FAST MOVING CONSUMER GOODS
Questions to consider
- Are you gaining market share across all brands?
- Do you have the correct merchandising capability to influence your forward share?
- Do you know the impact that each % increase in forward share has on sales?
- Is your pricing per pack delivering the best return?
- Are your remuneration and incentive programs driving the right behavior?
- Do you have the right number of Sales reps to drive growth ahead of your competition?
- Are your products available in all outlets?
- Is the calibre of your Key Account Managers giving you a competitive advantage
- Are you resourced correctly to improve your in outlet picture of success across all channels?
- Is your cost per brand exposer decreasing?
- Is the reach and frequency of your brand messaging optimal?
- Are you gaining brand (SOV) share of voice?
- Are your deliveries OTIF?
The process
The Rooted Analytics process involves asking a series of questions as to whether your organisation is winning or losing relative to past performance, the category and competitors.
We do this by evaluating the organisation against a number of functions areas.
These include:
- The process of defining what the sales team needs to achieve.
- Evaluates on what foundation the Sales Vision for an organisation is built.
- It looks at the relationship between the key drivers to growth in FMCG organisations (Availability, SOVI and Price) and the volume and revenue targets over the specified period.
- The process of evaluating the impact of the sales drivers in the business against the financial metrics.
- Looks at what the money is spent on and the impact of that spend on the short and long-term net sales revenue of the business.
The process of building brand equity to increase consumer demand and/or price value proposition of a product.
The process of building relationships with key customers to maximise the opportunities within an account for your products.
The process of looking for & securing customers where products are not sold or where you would like to change a RTM (route to market) model from Indirect to Direct.
- The process of ensuring that the customer orders the right quantities of the right brands and packs that will satisfy the needs and wants of the consumer.
- This process can take the form of a telephone sell, a computer generated prompt or a direct face-to-face call done by a sales representative.
The process of identifying volume/profit growth opportunities (including gaps vs. picture of success) and the steps put forward to address those opportunities.
The process of ensuring that the right packs and brands are placed in the correct location within the store with the right amount of forward share and the correct point of sale at the correct price all of the time.
The measure of compliance to a predetermined look of success by channel and market.
- The process of route settlement and invoicing the product delivered.
- Includes managing accounts receivables and credit management.
The process of ensuring the Sales Organisation is correctly resourced with the right people and the right skills supported by training and development with appropriate incentives to deliver on the business expectations.
The process of storing the correct amount of stock (brands and packs) to satisfy the orders placed by customers at any given point in time.
The process of getting the correct brands and packs to the customer at the time that he requests/needs the product.
The process of ensuring that the right quantity of the right equipment is available for placement in specific channels to satisfy the picture of success criteria. Looks at the underlying processes of delivering the equipment to the store and the refurbishment of equipment.
