How can a decision tree be defined? The most effective is to listen to the shopper to understand his decision-making process. For this we can use ad hoc studies based on focus groups or questionnaires, but the most interesting methodologies are based on observation in store (real or virtual) followed by questions to the shopper.

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.

M&M's, Nocilla, Cacaolat, Ferrero, Raffaello, Haribo, Oikos... all the blockbuster brands in the world of snacking and confectionary have decided to move on to the "dark side" and invest in one of the fastest growing categories in grocery retail: ice creams.

‘POS Potential’ means ‘point of sale potential’ because that’s exactly the goal that we’ve set for ourselves: to help retailers and suppliers seek out hidden growth by improving operational excellence at store level.

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.

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?