In as dynamic a sector as food and consumables, creating effective joint business plans is vital to clearly communicate, deliver and measure objectives. With complex trading accounts, time pressures, and communication challenges, it’s easy to see how spend can quickly spiral out of control.
In a constantly changing retail trading environment, you face the challenge of reducing trade spend, while managing the demands for increasing sales and margin for your retail customers. It’s a fine line to tread in pursuit of supermarket market share; without the right resource, data and evidence, it’s easy to make the wrong decision.
As retailers continue to squeeze their own resource, brand owners and suppliers require technologies to manage increasingly larger and more complex trading accounts. Sub-optimal revenue management systems, disconnected spreadsheets, user errors, data inaccuracies, and slow manual processes are no longer sufficient.
Retailers and suppliers need to collaborate to drive revenue growth, but it’s only possible if head office functions have one version of the truth. When disparate systems and documents are shared, it’s hard to know which is right, especially when you’re trying to make plans with your partners. That’s where joint planning and a joint business plan comes in.
In the UK, a global alcohol brand increased profit by £4m in year one with one customer
In multiple APAC markets, a confectionery manufacturer addressed a 30% overspend by simplifying and aligning behaviours, processes and controls
In the Nordics region, a CPG supplier generated a 10x ROI in the first year, building on visibility of trade spend and identifying efficiency improvements in the first three months