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Case Study:
Value & Success is Not a TPM Myth
Welcome & Housekeeping

•   Attendees in “Listen-Only” Mode

•   Type your Questions into the “Chat Box” on the Left Hand
    Side of the Screen

•   You Must Dial-in by Phone to Hear Today’s Conversation:
    (866) 740-1260
    Code: 3547026

•   Today’s Presenter is Michael Cross, Product Marketing
    Manager at TradeInsight
Meet Popcorn, Indiana
Case Study: Trade Promotion Management
• Popping up Gourmet, Whole Grain Snacks That Their
  Customers LOVE!

• Company Began 5 Short Years Ago, With Retail Stores in Malls
  Selling as Dale and Thomas Brand

• Popcorn, Indiana is Now Available at Retailers Nationwide
  (Food, Drug, Mass, Natural, Specialty)
• Competing in Trade-Oriented Category: 40%+ of Volume Sold
  on Promotion
Needed to Upgrade Trade Promotion Approach
As Distribution Expanded Across Channels


           • New Customers Demanded Trade Dollars
             o Needed to Spend and Wanted it to be
               Effective!

           • Snack Category is Highly Promoted
             o Needed to Maximize Display Exposure
               during Events due to Impulse buying
             o Consumers Switch between Segments
               Based on what they “Trip Over” in the Store
To Get To Next Level, Popcorn, Indiana
Looked At…




   PEOPLE        PROCESS         TOOLS
Popcorn, Indiana: PEOPLE
• Strong Executive Support, Involved Throughout the Entire
  Implementation Process

• Provided Clear Goals for the Project:

  o Keep it Simple, so the Sales Team will Use it

  o Willing to Invest in Technology, but Need Year One ROI

  o Need a Planning System which will Work Around Our Processes and
     Distribution Channels (Direct, DSD, Food Service, etc.)

  o Need a System which will Allow Cross Functional Teams to View a
     “Single Version of the Truth”
Trade Spend is No Longer Simply the Cost of
              Doing Business.

It is a Strategic & Controllable
    Expense Allocated by Us
   according to Our Business
             Strategy.
Popcorn, Indiana: PROCESSES

• No “Legacy Process” was Immune from Review
• Adopt “Best Practices” From Other Companies
• Start with Clean Information in System
   o Sales History was Accurate, but Spending wasn’t, so
     Importing it into New System wouldn’t be Advantageous
   o Critical that Customer and Product Masters are Accurate, and
     a Great Time to Review Naming Conventions on Products
• Develop Reliable Metrics to Allow Measuring Results
• Believe the Numbers and Run Business Accordingly
Popcorn, Indiana: Tools
EXCEL is Not a Long-Term Solution!
• Fine for Building Budgets and Initial Sales Forecasting, but with
  Far too Many Limitations
• Updating Field Forecasts is Tedious, with Various Versions of
  Documents Circulating
• Changes in Customer’s Promotional Activity and Timing Shifts
  Hard to Capture
• No Feed to Order Management System, Requiring Planned
  Events to be Set up Independently to insure Proper Allowances
  are Applied
• Deductions Difficult to Clear, and Paid on Customer
  Documentation, Rather than Planned Promotions
• No Post-Promotion Analysis Capabilities
The ‘Options’




ERP Module      Build Solution   Software
                  In-House       Solution
Going to the Next Level with Tools

• Software-as-a-Service (SaaS)

• Hosted Solution

• Intuitive, User-Friendly

• Implemented in 6 Months or Less

• Affordable

• Year One ROI
Distributor              Syndicated             Retail
   Data                     Data           Consumption Data

              Demand                     ERP
              Planning                Financials




                         One Plan
                         One Place
Measurable Results
• Completed Implementation in 5 Months with a Fully
  Functioning Planning System in Only 3 Months

• Deduction Balance Dropped from 3.5% of Sales to Less than
  1% in 60 Days

• Reduce Forecasting Error KPI (MAPE) by Half Through
  Improved Processes and Visibility Enabled by TPM System

• Sales +24% and Share +2pts without Additional Trade
  Spend
Visibility


                          AFTER
  Visibility Without Aggregating Spreadsheets
  Plan, Execute & Pay for all Trade Programs within one TPM
   System
  Easier to Communicate Programs/Customer Activities
  Track Sales and Spend at Program & Customer Level
  Improved S&OP Process and Aligned Team with One Plan
Analysis


                            AFTER
   Measure Lift of Promotions
   Have Begun to Optimize Promotions
     o Which Tactics Work Best in Each Channel
     o Which Price Points Drive the Most Lift while still
       Profitable
   Validate Retailer Execution
   Input for Customer P&Ls
Sales Forecasting


                            AFTER
   Integrated Key Systems and Automated Data Feeds
   Provide Sales with Better Forecasting “Start Point” by Pre-
    Populating Base Forecast from Channel Consumption
    Trends
   Better Information for Production Means Orders Ship on
    Time and Compete!
Deductions and Chargebacks


                            AFTER
 Huge Productivity Gains
   o Matching and Clearing Deductions (Sales Ops)
   o Establishing Accruals to Fund Future Deductions (Finance)
   o Fewer “Spending Surprises”
 Decline in Deduction Balance
 More $ to Re-Deploy to Future Programs to Drive Revenue
Trade Spend is No Longer Simply the Cost of
              Doing Business.

It is a Strategic & Controllable
    Expense Allocated by Us
   according to Our Business
             Strategy.
Let’s Take Some Questions!
Next Up In The “CPG Online Learning Series”
Thank You & Get Social With TradeInsight

 • Follow us on Twitter: @Tradeinsight


 • Join our LinkedIn Group: TPM - Secret to Success


 • Like us on Facebook

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Popcorn, Indiana Case Study

  • 1. Case Study: Value & Success is Not a TPM Myth
  • 2. Welcome & Housekeeping • Attendees in “Listen-Only” Mode • Type your Questions into the “Chat Box” on the Left Hand Side of the Screen • You Must Dial-in by Phone to Hear Today’s Conversation: (866) 740-1260 Code: 3547026 • Today’s Presenter is Michael Cross, Product Marketing Manager at TradeInsight
  • 4. Case Study: Trade Promotion Management • Popping up Gourmet, Whole Grain Snacks That Their Customers LOVE! • Company Began 5 Short Years Ago, With Retail Stores in Malls Selling as Dale and Thomas Brand • Popcorn, Indiana is Now Available at Retailers Nationwide (Food, Drug, Mass, Natural, Specialty) • Competing in Trade-Oriented Category: 40%+ of Volume Sold on Promotion
  • 5. Needed to Upgrade Trade Promotion Approach As Distribution Expanded Across Channels • New Customers Demanded Trade Dollars o Needed to Spend and Wanted it to be Effective! • Snack Category is Highly Promoted o Needed to Maximize Display Exposure during Events due to Impulse buying o Consumers Switch between Segments Based on what they “Trip Over” in the Store
  • 6. To Get To Next Level, Popcorn, Indiana Looked At… PEOPLE PROCESS TOOLS
  • 7. Popcorn, Indiana: PEOPLE • Strong Executive Support, Involved Throughout the Entire Implementation Process • Provided Clear Goals for the Project: o Keep it Simple, so the Sales Team will Use it o Willing to Invest in Technology, but Need Year One ROI o Need a Planning System which will Work Around Our Processes and Distribution Channels (Direct, DSD, Food Service, etc.) o Need a System which will Allow Cross Functional Teams to View a “Single Version of the Truth”
  • 8. Trade Spend is No Longer Simply the Cost of Doing Business. It is a Strategic & Controllable Expense Allocated by Us according to Our Business Strategy.
  • 9. Popcorn, Indiana: PROCESSES • No “Legacy Process” was Immune from Review • Adopt “Best Practices” From Other Companies • Start with Clean Information in System o Sales History was Accurate, but Spending wasn’t, so Importing it into New System wouldn’t be Advantageous o Critical that Customer and Product Masters are Accurate, and a Great Time to Review Naming Conventions on Products • Develop Reliable Metrics to Allow Measuring Results • Believe the Numbers and Run Business Accordingly
  • 10. Popcorn, Indiana: Tools EXCEL is Not a Long-Term Solution! • Fine for Building Budgets and Initial Sales Forecasting, but with Far too Many Limitations • Updating Field Forecasts is Tedious, with Various Versions of Documents Circulating • Changes in Customer’s Promotional Activity and Timing Shifts Hard to Capture • No Feed to Order Management System, Requiring Planned Events to be Set up Independently to insure Proper Allowances are Applied • Deductions Difficult to Clear, and Paid on Customer Documentation, Rather than Planned Promotions • No Post-Promotion Analysis Capabilities
  • 11. The ‘Options’ ERP Module Build Solution Software In-House Solution
  • 12. Going to the Next Level with Tools • Software-as-a-Service (SaaS) • Hosted Solution • Intuitive, User-Friendly • Implemented in 6 Months or Less • Affordable • Year One ROI
  • 13. Distributor Syndicated Retail Data Data Consumption Data Demand ERP Planning Financials One Plan One Place
  • 14. Measurable Results • Completed Implementation in 5 Months with a Fully Functioning Planning System in Only 3 Months • Deduction Balance Dropped from 3.5% of Sales to Less than 1% in 60 Days • Reduce Forecasting Error KPI (MAPE) by Half Through Improved Processes and Visibility Enabled by TPM System • Sales +24% and Share +2pts without Additional Trade Spend
  • 15. Visibility AFTER  Visibility Without Aggregating Spreadsheets  Plan, Execute & Pay for all Trade Programs within one TPM System  Easier to Communicate Programs/Customer Activities  Track Sales and Spend at Program & Customer Level  Improved S&OP Process and Aligned Team with One Plan
  • 16. Analysis AFTER  Measure Lift of Promotions  Have Begun to Optimize Promotions o Which Tactics Work Best in Each Channel o Which Price Points Drive the Most Lift while still Profitable  Validate Retailer Execution  Input for Customer P&Ls
  • 17. Sales Forecasting AFTER  Integrated Key Systems and Automated Data Feeds  Provide Sales with Better Forecasting “Start Point” by Pre- Populating Base Forecast from Channel Consumption Trends  Better Information for Production Means Orders Ship on Time and Compete!
  • 18. Deductions and Chargebacks AFTER  Huge Productivity Gains o Matching and Clearing Deductions (Sales Ops) o Establishing Accruals to Fund Future Deductions (Finance) o Fewer “Spending Surprises”  Decline in Deduction Balance  More $ to Re-Deploy to Future Programs to Drive Revenue
  • 19. Trade Spend is No Longer Simply the Cost of Doing Business. It is a Strategic & Controllable Expense Allocated by Us according to Our Business Strategy.
  • 20. Let’s Take Some Questions!
  • 21. Next Up In The “CPG Online Learning Series”
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