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We've developed insights. Now, how do we commercialize them across the organization and retail customers with speed?
Objectives & Desired Outcomes
• Today’s Objective:• Share how Georgia-Pacific & Interactive Edge have built a break
through Best Practice Model for both internal and external customers.
• Desired Outcome:• Leave the meeting thinking about how your company can develop a
similar model increasing effectiveness, efficiency & speed deploying both Insights & Foresights.
Situation Today
• Retailers seek suppliers that are knowledgeable to meet the needs of shopper in 2020.
• Suppliers struggle to break through to retailers.• Millions of dollars spent on Insights but unable to easily and
quickly deploy them.• Increasing variety of data with multiple expensive engines
creating inefficiencies and costing millions.
Idea Challenge
Suppliers:•How does your retailer view you?•What does your company stand for?•Do you have less people resources?•How easily and quickly can your company deploy insights and data across organization and customers?
Retailers:•Are your suppliers up to date with Category Management 2.0?•Do they bring you insights with speed?•Do you know what each supplier brings to the Retail Marketing Plan?
Georgia-Pacific & Interactive Edge Approach
Georgia-Pacific:• Knowledgeable in Category Management 2.0.• Foresights & Insights developed for shopper in 2020.• Best Practice Capabilities developed to break through at retail.• Insight Library developed.• Presentations built on real life situations.
Interactive Edge:• Engine to drive Georgia-Pacific go to market strategies.• Dynamic data such as Line Reviews built in 90 seconds versus 2 weeks
using multiple databases.• Only company that can combine Static Data with Dynamic Data to build
decks with accuracy and speed.
Retailer Category Management
Category Definition
Category Role
Category Assessment
Category Scorecard
Category Strategies
Category Tactics
Plan Implementation
Cat
ego
ry R
evi
ew
Pla
n R
evie
w
Insight Generation
Strategic & Tactical Planning
Initiative Development
Plan Launch
TraditionalKey Points: •Definition & Role rarely change.•Category Assessment on-going•Scorecard on-going•Focus more on Shoppers not Category
New
Category Information/Insights presented through a CPG Best Practice Business Process
Changed to NewNot Covered TodayAgenda
• Anticipated category impact informed by macro trend P.O.V (Economy, Channels, Shoppers)
• Total category assessment and strategies inclusive of national and retailer brands
Assortment Planning
What is the true sku Contribution?
Challenger Insights
• True holding power of shelf• Factor out display volume
• Days of supply vs. space to sales• Increase turns
• Store level planogram and clustering capability
• Store and aisle point of view for shelf & product flows
Source(s): Progressive Grocer Magazine, AC Nielsen, CGT, and Kantar Retail
Where does most valuable shopper
fall out?
Holistic Category Planning
• Maximizing variety without duplication (True Contribution)
• Automated retailer & category segmentation integration
• Assortment strategy & scenario planning
Space Planning
Are both space & holding power
optimized?
• Collaborate with retailers in custom Insight generation to answer mutual compelling business questions
• Automated Path to Purchase Modeling through the eyes of Retailer Segmentation
• Differentiated category segmentation strategies
Are category strategies based on
full or partial P.O.Vs?
Georgia-Pacific Category Management Capabilities
Category ManagementCategory Definition
Tabletop DefinitionHCS DefinitionPTH DefinitionFacialCarpet Care
Category RoleTabletop RoleHCS RolePTH RoleFacialCarpet Care
Segmentation
TabletopHCSPTH
Package Strategies
TabletopPTHHCSFacialCarpet Care
ShelvingTabletopHCSPTHFacialCarpet Care
Shopper ResearchSimplification
Best Practices Assortment Space Management Recruitment Deck
myPresentation Insights Resource Library>>> Right click to open hyperlink to file <<<
Shopper InsightsInsight BasicsGeneral HCSPTH Tabletop
Insight ThemesMake It Simple PromotionsHispanicDigitalPrivate LabelSmall Business
Retail Selling Platform Emerging Market Headlines
Macro Trends
Diverging Shopper Landscape
Hispanic Growth
Income Polarization
Life stage Proliferation
Lifestyle Diversification
Sustainability Evolution
Changing Battleground
Small Format Focus
Value and Differentiation
Omni-Channel Emphasis
Consumer Connectivity (Mobile, Social, Local)
Evolving Value Chain
Stagnant Sales
Rising Costs
In-Store Complexity
Technology Accelerating
Consumer Expectations Accelerating
myOpportunity Assessment
• mySituations• myInsights Library
myTool BoxmySales Sheets myVideo ClipsmyMerchandisingmyCalendarmyPlanogramsmyPlan Builder
myOpportunity Assessment
• mySituations• myInsights Library
myTool BoxmySales Sheets myVideo ClipsmyMerchandisingmyCalendarmyPlanogramsmyPlan Builder
- Identifies Retail Shopper Opportunities
- Provides a list of meeting situations
- Provides entrance to library of insights
- Provides automated sales sheets
- Provides Advertising/Research videos
- Provides displays customized to retailer
- Provides Retail calendar of events
-
- Provides storage for retailer planograms
Part 1: Business Solutions
Part 2: Tool Box
- Provides a dynamic Retail Marketing Plan Format
myPRESENTATION
I have a JBPI have a sustainability meetingI have a Line ReviewI have a New Buyer I want Brand FactsI have an opportunity to be a Category AdvisorI want to share Retail Selling Platform
I have a JBPI have a sustainability meetingI have a Line ReviewI have a New Buyer I want Brand FactsI have an opportunity to be a Category AdvisorI want to share Retail Selling Platform
- Retailer Joint Business Planning
- Address Retailer Sustainability Platforms
- Automated Line Review Meeting
- Insights for a new retail buyer
- Strategies & Initiatives for Brands
-
Users are expert on what situation they face.Insight Teams are expert on building sales stories with insightsMatching each.
- Best Practices
- Foresights & Insights
mySituations
Benefits
• Vision from Georgia-Pacific with capability of Interactive Edge has tripled productivity & effectiveness both internally and externally.
• Example of go to market strategy with Interactive Edge:• One Georgia-Pacific Category Manager now supports five
accounts across five categories due to both Vision and Capability.