Master List of Success Stories* by Our Associates

(1)*  Distribution Increased by an Average of 7%, Some Products Improved by 16.5% for Same Cost as Previous Year by Outsourcing Oversight of Merchandising. Freed Up 1800+ Hours of Manufacturer’s Time Per Year (approx.).  Allowed Manufacturer to Focus on Growth, Instead of Managing Merchandising*.  Associate firm saved manufacturer $150,000 on previous year’s budget of $1,000,000 (approximately).  Reinvested savings in better merchandising to achieve improvements in distribution, void reductions and out of stock reductions.  Other results included:

• Coordinated merchandising effectively with major TV ad campaign
• Used store volume and market data to create a store grading system to help spend merchandising dollars only in stores with the best payback
• Renegotiated merchandising service contracts for immediate cost savings and conducted RFP process to select new service providers
• Produced monthly stock level scorecard and list of worst stores to help manufacturer deal with problems and opportunities at retailers
• Created audit / mystery shopper program to confirm conditions in stores
• Helped manufacturer develop overall processes and disciplines for effectively managing merchandising

(MD CB)  Category:  Diabetic, Diagnostic, Medical

(3)*  CASE STUDY: Freed Up 63,000 Sales and Support Hours Per Year, Cost Reduction, Solid Processes and Execution*:  Associate led effort for one of the three largest merchandising organizations in the U.S.  Resulted in $2.5 million per year in labor savings, a nation-wide set of standard processes and removal of 250,000 potential errors per year.  Click link for details. No31cSalesProcessImprovementSuccessStoryShortV2.pdf  Category:  Headquarter Call, Merchandising Process Improvement  (TI)

(4)*  90 Day Cost Savings:  Manufacturer Outsources Merchandising Work, Improves Execution from 90% to 98%, Saves $750,000 to $1,250,000 (estimated*):  Associate led team that took over $25 million in merchandising work for the manufacturer.   Associate conducted analysis that showed that manufacturer was overlooking significant costs.  Salary and benefits for 1,200 reps were reduced by 20%+ (estimated.)  Entire program was deployed in 90 days.  Manufacturer was confident enough in the Associate's team that it provided up-front cash to fund the initiative.  Goal was to provide the same or greater levels of service at a reduced cost.  Program continued successfully for many years.    Success Story Details  (CS)  Category:  Pharmaceutical, Drug, OTC, Convenience

(7)*  Consistent Planogram Compliance, New Item Speed to Shelf, during High SKU Count, Complex Reset Work (Cosmetics).  Results Were So Strong, Program Was Repeated 8 Times.  Key Was Getting It Right With Minimum of Manufacturer's Time*:  Associate led programs for Planogram compliance for entire new marketing efforts for the manufacturer.  Work involved extremely high sku count, complex racking, heavy resets, 20-24 hours per section.   Included videos to train reps, practice sets, 5-6 month planning and coordination cycle and working side by side with manufacturer. 

·         Chosen by Wal*Mart to coordinate all manufacturers for the changeover of an entire cosmetics department

·         Chosen by L'Oreal and Procter as exclusive merchandising company for 4 years running.

·         Consistently met seasonal deadlines.  (LC)  Category:  Cosmetics

(8)*  New Item Speed to Shelf:  New Item on Shelves in 20,000 Stores in Two Weeks!  Effort was So Successful, it was Repeated 5 More Times.*  As president, associate led multiple new item launches where a prescription drug was being converted to "over the counter."  These launches required 20,000+ stores to be merchandised in two weeks, a 5-6 month planning and coordination cycle and working side by side with manufacturer.  Associate's firm did several additional launches for the same manufacturer and others, totaling 6 major launches.  Extremely difficult work to execute in so short a time frame.  (LC)  Success Story Details  Category:  Pharmaceutical, Drug, OTC,

(10)*  Bundling Multiple Store Calls Together To Make Merchandising Affordable for Smaller Manufacturers*:  Associate bundled together merchandising calls from several  manufacturers to make effort affordable for all.   Resulted in e.g. a blitz effort for a major personal hygiene manufacturer.    (TE)  Category:  HBC, Drug

(11)*   New Item Speed to Shelf, Taking Over Where Other Merchandising Organization Failed, Warehouse Sold Out in One Week!*:  Associate led effort for a major pharmaceutical manufacturer to complete a new item introduction after failure by  previous merchandising organization.  After one week of execution on the launch, manufacturer called to say that inventories were depleted in their warehouses due to the surge in sales.  Manufacturer credited the sales surge solely to the speed to shelf execution.  (TE) Category:  Drug                                                      

(13)*   22% Annual Increase In Diaper Sales For 56 Store Chain, Completely Displaced a Competitor in 3 Weeks!*  Associate’s team discovered extreme dissatisfaction with a diaper manufacturer.  Associate went to a competitive diaper manufacturer, jointly developed a new planogram, closed retailer and completed resets in three weeks, completely displacing the original diaper manufacturer.  (DK) Categories:  HBC

(14)*   Bundling Multiple Store Calls Together To Make Merchandising Affordable for Smaller Manufacturers,  Health and Beauty Category*:   Associate was able to negotiate an agreement with three manufacturers to make merchandising calls affordable for all.  Through careful scheduling and knowledge of local conditions, reps with right skills and field management structure that was able to execute, Associate’s team was able to  consolidate the work so that field rep got all the work done for three manufacturers in a single one hour call.  (DK) Category:  HBC

(15)*   Gained Approximately $11.1 Million in Incremental Cosmetics Sales for Manufacturers in One Year, Took 30% of Shelf Space Away From “No-Show” Competitors.  Bundling Multiple Store Calls*.  Associate discovered that a competitor’s merchandising team did not show up for a 210 store cosmetics reset.  Associate’s team was able to convert 30% of competitor’s shelf space to their manufacturer.  See discussion of clustering in health and beauty success story.  (DK)  Categories:  HBC, Cosmetics

(17)  Sold $1,000,000+ Program of Cosmetics Resets to 13 Manufacturers for Mass Merchandiser.*  42 feet of shelf space was reset at all stores.  Associate led team that sold program first to the retailer, then the manufacturers.  (JV)  Category:  Cosmetics

(19)  Sold $10,000,000+ Program (425,000 Hours) of Merchandising Services at 20%+ Higher Profit Than Standard Continuity Work.*  Demonstrated that targeted project work produced a better ROI for manufacturers and retailers than generic continuity work.  Kmart.  Grew base of business from 72,340 hours per year to 425,531 hours per year over five years.  Growth came by transitioning from continuity work to project work.  Included Hair Care Resets for 6 years running, cosmetics resets at one mass merchandiser and becoming the preferred provider at another mass merchandiser.  Discovered that project work provides much higher revenue opportunities than generic continuity work.  Project work was often 20% to 25% more profitable than continuity work because of significantly less drive time.  Had to become good at dealing with a fluctuating work load.  Transitioned to part time work force.  (JV)  Category:  Hair Care, Cosmetics, Other

(20)  $1,000,000 to $10,000,000 Incremental Sales (Estimated) for Manufacturer by Being "Best In Country" on Speed-To-Shelf New Item Introductions. (Top 5% among 36 Teams).  Program Lasted Over 8 Years.  Success came from building a process where manufacturer, retailer and merchandiser all coordinated on new item introductions.  (Planning – 90 days out, prep - 60 days out, ready for launch - 30 days out, measurement during launch, etc.)  Bristol Meyers Squibb.  Category:  HBC, Analgesics, Hair Care, Nutrition

(21)*   $125 Million in Additional Sales for Manufacturer by Reducing Out Of Stocks by 5% (estimated),  $1 Million Cost Savings through Outsourcing of In-House Merchandising Team.*  Associate managed the team and its P&L.  Achieved approximately 5% reduction in Out of Stocks (key goal of the effort) and saved manufacturer $1 million per year in merchandising costs at the same time.  (Manufacturer’s sales are about $4.5 Billion.  We are assuming that a 5% reduction in out of stocks will result in additional sales of approximately $125 million.)  (PL)  Categories:  HBC, Feminine Hygiene, Paper, Diapers, Variety

(21.1)  Sold $2.5 in Incremental Merchandising Services Work in One Year by Becoming  Preferred Provider at Target.  First National Company to be Back Room Certified for Target.  Accomplished by having all part-time merchandising reps certified to enter back room, manipulate inventory / place orders.  (JV)  Categories:  HBC, Other

(22)*   20% Improvement in New Item Speed to Shelf.  Shared Merchandising Teams (Broker Coverage) Not Getting Job Done.  Established Dedicated Team Program for Fortune 500 Health and Beauty Manufacturer in Mass Merchandising (Wal*Mart) and Drug Channels*.  Syndicated model being used was falling short in out of stocks, void fills and display compliance.  Also provided greater flexibility for manufacturer's seasonal needs.  New Item improvements were measured by ACV against non-covered stores.  (PL)  Categories:  HBC, Suncare, Footcare, Over The Counter Drugs

(23)*   $4,307,000 Sales Increase Through Out of Stock Reductions. Established Dedicated Team Program for Fortune 500 Paper Goods Manufacturer.*  Specific Goal Was Out of Stock Reductions.  In-stock percentages grew from 99.23% to 99.67%.   Ultimately added promotion compliance and store level selling to the program.  (PL)  Categories:  HBC, Feminine Hygiene, Paper, Diapers, Variety HBC

(26)*   Promotion Compliance:  Developed Program at Wal*Mart for  Auditing Stores for Compliance with Promotions*.  Marketing department had no history or baseline to judge promotions from.  Current effort is to establish the baseline.    (PL)   Category:  Wal*Mart

(27)*   Manufacturer Saves $10 Million, Compliance Improves 135% by Outsourcing In-House Merchandising Team.  Immediate Savings Of 32% Per Visit. Employees Reduced from 400 to 40*.  Associate led effort to reduce internal merchandising staff of 400, which called on 8,000 locations servicing high sku count products.  The in-house team was not performing for a number of reasons, including the rep’s inability to be effective in two different chains at the same time.  (E.g. Wal*mart and Macy’s.)  (JF)  Categories:  HBC, Intimate Apparel

(28)*  Manufacturer Saves $2.5 Million over 5 Years, Improves Distribution 4%, Reduces  New Item Speed to Shelf by 30 Days, Increases Displays Sold by 17%, through Outsourcing of In-House Merchandising Team (estimated).*  Associate led effort that outsourced the work of 250 full-time people to a 3^rd party.  65% of the manufacturer’s employees accepted positions at the 3^rd party at a reduced salary.  Reporting capabilities for account management team also were improved.  (PL)   Category:  Cosmetics

(29)*  Manufacturer Saves $20 Million, Increased Sales $225 Million (30%) Over Five Years by Outsourcing In-House Merchandising Team*.  Associate led effort to outsource struggling in-house merchandising team, including disposing of fleet and using multiple external services.  In-house team was struggling due to rapid growth of brand and distribution.  (JF)  Categories:  HBC, Intimate Apparel

(30)*   4% Increase in Dedicated Team Sales Test In Texas vs. Other Tests*.  Associate led team that sold, implemented and delivered the project.  (PL)  Categories:  HBC, Smoking Cessation, Over The Counter Drugs, Lip Care

(31)*   $59 Million Incremental Sales for European Grocery Wholesaler In One Year by  Reducing Out Of Stocks and Voids through Data-Driven Merchandising.  Should Increase for Next Several Years*.  Distributor had been using data to identify problems in retail stores for years (voids, out of stocks, new items, promotion compliance.)  Problem was that the distributor’s manufacturers, retailers, brokers and merchandising companies “owned” responsibility for resolving the problems (and the job was not getting done.)   Goal for first year of program was a 2% improvement ($80 million.)  Achieved $59 million improvement due to the data-driven merchandising solution (quote from distributor.)  Note that these are hard dollars of increased sales from products that are authorized to be on shelves, but are not there.  Associate sold project and designed approach that produced results.  (DK)   Category:  Wholesaler Sales Increase, International

(33)*   $1.7 Million+ Savings On Merchandising Work.  425,000 Hours of Merchandising Services Provided at 20%+ Cost Savings Through Data-Driven Merchandising.   Demonstrated that targeted project work produced a better ROI for manufacturers and retailers than generic continuity work.  Had to become good at dealing with a fluctuating work load, using part time work force.*  Grew base of business from 72,340 hours per year to 425,531 hours per year over five years.  Growth came by transitioning from continuity work to project work.  Included Hair Care Resets for 6 years running, cosmetics resets at one mass merchandiser and becoming the preferred provider at another mass merchandiser.  Discovered that Project work was often 20% to 25% more cost-efficient than continuity work because of significantly less drive time.  Had to become good at dealing with a fluctuating work load.  Transitioned to part time work force.  (JV)  Categories:  HBC, Cosmetics

(35)*   Distribution Increased From 80% to 96% In Five Months Through Data-Driven Merchandising Program*.  Confidential program, call for details.  (JS)   Category:  HBC, Medical, Small Appliance

(36)*   Distribution Increased From 94% to 99% In Five Months Through Data-Driven Merchandising Program*.  Confidential program, call for details.  (JS) Category:  HBC, Personal Care

(39)*   $3.2 million Sale of Specialized Merchandising Services to Assist New Chain Owner in:

1.    Identifying Inventories, Fixtures, Square Footage, Layouts Of Newly Acquired Stores

2.    Designing Marketing and Merchandising Programs to Best Use New Stores

Retailer:  Large Drug Store Chain

Problem: The Drug Store Chain had acquired a number of other Chain Stores.  The new owners did not know inventories, fixtures, square footage, layouts, aisle widths, etc.

Sales Cycle Notes:  Associate was introduced to prospect by his service company, led the proposal and presentation efforts, multiple meetings, instrumental in closing the sale due to his experience and specialty skills

Solutions Notes: Solution was a systematic store by store program to survey all stores and collect and organize the needed information.  The solution included training and a software system.  Project was approved and started in August 2007. 

Category:  Drug  (PG)

(48)*   Results:  Big Results On Small Budget.  $800,000 in sales gained in 17 weeks on First to Market Launch of Fat Free Pringles.  Gained a 32% market share with a company that typically earned 9%.

Retailer:  National Drug Company

Problem: Proctor and Gamble was launching a new Elestra product with Pringles and needed retail merchandising. 

Solution Notes: Provided a complete new launch program for logistics, marketing, in-store programs, advertising and merchandising with a limited budget,  Worked with all aspects of the company to ensure product was in-stock and displayed for success. Developed a competitive program in-store, at distribution center and by operations to incent for high sales and margins.

Category: Drug   (PG)

(49)*  International Brand Introduced in U.S.: $0 to $70 Million Year Sales in One Year – Just In Wal*Mart!  Got to 90% ACV Distribution in 3 days in Wal*Mart and in 5 days nationwide!

Manufacturer:  Fortune 25 HBC Firm

Problem: Normal product launches were taking 8-10 weeks to get 90% ACV distribution.  In addition to delayed sales, slow launches waste TV ad dollars and waste inventory dollars because product is just sitting.  This was launch of new men’s body spray / cleansing gel line.  New product line had “no functional value – all about belief in self.” 

Solutions Notes:   Used little advertising – went to viral marketing instead.  Launched in Men’s Clothing department, near Skateboards, and near Computer Games.  Went to entirely new launch program based on quality improvement and other cycle time reduction techniques 

Category:  HBC  (PP)

(50)*   Results: Consolidating 45 SKUs to 12 and Regional / Seasonal Focus Results in Significant Sales Lift – 3 Times per Year!

Manufacturer:  Fortune 25 HBC Firm

Problem: Lagging sales in Skin Care product line

Solutions Notes: Went from 45 SKUs down to 12.  Reduced to just the fundamentals of what the end customers wanted.  Went to a very strong balance between Headquarter Sales side and Retail Execution / Merchandising.  Regional focus during the Sun Care Season

Category:  Skin Care  (PP)

(51)*   Results: Combined Three Sales Organizations, 1,000+ People, Reduced Headcount to 400, Brought Cost of Sales Down From 5% to 2.2%, Reduced Trade Funds (Promotion Expense) From 18% of Sales (Some Categories at 24%+) Down to 12% of Sales While Simultaneously Growing the Business 4.5% in Year One and 3% in Year Two.  (Market was growing at only 2%).

Manufacturer:  Fortune 25 HBC Firm

Problem: Merger of three organizations created redundancies, waste.  Promotions were consuming 80%+ of time and money, only producing 25% of the sales.

Solutions Notes: "Stopped the Promotion Madness".

Category:  HBC  (PP)

(52)*   Results: New Major Product Launches Achieving 85% ACV Distribution In Two Weeks Instead Of The Normal  8-10 Weeks

1.    Toothpaste launch - $0 to over $100 million in one year

2.    Shampoo launch - $0 to over $100 million in one year

3.    4+ other product launches - $0 to over $100 million in one year

4.    8+ product launches from $0 to between $20 million and $100 million in one year

5.    A Key Additional Benefit:  Success or failure information is available in 2 Weeks – instead of 2 Months!  Allows manufacturer to pull the plug, invest more or redirect immediately – rather than after millions have been wasted

Manufacturer:  Fortune 25 HBC Firm  (PP)

Problem: Normal product launches were taking 8-10 weeks to get 85% ACV distribution.  In addition to delayed sales, slow launches waste TV ad dollars and waste inventory dollars because product is just sitting. 

Additional Results Notes:  Benefits:  Product selling immediately instead of sitting in the warehouse, Forecasting improves, Inventory and Return is substantially better.  You know your product’s success or failure in 2 weeks.  Two examples of success:  Both a Specialty Toothpaste and a new Shampoo reached $100 Million plus in Year 1.

Solutions Notes: Since 2000, Associate has led approximately two dozen Major Product Launches which have reached 85% ACV distribution in two weeks (some in one week) versus the previous 8-10 weeks to get to 85% ACV distribution. 

Category:  HBC  (PP)

(55)*  Helped Fortune 500 Manufacturer Penetrate Drug Channel and Mass Merchandising / Wal*Mart Channel.  Manufacturer Had Been Unable to Penetrate On Their Own*.  Associate led effort based on existing relationships,  “fact based selling” and showing retailer how shelf space could be better used.    (ML)    Category:  Drug, Wal*Mart

(56) Helped Fortune 500 Manufacturer Penetrate Convenience Store Channel and Military Channel.  Helped Manufacturer Improve Their Relationship and Penetrate the Channels *.  Associate led effort based on existing relationships,  “fact based selling” and increasing category depth for manufacturer.    (ML)    Category:  Military, Convenience

(59)*  Outsourcing In-house Merchandising Team

• $100 Million+ Sales Gain over Multiple Years
• Phase 1 Cost Savings of $1,700,000 Per Year (Approx.)
• Reduced Average Hourly Cost (including overhead) from $38 per hour to $26 per hour for 76 people.
• RIGHT FIELD MERCHANDISER IN RIGHT PLACE, WHEN NEEDED:  Increased Store Visits by 25% for Same Budget Dollars (Approx.)
• BIG BENEFITS FROM LONG TERM PROGRAM:  Manufacturer Was Acquired, but Director of Retail Merchandising Continued Running Program for Acquirer, Continuously Improving Results Over the Years.  See additional success stories for same program:

• Comprehensive Training Makes The Difference.
• Ultimately Reduced Full Time Staff by 50%. (DY MH)

Category:  HBC, Near-HBC

Details:

OutsourcingInHouseMerchTeam1.pdf

MajorProgramSuccessGeneric.pdf

HolidayCompliance17PerIncrSales.pdf

NoOneSelleratWalMartv3.pdf

AgressiveSellingPalletManualOrders.pdf

AggressiveSellingTipsFromBest.pdf

(60)*  Outsourcing In-house Merchandising Team

• Cost Savings of $7,000,000+ Per Year (Approx.)**
• $38.5 Million Sales Increase Per Year from 5.5% Market Share Gain (Taken from #1 Competitor! – Approx.**)

• New Product Cut-In Rate Raised from 70% to 99%+

• Fixed Costs Moved to Variable Costs, Shared With Other Manufacturers
• 65% Full Time / 35% Part Time Work Force Changed to 30% Full Time / 70% Part Time  (DY MH)

Details OutsourcingInHouseMerchTeam2.pdf

(64)*  Results: Achieved 96% compliance in use of bumpers to protect fixtures during remodels.  Prevented millions of dollars of waste

Manufacturer:  McCue Corp (manufacturer of store asset protection devices, e.g. bumpers for appliance corners.)

Problem: Stores were not installing protective devices.  $1.6 billion being spent for store remodels, but non-compliance caused stores to look bad in 90 days.

Sales Cycle Notes:  Large effort with Safeway

Solutions Notes: Tracked store orders for compliance, found preventive solution, personally visited 300 stores. 

Category:   Remodels, Fixtures (SH)

(65)*   Time Study Determined that 65% - 70% of Manufacturer’s Sales Time is Spent on Promotions – Which Only Account for a Small Percent of Sales and Profits.  Study covered 10 sales executives.  Note that much of the promotion activity has to be matched on the Retailer's side, creating significant duplication of effort.  (JM)

(66)*   Increased Market Share and Margin For Retailer's HBC Department by 2% on $400 million in Sales.  Accomplished through numerous programs and initiatives over the years.

Category:  HBC (BC)  

(66.1)*   Outsourcing Cost Savings – Where to Look

• “How We Found $7 Million In Annual Savings”

• Follow Up to Previous Outsourcing Success Story:  Outsourcing an In-House Merchandising Team:  Success Story* #2  OutsourcingInHouseMerchTeam2.pdf

• Internal Cost Estimates Often Do Not Include Everything

Details  (DY MH)   OutsourcingCostSavingsWhereToLook.pdf

(67)*   Outsourced Pharmacy Distribution Operation for Retailer, Resulting in Significant Improvement in Sales and Distribution

Category:  HBC (BC)  

(68)*   On Shelf Availability improvement from 84% to 95%, Results in Sales Gain of $297 Million

Results: Dedicated Merchandising Team created and deployed - On Shelf Availability was measured at 84% and was improved to 95% in year 1 of the team’s implementation, netting over $297 million in incremental sales

Manufacturer:  Fortune 25 HBC/Food Manufacturer

Problem: Manufacturer was using syndicated merchandising services provided by a third party, who could not focus on specific opportunities provide adequate time in-store.  Dedicated merchandising team  provided the ability to train, motivate, focus, provide adequate in-store time.

Solutions Notes:  Action based In-Store procedures supported by technology ensured consistency in execution, and the basis for sustainable results over time

Category:  Grocery Products – Dry and Perishable  (WV)

(69)*   Consolidated Two Field Sales Teams into Single Team,  Eliminated $5 Million in Redundant Costs, Increased Merchandising Productivity by 20%

Results: Consolidated two existing Field Sales Teams into a single team. Resulted in the reduction of non-selling time by 15%  and increased the number of stores visited by 5%.   Accomplished through a better store coverage model. 

Manufacturer:  US Division of Global Manufacturer

Problem:  Duplication of field sales people, inefficiency in territories / overlap, lack of criteria for store visits and priorities.

Solutions Notes:  Stores prioritized and criteria created for store visits (frequency, time and objectives.)  Also prioritized by geography and channel.  Resulted in more time spent “in store” and less “non-selling / drive time”.  Also added more total stores and higher priority stores.  Regional focus during the Sun Care season.

Category:  Multi Category – HBC/GM/Grocery/Perishable  (WV)

(70)*   New Product Speed to Shelf Results in $12 Million Sales Gain

Results:  New Product Speed to shelf improved from an average of 85% on shelf in 12 weeks to 85% on shelf in 4 weeks, generating an incremental resulting in sales gain of $12 Million (10%).

Manufacturer:  Fortune 25 Foods Company

Problem: New Product introduction processes in place focused primarily on headquarter selling.   Communication problems between Account Teams, Customer Service and Merchandising  resulted in multiple execution failures.  Symptoms included items being stuck in Distribution Centers, not getting to the shelf quickly (in some instances until 8 weeks+ later.)

Solutions Notes:  Achieved through a “Situation Room” approach to New Item Intro process plus better  communication between account team / customer service / merchandising team through handhelds and systems.  Resulted in faster order placement / confirmation, item code validation and ordering by the merchandising team.  Sales gain calculated by reducing speed to shelf time from 12 weeks to 4 weeks (approx.)  This added another full month of sales to the Year 1 Sales Volume ($12 Million).

Category:  Near-HBC, Grocery (WV)

(71)*   On Shelf Availability and Field Merchandising Disciplines Yield  Sales Gain of $400 Million+

Results:   Dedicated Retail Team achieved 98%+ On Shelf Availability for all SKUs and sustained over 2+ years.  Team developed ROI model for each Retailer to understand  Cost to Serve and Selling Opportunities.  Verified that each merchandising call ‘pays for itself’ in incremental sales. 

1.    Manufacturer:  US Division of International Pharmaceutical Company

Problem: Store execution was not achieving targets, On Shelf Availability levels were not improving. Third Party merchandising was not generating the ROI necessary to justify the cost.

Solutions Notes: A Dedicated Team model was developed and implemented, requiring a  completely new merchandising team.  Risk concerns were quickly put to rest in-store execution was improved and documented during the first 14 weeks. In-store execution increased every month.  After 24 months, the equivalent sales growth driven by the new team approached 6% of annual sales.

(72)*   Broker Audit Saves $2.5 Million.  Savings Used to Fund Improved Merchandising, On Shelf Availability, etc.

Results:  Approx. 10% cost savings by paying only for actual services provided.   Resulted in $2.5 Million savings which was reinvested in more productive programs.

1.    Manufacturer:  U.S. CPG Company

Problem: Traditional broker merchandising payment plan was based on “fees for services actually provided.”   Controls were not in place to monitor third party merchandising staffing levels.  Monthly payments were made without requiring services to be provided that justified the payment.

Solutions Notes: A system of controls and measures were implemented and integrated with Sales Operations to provide more clarity on actual services provided.  Broker payments that were not justified were accumulated and later invested in more productive programs (see other success stories by this Associate.)

Category:  HBC and Food / Grocery Categories  (WV)

(73)*   IT Business Projects Now Pay For Themselves In One Year

FDA Submission Time Reduced by 6 Months+

Submission Backlog Reduced from 80,000 Pages to 10,000 Pages and Sustained, Despite Doubling of Work Load

All Accomplished in a Few Months in U.S.

Results duplicated in U.K.

Results: 

• IT Business Projects Now Produce 2x Previous ROI

• Reduced clinical submission data collected by 30%, substantial reduction in analysis time

• Improved quality of data submissions and reduced time needed to scrub and recheck data

• Removed six months from the overall clinical submission cycle

• Submission forms backlog reduced from 80,000 pages to 10,000 pages in three months

• Submission form backlog maintained at 10,000 pages despite doubling of work load

• Questions about clinical trial data and process reduced by 50% and cycle time reduced by 75% in three months in US

• Results duplicated in United Kingdom

Problem: 

• Goal:  Speed up back end of drug development cycle by reducing paperwork, data analysis and submission to FDA

• Goal: Remove as much data and data collection process as possible from five clinical trial protocols

• Previous attempts resulted in only modest gains

• Submission documents passed "over the transom", resulting in large duplication of effort to rework

Solution Notes: 

• 12 month ROI on IT projects initially resisted and considered impossible.  Employees adapted, developed new tools and accomplished the goal

• Brought together clinical researchers, biometrics statisticians, data analysts, FDA requirements experts in working group for the first time

• Joint creation of process maps by participants from different departments resulted in their understanding of areas outside of their own department. Helped  them identify with the needs of the whole system and whole company-not just their own part. Resulted in less defensive feelings and conduct regarding change to their own function. Helped them understand that achieving the stretch goal can only be done through collective effort

Manufacturer:  GlaxoSmithKline 

Category:  HBC  (RHSA)

Details:  GlaxoSmithKlineSuccessRHSA.pdf

(74)*   $50 Million Sales Gain in Year One, $50 Million More in Year Two Proves Markets Not Saturated, Higher Margins Possible

Sales Gains Extended to Europe, Latin America, Asia, Australia, India and South Africa

All Accomplished with Series of 100 Day Projects

Results: 

• $50 million in incremental annual sales in year one

• On track additional $50 million of incremental annual sales in year two

• Proved that primary markets were not saturated.  Found ways to grow revenue even in mature markets

• Specialty tape division secured a commitment for a $2 million sale

• Secured letters of intent for two other large customers within 100 days

• No significant cost for consultants or capital expenditure

• Closed a sale in 50 days that was originally scheduled to take 12 to 15 months to close

• Proved it was possible to close sales at substantially higher profit margin, challenged assumption that only commodity margins were possible

• Doubled sales from key customer by integrating multiple suppliers

• Doubled the yield of a mothballed machine by making a slight modification to the product produced

• Sales increased in Europe, Latin America, Asia, Australia, India and South Africa through same 100 day process

• Changed culture from "sales as only contact with customer" to broad contact with customer from all parts of the company

• Improved relationship between sales force and rest of the company. The sales team developed a deeper appreciation of what it takes to get the job done for the customer across the entire company

Problem: 

• Company was profitable, had grown less than 10 percent in past two years, even though growth was a management primary goal. 

• Discovered that all growth efforts were focused on long-term (e.g. developing new technologies and new products which took 2 to 3 years)

Solution Notes: 

• Three divisions, including 14 growth opportunity targets were identified.  The goal for all 14 teams was to generate at least a proposal to a qualified customer within 100 days.

• Team members were required to keep their regular jobs going at the same time

• The 60 employees who participated were wildly enthusiastic about the experience

• Spent very little time and money on formal training. Accomplished training, skill development and culture change while producing the results

• Required the projects push participants out of their comfort zones

• As of 2003, 550 teams were at work involving more than 2300 employees

• Tight deadlines motivated people to overcome obstacles, take some risks and get things done without going to management for help

• Challenged the assumption that the only way to get significant new things done was to spend forever doing a long study. Replaced this idea with the primary approach of the small-scale, 100 day efforts producing real data, rather than theory and opinion

• Senior management remained involved. One or more senior executives participated in nearly all of the 50 and 100 day project reviews all over the world

   

Manufacturer:  Avery Dennison

Category:  HBC, Specialty Paper Products  (RHSA)

Details:  AveryDennisonSuccessRHSA.pdf

(75)*   $300 Million Cost Savings Year 1, Another $300 Million Savings in Year 2 Lead to 10 Years of Effective Acquisitions and Improved Profits

Dramatic Improvements in Union Plants

$100 Million+ Sustainable Sales Gains

Proved that Commodity Cycle Could Be Broken

Dramatic Reduction In Capital Spending

Results: 

• $300 million in sustainable cost reductions in 2002

• Additional $300 million of improvement in 2003

• 67% output increase from a non-competitive plant in 2003.  On target for additional 60 percent improvement in 2004. 

• Union grievances stopped at troubled plant. (Previously there were a dozen+ outstanding grievances)

• Consolidated independently run plants to a common operating process, while allowing for local autonomy.  Introduced a common approach to bringing acquisitions into the company for the first time

• Overcame silo thinking:  E.g. purchasing helped the plant to define true cost and yield on primary raw materials

• Overcame silo thinking:  E.g. consolidated the purchase of new plant equipment across multiple departments, resulting in a cost-justified project that neither department would've been able to afford on their own.

• Shut down the operation of an entire production line and four machines. (This had been recommended for 15 years, but had never been acted on before)

• 20% production improvement in certain plants instead of 2 to 4% improvements, which were best ever achieved previously

• Workers kept production up for seven months after a key executive quit.  (Due to interference in his "turf")

• Cost of these improvements was almost $0

• 40% Sustained Improvement In 10+ Plants:  In ten years preceding the effort, most of company's plants improved profits an average of 2.5% per year.  (Excluding improvements from capital expenditures.)  The plants that went through the improvement process generally improved 5.5% the first year and sustained 3.5% annual improvements thereafter - a 40% sustained improvement in 10+ plants

• 25% improvement in production line up-time in just a few weeks.  Uptime of expensive production lines improved from 49% to 62%.

• Significant progress on overall goal to turn a commodity business into a profitable business. 

• $100 million in sustainable sales increases and cost reductions through 10 week projects (retail tissues and Dixie cups)

• Attitude on capital spending has changed. When improvement is needed,instead of thinking about new capital investment, company gets better results from the  existing investment through 100 day improvement projects

• Sustained improvement from 55% plant utilization to 70%. Lower results no longer tolerated

Problem: 

• Company was assembled mostly through acquisitions. Difficult to integrate so many dissimilar plants, people and cultures. 

• Uncompetitive plant

• Corrosive union relationships

• After five years, significant progress was being made but could've been better: (1) During the second wave, plant leadership became so focused on improvement that day-to-day performance suffered. (2) The staff specialists running the efforts became too focused on the process and were losing sight of results. (3)  Cooperation between plants was not taking place as desired

Solution Notes: 

• Tested concept of rapid cycle projects in four  plants in 1995

• Diagnostic team members were removed from their day-to-day responsibilities for the 10 weeks of the diagnostic

• Highly structured process was designed, which could be replicated at multiple plants. Included all in the kickoff meeting, with razor-sharp goals, work plans and demands for achieving goals within six weeks.

• Reviews were conducted at the six-week point to see if workplan had been implemented, goals reached and improvements were sustainable. Final reviews were presented at 10 weeks, with one team member assuming ongoing responsibility for tracking results. Process advances in each plant as a series of 10 week waves, consisting of 8 to 15 projects per wave.

• Production workers were included in the diagnostic team, as well as corporate specialists.

• Additional Solutions after 5 Years: Initiated hard audits of clear, sustainable savings to make sure that focus remained on actual, verifiable, sustainable results. Rebalanced workloads to help reduce loss of day-to-day performance during the improvement efforts.

• 20% reduction in machine setup time in less than 10 weeks

• Sustained improvement in machine cleanliness and reduced product contamination

• Scope of improvements after 10 years is now so great that reviews span two or three days and are webcast throughout the company

• Some keys include thorough diagnosis of opportunities, but unsatisfied with mere diagnosis. Demand for action and rapid results. Formalized 10 week process, including diagnosis, rapid results projects and sustainability planning. Broad involvement with people across the company and departments and levels, significantly improved cooperation and sharing between plants and senior executives. Performance information is shared across the entire company, which encourages constant improvement

Manufacturer:  Georgia-Pacific Consumer Products

Category:  HBC, Specialty Paper  (RHSA)

Details:  GeorgiaPacificConsumerSuccessRHSA.pdf

(76)*   $400 Million Profit Improvement Through Series of 100 Day Projects

Effective Merger Under Difficult Circumstances

10% Sales Gain With Top 30 Customers in a Few Months

Results: 

• $400 million in incremental profits (On track to actually achieve as of this writing)

• Reduced machine downtime for maintenance from two weeks to one week

• $285,000 in annual savings within 100 days through consolidated purchasing and contract renegotiation

• 10% sales growth in top 30 customers within just a few months

• Consolidated two data centers into one within four months.

• Closed $4 million incremental sale supplying packaging products to Unilever over 18 months

• Completed full merger integration planning within 12 weeks. Enabling implementation to start immediately after close of the merger

Problem: 

• In a merger of equals (the most difficult integration problem), set the goal of producing $325 million incremental profit within 24 months

• When it became apparent that the planned sales goals were not going to be achieved, initiated teams to pursue specific opportunities at the top 30 customers

Solution Notes: 

• Identified 25 major opportunities to reduce costs and increase productivity

• A key was using respected operating people as the staff organization supporting these efforts

Manufacturer:  Mead, MeadWestvaco

Category:  HBC, Specialty Paper  (RHSA)

Details:  MeadWestvacoSuccessRHSA.pdf

(77)*   Reduced Quality Assurance Audit Time by over 30% within 100 days. 

Duplicated Common System in Three Major Acquisitions

Results: 

• Reduced quality assurance audit time by over 30% within 100 days.

• In the following two years, successfully integrated the clinical quality assurance functions of three additional major acquisitions.

Problem: 

• Integration of R&D facilities (two major locations in Europe and three in the U.S.)

• Each had their own unique work processes and systems. Goal was to consolidate to a single, common process

Solution Notes: 

• Initial project was to improve quality assurance audits of clinical trials. Goal was a common and improved global process, including tools, materials, management team approval, train all staff in new processes, and accomplish all this within 100 days.

Manufacturer:  Johnson & Johnson

Category:  HBC  (RHSA)

Details:  JohnsonandJohnsonSuccessRHSA.pdf

(78)*   Supplier Helps Colgate Become #1 in Toothpaste Market Share

Manufacturing Capacity Doubled in Four Months

$2 Million Cost Savings in Shipping, Delivery Time Reduced

Results: 

• Developed a proprietary ingredient that helped Colgate become US market share leader in toothpaste.

• Increased manufacturing capacity 50% within four months to meet increased demand for new ingredient.

• Reduced delivery costs by producing a concentrated form of the product, saving $2 million plus in shipping and receiving costs

• Reduced delivery lead times

• Reduced costs of production procedure changes and product specification changes

Manufacturer:  ISP (International Specialty Products)  A supplier of specialty chemicals to Unilever, Colgate, Procter & Gamble, etc.

Category:  HBC  (RHSA)

Details:  ISPSuccessRHSA.pdf

(79)*   $2 Million+ Savings in 60 Days on Product Damage in Shipping

Secured Regular Orders from Major Customers, Resulting in Regular Manufacturing Schedule In Just a Few Months

Big Improvement in Delivery Times and Collections in Just a Few Months

Major Reduction in Product Damage During Shipping

20% Reduction in Cost of Order Processing in Just a Few Months

Expanded program with similar results to dozens of additional customers and additional divisions

Results: 

• Regular orders from major customers, regular manufacturing schedule and relatively few exceptions

• Dramatically reduced delivery times

• Significantly sped up collections in just a few months

• In one year process for improved ordering, delivery and collections expanded to dozens of customers with similar results

• 20% reduction in cost of order entry and 20% improvement in accuracy / speed of order entry within six months

• Dramatically reduced product damage during shipping

• Reduced packaging cost at same time as reduced damage during shipping

• Expanded to improvement sin Business Processes, Customers and Suppliers

Problem: 

• Goal:  Speed development of products by 30 to 50%

• Goal:  Incorporate the acquisition of Tungsram, a state owned Hungarian lighting company

• Goal:  Reduce delivery delays and improve cash flow. Root problems included driver wait time at customer, customer not having space, delays at one customer creating delivery delays on the entire route, customer not having right personnel available, customer paperwork not correct or ready

• Goal:  Extend order entry system to Canadian division. System had to be modified for Canadian currency, French, etc. Biggest change was how employees on both sides of the US border used the system

• Goal:  Improve production attainment

• Goal:  Improve customer service

Solution Notes: 

• The workout process received a lukewarm reception initially and it was critical to demonstrate some degree of success

• Executive sponsor formally invited all participants by letter. All were provided an extensive package of pre-reading material, articles, background, product development summary sheets, etc. for each of five teams. Initial sessions were held off-site at a hotel

• Executive sponsor opened session sharing full financial and strategic picture of lighting business. VPs of manufacturing, marketing and engineering each presented plans for their division. After lunch senior executives left and the product development teams met. A day later each of five product development team teams presented their highest priority ideas to the group. All 60 participants work together to dry run the recommendations, prioritize and get buy-in

• Ground rule: At end of each session executive sponsor had to make a yes or no decision on each recommendation and a volunteer from the group would then have the authority to make the recommendation a reality. This requirement of rapid decision-making was an astounding ground rule and most did not believe it possible or practical

• The workout process for each division was unique and customized. It was built person by person, through dialogue, argument and negotiation. Some executives resisted the need for public displays of decision-making

• Solution included a workout team from IT, customer service, distribution, manufacturing, sales, finance from both US and Canadian divisions.

• After initial three-week research period, teams reconvened in second workout session for two days

   

Manufacturer:  GE Lighting / Consumer

Category:  Near-HBC, Lighting  (RHSA)

Details:  GELightingSuccessRHSA.pdf

(80)*   Note Common Issues Among HBC-Like Manufacturers

Results:  Not Available

Problem: 

• Too much inventory

• Customer service response too slow

• New-product speed to market to slow

• Strategic plans take too long to develop and aren't effective

Manufacturer:  Dole Foods

Category:  Near-HBC  (RHSA)

**

(82)*   Increase Sales of Three Products by 800,000 Pounds Per Month to Six New Customers Within 3 Years

Results:  Not Confirmed - Pending

Problem: 

• Goal: three new products would be selling at least 800,000 pounds per month to six or more new customers within three years

Solution Notes: 

• Declined large-scale, Big Bang culture change program

• Broke three year goal into series of sub-goals and rapid cycle projects to maintain focus, urgency and short-term accountability

• Avoided pitfalls of long-term, large-scale change being too nebulous, getting bogged down, not producing action etc.

• Permitted rapid testing of what works and what doesn't before spending millions of dollars and many months. Makes go/no go decisions feasible in short order

Manufacturer:  PPG Fiberglass Division

Category:  Near-HBC  (RHSA)

Details:  /PPGSuccessRHSA.pdf

(83)*   Colgate Total Launch:  Outsold every retailer in the US during launch!

- Prepared for launch for 18 months

- Achieved 100% ACV distribution in two days!

Category:  HBC (BC)  

(84)*   17% increase in sales over the past 4 weeks in WalMart [4th Qtr]

Mature Product Increases from 40% Share to 57% Share in 4 Weeks

• “Compliance on Holiday displays has been outstanding. This is the best I have seen in my 5 years on the team.  Wave 2 is 18 percent ahead of last year at this time.” 

• No doubt this compliance is responsible for the 17% increase in sales over the past 4 weeks.
  Congratulations to … the ... merchandising team!”

• We really appreciate your support and partnership!”

• … thanks to your team ... for another stellar year!”

• …as I told you before,  ... results in WM is best in class!”  

Details:  /HolidayCompliance17PerIncrSalesv2.pdf 

Category:  Near-HBC, (DY)

(85)*   Convenience Channel Team Is One of Only Two Units for Major Manufacturer Making its Goals for 2008

• Has increased distribution in by 8% for the year (vs. 5% target)

• Team sold new products into existing Convenience chains

• Team also penetrated multiple new and alternative channel retailers

• Applied effective techniques learned from Grocery industry

Category:  HBC, (DC - not an Associate, but a friend and important precedent)

(86)*  $75 Million Profit Increase by Reducing Suncare Returns from 25% to 15%

Category:  HBC, Suncare.  (MC - not an Associate, but an important success story)

(87)*  $150 Million Incremental Sales for Retailer in Year One by Improving Promotion Compliance.  Compliance at Walgreen Improved from 38% to 62% in 18 Months through RFID System.  System tracks POP Displays, Shippers, etc. instead of individual products.  Results were achieved over 1,000+ promotions.  Initial data revealed that:  Category:  HBC, Other  (JV)

• Displays sent to 34% of stores produced NO increase in sales
• Displays sent to 39% of stores produced 1% to 40% increase in sales
• Displays sent to 18% of stores produced 40% to 100% increase in sales
• Displays sent to 8%% of stores produced an average 234% increase in sales

Results were achieved by acting on this data and correcting promotion compliance problems.

(88)*  Grew Wal*Mart Consumer Health from $890 million to $1 Billion+ in One Year Through "One Point of Responsibility" Program.  Grew at Twice the Market Growth of 6%.  Accomplished by leading a team of 28 sales people (across 4 business units and 25+ major brands) as single point of responsibility for promotions, new products, packaging, deliveries, etc.  Resulted in multiple awards, including Wal*Mart  supplier of the year.  Wal*Mart requested that other manufacturers duplicate this model.  CONTRAST THIS MODEL TO A MAJOR COMPETITOR WITH 230 AUTONOMOUS BUSINESS UNITS.

Category:  HBC, Prescription to Over the Counter, Prescription Drugs, Contact Lens / Eye Care Solutions, Gastro-Intestinal, Cough/Cold, Analgesics, Anti-Fungal (VM)

(88.3)*  90 Day Sales Gain of 16% for Adult Cough Cold Brand, (while market growing at 6%), through  "Never Out of Stock" Program.  Results occurred during peak cough-cold season in 2006.  Program continues to this day.  Keys were:

• Isolated 20% of skus generating 80% of sales

• e.g. 7 skus total in category, but 3 skus accounted for 80% of sales

• Identified top producing and under producing stores

• Increased "weeks of inventory on hand" for top selling selling stores, reduced for under selling stores

• Coordinate with merchandisers / brokers

Category:  HBC, Adult Cough Cold (VM)

(88.5)*  90 Day Sales Gain of 16% for Pediatric Cough Cold Brand, (while market growing at 6%), through  "Never Out of Stock" Program.  Results occurred during peak cough-cold season in 2007.  Program continues to this day.  Keys were:

• Isolated 20% of skus generating 80% of sales

• e.g. 7 skus total in category, but 3 skus accounted for 80% of sales

• Identified top producing and under producing stores

• Increased "weeks of inventory on hand" for top selling selling stores, reduced for under selling stores

• Coordinate with merchandisers / brokers

Category:  HBC, Pediatric Cough Cold (VM)

(89)*  Grew Sales of Prescription and OTC Brands from $380 Million to $1.3 Billion over 12 Years,  Sales of 10 Strategic Brands Grew 6% per Year for 12 Years (average).  Growth was Over Twice Market Growth of 2-3% per year.  Achieved through 10 Acquisitions and organic growth.  Met profit goals on operating budget of $150 million. 

Category:  HBC, Prescription to Over the Counter, Prescription Drugs, Contact Lens / Eye Care Solutions, Gastro-Intestinal, Cough/Cold, Analgesics, Anti-Fungal (VM)

(90)*  Grew Market Share 1.5% per Year (avg), for Five Years in a Row, for Six out of Eight Strategic Brands.  (vs. Competitors.)  Shopper Insights and Customer Service program materially contributed.

Category:  HBC, Prescription to Over the Counter, Prescription Drugs, Contact Lens / Eye Care Solutions, Gastro-Intestinal, Cough/Cold, Analgesics, Anti-Fungal (VM)

(91)*  Grew Private Label Smoking Cessation Sales an Average of 15% per year for 7 Years.

Category:  HBC, Smoking Cessation (VM)

(92)*  Big Progress in 90 Days - Ultimately $400 Million in Sales:  Brought Strategic Sales Account Management Disciplines to New Group, Included  Significant Participation by Retailer Senior Executives.  Rapid progress, ultimately resulting in $400 Million of Sales with just Three Retailers.

Category:  HBC  (VM)

(93)*  50 "Over the Counter" New Product Launches in Six Years, Sales Goals Met, 30 Years Out of 30.  Consistently Achieved 60% ACV Distribution in 12 Weeks.  (These were Category B Launches and Line Extensions spending $5 - $10 million, with the goal of 60% ACV in 12 weeks.  Contrast to Category A Launches, spending $50-$100 million, which should reach 85% ACV in Two Weeks.)

Category:  HBC, Prescription to Over the Counter  (VM)

(93.5)* 90 Day Sales Gain for Private Label Allergy Brand.  $0 to $50 Million in Year One.  Improved from 60% ACV Distribution in 12 weeks to 60% ACV in 4 weeks, Without Spending Big $$$ on Launch. Category A Launch, but without the traditional big launch spending.

Category:  HBC, Allergy  (VM)

(94)*  Sales Goals Consistently Met Over 30 Years While Staying Within Cost Budgets.    Attained through Culture of “Planning and Executing Above Target”.  Quota / budget assignments from Corporate HQ were always stretch / aggressive. Associate  deployed quotas throughout business units and teams, setting goals for each retailer that were above quota.  Also created “out of plan” contingency goals so objectives would be achieved, even though short-falls were always present in some retailers. 

Category:  HBC, Prescription to Over the Counter, Prescription Drugs, Contact Lens / Eye Care Solutions, Gastro-Intestinal, Cough/Cold, Analgesics, Anti-Fungal (VM)

(95)*  Headquarter Call Improvements Result in Sales Goals Met, 30 Years Out of 30, Executive Development.  Implemented selection, training and management program for 325 sales people through one major reorg and one major divestiture, achieved sales goals every year for 5 years.  Turnover reduced from 10% to 6%. Developed four people into senior sales management who continued to consistently achieve  sales goals.  . 

Category:  HBC, Prescription to Over the Counter, Prescription Drugs, Contact Lens / Eye Care Solutions, Gastro-Intestinal, Cough/Cold, Analgesics, Anti-Fungal (VM)

(96)*  Acquisition Sales Goals Met for 10 Major Acquisitions.  Eventually, Majority of Integration Work Was Done In Initial 90 Days.  Part of Associate's accomplishments include making 100% of sales goals during 10 Major New Acquisitions.   Acquisitions ranged from $50 million to $1 Billion.  Associate and his teams got very good at integrating companies, able to complete much of the key work in 90 days and completing full integrations in 6 months.

Category:  HBC, Prescription to Over the Counter, Prescription Drugs, Gastro-Intestinal, Cough/Cold, Analgesics, Anti-Fungal (VM)

(97)*  Growing Company to Industry Leadership through Associations and Cooperation:  Some $10 billion of sales achieved through cooperative efforts with NACDS and the Convenience Care Association.  Ongoing effort - ask us for details.

Category:  HBC  (VM)

(98)*  $200 Million Cost Savings during Three Major Acquisitions.  Achieved  through labor savings, removing duplicate functions, keeping best units, etc.

Category:  HBC  (VM)

(99)*  $10 Million Cost Savings While Achieving Sales Goals, 7 Years in A Row.  Savings in operations and trade promotion spending (not across the board labor reductions.)

Category:  HBC  (VM)

(100)*  $1 Million+ Cost Savings by Standardizing Category Review across Multiple Retailers.  In-store labor savings came from coordinated new item introductions and coordinated promotions across many retailers - optimizing use of labor.  Accomplished through NACDS, ongoing effort - ask us for details.)

Category:  HBC  (VM)

(101)*  55% Sales Gain in 90 Days (6 Store Test).  Test Done to Validate Potential in $550 Million Category that has Grown Double Digits for Last Three Years.  Device for aging baby boomers - sales increased significantly through new fixtures, fresh approach, new program and push, including effective merchandising of product.  (Product displays get disheveled quickly - must be merchandised more frequently and correctly - beyond what store personnel will do.)

Category:  HBC Device for Aging Population (LR)

(102)*  90 Day Improvement through Joint Customer Team, Reduced Transportation Time by 25%, Streamlined Consignment / Vendor Managed Inventory $200,000+ Savings, Freed Up 25 Rail Cars

GREAT TRAINING CASE FOR ADDING CUSTOMER TO TEAM

Manufacturer:  U.S. Borax

Category:  Near-HBC  (RHSA)

Details:  USBoraxRHSASuccess.pdf

(103)* 90 Day Improvements In "Soft", Unquantifiable Areas. Results include  Injuries Reduced 60%+, Worker's Comp Costs Reduced by $10,000,000, 25% Increase in Female Applicants, Measureable Results from "Work / Life Balance" Effort.  Three Great Training Cases in HR, Career Development, Reducing Accidents Caused by Patients.

Category:  Near-HBC  (RHSA)

Details:  SoftAreaImprovementRHSASuccess.pdf

(104)*  90 Day Sales Gain of $36 Million, Out of Stocks Cut by 50%, Voids Eliminated in Test of 1100 Stores.  Sales gain verified by POS data from test stores, exceeding same store sales from two control groups. 

Manufacturer:  U.S. CPG Company

Problem: Retail merchandising "conditions in-store" reports were over-stating actual in-store conditions.   Shelf sections were poor, out of stocks significant.  Broker reports were always positive, and POS based reports were supporting what appeared to be a 98% "on-shelf" level.  (This was actually an inferred observation based on 98% of items selling and scanning, but it significantly understated the opportunity to improve sales.)

Solutions Notes:   Used existing retail merchandising force and created an entirely new ‘Retail Call Procedure” for a set of test stores.  Trained – implemented – monitored, in ruthless detail on results and progress.  Measured sales performance in stores on coverage by existing Retail Force and also stores with no merchandising coverage at all.  For this test, there was little done to “match test stores with comparable sister stores of same attributes”.

Test Stores:  Every SKU was “touched” and documentation was made of:  SKU’s on shelf and tagged,  SKU’s that had tags up but were out of stock,  SKU’s that were authorized for the store/POG but were not tagged and on shelf.  All results documented and the data used as the Baseline for the Test Stores Performance.  Upon completion of the Distribution documentation, remedial action was taken to correct:  SKU’s out of stock – look for back room inventory, inventory in other locations, check order status and book inventory status, inform manager and validate that the item is on order, and if not get it ordered and fix inventory figure if necessary.  SKU’s authorized but non tagged on shelf – contact manager, and validate ‘authorized status and place on POG’ and order product , get tag made, put tag on shelf and return when appropriate to ensure that the item is cut in on shelf.   Did this for 13 weeks.

Control Stores and Non Covered Stores:  Simply tracked by POS reports.  In the Control Stores where the Field Force was covering and working the stores, they continued "business as usual".  In the non-covered stores there was no activity at all.

Monitoring:  POS for all stores were monitored, POS for each store group (test, control, non-covered) were monitored.

Category:  HBC Categories, Grocery  (WV) 

(105)*  90 Day Sales Gain of $132 Million, New Item Speed to Shelf went from 85 % ACV in 12 weeks to 85% ACV in 8 weeks.  Sales of "Display Shippers" and Distribution Improved Significantly.  Great Example of “Take Back the Shelf” Program.  Extremely large scale effort involving all retail stores for a Fortune 25 manufacturer.  Demonstrated a large HBC manufacturer can significantly improve its performance Without Capital Expenditure.

Problem and Solution Notes:  Nearly identical to Success Story 103.  The only difference was that one large broker had responsibility for Retail Merchandising – and this “Example” was the birth of the Dedicated Retail Merchandising Team.  Through analysis, Associate knew what broker was doing (and not doing) in-store.  Associate's team established an entirely new Retail Call Procedure, based on hand-held sales force automation hardware and software.  

Note on the Value of the "Gray Haired Types":  This result was achieved even though many technically capable analysts and younger managers did not see the need or opportunity.  Associate and other "gray haired types" got this result accomplished anyway.  Associates report that younger managers, especially those that have not spent significant personal time "in-store, resolving problems" often overlook these needs and opportunities.

Category:  HBC Categories, Grocery  (WV)

(106)*  International Brand Introduced in U.S.: $0 to $125 Million Year Sales in One Year.  Successful with U.S. Women, Not U.S. Men

Manufacturer:  European HBC Firm

Problem: Normal problem of 70%+ failure rate for introduction of international brands in the U.S.

Solutions Notes:   Associate headed effort to create Point of Purchase / Point of Sale Materials, define how product would be merchandised at multiple retailers, developed pricing strategy, advised on how to spend $30+ million launch budget in national advertising, trade development funds, fixtures and retail merchandising services.  Note that fixtures were injection molded plastic for displays, end caps.  Also included "shelf talkers".

Category:  HBC, Skin Care  (JF)

(107)*  International Brand Introduced in U.S.: Estimate $0 to $100 Million Year Sales in One Year.  Succeeded After Failure Ten Years Earlier

Manufacturer:  European HBC Firm

Problem:   Normal problem of 70%+ failure rate for introduction of international brands in the U.S., plus having failed a decade earlier.

Solutions Notes:   Did "nearly everything right" the second time around.  The product and display appearance in-store was attractive.  The product was placed on numerous end caps and "power wings".  Extensive ad campaign timed with the product arriving in-store.  Sampling effort to Dermatologists was extremely effective (resulting in doctors giving patients a free sample.)  Stayed focused on just skin care - did not try to extend to shampoo, acne preparation, etc. as previous failed effort had done.

Category:  HBC, Skin Care  (JF)

(109)* Failure:  International Brand Introduced in U.S.:  $50 Million+ Loss, Succeeded in Second Attempt Ten Years Later - See (107)

Manufacturer:  European HBC Firm

Problem:   Normal problem of 70%+ failure rate for introduction of international brands in the U.S., plus having failed a decade earlier.  $50 million+ of product was sold to retailers, but failed to move off shelves.  Even after 50% discounting, product failed to move and was returned to the manufacturer.  Some key mistakes included:

• Bull-headed senior sales executive drove the effort without thinking through all facets

• Money was not effectively spent to produce initial trial use by consumer

• Attempted to do too much - skin care plus shampoo

• Successes were not followed up on and expanded.  E.g. 100 stores had a partial end-cap that produced strong sales, but the program was not expanded.

Category:  HBC, Skin Care  (JF)

(110)*  Failure:  International Shampoo Brand Successful in Europe, Failed in U.S.

Manufacturer:  Fortune 25 HBC Firm

Problem:  Normal problem of 70%+ failure rate for introduction of international brands in the U.S..

Category:  HBC  (WV)

(111)*  Failure:  International Food Brand Successful in Europe, Failed in U.S.

Manufacturer:  Fortune 25 HBC Firm

Problem:  Normal problem of 70%+ failure rate for introduction of international brands in the U.S..  Now just slapping the brand name on many products - having no material effect

Category:  Grocery, Near HBC  (WV)

(112)*  International Brand Introduced in U.S.: $0 to $10 Million Year One, $75 Million+ by Year Three.  Accomplished With Less Than $10 Million Spent on Introduction

Manufacturer:  European HBC Manufacturer, Acquired by U.S. Manufacturer

Solutions Notes:   Associate assisted with product introduction in Northeast U.S.  Success keys included:

• Positioned product as "European / Hip"

• Slow, deliberate, methodical, inexpensive approach to gaining new retailers and new sales.  Sold product to CVS, Walgreen, and a Grocery retailer BEFORE APPROACHING WAL*MART

• Product was so successful that problems were in Supply, not in sales (as is usually the case)

Category:  HBC, Cosmetics  (DK)

(114)*  International Brand Introduced in U.S.: $0 to $150 Million+ Year One.   Success Achieved Through Enormous Advertising and New Product Introduction Spending

Manufacturer:  European HBC Manufacturer

Solution Notes:  Associate assisted with introduction in Northeast U.S..  Manufacturer "did everything right" PLUS "spends more money on advertising than Proctor & Gamble" (as percent of sales.)

Category:   HBC, Hair Color, Shampoo, Makeup  (DK)

(115)*  Increased Profit By 4% (avg.) by Improving Planogram Effectiveness, SKU Mix And Product Placement.

Category:  HBC, Cosmetics (RG)

(116)*  Increased Profit By 11% In Year One And 13% In Year Two By Reducing Amount Of Stock Sold On Promotion at top five retailers plus some second-tier retailers.

Category:  HBC, Cosmetics (RG)

(117)*  $6 Million incremental sales in Two Years by enhancing promotional merchandising offerings, reducing returns , controlling markdowns and driving basic stock sales from the wall. 

Category:  HBC, Cosmetics (RG)

(118)*  $7 Million In Incremental Sales Through Improved Use Of Trade Funds. Accomplished by increasing sales lift approximately 20% for same cost as previous year.

Category:  HBC, Cosmetics (RG)

(119)*  Closed Highest Order For Stock Not Sold On Promotion ($1.8 Million) In  History Of Company. Accomplished through closely managed action plans, retailer by retailer.  (Retailer-by-Retailer action plans included promotion calendar, trade funds, merchandising, price / display / advertising plan, Headquarter Calls, proposal / ROI calculators and analysis, planogram, fixtures, samples, packaging, shipping, customer service, collections and deduction management.)

Category:  HBC, Cosmetics (RG)

120)* Increased sales from $4 million to $10 million in 18 months at national grocery retailer.  Significant operations involvement, increased planogram space from 5 feet to 12 feet.  Persuaded retailer that profit opportunities existed through fact based selling and category management team. 

Category:  HBC, Cosmetics, Personal Care (GM)

(121)*  Increased sales from $3 million to $6 million in two years at national grocery retailer.  Increased SKUs carried from 5 to10 in personal care and doubled shelf space, going from average 1.5 foot planogram to 3 foot planogram in cosmetics. Persuaded retailer that profit opportunities existed through fact based selling and category management team. 

Category:  HBC, Cosmetics, Personal Care (GM)

(122)* Increased sales from $2.5 million to $7 million+ over three years at Southern regional grocery retailer.  Sold entire line, 1,000+ SKUs,  full program, distribution, secondary displays, Hispanic programs, significant trade funds, etc. 

Category:  HBC, Cosmetics (GM)

(123)*  Increased sales from $0 to $2 million in 12 months+ by penetrating a a new regional grocery retailer.  Sold in 16 cosmetics SKUs and 4 personal care SKUs.  Persuaded retailer that profit opportunities existed through fact based selling and category management team. 

Category:  HBC, Cosmetics, Personal Care (GM)

(124)*  Increased sales from $200,000 to $2 million in one year for national grocery retailer.  Became exclusive cosmetic implement line for retailer.    Significant increase in distribution.  (Ultimately lost to exclusive arrangement to strong competitor.) 

Category:  HBC, Cosmetics (GM)

(125)* Became exclusive budget cosmetic line and exclusive cosmetic implement line for Northeast regional grocery chain.  Persuaded retailer that profit opportunities existed through fact based selling and category management team. 

Category:  HBC, Cosmetics (GM)

(126)* Increased U.S. sales from $14 million to $55 million+ in three years by gaining distribution in Mass Merchant Retailers.  Manufacturer was Japanese firm with total sales of $120 million world wide.  Product was being sold in Health food stores only in U.S., prior to Associate's assistance at increasing sales. 

Category:  HBC, Nutrition Supplement (BP)

(127)* Increased U.S. sales from $0 to $7 million in three years with just 3 SKUs.  Achieved 80%+ distribution in major Drug retailers, distribution in all Mass Merchant retailers except one (minor) and 40%+ distribution in Grocery retailers.  Manufacturer was European chemical company. 

Category:  HBC, Skin Care (BP)

(128)* Increased U.S. sales from $0 to $6 million in four years.  Manufacturer was European company experiencing many difficulties entering the U.S.. Manufacturer did not have pharmaceutical background and were not prepared for the size of the U.S. market. 

Category:  HBC, Skin Care (BP)

(129)*  Assisted with increase in U.S. sales from $0 to $800 million over 17 years by gaining distribution in Mass Merchant and other retailers.  Founder sold company for $1.7 billion.  U.S. Manufacturer. 

Category:  HBC, Nutrition Supplement, Skin Care (BP)

(130)*  Increased U.S. sales from $10 to $60 million in two years by gaining distribution in Mass Merchant Retailers, Major Drug Retailers, Several Grocery Retailers.  Distribution ranged from 6 SKUs in Grocery to 30+ SKUS in Mass Merchants].  U.S. manufacturer. 

Category:  HBC, Dietary Supplement (BP)

(131)*  Increased U.S. sales from $0 to $2.5 million over 30 months.  Achieved distribution in major Drug retailers and Mass Merchant retailers but manufacturer could not carry through with advertising commitments and lost the distribution.  U.S. Manufacturer.

Category:  HBC, Analgesic (BP)

(132)*  Increased U.S. sales significantly in $10 million category.   Got distribution in major Drug retailers and Grocery retailers.  U.S. Manufacturer.  Company to 3m.

Category:  HBC, Hearing Protection (BP)

(133)*  Increased U.S. distribution significantly in Drug retailers and Grocery retailers.   Founder became ill and was unable to continue.  U.S. manufacturer. 

Category:  HBC, Medical Appliance (BP)

(134)*  Increased Sales from 85% of $330 Million Quota to 103% of $350 Million Quota, to 100% of $415 Million Quota in 2 ½ years.  (Company acquired last year.  Sales were at 100% run rate for first six months.)  Initial problems were that the existing sales team was pushed, harried, no consistency in communication with retailers or operations and failing to make quota.  Implemented clear, minimal, disciplined sales and retailer planning processes.  Got sales and marketing on same page when communicating with retailer.  Sales training was significant component.  Improved coordination of new product introductions, broke out of “this is the way we’ve always done it.”  (RR)

Category:  Cosmetics

(135)* $60 Million+ In New Revenue Over 2 ½ Years, Primarily Through Seven Major New Cosmetics Line Launches.  Launches were Accomplished on Average Budgets of Only $3 - $5 Million.  Achieved sales budgets, by key retailer, for all new launches.  R&D produced innovative, quality products that really worked.  Could not afford extensive advertising, so focused hard on working with individual retailers, focused on secondary displays, merchandising, promotion compliance, minimal out of stocks, new item speed-to-shelf during Spring and Fall resets.  Used analysis and fact-based selling to get best results from limited budgets.  Tailored programs to major retailers such as Walgreens, Wal-mart and CVS.  Retailers understood that his team’s proposals were effective, real, would work and retailers made money.  Creativity, innovation, planning and disciplined execution helped drive success.  (RR)

Category:  Cosmetics

(136)* Increased Sales from $109 Million to $162 Million in 3 Years, Highlighted by 3 Rx-to-OTC Product Launches.  Resulted in 20%+ consistent increase in sales for key Mass, Drug and Grocery retailers.  Developed the right strategy.  Developed and executed tactics, retailer by retailer, shelf by shelf, line by line, SKU by SKU, with a disciplined sales force and sales process.  (RR)

Category:  Smoking Cessation, Gastrointestinal, Oral Care

(137)* Helped Pharmaceutical Executives Understand the Value of Consumer Retail contacts.  Active participation in NACDS led to NACDS Board of Directors meeting at company headquarters and vice-chairman of company addressing NACDS Annual Meeting.  Result was closer alignment of pharmacy and pharmaceutical company interests.  (RR)

Category: Corporate Development

(138)* Developed Global Strategies for Working with Walmart International.  Established market-tailored approach that included cross-market protocols and metrics, established objectives by market and directed account management in matrix environment to accomplish global objectives while account executives continued to report to in-market management.  All objectives met and annual growth rate of 17% achieved.  (RR)

Category: Corporate Development

(139)*  $1.4 million+ in Sales of Pre-packs, 110% Increase Over Previous Year.  Sold Kroger National and all divisions largest fall promotion ever of Vitamin pre-packed displays.  Modular unit in two large cartons.  Contained in the pre-pack were an assortment of 28 dozen different vitamin sku’s.  This represented the largest promotion on vitamins that Kroger Divisions throughout the U.S ever ran.  (DG)

Category:  Vitamins 

(140)*  Sold Over $1.3 Million In One Year, 23% Over Quota. Consistently surpassed budget goals and finished #1 or #2 in sales on a regular basis.  Finished #1 as Unit Manager in New York City.  Company goal at time was to achieve $120 million for the year.  Accomplished while managing vacant Unit Manager position in Boston and filling in as acting Regional Manager which was also vacant. The Region also finished #1 in the country.  (DG)

Category:  Analgesics, Cold, Vitamins, Digestive Care 

(141)*  Promotion Compliance Up From 54% to 89%+ in  Four Weeks on Healthy Heart Endcap in Rite-Aid.   Ran for two months, included 15 of Bayer’s brands, many other brands, many SKUs.  Problem:  Mandatory program from Headquarters but many stores did not comply.  Goal was to increase overall compliance not just for Bayer but for the entire program.    Conducted surveys of promotion and plan-o-gram compliance, items tagged,  inventories and out-of-stocks.  Survey showed displays were up in only 54% of the stores on mandatory program and other compliance problems.  Solution:  Got an appointment to see V.P of Operations at Rite-Aid Headquarters.  Prepared a recap of all the surveys we did which covered all stores and the information we obtained over several weeks.  V.P. was shocked, had no idea compliance was so low.  He immediately took my data, communicated “not acceptable” to his staff.  Provided list of non-compliant stores.  VP demanded compliance.  (DG)

Categories:  Cold, Blood Pressure/Cholesterol Kits, Oral Care, Aspirin, Vitamins and Fiber Products

(142)*  Improved New Item Speed to Shelf from Average 13 Weeks to Average 5 ½  Weeks (to 85% ACV).   Long standing issue for Bayer.  Solution: Using V.P Bulletin Board,  implemented communications chart on National Accounts by week, regarding how the distribution build was taking place by retailer.  Worked closely with team leaders to know exactly their plans and availability to ship from customer warehouse to stores to insure proper timing of retail merchandising coverage. Verified retail inventory status by retail managers, sales agencies weekly reports, customer POS data and phone calls from field.  Resulted in greater sense of urgency to all parties concerned.  (DG)

(143)*  Reversed market share decline. Increased factory sales of depilatory product to Wal-Mart from $12 million to $19 million in two years (33%).  Captured 27% of entire category at retail becoming category leader.  Competitor assortment reduced by 18%.  Change in assortment resulted in 5%+ margin increase for retailer. 

• Increased factory sales to regional drug chains from $700,000 to $1 million per year.  Improved from marginal category leader to dominant category leader at Longs and Duane Reade. 

• Became number one, dominant depilatory at Ulta. 

• Became number one depilatory at Kroger, up 23%. 

• Became number one depilatory at HEB and Fred Meyer.

• Sold new distribution in to Publix and Safeway*.

Category:  Depilatory  (KB, GM, RG, RR, KK)

Details:  DepilitorySuccessStory.htm

(144)*  Increased sales at Wal*Mart by $52 million. Double digit growth over the past 4 years and 138% growth over nine years.   Accomplished through focused merchandise mix, visual merchandise presentation at retail and increased service levels.   Determined that the increased service levels were necessary through forecast models.  Convinced team and corporate to support increase in service level.

Category:  Cosmetics, Fragrance, Personal Care, Beauty Tools and Depilatory  (KB)

(145)*  Increased net profit by $6.8 million over two years, leading company for seven years.   Increased net profit by 1.5% in two years by reducing amount of stock sold on promotion to 8% promotional stock and 92% basic stock.  Managed team p&l to leading team profitability in the company each of the last seven years.  Additional solutions included proactive sku management, return product management, reduction of corrugate in displays,  reduced shipping costs by working with internal corporate departments.

Category:  Cosmetics, Fragrance, Personal Care, Beauty Tools and Depilatory  (KB)

(146)*  Increased sales $26 million through new products over two years.  Achieved by significant merchandise presence of “key new items” and follow up “merchandise waves” of the item to high velocity stores.  Was able to maximize sell in and sell through of key new items.

Category:  Cosmetics, Fragrance, Personal Care, Beauty Tools and Depilatory  (KB)

(147)*  Worked with Wal*Mart to develop new products for their specific needs.  Included specific color cosmetics and depilatory products to be introduced exclusively at Wal*Mart and later to be rolled out to other national retailers.

Category:  Cosmetics, Fragrance, Personal Care, Beauty Tools and Depilatory  (KB)

(148)  Reversed Sales Decline for $1 Billion+ Cosmetics Manufacturer.  Sales and market shares had declined an average of 5% in all categories for four years.  Increased sales and market shares by an average of 14% in four out of seven categories.  (Over two years.)  This turnaround was a team effort and not a solo performance by Associate, but the key sales action applied was based on "Street Smart, Trench Warfare, headquarter sales techniques developed by Associate over his career.

Category:  Cosmetics  (CB)

(149)*  Increased sales of Beauty Tools product to Wal-Mart from $7 million to $14 million in three  years .  Captured 32% of entire category at retail, became category leader*.

Category:  Cosmetics  (CB)

(150)*  Increased sales at Wal*Mart by $38 million. 22% average growth over the past 2 years.      Accomplished through "profit plans" proposed and accomplished and increased service levels to retailer.   Advanced forecast models showed ROI on increased services and improved reliability of sales forecasts. 

Category:  Cosmetics  (CB)

(151)*  Net profit for #2 Retailer in U.S. increased by $7.8 million over two years. Accomplished by reducing amount of stock sold on discount/promotion from 22% to 11%.  Included proactive sku management, return product management, reduction of corrugate in displays,  reduced shipping costs by working with internal corporate departments.

Category:  Cosmetics  (CB)

(152)*  Increased sales $26 million through new products over two years.  Achieved by significant merchandise presence of “key new items” and follow up “merchandise waves” of the item to high velocity stores.  Was able to maximize sell in and sell through of key new items.

Category:  Cosmetics  (CB)

(153)*  Worked with Wal*Mart to develop new products for their specific needs.  Included specific color cosmetics and depilatory products to be introduced exclusively at Wal*Mart and later to be rolled out to other national retailers.

Category:  Cosmetics, Personal Care, Beauty Tools and Depilatory  (CB)

(155)*  Grew Wal*Mart Consumer Health from $890 million to $1 Billion+ in One Year Through "One Point of Responsibility" Program.  Grew at Twice the Market Growth of 6%.  Accomplished by leading a team of 28 sales people (across 4 business units and 25+ major brands) as single point of responsibility for promotions, new products, packaging, deliveries, etc.  Resulted in multiple awards, including Wal*Mart  supplier of the year.  Wal*Mart requested that other manufacturers duplicate this model. 

Category:  HBC, Prescription to Over the Counter, Prescription Drugs, Contact Lens / Eye Care Solutions, Gastro-Intestinal, Cough/Cold, Analgesics, Anti-Fungal (AV)

(156)*  Increased Cosmetics Sales from $380 Million to $515 Million in 2 ½ years.  Not a solo effort.  Initial problems were that the existing sales team was pushed, harried, no consistency in communication with retailers or operations and failing to make quota.  Implemented clear, minimal, disciplined sales and retailer planning processes.  Got sales and marketing on same page when communicating with retailer.  Sales training was significant component.  Improved coordination of new product introductions, broke out of “this is the way we’ve always done it.” 

Category:  Cosmetics (AV)

(157)*  Acquisition Sales Goals Met for 10 Major Acquisitions.  Eventually, Majority of Integration Work Was Done In Initial 90 Days.  Part of Associate's accomplishments include making 100% of sales goals during 10 Major New Acquisitions.   Acquisitions ranged from $50 million to $1 Billion.  Associate and his teams got very good at integrating companies, able to complete much of the key work in 90 days and completing full integrations in 6 months.

Category:  HBC, Prescription to Over the Counter, Prescription Drugs, Gastro-Intestinal, Cough/Cold, Analgesics, Anti-Fungal (AV)

(158)* $70 Million+ In New Revenue Over 2 ½ Years, Primarily Through Seven Major New Cosmetics Line Launches.  Launches were Accomplished on Average Budgets of Only $3 - $5 Million.  Achieved sales budgets, by key retailer, for all new launches.  R&D produced innovative, quality products that really worked.  Could not afford extensive advertising, so focused hard on working with individual retailers, focused on secondary displays, merchandising, promotion compliance, minimal out of stocks, new item speed-to-shelf during Spring and Fall resets.  Used analysis and fact-based selling to get best results from limited budgets.  Tailored programs to major retailers such as Walgreens, Wal-mart and CVS.  Retailers understood that his team’s proposals were effective, real, would work and retailers made money.  Creativity, innovation, planning and disciplined execution helped drive success. 

Category:  Cosmetics (AV)

(159)*  90 Day Sales Gain of 16% for Adult Cough Cold Brand, (while market growing at 6%), through  "Never Out of Stock" Program.  Results occurred during peak cough-cold season in 2006.  Program continues to this day.  Keys were:

• Isolated 20% of skus generating 80% of sales

• e.g. 7 skus total in category, but 3 skus accounted for 80% of sales

• Identified top producing and under producing stores

• Increased "weeks of inventory on hand" for top selling selling stores, reduced for under selling stores

• Coordinate with merchandisers / brokers

Category:  HBC, Adult Cough Cold (AV)

(160)*  Increased Wal*Mart Cosmetics and Depilatory Sales from $67 Million to $152 Million per Year over Seven Years.  Consistent, sustained growth – not one big year, not one big new product. Accomplished through aggressive and detailed sales planning process, including “stretch goals” and multiple contingency plans to consistently meet quota.  Contingency plans are necessary because some retailer efforts always fall short.

Categories:  Cosmetics, Depilatory  (KK)

(161)*  Increased factory sales of beauty tools in Wal*Mart from $10 million to $37 million over eight years.  Became #1 in category without price or quality advantage.  Successfully communicated the importance of VALUE vs. strictly PRICE to consumer.

Category:  Beauty Tools  (KK)

(162)*  Increased factory sales of feminine foot care in Wal*Mart from $0 to $6.1 million    over three years.  Accomplished despite retailer’s choice to sell too many competing and redundant skus in the category.  Developed product exclusively for Wal*Mart and used Wal*Mart success to gain distribution in drug and grocery chains.

Category:  Feminine Foot Care  (KK)

(163)*  Closed Only Cosmetic VPI (Volume Producing Item) Program in Wal*Mart in last 10 Years.  Resulted in $6.8 million in factory sales, increased retail turns and gross profit.  Impulse purchase program produced $2.8MM in incremental retail sales and 53% share in one year.

Category:  Nail Care  (KK)

(164)*  $24 Million Merchandising Work Sold Over Three Years to M&M Mars (Pedigree) Through Dedicated Team Approach.  Associate led team that closed and delivered the work (JV) Category:  Pet

(165)*  $12 Million Merchandising Work Sold Over 30 Months to Fuji / Polaroid Through Dedicated Team Approach.  Associate was team member and part of delivery of the work. (JV) Category:  Photo

(166)* Increased Matrixx (Zicam) sales by $2 Million with order of 12,000 displays shipped to drug chain.  Achieved 125% of $3 M quota.  Included six seasonal display –floor stand / mini wing programs. Improved  plan-o-gram placement of 18 skus of Zicam and Nasal Comfort products by initiating category management practices.  Category: HBC, Cough and Cold  (RT)

 (167)*Built new food sales territory reaching sales of $1.2 Million in 2008.  Created over (180) new distribution points which resulted in $350,000 new lines sales.  Launching an exclusive new vitamin program at Ocean State Job Lots with a projected sales volume of $500,000.  Category:  HBC, Vitamins (RT)

(168)* Achieved six consecutive $8.5 M Quotas on Rembrandt dental care.  100% ACV attained on their top selling dental care products. Sales increase attributed in part to development of first vertical plan-o-gram for whitening dental care.  Category: HBC, Dental Care (RT

(169)* Generated additional $1M in sales of Cutter and Hot Shot brands at food chain. Achieved 111% of $5.8 M Quota.  Executed timed seasonal program consisting of displays and value packs around planned end caps featured as TPRs and in circulars.  Category:  HBC, Insect Repellant (RT)

Client Results Quotes

________________________________________________________

"I want to thank you for all of the hard work and effort you have applied to assist us in getting the HUB infrastructure rolled out across our operating divisions.  This has been a huge endeavor and quite frankly, we could not have gotten where we are without you."  [Accountability provided by regular meetings and action item tracking was the most important single component.]

"This effort will allow us to better serve our clients and allow us to run a more efficient operation in the process”.

Ben Fischer, President, Crossmark® Sales Agency

________________________________________________________

“Tom brought us an excellent CEO candidate right when we needed him.  It was a challenging situation, but he dug in immediately and has made the kind of progress we were looking for.”

 Jay Lenstrom, CEO, Radiate Group (parent of National In-Store), a Merchandising Services Company

________________________________________________________

“Tom brought us Mike Skelton as a new CEO." 

"During Mike’s tenure, the Company went from $500,000 in sales and substantial losses to $2 million in sales and near breakeven.  This included a $1 million deal with Computer Associates.  Mike helped position the Company for a merger with a larger corporation.”

Russell Cleveland, President, Renaissance Capital, Regarding Caminosoft

________________________________________________________

"Ingram Associates worked with us to hire multiple senior people to help with a Fortune 100 Health, Beauty and Cosmetics manufacturer.  Tom helped us identify the right people, negotiate their offers and protect confidential information.  Ingram helped us navigate complex non-compete agreements and the situation is proceeding exactly as we had hoped.  Working as a team with Ingram, we could not have been more strategic!"

[at last report, $5.5 million of new business was closed in the first 60 days with this manufacturer]

Company and president name withheld to protect confidentiality.  Some details disguised.

________________________________________________________

"...the imaging system you helped us implement resulted in a 25% reduction in cost per invoice for the accounts payable department of Frito Lay..."

John Wilbanks, formerly of Frito Lay MIS Dept.

_______________________________________________________

"The Paint manufacturing system worked like a charm!  ...$262,000 inventory reduction  ...$22,500 overhead reduction "  [cost was only $50,000]

Russ Baker, Director of Purchasing for Farmland Industries, Kansas City Plant

Case study:  /InventoryReduced262000nwsltr.pdf

________________________________________________________

“...I've finally met an honest consultant."  [Regarding project to help reduce IT department's workload from 200% of capacity to a more practical level] 

Jorge Arango, Director of MIS, formerly of Johnson & Johnson, Cordis Subsidiary, Miami Florida

________________________________________________________

[From 1999 to 2004, Ingram served in an expert witness and investigative role to assist a client in suing a software vendor for fraud, resulting in recovery of over $5 million for the client.]

"[Tom, the most important thing you have done for us over these four years has been creating accountability for the attorneys on the case.  The weekly / biweekly meetings and the action items that you tracked and pestered us about were most valuable.]"

  [Name withheld to maintain nondisclosure agreement.  Excerpted from Client's comments over the years]

________________________________________________________

"... Tom brought focus, prioritization, accountability and encouragement to a discouraged project team.  This $5 million project was brought from near cancellation to on-time delivery and a satisfied client.  Tom's personal efforts helped us capture $230,000 in change orders, which paid for his fee more than three times over."

Bill Valance, Senior Consulting Engineer, regarding the Celanese Globalink project turnaround

“The client was so pleased with our work in completing this project that we were awarded a $10,000,000 contract to outsource all of their Information Technology support functions.”

Keith Long, Sales Executive, regarding the Celanese Globalink project turnaround

Case Study:  /No35MillionDollarProjectTurnedAround.pdf

________________________________________________________

"On behalf of the entire Western team, thanks for your guidance and leadership during [our project]!  You have greatly impacted our future and we truly appreciate your help."

David St. Charles, Former West Region Vice President, Crossmark® Sales Agency

________________________________________________________

"We took a phased approach, rather than a big bang effort.  Had we gone ahead with a big bang approach, the project would have collapsed.  [Ingram's area of responsibility - the basic system, the infrastructure and] the custom interface to our mainframe accounts payable system worked out fine.  It was even ready on time!"  [Finley later mentioned that having these pieces of the project done right was important.  If one more major thing had gone wrong, the project would have collapsed.]

"We were able to handle a 30 percent increase in our volume of accounts payable transactions without incremental headcount."  [equates to $450,000 savings per year.]

"We saved 400,000 customer minutes per year."  [equates to 400% improvement in customer service]

Hal Finley, Accounts Payable Manager, Texas Instrument's Accounts Payable Project (from How to Turn Computer Problems into Competitive Advantage, Tom Ingram, Project Management Institute, published 1998)

Case Study:  /tiap450000savingsnwsltr.pdf

Market Manager, Mid-Atlantic, Large Sales Company

________________________________________________________

"Your work in helping us quantify the value that we provide customers was outstanding.  You have helped us explain the complex services and systems we offer in a way that new prospects can better understand."

"The cost-justification you developed has helped us communicate internally and with new  prospects.  The case study shows that we saved a client approximately $400,000 over five years and helped them improve customer service AND sales at the same time.  We knew we had done well for this client, but you helped us consolidate the results into a compelling case study."

"Thanks for your work helping us define our new customer on-boarding process.  You helped us define a complex work process and gave us a boost in solving these problems ourselves."

"We now have a standard Statement of Work process which matches up with our contracting process.  Our legal department and sales departments are now working together much more effectively.  We are preventing many problems now that used to cause us downstream difficulty."

"I've never seen an internal IT guy that didn't say, 'I got it!'..."

   Clay Curtis, Former CIO, Crossmark®

Case Study:  /CreamYogurtsuccessstoryRedacted.pdf

________________________________________________________

"The [team led by Ingram] required us, as the internal project team, to complete our milestones on schedule.  In the past, other distractions and priorities have come up during projects which delayed  the completion of milestones.  Having a tightly defined consulting contract prevented our normal 'death march' at the end of the project"

Chris Fowler, Technical Team Member, Texas Instrument's Accounts Receivable Project (PM Network Magazine, December 1995)

"We had a number of close calls... in the final analysis, [the team led by Ingram] came through and the project was not impacted."  [Sigle and I calculated that the first year of operation resulted in a reduction of $1.5 million in outstanding accounts receivable.]

Stan Sigle, Project Manager, Texas Instrument's Accounts Receivable Project (PM Network Magazine, December 1995)

Case Study:  /tiarearnedvaluearticle.pdf

________________________________________________________

"I am amazed at how much the order process has improved.  The new process is beautiful!  [Regarding reduction of order processing from a 5 day cycle time to 1 1/2 days.]

[Client name withheld to maintain confidentiality]

Case Study:  /HowToReduceOrderProcessingTimeNewsletter.pdf  

________________________________________________________

Coordinator / Office Manager, New England Division, Large Sales Company

________________________________________________________