MEASURABLE AND ACTIONABLE
Most global CPGs claim to have an in-store merchandising strategy for their promotional and Club channel SKUs, and generally, these strategies are tied to either revenue or cost reduction goals. Seems simple enough. But after a closer look, its really much more complex than that.
Because different organizational departments may have ownership of the process at different times, there comes a point where competing strategies begin to clash due to different desired outcomes. Operations, Sales, Finance, and Marketing, all play a large role in the execution of in-store programs. However, they are historically measured to competing end results. For example, operations is usually concerned about cost containment, sales is interested in revenue, finance demands that profit margins are met, and marketing is focused on share and brand equity.
With this in mind, Brawerman Marsh helps its clients to strike a balance between competing measurements with an overall in-store merchandising strategy that satisfies both top and bottom line drivers. It is possible to have a single and unified strategy that is linked and aligned, measured and managed, to overall strategic corporate goals. Brawerman Marsh will ensure that key stakeholders in the merchandising value chain achieve their strategic goal.
Objectives and Goals
In-store merchandising strategies not only can and should be tied to overall corporate goals, but they should also be somewhat fluid to anticipate change. Whether the end goal is growth, profit, share, cost savings, or a combination of all, Brawerman Marsh can build a strategy that will address these goals.
When it comes to in-store merchandising, a strategy that is effective for one category, brand, customer, or channel, may not be effective for the next. Although the execution of these strategies may all utilize the same process, the strategies themselves should be different.
Brawerman Marsh helps its clients develop strategies based on data at the SKU level. We take into consideration not only financial data, but also marketing and sales data. We review financial data such as gross revenue and profit margins – sales data such as high or low velocity sales channels – and marketing data such as a high impulse category or destination category. From this and the addition of much more proprietary Brawerman Marsh methodology, our clients receive channel, customer, and brand specific strategies that deliver tremendous financial results.