shoppers in key moments. Learn more
Next Classes are on June 14 and 15, 2017