And how do you do this?
Since the introduction of warehouse-based supply chain systems in the 90’s, retailers have lost the visibility of shop sales and tend to give their field sales forces targets only related to product and promotional placement, rather than ones related to a higher growth in turnover of the shops visited. For me, this means putting aside the main goal of commercial actions, which is to sell better and sell more while satisfying the shopper.
However, there are ways of finding out point of sale performance as a number of retailers offer their suppliers access to checkout data for each shop within the framework of partnership agreements. The problem is that the use of this raw material is very complex and expensive, not to mention what’s required to transform this information into indicators of sales tools such as market share, promotional effectiveness and disruption levels. This is what we propose to do for retailers at a fraction of the cost and time that it would take for them to implement in-house solutions.
What is your added value compared to a company that specialises in databases?
POS Potential obviously has a great deal of technical capabilities, and our developers are on par with those working for the biggest names in the sector. What sets us apart first and foremost is that we are specialists in the world of consumer goods, not generalists. Our team members profiles include seasoned sales development and category management professionals who know exactly what our clients’ teams need in order to be as effective as possible.
Also, our offerings feature a great deal of flexibility in terms of service and adaptation to our clients’ specifications, and we work at a speed that keeps up with the rapid pace of the world of consumer goods.
The combination of our technical capabilities and our consultants’ expertise in commercial development has enabled us to convince some of the biggest names in the sector, such as Danone, L’Oréal, Diageo or Ferrero, who have been our clients for many years.