Modern marketing was formally born in the 30s in the United States when manufacturers moved from a production strategy (the famous quote by Henry Ford: “The customer can choose the color of his car, as long as it is black”) to a sales and marketing strategy in which the goal is to meet the consumer’s expectations in terms of product availability and characteristics.
About Gilles Dallest
This author has not written his bio yet.
But we are proud to say that Gilles Dallest contributed 25 entries already.
Entries by Gilles Dallest
Stanislas Dallest from POS Potential reviews the main innovations in the retail industry. In this episode, Stanislas explains what are the main success drivers of Nescafé’s new capsules:
Stanislas Dallest from POS Potential reviews the main innovations in the retail industry. In this episode, Stanislas explains what are the main success drivers of Bacardi’s new ready to drink Mojito
Stanislas Dallest from POS Potential analyzes the main innovations in the retail world. In this episode, Stanislas details the keys to Old El Paso’s latest release, the Pockets wraps:
Stanislas Dallest from POS Potential reviews the main innovations in the retail industry. In this episode, Stanislas explains what are the main success drivers of Ferrero’s new ice-cream range:
In this podcast I will tell you about the hierarchy between OBJECTIVE / STRATEGY and DATA. Many times I hear people who tend to mistake tasks with goals. Or overthink their strategy that lacks a clear target. Or start gathering data before knowing where they want to get to. Start by defining your objectives.
Proper tracking of point-of-sale activity is one of the keys to operational excellence. However, it is sometimes not so easy to effectively prioritize the different datasets available. The purpose of this post is to try and provide some clarity starting with making the difference between quantitative "results" data "operational excellence" indicators used to track and optimize sales at the level of each store.
Perhaps it’s because I’m slowly but steadily approaching the big 60, but there is a type of comment that really gets on my nerves: when a customer – or potential customer – tells me ‘our sales teams are too traditional [read: on the older side] to manage sell-out data’.
As any professional from the FMCG world can tell you, 25 years after Category Management crossed the Atlantic, it still hasn’t become the standard for collaboration between retailers and suppliers that it promised to be.
There is more and more talk about “Net Revenue Management” applied to the field of mass consumption, but what is it really about? What are its applications and benefits and most of all?