Part May

2021

REVENUE GROWTH IN AN INFLATIONARY ENVIRONMENT

Discovering Pockets of Demand 7

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EXECUTIVE SUMMARYThe post-pandemic CPG industry has seen significant price inflation, driven by increased demand, out-of-stocks, reduction in promotion, and premiumization. As the economy rebounds, significant input price inflation and increased logistics costs are pressuring manufacturers to raise prices even as increased mobility is likely to moderate demand for in-home consumption categories. To win the market share battle in this unchartered environment, traditional pricing practices alone will not be sufficient. Managers will need to be agile and leverage technology, advanced analytics and newer, granular near real-time datasets to discover and capture profitable revenue growth opportunities.

PRICING CHALLENGES• Vaccination-enabled increased mobility, including return to schools, restaurants, entertainment, travel, etc., is expected to

decrease in-home consumption for several categories, but the rate of decline is uncertain and uneven across categories. • In step with easing demand is an increase in consumer price sensitivity and grocery shoppers will be more mindful of the

prices even as many other goods and services begin to compete for their wallet.• Manufacturers and retailers are fighting to retain new buyers acquired during the pandemic surge and will be eager to

improve their share position as supply and demand reverts to a new equilibrium. • Managing pricing in this challenging environment calls for innovative, agile growth strategies, leveraging the full spectrum

of revenue growth levers to spot and execute on profitable revenue opportunities.

BEST PRACTICES IN REVENUE GROWTH MANAGEMENT• Growth leaders typically capture 3-5 points of topline growth and 5-10 points in ROI improvement from pricing & trade investments. • Leaders in revenue growth have a strong understanding of which brands and categories are less price sensitive and take

pricing action accordingly. • Successful companies measure and monitor price elasticity changes closely and benchmark vs. category to understand

other levers they need to pull besides pricing and promotion.• Innovators leverage machine learning to quickly identify pricing opportunities and to ensure planned pricing moves are executed.• Leading companies also monitor promotion execution to weed out underperforming promotions, e.g., feature and display

conversion, deviations in promo event lift, and spotting and acting on unusual competitor promotions. • Leaders leverage a full range of price-pack architecture moves by understanding which consumers will pay what in which

channels (e.g., convenience, club, dollar, grocery); they also consider differentiated pricing and promotions online vs. in-store.• They strengthen their brand value proposition by precisely delivering what consumers value and premiumize smartly.• Winning brands match their products to unique occasions and price innovations to realize value.

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CPG Demand Surged in 2020 As In-Home Consumption Gained Share Due to Dramatic Drop in Out-of-Home Consumption

C O N T E X T

50

30

40

60

0

70

Feb Aug

5353

40

60

Dec

66

39

4752 53

45

55

4749

57

AprilJan

48

Mar

34

45

OctMay

55

June July

61

47

56

44

Nov

43

Sep

Food-at-home Food Away-from-home (incl. takeout & delivery)

132 131 133 104 123 129 135 136 131 137 131 138

4% 7% -4% -23% -15% -8% -4% -6% -2% -1% -5% -5%Total Food

($B)

Food-at-Home, Food Away-from-HomeShare of $ Spend

1.1%10.3%

0

20

2016-2018 CAGR 2020 vs. YA

+9.2

2.4%7.5%

0

20

2016-2018 CAGR 2020 vs. YA

+5.1

Omnichannel Estimated Volume & $ Sales % Change

Nonedible

$ Sales % Change 1.9% 13.9%

$ Sales % Change 3.9% 12.2%

Edible (Including Perishables)

Source: USDA Monthly Sales of Food with taxes & tips; Includes food sales across store types. IRI Omnichannel Model, data ending 12/27/20, Omnichannel is MULOC+Costco+ eCommerce, Volume is estimated based on MULOC weighted price/mix growth. IRI analysis.

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Demand Outpaced Supply in Many Categories and Consumers Were Willing to Pay for Convenience, Trusted Brands and Premium ProductsMomentum Growth / Aisle % Volume CAGR (‘16-’19) vs. Volume Acceleration in 2020

10%

5%

3%

2%

5%-4%

0%-15%

-2%

-3%

-1%

0%

15% 20% 25%

6%

4%

1%

Juices

Cookies & Crackers

Baking

Volu

me

CA

GR

(’16

-’19)

CSD

Meat

ProduceDairy

Rfg. Meals

Household Cleaning

LaundryPet Care

FZ Desserts

Coffee & Tea

FZ MeatCondiments & Sauces

Nutrition/Weight Loss

Baby Care Rfg. BeveragesMouth Care

Skin Care FZ Fruit & Veg

Foils, Wraps, & Bags

Ethnic

Cosmetics

Ss VegetablesBakery

Household Plastics/Storage

Paper ProductsBaby Food

Seafood

Snacks

Breakfast

Disposable Tableware

Ss Fruit

Tobacco

Personal Cleansing

Hair Care

Sports/Energy Drinks

Floral FZ MealsHealth Remedies

SS Meals

Water

Candy

Liquor

Deli Meat

2020 Volume Growth Acceleration (Ppt. Difference 2020 Growth Rate - 2016-2019 CAGR)PositiveNegative

Alcohol

Beverages

Fresh General Food

Frozen Refrigerated

Beauty

Health

Home Care

General Merchandise

Tobacco

2020 CPG Average

COVID-19 demand drove high growth of leading brands in cleaning, OTC, paper products,

self-care, at-home food, comfort and

indulgence. Price sensitivity and

promotions dropped in these

categories.

Shoppers were willing to pay

premium prices, delivery fees, and membership fees

for added convenience and to

consolidate trips on platforms like

Instacart and DoorDash.

C O N T E X T

Note: Includes top 50 aisles by size. Source: IRI data for MULO+C (multi-outlet and convenience) / IRI analysis.

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+8.2+1.3+2.0+2.9+0.4+2.4+1.0+1.2-0.8+2.5+0.8+3.6+0.1+0.9-0.4+0.5+0.4-0.5

Price Inflation Occurred Through Reduction in Promotions and Increased PremiumizationDecomposition of Price per Volume % Change vs. YA / Grocery Channel / 12 WE 3/21/21 – Example Categories

To learn more about premiumization , read The Premium Opportunity report. Note: Everyday price at item level. Promotions includes promotion frequency and depth (driven by frequency). Mix shift refers to difference in product mix vs. YA, driven by shifts to more premium brands (positive effect) countering shift to larger pack sizes (negative effect).

-1.3%

1.9%

1.5%

-1.0%

-0.7%

-2.4%

0.9%

-1.4%

0.3%

0.8%

0.0%

-0.4%

-0.7%

1.5%

4.8%

4.2%

5.1%

3.5%

3.5%

1.5%

2.8%

4.3%

0.6%

4.7%

-0.2%

1.1%

1.0%

1.0%

1.3%

2.1%

2.0%

12.7%

8.2%

2.7%

2.9%

2.0%

4.3%

5.7%

4.3%

4.0%

4.3%

1.5%

5.1%

3.1%

2.3%

2.8%

2.4%

1.7%

1.2%

0.2%

5.9%

Spices / Seasonings

-0.4%

Dish Detergent

Chocolate Candy

Beer

Cups & Plates

Fz NoveltiesCSD

6.4%

Ice Cream

BreadSoap

3.3%

Bottled Water

Pasta

Salty Snacks

6.8%

7.0%

-0.1%

Sugar

Energy DrinksLaundry Detergent

8.3%

Pet Food6.8%

0.3%

Frozen Pizza-0.5%

14.4%11.8%

8.8%

3.0%

5.8%4.8%

4.8%4.4%

4.1%3.9%

2.8%

Tot Price / Volume Change

Increased Everyday Price

Reduction in Promotion

Mix Shift / Premiumization Mix Shift/

Premiumization

Δ vs. 16 WE 12/27/20

C O N T E X T

EdibleNonedible

Source: IRI POS 12 WE 3/21/21, 16 WE 12/27/20, Grocery channel. IRI Strategic Analytics..

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Baking Mixes

Premium Brands Grew in Many Categories as Shoppers Traded UpCategory Price Tiers and Brands – Representative Categories

20.8% $15.5B

65.1%

64.0%

19.4%13.8%

L52

1.7%Pre-

COV

13.3%1.9%

$14.6B

25.8%

$1.6B

Pre-COV 62.0%

27.5%

8.6%3.6%

60.6%L52 8.8%3.1%

$1.3B

Pre-COV

29.6%

27.7%55.7%

54.2%

12.5%4.0%

12.1%4.1%

L52

$9.4B

$10.6B

Chocolate Candy

+0.2 -0.5 -1.1 +1.4

-0.5 +0.2 -1.4 +1.7

+0.1 -0.5 -1.5 +1.9

54.5%

9.9% 20.9%Pre-COV $5.3B60.4%

$7.5B

8.9%

27.7%6.2%

11.5%L52

-2.6 +1.6 -5.8 +6.8

Private Label Value Mainstream PremiumFrozen Entrées

Health and comfort brands contribute most

to premium growth

Soap

Premium brands with alternatives for allergies and

dietary restrictions gain shareSmaller premium

brands grew share

Premium small indulgences grow

Private Label Value Mainstream Premium

Private Label Value Mainstream Premium Private Label Value Mainstream Premium

C O N T E X T

Note: Price Tiers calculated at Major Brand Level from Subcategory Price/Vol as Premium > 1.25*Avg, Value < .75*Avg Source: IRI POS; Pre-COVID-19 52 WE 2/23/20, L52 WE 3/21/21

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For restaurants that remain open, sales are near pre-COVID-19 levels

Demand for categories will continue to be idiosyncratic

Demand for In-Home Consumption Is Expected to Decline vs. Last Year as Consumers Begin to Resume Pre-Pandemic Behaviors

-50

-40

-30

-20

-10

0

10

20

30

40

1/1/

2020

4/1/

2020

1/1/

2021

7/1/

2020

4/1/

2021

10/1

/202

0

7/1/

2021

10/1

/202

1

1/1/

2022

F&BVolumeMobility

Forecast

Median Forecast

Q1

‘21

Q2

‘21

Q3

‘21

Q4

‘21

based on assumption of full COVID-19 vaccine distribution by June 2021

+6%vs. Jan-Feb 2020 +3%

vs. Jan-Feb 2020

~+8%vs. Jan-

Feb 2020

2020 F&B volume~+10-12% vs. Jan-Feb 2020

+3%vs. Jan-Feb 2020

Full-Service Restaurants PerformanceAll Restaurants (including closed) $ sales % chg. vs. pre-COVID-19

-55

-83

-69

-53

-50

-48

-42

-42

-55

-61

-53

-50

-47-32

May

October

March

September

March

April

June

July

August

November

December

January

February

April

2020 vs. 2019

2021 vs. 2019

U.S. Consumer Mobility vs. F&B At-Home Volume% chg. from pre-COVID-19 (Jan mid-Feb ’20) base, 4 wk rolling avg – est. total Omnichannel

P R I C I N G C H A L L E N G E S

Omnichannel = MULO+C + Costco + eCom – Overlap. Source: Google Mobility – Workplace. IRI POS data. IRI Strategic Analytics models. IRI analysis.

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More Pricing Is Expected for 2021: CPGs Need to Leverage the Full Spectrum of Revenue Growth Levers as Price / Mix Growth AcceleratesCPG Price / Mix Growth

2019 2020Q1

12 WE 3-21-21L4

4 WE 4-18-21

Michael Hsu, Kimberly-Clark CEO"We expect some of the net benefit from COVID-19 dynamics, including higher consumer demand, to reverse. In addition, commodity costs are rising globally…"

James Quincey, Coca-Cola CEO“There will have to be some price increases… We intend to manage those intelligently, thinking through the way we use package sizes and really optimize the price points for consumers."

Andre Schulten, P&G CFO"As opportunities allow, we’ll close a couple of price increases with new product innovations, adding value for consumers.”

Note: Price / Mix is dollar-weighted price per volume % change across categories. Source: IRI POS Data, MULO+C; Earnings Call Transcripts.

1.9%3.3% 4.0% 4.4%

3.3%

5.3% 5.6%6.7%

% chg vs. YA % chg vs. 2YA

3.5%4.4%

5.1%5.7%5.7%

7.9% 7.4%

8.8%

EDIBLE

NONEDIBLE

Price / mix has grown on average 2.5%over last 10 years

Price / mix growth last exceeded

5% in 2008

Dave Marberger, Conagra CFO“History shows us that price adjustments are more likely to be accepted in the market when industrywide and broad-based input cost inflation occurs…”

Vivek Sankaran, Albertsons CEO“Inflation of 3% to 4% can be passed on to the consumer, but if inflation goes higher there will be difficult conversations throughout the supply chain.”

Linda Rendle, Clorox CEO“We’re looking at price increases…in a category-by-category approach… We’ll focus on… margin-accretive innovation.”

P R I C I N G C H A L L E N G E S

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Price Sensitivity Is Rising Again After Dropping During the COVID-19 PandemicCPG Average Promoted Price Group (PPG) Price Elasticity / Grocery Channel

-18.9

-14.8-16.3

-8.5

-17.1

-12.9

Edible Nonedible

-10

39 w/e 3/1/20 26 w/e 10/26/20 39 w/e 2/28/21

% reduction in volume from 10% increase in price

-2.6+0.8

-6.3+4.4

P R I C I N G C H A L L E N G E S

Revenue Growth Management Opportunities | Reshape elasticity curves leveraging behavioral economics (e.g., attribute priming, anchoring, assortment curation, bundling).1

1Psychology of Pricing: Reshaping Your Elasticity Curve Note: Avg PPG price elasticity measured across PPGs (top 80% by volume) in representative categories. Source: IRI Revenue Growth Management proprietary models.

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Retailers and Manufacturers Will Fight to Improve Market Share and Retain Buyers Acquired During the Pandemic Surge

Retailers Will Be Fighting for Market Share Even as Some In-Home Consumption Switches to Out-of-Home

Manufacturers Will Work to Retain the New Consumers They Acquired During Pandemic

Top Growing Brands by New Buyers Gained

Large Brands gained an average of 1.9 M

new buyers

Medium Brands gained 1.3 M

Small Brands gained 0.7 M new buyers

3

1

2

Angel Soft 13.2 M 34%

Lysol 12.1 M 56%

Charmin 11.2 M 47%

2020 HH Penetration

No. of HH Buying Chg. vs. YA

3

1

2

3

1

2

Germ X 20.2 M 19%

Microban 8.9 M 7%

Kinder 8.7 M 20%

Hunt’s 8.4 M 57%

Bimbo 7.8 M 34%

Northern 6.9 M 22%

Source: Earnings Reports. IRI 2020 Trends and 2021 Emerging Growth Pockets. / Note: Costco is average of latest 4 quarters ending Feb 14, 2021. Comparable Sales Growth excludes Fuel for most Retailers

EdibleNonedible

19.3%

16.9%

16.3%

14.4%

14.1%

12.8%

11.8%

8.6%

Latest Quarter Quarter Ending

20.5% Jan 30, 2021

11.8% Feb 27, 2021

21.6% Jan 29, 2021

11.2% Dec 31, 2020

10.6% Jan 30, 2021

12.6% Feb 14,2021

10.8% Jan 29, 2021

8.6% Jan 29, 2021

Comparable Sales Growth

P R I C I N G C H A L L E N G E S

Latest Fiscal Year

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P R I C I N G C H A L L E N G E S

Promotions Will Revert to “Normal” Levels as Retailers andManufacturers Fight to Retain Buyers and Grow Market ShareCPG Promotional Index / MULO

Promotional index defined as % of dollar sales sold with any merchandising condition, indexed to YA value. Source: IRI POS data ending 3/21/21

EDIBLE

NONEDIBLE

93.6

57.979.3 88.1 93.8

146.7

90.9

57.379.5 88.0 87.8 87.5

4 WE 04-18-21

Q1 ’20 12 WE 03-22-20

Q2 ’20 12 WE 06-14-20

Q4 ’20 12 WE 12-27-20

Q3 ’20 12 WE 09-06-20

Q1 ’21 12 WE 03-21-21

vs. YA vs. 2 YA

99.3

60.9 73.4 79.1 83.2

130.595.5

58.1 73.1 79.5 82.6 88.0

Revenue Growth Management Opportunities

Winners will rethink and innovate on promotions –

in-store and online – that drive truly incremental volume and reduce unproductive spend.

ExpectationsExpect promotions to revert to

normal levels later in the year as consumer mobility starts to

increase and away-from-home spending recovers.

Some manufacturers have invested to expand their

capacity and will be pressured to drive volume.

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Winners Will Leverage All Revenue Growth Levers

CATEGORIES

COMPETITION

OCCASIONS

SHOPPERS

PROMOTIONS

EVERYDAY PRICES

BRAND VALUE

INNOVATION

CHANNELS

New Skillsets that Leverage Technology, Real-Time POS, Consumer and Shopper Data, Advanced Analytics, Machine Learning, and Artificial Intelligence

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Investments in Machine Learning Enable Quick Identification of Pricing Opportunities and “Size of the Prize”Machine Learning Provides Real-Time Insights, Enabling Quick Action

Retailer A

Retailer A

Retailer C

Retailer E

Retailer E

Retailer F

Retailer G

Retailer H

Retailer I

Geo A

Geo A

Geo A

Retailer K

Retailer K

Retailer L

Retailer L

Retailer L Retailer J Retailer I

Retailer M

Retailer M

Retailer M

Retailer H

Retailer H

Geo B

Geo B

Geo B

Retailer N

Retailer N

Retailer O

Retailer O

Retailer C

Retailer B Retailer C Retailer D Retailer E Retailer F

Retailer KRetailer J Retailer I Retailer G

Retailer G

Which Retailers have NOT Reflected 15% SRP Increases on Product A?

Brand A – Unify Predictive Recommendations May/June ’20Category in Channel, Price & Promo OpportunitiesAutomated Insights

Brand A

Brand A

Brand A Retailer A, Retailer B,

Retailer A, Retailer B,

Brand A Product A

Retailer A

Retailer C

Retailer C

Retailer C

Retailer B

Retailer D

Brand A Product A

Brand B Product A

Brand A Product A

Brand B Product A

Brand A Product B

Brand C Product A

Brand A Product A

Brand D Product A

Brand A Product B

Brand E Product A

Brand A Product B

Brand F Product A

Brand A

Brand A

Brand A

Brand BBrand C

Retailer A, Retailer B, Retailer A, Retailer B,

Retailer A, Retailer B,

Identify Pricing OpportunitiesPrioritize Pricing Decisions

Based on the Size of the Prize

C A T E G O R I E S

Manual and inconsistent revenue management processes used to search for price and promotion execution gaps and opportunities will be replaced with on-demand, proactive, real-time push of alerts and predictors so that managers can quickly capture revenue growth opportunities.

Source: IRI disguised client example.

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Winners Leverage Quick Pricing Diagnostics to Quantify the Risk / Reward Continuum for Pricing ActionsSelect Examples – Pricing Risk / Reward Evaluation – Volume Sales Rate Index by Price Point

Elastic Example: High Pricing RiskSales Rates React Strongly to Changes in Price

Inelastic Example: Low Pricing RiskSales Rates Are Relatively Unchanged as Prices Increase

C A T E G O R I E S

Pricing diagnostics often help quantify price leverage for a brand in the context of its competitive value position and save companies from unnecessary price moves when opportunities lie elsewhere.

Note: Reported Base Price Point is the point’s range ending point and includes a full dime’s worth of prices. Points start at this value, i.e., $0.99 is a Base Price Point of $0.90 thru $0.99. Source: IRI MULOC

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Take Price in Categories That Have a Lower Volume Impact Representative Categories – Category Volume Change from 5% Price Increase

Greatest Volume Decrease

Least Volume

Decrease

Chocolate Candy-8.3%

Ice Cream/Sherbet

-7.2%

Toothpaste-6.4%

Salty Snacks-7.4%

Bottled Juices - SS-7.2%

Cookies-7.1%

Batteries-6.0%

Crackers-8.3%

Bottled Water-6.9%

Vitamins-3.3%

Frozen Pizza-8.2%

Laundry Detergent-7.5%

Baking Needs-7.4%

Source: IRI Revenue Management Database. 39WE 2/28/21.

Revenue Growth Management Opportunities

Managers who invest to understand price elasticity for their

brands and categories, as well as

competitive and substitute solutions

across key purchase scenarios, can

increase topline sales by more than 2%.

Leaders take price early in select categories and

brands to increase their optionality and retain promotional

flexibility as needed.

C A T E G O R I E S

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“Instead of having a team dedicated to pulling data and searching for price and promo execution gaps, technology does that work for us and delivers us exactly the insights we need as soon as data is released, saving our finance team hours of work every week.”

— Director of Revenue Management

Monitor Competitive Price Gaps at Market-Account Level in Real Time and Take Quick Corrective ActionClient Example – Aggressively and Granularly Monitor Competitor Price Gaps

C O M P E T I T I O N

Source: IRI disguised client example.

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Monitor Competitive Promotions and Their Impact to Identify and Quickly React to Promotion Opportunities and RisksBenchmarking Promotional ExecutionConvenience Channel, Latest 52 weeks vs. Latest 12 Weeks on Promotion

Brand A Brand ACompetitor CompetitorAny Merch Quality Merch

Last 52 Weeks Last 12 Weeks36

34

2018

8 8

26

C O M P E T I T I O N

Brand A Brand ACompetitor CompetitorAny Merch Quality Merch

Competitor is now getting more than its fair share of quality

merchandising.

Note: Weeks of promotion support less frequent than comparison products. Brand A had fewer weeks of support than 1 comparison product for Latest 52 WE 02-21-21. Minimum promo weeks of support difference is 1.

Source: IRI disguised client example.

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-2.0-1.9-1.8-1.7-1.6-1.5-1.4-1.3-1.2-1.1-1.0

Leaders Track Changes of Own Brand and Competitive Brand Price Sensitivity to Determine Appropriate ActionExamples – Brand Base Price Elasticity

-1.4

-1.0

-1.6-1.7

-1.7

-1.5

-1.9

-1.7

Pric

e El

astic

ity

20212020

Source: IRI Revenue Management Database. Pre-Period = 39WE 3/1/20; Post-Period = 39WE 2/28/21.

Less price sensitive

Minimal Change

Less price sensitive

More price sensitive

-1.8%-21.2%-5.9%

+39.5%

Premium breakfast cookie with claims:

• Whole Grains• 4 Hours of Nutritious

Steady Energy• Natural Flavors

Mainstream waferwith no claims Indulgent pizza with a wide

variety of forms and crust options with claims:

• 100% Real Cheese• Preservative-free crust• No Artificial Flavors

Premium, exotic flavors with claims including:

• 100% Real Cheese• Preservative-free crust• No Artificial Flavors

• Avoid everyday price erosion

• Use targeted promotions to drive volume

• Strengthen brand value proposition

• Monitor promos to cut unproductive events

• Leverage differentiating product claims on packaging to take price

• Use brand equity to secure quality support for events, improving lift for the remaining weeks on promo

• Seek any remaining pockets of leverage across the category to be able to take price

• Ensure a strong, compelling price-value curve vs. competitors

C O M P E T I T I O N

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16ct

80ct

Non-Promo Price Per Unit

28ct

Non

-Pro

mo

Pric

e pe

r Cou

nt /

Oun

ce

40ct

14ct

20ct

4oz

40ct

8oz

7oz

14ct

20ct28ct

20ct24ct

30ct

Product 1

Product 2

Product 3

Product 5

Product 6

Product 4

Non-Promo Price Per Unit

12oz

Non

-Pro

mo

Pric

e pe

r Cou

nt /

Oun

ce

24oz

24ct

12oz

60ct

24ct

48ct

24oz

8oz

24ct

Product 1

Product 2 Product 5

Product 3

Product 4

Product 6

A Key Lever of Revenue Growth Is Identification and Correction of Misaligned Price-Volume Curves in a Competitive ContextClient Example – Brand 1 vs. Brand 2 Price / Volume Curve – Retailer 1 Non-Promoted Avg. Price per Unit, 52 WE February 23, 2020 – Retailer 1

Brand 1 Brand 2

E V E R Y D A Y P R I C I N G

Incentive curve analysis across retailers, triangulated with elasticity modeling, identifies new price-pack opportunities.

Source: Disguised Client Example. IRI Consulting analysis.

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“Our team

focuses now on

forward-looking

actions instead

of working with

backward data.”

VP of Revenue Management

Product Retail Account

Price Recommendation(Allowable Range, Current,

Recommended)

Unit Sales Change

Revenue Change

Contribution Change

% % %

Brand A, Pack 1 Account X 2.2% 1.7% -0.4%

Brand A, Pack 2 Account Y 22.7% 11.6% 9.3%

Brand A, Pack 2 Account Z 0.1% 0.0% 0.0%

$4.12

It’s Critical to Quickly Determine Optimal Everyday Prices at Account and Pack Level, Especially in an Uncertain and Uneven EnvironmentClient Example – Impact of Everyday Price Changes

$4.12 $5.04

4.35

$1.69 $2.06

$1.92$1.69

$1.83 $1.99

$1.79 $1.91

-5.3%

-12.0%

+6.7%

E V E R Y D A Y P R I C I N G

“

”Source: IRI disguised client example.

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 21

Brand A

Brand A

Retailers can use promotions strategically to drive growth where there is greater price reaction and return on investment.

Brand A

Brand A

Leaders Leverage Technology to Proactively Identify and Correct Violations of Pricing Guidelines Client Example – IRI Opportunity Alerts

Retailer 1 is the only retailer that is in violation

of the established lowest promoted price

point of $0.79

P R O M O T I O N S

Capturing Such Granular Opportunities Can Collectively Lead to a 1% Increase in Revenues

Source: IRI disguised client example.

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 22

Optimize Trade Calendars at Brand-Pack-Account Level by Testing Different OptionsClient Example

Summary of metrics for each potential scenario

Recommendation rationale

Key inputs and assumptions (COGS, list price, etc.)

Summary of expected outcome for each scenario

Simulate different # of wks of different promos

P R O M O T I O N S

Simulate Runs & Measure Impact of Different Promo Calendars(including changes to everyday price)

Evaluate Scenarios at the Account and Across Accounts

Giving access to promo effectiveness, scenario capabilities enabled sales growth up to 5% for same level of trade spend

Source: IRI disguised client example. IRI POS Data, Pricing Study, Trade Simulator, and Consulting Analysis.

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 23

Leverage Machine Learning to Drive Profitable Trade DecisionsClient Example – Trade Event Optimization

Looking across investment opportunities for each brand we found significant variation in effectiveness

of existing investment being made…

…and used this to optimize the mix of Hi/Lo and EDLP promos at an account level to drive top- and bottom-line growth.

1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0

1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0

1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0

1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0

1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0

1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0

1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0

9 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0

8 9 1 0 1 0 1 0 1 0 1 0 1 0 1 0 1 0

7 8 9 1 0 1 0 1 0 1 0 1 0 1 0 1 0

6 7 8 9 1 0 1 0 1 0 1 0 1 0 1 0

5 6 7 8 9 1 0 1 0 1 0 1 0 1 0

5 5 6 7 8 9 1 0 1 0 1 0 1 0

4 5 5 6 7 8 9 9 9 9

3 4 5 5 6 6 8 8 8 8

2 3 4 5 5 5 6 6 7 7

0 2 3 4 5 5 5 5 5 5

0 0 2 2 4 4 5 5 5 5

0 0 1 1 2 2 4 4 5 5

0 0 0 0 1 1 2 2 4 4

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0-$1.00

-$0.50

$0.00

$0.50

$1.00

$1.50

$2.00$2.50

$3.00

$3.50

$4.00

$4.50

$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000

Price Investment ($ per week)

Incr

emen

tal P

rofit

per

Dol

lar I

nves

ted

Evaluating against the total system profit pool ensured trade plans that benefitted both the client and its retail partners.

In addition to driving the manufacturer / retailer win-wins, these new trade plans significantly increased ROI.

8

16

16

16 PPG A $2.99

PPG A MEGA $3.49/$2.99

PPG A $3.49

PPG B $3.49

PPG C $7.99

EDLP PPG A

12

16

16

14

$3.78 $4.49

0

Original Scenario$3.78 Base Price

$4.49 Base Price$3.49/$2.99 Scan PromosPromotions

Expected Improvement vs. Original Scenario

Volume +8%Net Sales +8%Mfg Profit +8%Trade ROI +28 ppts

Retail Sales +9%Retail Profit +10%Retail Mgn +1 ppts

Manufacturer Metrics Retailer Metrics

BOO50B1G1

Must Buy 3

P R O M O T I O N S

IMPACT: 10 ppts ROI Improvement Drove Operating Profit Improvement of 15% and 5% Increase in Sales

Source: IRI disguised client example.

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 24

P R O M O T I O N S

6.7%

5.1%

4.3%

18.3%

8.6%

6.1%

6.5%

22.3%

6.8%

5.1%

4.4%

18.5%

Promoted Price

GroupAccount

Recommended Quality Merchandising Weeks

Recommended Total Weeks

Unit Sales Change

Retail Sales Change

Mfr. Profit Change

Change Result Change Result % % %

Pack 1 Account X -2 31 +2 41

Pack 1 Account Y +2 38 -1 41

Pack 2 Account Z +3 21 -- 32

Pack 2 Account K +4 26 +5 32

When a Category Grows More Sensitive, Brands Need to Guard Equity and Ensure Their Fair Share of Quality Merchandising to Drive ProductivityClient Example – Promo Weeks of Support vs. Competitor Products: Selected Outputs

Source: IRI disguised client example.

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 25

Monitor Promos to Ensure They Drive Planned Results, But Allow for Ongoing Refinements in the Trade Calendar and Avoid OversaturationPromo Execution and Competitive Promotions Brand A Pack 2 at Retailer X

TPR Feature Display F&D> 50% TPR 200% 250% 300% 400%

BOGO 100% 150% 200% 300%

Buy 2, get 1 75% 100% 150% 200%

20-25% TPR 50% 100% 125% 175%

10-19% TPR 25% 50% 75% 150%

< 10% TPR 10% 30% 50% 75%

Everyday Price 20% 35% 35%

Illustrative Example

Process done for all packs and geographies selected for analysis.

Prom

oted

Pric

e

Typical Promotional Lifts Alerts trigger when promo event yields greater or less than expected/threshold lift

Action: Identify incremental execution opportunities

at that and at other accounts

Alerts trigger when competitive promo event yields greater than typical lift

Action: Work with account teams to assess why

event yielded unexpected lift and act

P R O M O T I O N S

Source: IRI disguised client example.

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 26

S H O P P E R S

Revenue Growth Innovators Leverage Frequent Shopper Data to Understand Which Promotions & Packs Drive Truly Incremental SalesClient Example – Responsiveness of Promotions by Shopper Segment / Segment Index to Average

Pack A: Deeper Must Buy 3 Promo

Pack A: BOGO with Display Support

Pack B: Shallower BOGO50

Pack B: Buy 2 Get 1 with Display Support

Strong Response from Loyal Buyers

Skewed More Toward Light Buyers & Switchers

More Evenly Distributed; Higher Focus on Switchers

Strong Response From Switchers

107

102

115

178

156

91

117

102

146

125

110

14686

96

170

122

107

145

103

87

112

113

103

121

134

115

194

130

94

101

78

97

101

100

107

167

CA

TEG

OR

Y U

SAG

E

Heavy

Medium

Light

Heavy

Medium

Light

Heavy

Medium

Light

Loyal to Other Brand

Loyal to Brand X

Switcher

Revenue Growth

Management OpportunitiesRetailers canunderstand the effect of their pricing and

promotion on specific shopper

segments in order to drive

penetration and incremental

revenue.

Source: IRI disguised client example.

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 27

Use Shopper Data to Tailor Promos and Merchandising Types to Target Specific Shopper Segments Like Brand SwitchersClient Example – Promotional and Merchandising Responsiveness by Shopper SegmentSegment Level Engagement Indices vs. All Promotional Weeks, IRI FSP Data

BRAND LOYALTY

Feature BOGO

150 200 142

130

134 130

160

160 170 142

Loyal to other brands

Heavy

Moderate

LightCATE

GO

RY U

SAG

E

40% off with Display

Loyal to Client Brand

Loyal to other brands

Loyal to Client Brand

S H O P P E R S

Deep feature events engage heavy category buyers, in particular brand switchers, while deeper display events engage moderate and light category buyers, in particular brand switchers.

Source: IRI disguised client example.

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 28

Use Shopper Data to Identify Tactics That Attract Brand Switchers and Adjust Promotional StrategyClient Example – Brand Switcher Share of Pack Sales% of Sales Total Category and Client Brand X, IRI FSP Data

11% 52%

20%

37%

78%

All Other

2%

Larger PacksSmaller Packs

Total Category

Client Brand

Client brand was not getting fair share of brand switchers due to not offering a competitively priced small pack.

S H O P P E R S

Winners gain additional revenue and share growth by understanding shopper preferences and purchase behavior at account level.

Source: IRI disguised client example.

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 29

S H O P P E R S

Shopper Data Identifies Key Weeks to Run Promotions and for Partnerships With Retailers to Win with Specific Shopper SegmentsClient Example – Dollar Sales Index by Week for Millennials with Moderate Category Engagement – IRI FSP DataSegment Level Sales Index by Week($ index)

Identified key category weeks to

win through promotions when

millennials are most engaged in

the category.

Leaders leverage granular analytics to identify key weeks to promote when

valuable shoppers are in the market.

Winners work collaboratively with retailers to engage

with the right shoppers, right packs, and right

promotions at the right time.

Source: IRI disguised client example.

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 30

Leaders Tailor Pack Size Offerings by Channel to Strengthen the Value Proposition and Better Incent Upsell OpportunitiesClient Example – Refining Price Pack Channel Architecture

Competitive, Channel-Specific Packs Developed via a Granular Understanding of ShoppersIMPACT: New assortments grew multi-pack sales 12–15% across all channels; grew mkt share to a 5-year high

Source: IRI client work.

Current Architecture Recommended Architecture

Winning Manufacturers

factor in retailers’ shopper perspectives and collaborate with the retailer to bring the right

packs, prices and promotions to the

market.

Retailers fine-tune assortment; build both value and premium offerings and

manage trade-in gap between

value and mainstream and

between mainstream and premium brands.

S H O P P E R S / C H A N N E L S

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 31

Online Price Sensitivity Remains Lower Than Grocery Price SensitivityCPG Average PPG Price Elasticity Grocery, e-Commerce

-18.5-20.5

-14.7-13.0

-16.6

-13.8

-10

39 w/e 3/1/20 26 w/e 10/26/20 39 w/e 2/28/21

% reduction in volume from

10% increasein price

Note: Average PPG price elasticity measured across PPGs (top 80% by volume) in 30 representative categories. E-commerce based on pure-play ecom retailer. 26 WE 10/6/19 vs. 26 WE 10/4/20. Source: IRI Revenue Growth Management proprietary models.

-3.8 +1.9-7.5

+0.8

Revenue Growth Management Opportunities

Winning retailers attract and retain omnichannel

shoppers who are less price sensitive and more loyal with

right targeting, messaging and assortment.

ExpectationsLeading players consider

differentiated assortment and pricing in-store vs. online to incent

traffic to both channels.Break line-pricing for complex flavors, special packs and LTOs

in e-commerce where consumers are willing to pay extra for value.

Promote differently in-store and online.Grocery E-Commerce –

Pure Play Delivery

C H A N N E L S

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 32

Brands and Products That Can Make More Targeted and Aligned Claims Have Price LeverageSelect Examples – While shoppers tend to appreciate sourcing claims, they rarely are willing to pay more for them.

Source: IRI Revenue Management Database. Pre Period = 39WE 3/1/20; Post Period = 39WE 2/28/21.

Claim:• Natural & artificial

flavor added

Claims: • Certified B Corporation• Gluten Free• Non-GMO

Claims: • Non-GMO• Responsibly Sourced

Packaging• Fairtrade• Cage-free Eggs

ICE

CR

EAM

/ SH

ERB

ET

Blue Bell Mainstream Ice Cream

Ben & Jerry’sTheme-flavored Premium Ice Cream

So DeliciousSpecialty Dairy-Free Ice Cream

CR

AC

KER

S

No claim

Claims: • Baked• 100% Real Cheese

Claims:• Baked• No artificial colors or flavors• Non-GMO• 100% Whole Grain Wheat

Keebler Club CrackersMainstream Cracker

Pepperidge Farm GoldfishMainstream Snack Cracker

TriscuitMainstream BFY Whole Grain Cracker

-3.162021

Elasticity

-1.992020

-1.582021

Elasticity

-1.672020

-1.202021

Elasticity

-1.712020

-1.922021

Elasticity

1.722020

-1.302021

Elasticity

-1.362020

-0.662021

Elasticity

-1.162020

B R A N D V A L U E

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 33

Leveraging Multiple Claims on Packaging Helped Elevate a Brand to a More Premium Price PositionClient Example – Strengthening Brand Value Proposition

Combined Claim:“Organic, No Artificial Ingredients, 3g of Protein per Serving”

No single claim could justify enough of a premium to offset the costs of carrying it.

Potential Individual Claims the Brand Could Make Did Not Make a Significant Difference …

…But Shoppers Were Willing to Pay a 25% Premium for a Combination of the Claims

Impact: Not only did the brand strengthen its appeal among core users, but it also helped trade-up mainstream cracker buyers.

Individual Claim

Impact on Price Shoppers Would Pay

Shopper Rationale

Organic +3% “That doesn’t mean it’s healthy”

No Artificial Ingredients

+3% “Yes, but it’s not good enough to be organic”

3 Grams of Protein

+5% “That could be due to a series of bad additives”

Source: IRI client work.

B R A N D V A L U E

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 34

Soap Brands With Natural, Beauty Benefitting Ingredients Gained Share Over Mainstream BrandsPremium Brand Share Growth – Select Examples

Source: IRI POS; Pre-COVID-19 52 WE 2-23-20, L52 WE 3-21-21

Fair trade, made with organic oils

Naturally derived ingredients including lavender, eucalyptus, shea

L52 Share: 1.0%+0.04 ppt chg. vs. pre-COVID-19

L52 Share: 0.1%+0.01 ppt chg. vs. pre-COVID-19

Moisturizing, for sensitive skin,plant-derived ingredients

including almond milk, agave, raw coconut, avocado oil

L52 Share: 1.1%+0.5 ppt chg. vs. pre-COVID-19

B R A N D V A L U E

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 35

Tailor Products to Different Needs and Occasions for Revenue GrowthBrand Innovation – Select Examples

Original cookie with resealable package to

maintain freshness

Base OreoStandard Pack (14.3 oz)

ThinsStandard Pack (10.1 oz)

Mini Snack PacksStandard (12 oz)

Snack packs for single-serve personal consumption;

convenient travel size that’s great for on-the-go snacking

Thin cookies for a lighter, crispier take on the original

Oreo, with resealable container with an easy-pull tab

Source: IRI Revenue Mgmt. Database. Pre Period = 39WE 3/1/20; Post Period = 39WE 2/28/21. IRI POS, MULO, 52 WE 4-18-21. Price Index calculated as (Price per Volume/Standard Pack Size Price per Volume)*100.

-1.602021

Elasticity

-1.56

Elasticity

-1.37

Elasticity

-1.43

Price/Vol (PPV) Price/Vol Price/Vol

2020 2021-1.782020 2021

-1.222020

153PPV Index to Standard Pack

168PPV Index to Standard Pack

$3.23

Price/Unit

$3.3014.3oz$3.31

Price/Unit

$5.0710.1oz

$4.81

Price/Unit

$5.5412oz

O C C A S I O N S

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 36

In a Very Competitive Category, a Manufacturer Needed to Premiumize to Remain Financially ViableClient Example – Strengthening Brand Value Proposition Example

“Good source of protein”New Claims:• 30g Protein / 13g Net Carbs• Good Source of Fiber• No Preservatives

…resulted in a gain of an additional ~4 ppts of share through growth in both volume and price / mix

…gaining 0.6 ppts of share with no additional investment in product COGS

A frozen foods manufacturer added a protein claim to take credit in the short-term…

Tailored innovation around the protein concept...

I N N O V A T I O N

IMPACT: This brand nearly doubled its profit dollars per unit after strengthening its high protein positioning.

Note: Disguised Client Example

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 37

Brands That Differentiate Through Premium Ingredients, Unique Flavors and Dietary Alternatives Can Price MorePremium Brand Pricing and Share Growth – Select Examples

Source: IRI POS; MULOC, L52 WE 4-18-21. Pre-COVID-19 52 WE 2-23-20.

Basil, Cherry Tomatoes, Asiago, Cremini Mushrooms

L52 Share: 1.7%+0.3 ppt chg. vs. pre-COVID-19

L52 Share: 3.7%+0.2 ppt chg. vs. pre-COVID-19

L52 Share: 0.8%+0.3 ppt chg. vs. pre-COVID-19

Premium Ingredients Unique Flavors Dietary AlternativesDairy Free, Soy Free

Gluten Free, Meatless BBQ Chicken, Sicilian,

Four Cheese, Margherita

$6.15

Price/Unit

$6.45

Price/Unit

$7.46

Price/Unit

152Index to

Category Avg

159Index to

Category Avg

184Index to

Category Avg

Winners home in on granular consumer data to understand emerging trends, articulated and unarticulated, to capture pricing opportunities (e.g., limited time offers, seasonal products).

I N N O V A T I O N

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 38

• Monitor price elasticity at a granular level with high frequency to capitalize on pricing opportunities in the supply-constrained environment.

• Continuously track promotional effectiveness and direct investments to efforts that deliver the highest returns.

• Understand price-pack opportunities across channels and consumers and assess potential evolution, especially with e-commerce vs. in-store.

• Ensure adequate opening price points and value products, while driving sales of premium and super premium products.

• Manage the trade-in gap between value and mainstream and between mainstream and premium brands.

• Drive occasions and innovate to realize value.Man

ufac

ture

rR

etai

ler

• Attract and retain omnichannel shoppers who are less price sensitive and more loyal with the right targeting, messaging and assortment.

• Fine-tune assortment; build both value and premium offerings and manage the trade-in gap between value and mainstream and between mainstream and premium brands.

• Understand the effect of pricing and promotion on specific shopper segments in order to drive penetration and incremental revenue.

• Use promotions strategically to drive growth where there is greater price reaction and return on investment.

• Continuously monitor price and promotional elasticity at granular levels and adapt revenue growth management practices.

• Articulate your total value to consumers and shore up your opening price point products as inflation picks up and a segment of shoppers trades down and looks for value products and retailers that offer more value.

To win the market share battle in this inflationary environment, it is critical to quickly discover pricing and promotion opportunities and enable granular execution by providing prescriptive and intelligent recommendations to the right decision makers (HQ/Field, HQ/Store). To do this at scale, CPGs and retailers need to leverage advanced analytics (e.g., elasticity), new technologies (e.g., machine learning, automation) and datasets (e.g., shopper, consumer, POS). Winners are enabling their organization to make profitable decisions via new sets of tools.

Revenue Growth Opportunities

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 39

Join IRI for the Revenue Growth Management Webinar May 20

(click here to register)

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 40

IRI’s Revenue Growth Management Enterprise Solutions Are the Nexus of World Class Predictive Price & Trade Models and Real-Time POS Data

Opportunity Alerts & Predictors

• Delivers a fully automated personalized decision-making platform with alerts and size of the prize

• Harnesses IRI’s advanced store-level price and promo modeling to determine granular, retailer-specific impacts

• Leverages machine learning for quick identification of opportunities

Price &Trade Advantage

• Enables price and trade strategy to maximize sales, share, and profit objectives by war-gaming multiple scenarios and comparing outcomes.

• Informs price and trade decisions based on full category results from pricing and promo actions

• Harnesses IRI’s advanced store-level price and promo modeling to determine granular, retailer-specific impacts

PricingDiagnostic

• Manages risk by identifying changes in sales velocity at specific price points and price gaps and identifies root causes for sales and share change

• Achieves planned price realization and avoids key competitive gap violations.

• Avoids sales losses at customers that appear threshold- and gap-compliant on average.

Action and Impact3-5% growth in sales

Up to 5% growth in margin

Generate 3% to 5% improvement in price realization and

trade efficiencies for top-and bottom-line growth

10X+ productivity gains in determining root cause of

business trajectory and identifying areas of improvement

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 41

IRI Offers Solutions and Services to Drive Pricing Discipline in a Downturn, From End-to-End Consulting to Automated Alerts and Granular Analytics

Assortment Planning Strategy

• Delivers a fully automated personalized decision-making platform

• Harnesses IRI’s advanced store-level modeling to determine granular, retailer-specific impact

• Simulates full category results from assortment and space decisions, accounting for demand transfer

• Allows contingency and scenario planning, along with ongoing monitoring and tracking

Portfolio Profitability Consulting

• Provides end-to-end guidance to strengthen value proposition

• Chooses most profitable opportunities among pricing, pack size, messaging, and innovation

• Grows both top and bottom line while also driving market share

• Builds win-win for retailers and manufacturers to drive engagement and compliance

Segment-Specific Pricing Optimization

• Enables more strategic pricing based on securing longer-term shopper loyalty

• Targets price and promo opportunities that resonate with most valuable shoppers

• Strengthens position as a strategic advisor to retail

• Decomposes price and promo elasticity across consumer segments

Action and Impact>2-5% sales growth

2-5% retail category growth3-10% growth in sales

10-20% reduction in COGS>5% margin gains

5-10% growth in sales5 ppts gain in trade lifts

5-10% increased conversionUp to 10% gains in basket size

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 42

Mark ClousePresident and CEO, Campbell Soup CompanyNovember 10, 2020

Stuart AitkenChief Merchant & Marketing Officer, The Kroger Co.September 3, 2020

Vivek SankaranPresident & CEO, Albertsons CompaniesAugust 25, 2020

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 43

IRI’s Latest CPG and Retail Insights Reports to Manage the Impact of COVID-19 (click to see full report)

The Changing Shape of the CPG Demand Curve

Discovering Pockets of Demand

COVID-19 Emerging Point of View

Recession Proof Your Business

IRI COVID-19 Impact Assessment Reports

14. Vitamins, Minerals, Supplements13. America Is Ready for Football12. Revenue Management

Opportunities in a Pandemic11. Home for the Holidays10. Powering the Future of

Convenience Retail9. Reignite In-Store

Merchandising in Grocery8. SNAP Benefits7. U.S. CPG Growth Leaders6. E-Commerce5. Boomers4. A Global Perspective3. Tracking Transformation2. Meat and Millennials1. Anticipate the Future

4. Winning in CPG E-Commerce3. Innovation for a Post-

Pandemic World2. Harness Growth in 20211. The Premium Opportunity

5. COVID-19 Vaccine Update: Impact on CPG Industry

4. Anticipated Vaccine Adoption & Impact on the CPG Industry

3. Potential Impact of Reduced Unemployment Benefit Changes on F&B Spending

2. Consumer Stimulus, Unemployment Benefit Spending & Shopping Behavior

1. The Impact of a Second Round of Stimulus on the CPG Demand Curve

7. Defending and Recapturing the Shelf

6. Innovation Lessons From the Great Recession to Apply Today

5. Building Brands During Recessionary Times

4. Recessionary Lessons to Apply to Private Label Today

3. How Big Brands Performed During the Great Recession

2. Maintaining Pricing Discipline During a Recession

1. How the Great Recession Reshaped CPG Demand Curve

5. Anticipating Life After COVID-19

4. Consumers Provide a Pessimistic View of Coming Months

3. Tracking the Dramatic Pivot of U.S. Consumer and Shopper Behavior

2. Then and Now: Consumer CPG Behavior During Economic Downturns

1. COVID-19: Impact on CPG and Retail

© 2021 Information Resources Inc. (IRI). Confidential and Proprietary. 44

The IRI CPG Demand Index™ provides a standard metric for tracking changes in spending on consumer packaged goods. U.S. Demand Index™ Forecasts are delivered through a proprietary, fully automated forecasting solution that anticipates consumer demand.Channel Shift Index™ provides a standard metric for tracking changes (migration) in spending on consumer packaged goods across select channels. The IRI E-Commerce Demand Index™ provides a standard metric for tracking changes in spending on consumer packaged goods purchased online. Inflation Tracker™ provides the well-known price per unit metric for tracking changes in pricing of consumer packaged goods. Supply Index™ provides a standard metric for tracking changes in product availability (i.e., in-stock rates) in stores for consumer packaged goods.Out-of-Stock Levels for Top-Selling Subcategories by Market Area in the U.S.Top U.S. Topics from IRI Social Pulse™

CPG Economic IndicatorsAccess IRI’s industry-standard metrics for consumer product demand and supply during the pandemic, our CPG inflation tracker and the latest data on category trends, out-of-stock levels, consumer sentiment and more.

Demand Index™ U.S. Demand Index™ Forecasts

Channel Shift Index™

E-Commerce Demand Index™

Inflation Tracker™ Supply Index™ Out-of-Stock Levels

for SubcategoriesU.S. Topics from IRI Social Pulse™

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