(94)*  Sales Goals Met, 30 Years Out of 30, 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)

(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)

(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)

(93.5)* 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)

(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)

(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)

(3)*  CASE STUDY: Freed Up 63,000 Sales and Support Hours Per Year on Headquarter Call Side, Cost Reduction, Solid Processes and Execution: 

• Associate led effort for one of the three largest broker organizations in the U.S. 

• Resulted in $2.5 million per year in sales labor savings, a nation-wide set of standard processes and removal of 250,000 potential errors per year. 

Category:  Headquarter Call, Merchandising Process Improvement  (TI)

Details. No31cSalesProcessImprovementSuccessStoryShortV2.pdf 

(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)

(401) $0 to $100 Million of Revenue in 3 Years:  Private Label and Branded Water at Wal*Mart.  Pulled together 11 different water manufacturers to supply private label and branded water on regional and national basis.  (DK) 

(402) Budget Launch of Big New Product - $0 to $180 Million in Three Years, Fruit2O Launch.  Veryfine, (juice manufacturer) was losing money, losing share.  Needed help launching concept of “flavored water”.  Associate put together entire program including a sales plan, marketing and merchandising plan to launch.    Manufacturer could not afford slotting fee of $100,000 per SKU at Stop & Shop.  Solution was to surround Stop & Shop with product in competing channels.  Three years later, Associate got product into Stop & Shop for slotting fee of $5,000 per SKU.  Gained distribution at Wal*Mart, Kroger, Albertsons, Publix, Safeway and Wakefern.  Owner then sold company to Kraft for $185 million after Fruit2O launch in 2004. (DK)   

(403) Budget Launch of Big New Product:  $0 to $35 Million in 18 months, Friendly’s Ice Cream Cake. Ice Cream Cake was strong in restaurants, but not being sold in grocery stores.  Associate developed and executed sales and merchandising plan.  In 6 months, pulled together distribution data, cost data and executed merchandising at 100% distribution.  The product became so profitable that the manufacturer ultimately brought the HQ call selling in-house.  Product is currently the #1 brand of Ice cream Cake in North East. (DK) 

(404) $0 to $7 million in one year, $49 million over 7 years, from Excess Product:  Developed veggie burger as bulk product using excess mushrooms that manufacturer could not otherwise sell.  Partnered with Costco to use their excess capacity in processing, resulted in finished veggie burger that became big seller for Costco.  (DK)  Details: