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.
The number of innovations in FMCG has declined regularly for ten years, as shown by the study “Radar of Innovation 2020” carried out by Kantar and Promarca
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.
The world of retail is on roller coaster ride since the start of COVID-19 and 2021 is bringing some more loops! Here is our top 3 of trends we have seen in 2021 so far…
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.
At POS Potential we are always curious of best practices of operational excellence within the FMCG world and today we’d like to share an example of product innovation focused on packaging, and more specifically on pack size.
‘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.
At POS Potential we feel good about the following definition (take a deep breath before reading): Omnichannel: a customer-centric distribution strategy that puts emphasis in a deep understanding and definition of a brand’s target market/buyer persona by which a brand makes its products available where its customers are shopping, delivering a unified and personalized experience across the channels where it is present.
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’.
