The key challenges with traditional retailer-supplier collaboration include: - Siloed organizations on both sides, with separate departments and teams focused on specific areas like stores, sales, marketing, etc. rather than collaborating holistically. - Lack of integrated planning and goal-setting across the organizations. Each side plans independently rather than jointly. - Information sharing is limited due to the silos. Both sides lack a full view of customer behaviors, preferences, and opportunities for growth. Overcoming these barriers requires breaking down the silos, implementing integrated planning processes, and leveraging both organizations' customer insights and other assets to work towards common goals.

1. Uncovering the Myths around
Unplanned Purchasing
Dr David Bell Wharton School (Philadelphia)
Dr Daniel Corsten IE Business School (Madrid)
Dr George Knox Tilburg University (Tilburg)

2. It is widely believed that the majority of
purchases are unplanned
• Oft-cited POPAI Consumer Buying Habit Study
70% of In-Store Purchasing Decisions are Unplanned
• Paco Underhill (“Why We Buy”)
“Supermarkets are places of high impulse buying …
– fully 60 to 70 percent of purchases there were
unplanned, grocery industry studies have shown us.”

3. Our Study

4. Key Messages from Our Research
• Only 20% of category purchases are unplanned
• Not proportional to basket size
• Enormous differences across households
• Recommended Actions
• Enhancing in-store marketing (state)
• Attracting leisurely shoppers (trait)

5. Study Features
• Definition—unplanned category purchases
• Location—three European countries
• Stores—multiple chains
• Shoppers—tracked over time and stores

6. Approach
• Explain number of unplanned category purchases
in shopping basket
• Control for differences …
• Across shoppers
• Across shoppers and stores
• Across shoppers, stores, and trips

7. Comprehensive Shopper Model
– Household Traits: Shopping Styles, Life Stage
– Store Perceptions: Self-reported store assessments
– Shopping Trip—Context: Travel mode, gender, etc.
– Shopping Trip—In-Store Process: Offers seen in
store, etc.

8. Key Findings

9. The majority of category purchases are
NOT unplanned
• While most shoppers do it … 75% of households
• And many trips see it … 40% of shopping trips
• The overall rate is not that high …
• … only 20% of all category purchases are unplanned

10. Top 5 Enablers of Unplanned Purchasing
1. Shopper Sees Offers In-Store State (53%)
2. Shopper Above Average Income Trait (45%)
3. Shopper Travels by Car State (44%)
4. Shopper is Informed at the Shelf Trait (35%)
5. Shopper on Unplanned Trip State (23%)

11. Top 5 Barriers to Unplanned Purchasing
1. Shopper is “Fast and Efficient” Type Trait (82%)
2. Shopper from Larger Household Trait (65%)
3. Shopper in “Fast and Efficient” State State (53%)
4. Shopper from Older Households Trait (47%)
5. Shopper is Informed by Newspaper Trait (25%)

12. Trait Versus State: Changing the Mix of
Shoppers May be the More Effective Strategy
• Imagine the store wishes to increase the rate of
unplanned category Thank You! ...
purchasing, then
• 10% increase in Leisurely Shoppers =
Questions &shoppers see In-Store Deals
• 40% increase of trips where
Answers
Investment
Attract Leisurely
1x
Shoppers
Increase In-Store
Offers 4x

13. Customer-centric Retailing
Steve Gray, CEO of emnos GmbH
ECR Europe Conference, 28 May 2008

14. 1 Introducing emnos and "customer-centric retailing"
ECR Europe Conference - 28 May 2008 2

15. emnos helps leading retailers and suppliers achieve customer-
centric growth
Steve Gray
CEO of emnos & Director of Offices : London, Munich, Paris, Madrid
Loyalty Partner gmbh
Skills: consulting, analysis, research,
Formerly Managing Director technology
of dunnhumby UK & Ireland &
Ownership : 100% Loyalty Partner GmbH
director of dunnhumby USA
ECR Europe Conference - 28 May 2008 3

16. emnos follow a process called "customer centric retailing" that
creates significant value for customers & shareholders
1 2 3
Customer Customer Customer
Potential Strategy Engagement
• user training
Organisation Alignment • processes
• organisation change
• participation with retailer
Supplier Alignment • jointly agreed growth
ECR Europe Conference - 28 May 2008 4

17. 2 From loyalty data to customer insight
ECR Europe Conference - 28 May 2008 5

18. Customer-centric retailing begins with loyalty data
Consumer
Panel Data
Research
Loyalty Card
Shopper Purchase
Research Data
ECR Europe Conference - 28 May 2008 6

19. Loyalty data enables unmatchable customer insight
Customer Behaviour Lifestyle & Lifestage
What did my customers do ? What type of person are
Where did they do it ? they?
Who else are they like ?
Attitudes Value & Potential
Why did they do it ? What are my customers
worth today ?
How much could they be
worth tomorrow ?
ECR Europe Conference - 28 May 2008 7

20. "Insight should be a film not a photograph"
young young
family retired
Lifestage single married
with kids couple
person couple
Shopping trip trip trip
habits frequency value time
healthy tradi- price gourmet
Lifestyle eating tional sensitive foods
organic
Shopping big top up eat non
mission baskets shop now food
ECR Europe Conference - 28 May 2008 8

21. Using insight to create value for
3 customers & shareholders
ECR Europe Conference - 28 May 2008 9

22. Insight enables value growth via communication, store &
category optimisation
Relevant and
engaging customer
communications
Retailer
customer
database Store clusters & customer,
and layouts optimised retailer and
insight for customers brand loyalty
platform
Supplier
Categories optimised
for customers
customer feedback loop
(behavioural – what they did,
attitudinal – why they did it)
ECR Europe Conference - 28 May 2008 10

23. Customer-centric communications: helping PAYBACK to become
Europe's largest and most profitable coalition loyalty programme
Account
Personalisation
2008-?
Statement
2004-2007
10m+
2000-2003 variations
2m+
32 variations variations
Themed
io n Mailings
ed e volut
h t-bas
t-
In s ig
Time
Partner
Mailings
Multi channel communication
ECR Europe Conference - 28 May 2008 11

24. Customer-centric pricing: focus on price sensitive products
bought by price senistive customers
Customers’ price sensitivity is identified by The importance of a product for price-sensitive
analysis of buying behaviour and market research customers influences its price
Quality-focused Price-focused Top products for very price-sensitive customers
segments segments
Most Price-sensitive
Acheteurs rationnels
Repas du travailleur
Jeunes Achats rapides
Acheteurs bas prix
Jeunes couples
Jeunes familles
Famille Budget
Produits frais
Alicaments
Ligne et Beauté
Bio Santé
-1.00 -0.80 -0.60 -0.40 -0.20 0.00 0.20 0.40 0.60 0.80 1.00
Customer-centric pricing
optimisation
achieved savings of €18m
for a major retailer
ECR Europe Conference - 28 May 2008 12

25. Customer-centric ranging: optimise range based on catchment
area customer insight
Local catchment area flex Core range by customer segment
Produits T1
VMH
Produits T2
Produits T3
Produits à
déréférencer
Taux de réachat
Customer-centric ranging
grew sales in a major food
category by 10%
ECR Europe Conference - 28 May 2008 13

26. Customer-centric promotions: focus on promotions that are
relevant to key customer segments
Promotions are analysed for their impact and We analyse promotional participation and
effectiveness against customer criteria attitudes by customer segment
Most % spend promotions
20% 25% 30% 35% 40% 50% 55% 60% 65%
Performance dimensions price-
sensitive
Category Sales Profitability
Innovative High performance Profitable “I like to buy on promotion“
Switching High penetration Unprofitable
Rewarding High impact
Low involvement Positive attitude
Most
towards promotions
► Impact on category ► Impact on sales ► Impact on customer quality-
profitability focused 50% 55% 60% 65% 70% 75% 80% 85% 90%
Customer-centric
promotions optimisation
generated savings of
€10m and sales uplifts of €32m
ECR Europe Conference - 28 May 2008 14

27. Customer-centric store layout: optimise layout based on
customer shopping patterns
Identification of the most frequently-bought combined The store arrangement is adapted to reflect buying
products in relation to their distance in store behaviour and maximize purchasing
Menswear
The analysis of combined Men’s underwear TV
Men
Home & Leisure
Childrenswear
Women’s
Accessories
Women’s
Fashion
purchases shows which HOME
IT and
Photo
Radio /
Telecommunication
De
SEASONAL s
products are bought
Important equipment
c
or
CD / Photo
at
Catering
Women’s underwear
io
Food
Women
n
DVD
Health and
Beauty
together or bought by the
same person Sport Boys Girls
Household products
Books and leisure
Textiles Variés, produits Cooking Plants
Livres
Stationery
anniversaire
Edibles
e
Games and Books
Photo
House
Hardw
Animals
hold
are
Men’s
Accessories and Car
Clothi
s
ng
hygiene
PEM
Camping Underwear Outerwear
a
Garden Tools
b
g
f
Considering the current
Household
appliances
store arrangement
Wome
Clothi
Video
n’s
ng
IT
c
Entrance
Optimising store
layout generated
a LFL sales increase of 6%
for a major food retailer
ECR Europe Conference - 28 May 2008 15

28. Using loyalty data to build collaboration & "Jointly
4 Agreed Growth" strategies with suppliers
ECR Europe Conference - 28 May 2008 16

29. Optimising value for customers and shareholders requires the
key principles of ECR to be followed
"fulfilling consumer wishes better, faster and at less cost"
Retailer Supplier
"true sharing of knowledge"
"set joint metrics"
"joint business planning"
"analyse outcomes"
ECR Europe Conference - 28 May 2008 17

30. Trusted 3rd parties help ensure a win / win / win
Optimise processes & total
system costs
Act as the independent voice of
the customer
"Keep the retailer / supplier /
customer song in tune"
ECR Europe Conference - 28 May 2008 18

31. Thank you
steve.gray@emnos.com
www.emnos.com
ECR Europe Conference - 28 May 2008 19

32. Integrated Collaborative
Planning
Turning Shopper Insights into Growth
Copyright © Information Resources, Inc., 2007. Confidential and proprietary

33. Objectives and Agenda
Agenda
Agenda
Concept Origination
Concept Origination
Objectives
Objectives
Vision
Vision Traditional Barriers
Traditional Barriers
Challenges
Challenges Ingredients for Success
Ingredients for Success
Success Factors
Success Factors Pilot Event and Results
Pilot Event and Results
Implications and Lessons
Implications and Lessons
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 2

34. Leveraging Ahold USA and Unilever Assets
Existing Assets
Existing Assets Customer Centric Retailing
Deep Customer Understanding
Deep Customer Understanding 10,000,000+ Households
Significant Customer Base
Significant Customer Base #1 in Key Markets
Powerful Retail Brand Equity
Powerful Retail Brand Equity 23% Aggregated Market Share
Strong CPG Brand Equities
Strong CPG Brand Equities 27 Brands Bought in 6
Departments
Scale CPG Brand Portfolio
Scale CPG Brand Portfolio
National and Local Vehicles
Strong CPG Marketing Vehicles
Strong CPG Marketing Vehicles
In Store Execution in nearly
Store Execution
Store Execution 700 Stores
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 3

35. Traditional Collaboration Barriers
Siloed Retail Organization
Store Department
Store Department
Managers
Managers
Store Managers
Store Managers
Store Operations
Store Operations
Sales Planning
Sales Planning
Merchandising
Merchandising
Brand Marketing
Brand Marketing
CRM
CRM
Pricing
Pricing
Consumer Insights
Consumer Insights
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 4

36. Traditional Collaboration Barriers
Siloed CPG Organization
Siloed Retail Organization
Grocery Division
Grocery Division
Sales Team
Sales Team
Store Department Refrigerated Division
Refrigerated Division
Store Department Trade Marketing
Trade Marketing
Managers Sales Team
Sales Team
Managers Co-Marketing
Frozen Co-Marketing
FrozenDivision
Division
Store Managers Trade Marketing
Trade Marketing
Store Managers Consumer Promotions
Store Operations Co-Marketing Promotions
HBC Division
HBC Division
Consumer
Co-Marketing
Store Operations CRM
CRM
Sales Team
Consumer Promotions
Sales Team
Consumer Promotions
Sales Planning
Sales Planning Brand Management
Trade Marketing Management
CRM Brand
Trade Marketing
CRM
Merchandising
Merchandising Advertising
Advertising
Co-Marketing Management
Brand Management
Co-Marketing Research
Brand
Brand Marketing
Brand Marketing Market
Consumer Market Research
ConsumerPromotions
Advertising
Promotions
Advertising
CRM
CRM CRM Market Research
CRM Market Research
Pricing
Pricing Brand Management
Brand Management
Consumer Insights
Consumer Insights Advertising
Advertising
Market Research
Market Research
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 5

37. Traditional Collaboration Barriers
Siloed CPG Organization
Siloed Retail Organization
Grocery Division
Grocery Division
Sales Team
Sales Team
Store Department Managers Refrigerated Division
Refrigerated Division
Store Department Managers Trade Marketing
Trade Marketing
Store Managers Sales Team
Sales Team
Store Managers Frozen Division
Co-Marketing
Frozen Division
Store Operations Co-Marketing
Trade Marketing
Store Operations Trade Marketing
Consumer Promotions
Sales Planning Co-MarketingPromotions
Consumer
HBC Division
Co-Marketing
Sales Planning CRM
HBC Division
CRM
Merchandising
Merchandising SalesConsumerPromotions
Consumer Promotions
SalesTeam Management
Brand Management
Team
Brand Marketing CRMBrand
TradeCRM
Marketing
Brand Marketing Advertising
Trade Advertising
Marketing
CRM Brand Management
Co-MarketingResearch
Brand Management
CRM Market
Co-MarketingResearch
Market
Pricing Advertising
Consumer Promotions
Advertising
Pricing Consumer Promotions
Consumer Insights
Consumer Insights CRM MarketResearch
CRM
Market Research
Brand Management
Brand Management
Advertising
Advertising
Market Research
Market Research
Conflicting Objectives
My Brand Equity
My Brand Equity vs.
vs. My Store Equity
My Store Equity
My Brand Value
My Brand Value vs.
vs. My Category Value
My Category Value
My Brand Share
My Brand Share vs.
vs. My Market Share
My Market Share
My Brand Margin
My Brand Margin vs.
vs. My Category Margin
My Category Margin
My Brand ROI
My Brand ROI vs.
vs. My Category ROI
My Category ROI
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 6

38. Traditional Collaboration Barriers
Siloed CPG Organization
Siloed Retail Organization
Grocery Division
Grocery Division
Sales Team
Sales Team
Store Department Managers Refrigerated Division
Refrigerated Division
Store Department Managers Trade Marketing
Trade Marketing
Store Managers Sales Team
Sales Team
Store Managers Frozen Division
Co-Marketing
Frozen Division
Store Operations Co-Marketing
Trade Marketing
Store Operations Trade Marketing
Consumer Promotions
Sales Planning Co-MarketingPromotions
Consumer
HBC Division
Co-Marketing
Sales Planning CRM
HBC Division
CRM
Merchandising
Merchandising SalesConsumerPromotions
Consumer Promotions
SalesTeam Management
Brand Management
Team
Brand Marketing CRMBrand
TradeCRM
Marketing
Brand Marketing Advertising
Trade Advertising
Marketing
CRM Brand Management
Co-MarketingResearch
Brand Management
CRM Market
Co-MarketingResearch
Market
Pricing Advertising
Consumer Promotions
Advertising
Pricing Consumer Promotions
Consumer Insights
Consumer Insights CRM MarketResearch
CRM
Market Research
Brand Management
Brand Management
Advertising
Advertising
Market Research
Market Research
Conflicting Objectives
My Brand Equity
My Brand Equity vs.
vs. My Store Equity
My Store Equity
Shared Customer Focus
Shared Customer Focus
My Brand Value
My Brand Value vs.
vs. My Category Value
My Category Value
My Brand Share
My Brand Share vs.
vs. My Market Share
My Market Share Willingness to Innovate
Willingness to Innovate
My Brand Margin
My Brand Margin vs.
vs. My Category Margin
My Category Margin
My Brand ROI vs. My Category ROI
My Brand ROI vs. My Category ROI Drive to Overcome Barriers
Drive to Overcome Barriers
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 7

39. How Do We Collaborate?
Customer
2 3
We both We collaboratively
invest to Co- 1 measure and
Differentiate improve
Identify where
our needs align
with Customers
Ahold Unilever
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 8

40. Ahold’s Objective
Gain more Stock-Up trips through CRM and
Merchandising Integration
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 9

41. Unilever Objective
Convert Customers to Center Store Categories
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 10

42. Customer Insights …
Unilever’s brands are key big basket drivers
Average Market Basket $
$78.35
$80
$70
$60
$50
$40 $31.47
$30
$20
$10
$0
Avg Shopper Unilever Shopper
Source: IRI
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 11

43. Customer Insights …
Particularly in the case of Ahold’s target
Behavior Segments
Average Market Basket $
$108.08
$103.62
$100
$78.35 $80.26
$80
$60
$40 $31.47
$20
$0
Avg Shopper Unilever Discerning Good Lifers Quick Fixers
Shopper Diners
(total)
Unilever Shoppers
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 12

44. Opportunity = Stock-Up Trips
Ahold’s Trip Mission Analysis shows Stock up Trips are a growth opportunity
• Disproportionately high $ ring/trip
• Increase conversion – get them to buy more categories
• Unilever portfolio critical within Stock-up across key categories
% of Trips % of Net Dollars
Emergency
Replenishment
Fresh Fill-in
Need a Meal
Great Sale
Stock-up
Institutional
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 13

45. Shopper Insights > Opportunity: Stock-Up Trips
Unilever’s Shopper Trip Analysis
We can help the shopper save time by anticipating her needs and converting her
trip to a stock-up trip
Get her attention at pressure points along the perimeter, and convert her to
additional categories
Meat
y
ir
Produce
Beverage Da
Bakery
Deli &
Center-of-store Aisles
Cold
s
Beer Entrance
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 14

46. Shared Insights > Opportunity: Stock-Up Trips
Ahold’s
Ahold’s Unilever’s
Unilever’s Build
Objectives
Objectives Objectives
Objectives Mutual
and Strengths
and Strengths + and
and Business
Strengths
Strengths
Win with Key Customer through
Collaboration!
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 15

47. The Plan of Attack
The Strategy
1. Build Team:
Multi-discipline
Ahold + Unilever
2. Agree on:
Rules of Engagement
Joint Metrics
Role of Assets
3. Commitment:
Integrate Assets
Mutual Investment
Test & Learn Philosophy
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 16

48. The Plan of Attack
The Strategy
1. Build Team:
Multi-discipline
Ahold + Unilever
2. Agree on:
Rules of Engagement
The Mechanics
Joint Metrics
Role of Assets
1. Economics
3. Commitment:
2. Offer Strategy
Integrate Assets
Mutual Investment
3. CRM Targets
Test & Learn Philosophy
4. Test Structure
5. Store Compliance
6. Measurement
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 17

49. The Plan of Attack
The Strategy
1. Build Team:
Multi-discipline
Ahold + Unilever
2. Agree on:
The
Rules of Engagement Mechanics
Joint Metrics
1. Economics
Role of Assets
2. Offer Strategy
3. Commitment: 3. TheCRM Targets
TheConcept
Concept
Integrate Assets
Mutual Investment
4. 1. Determine Desired Customer Experience
Test Structure
1. Determine Desired Customer Experience
5. Store Compliance
2. Develop the Theme
Test & Learn Philosophy
6. 2. Develop the Theme
Measurement
3. Partner in the Creative Process
3. Partner in the Creative Process
4. COLLABORATE ON FINAL ‘INTERNAL
4. COLLABORATE ON FINAL ‘INTERNAL
SALES’ DECK
SALES’ DECK
5. JOINTLY PRESENT INTERNALLY
5. JOINTLY PRESENT INTERNALLY
6. Determine Store Engagement Approach
6. Determine Store Engagement Approach
7. Communicate Regularly throughout Execution
7. Communicate Regularly throughout Execution
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 18

50. How We Co-differentiated:
Unilever Customized National Programs
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 19

51. How We Co-Differentiated:
Unilever Customized CRM Assets
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 20

52. How We Co-Differentiated:
360 Portfolio Selling: At Home Focus
r”
M aile
“R tio ns
eta
il C “ Solu
on
ne
cti
on
s”
National FSI
CRM
Solutions
Giant Circular
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 21

53. How We Shared the Investment
Ahold programmed the store and leveraged its
marketing assets
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 22

54. How We Share the Investment
Ahold Programmed Store …Incented Customer
Circular Full Page In-store Shopping List
1. In Ad stock-up items across
1. In Ad stock-up items across
Unilever categories
Unilever categories
2. Complementary CPG’s
2. Complementary CPG’s
participated to truly enable
participated to truly enable
a “stock up” trip.
a “stock up” trip.
3. Achievable “Stock-up”
3. Achievable “Stock-up”
basket instant reward
basket instant reward
incentive
incentive
4. “Stock-up” destination
4. “Stock-up” destination Circular Aisle
stops throughout store Violator
stops throughout store Stanchion Sign
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 23

55. Ahold Bundled End Caps to Stock-up ‘Rooms’
Laundry room
Detergent
Stain remover
Paper products
End-Cap Card
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 24

56. The Kitchen – Fridge, Freezer, Pantry
Section Case
Cards
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 25

57. Household - Bath, Wellness, Medicine
Section Case Cards
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 26

58. One of Most Successful Events Ever
7.6% Household penetration (3x avg.); Significant sales lift
“GOLD Standard”
Target Segments showed highest level broad conversions for Ahold
Traditionalists, Segment “F”, due to overall size, drove sales volume
Behavior Segments
12%
HH Penetration
F
10%
E
8%
D
6% Series1
4% C
2% B
0%
A B C D E F A
0% 5% 10% 15% 20% 25% 30% 35%
Behavior Segments Contribution to Sales
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 27

59. Largest Unilever Sales Spike in 2 Years
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 28

60. Customer Bought More Categories
Proving that category sales conversion works!
40% 30.6%
30% 18.9%
20%
10%
0%
2+ Categories Purchased
Pre-Event During Event
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 29

61. Event Increased Customer Appreciation
“Do you feel more positive toward Ahold?”
Yes
67%
No
33%
Q6b. The magazine is sent to you by Stop & Shop/Giant Carlisle. Does
knowing that make you feel more positive toward Stop & Shop/Giant
Carlisle?
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 30

62. Results Summary
1. Shopping occasions
1. Shopping occasions 1. Drove Stock-up trips
1. Drove Stock-up trips
2. Total store shopping behavior
2. Total store shopping behavior 2. Increased Category conversions
2. Increased Category conversions
3. Unilever event performance
3. Unilever event performance 3. Biggest event and volume spike
3. Biggest event and volume spike
4. Ahold USA incremental $$$
4. Ahold USA incremental $$$ 4. Real sales, not just brand
4. Real sales, not just brand
switching
switching
5. CRM relevance
5. CRM relevance
5. Excellent target Segment
5. Excellent target Segment
6. Customer-driven decision
6. Customer-driven decision response
response
making
making
6. Consumers liked what they saw
6. Consumers liked what they saw
7. Greater Mutual Understanding
7. Greater Mutual Understanding
7. More Insights Driven Solutions
7. More Insights Driven Solutions
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 31

63. What Was Hard…
Trust
Sharing agendas
Accepting trade-offs
Corralling the categories
Clear ownership within each company
Fitting programs into ingrained processes
Getting Marketing and Merchandising to show up at the
same meetings…!
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 32

64. What We’ve Realized…
1. We’re not that different – we can collaborate
1. We’re not that different – we can collaborate
2. This may not work for everyone
2. This may not work for everyone
3. Need champions at each company
3. Need champions at each company
4. Need long Planning lead times, simple shopper requirements
4. Need long Planning lead times, simple shopper requirements
5. Need to communicate with our customer in-home and in-store
5. Need to communicate with our customer in-home and in-store
6. Complementary manufacturers should partner to scale opportunity
6. Complementary manufacturers should partner to scale opportunity
7. If it isn’t repeatable, it isn’t worth it – think annual calendar, a series
7. If it isn’t repeatable, it isn’t worth it – think annual calendar, a series
8. Collaborate on success criteria and measurement
8. Collaborate on success criteria and measurement
9. Keep it simple –shoppers don’t want to think
9. Keep it simple –shoppers don’t want to think
Copyright © Information Resources, Inc., 2007. Confidential and proprietary 33