Services and Merchandising Success Stories*

(182)  Created New Business Model for Servicing Private Label Products.  Grew Merchandising Services from $0 to $24 Million  per year for Crossmark Private Label.  Grew Full Service Brokerage Revenue from $0 million to $40 Million per year.  (60% of revenue allocated to merchandising, 40% to headquarter calls.)     Program included BJs, Price Chopper, A&P, Albertsons, Marsh and Key Foods.  Sales cycle keys:  Two disciplines from the full service brokerage industry were critical:  Industry/category research and data, and, effective retail merchandising in-store.  Best success goes to private label efforts that take advantage of disciplines from branded, full value products.  Categories:  HBC, Produce, Package Meats, General Merchandise, Traditional Shelf-Stable Grocery.  (TH)

(183)  Doubled Sales in One Year from $10 million to $20 million for Albertsons Retail Services.  (Additional success beyond initial Private Label program above.)  Categories:  Most in Grocery (TH)

(184)  Grew Merchandising Services from $5 Million to $30 Million per year with M&M Mars*.  Grew Full Service Brokerage Revenue from $10 million to $60 Million per year.  (50% of revenue allocated to merchandising, 50% to headquarter calls.)  Grew from regional to national.  Sales cycle notes:  Started with strong sales gains in local markets.  Demonstrated value of coordinated, national effort.  A critical sales point was having dedicated people held accountable on a day to day basis for performing as promised.  Additional keys included industry/category research and data, national offices and coordinating efforts with retailers across the country.  Categories:  Confection, Pet Food, Rice  (TH)

(185)  Grew Merchandising Services from $2.5 Million to $17.5 Million per year with Unilever*.  Grew Full Service Brokerage Revenue from $5 million to $35 Million per year.  (50% of revenue allocated to merchandising, 50% to headquarter calls.)  Grew from regional to national.  Sales cycle notes:  Started with strong sales gains in local markets.  Demonstrated value of coordinated, national effort.  A critical sales point was having dedicated people held accountable on a day to day basis for performing as promised.  Additional keys included industry/category research and data, national offices and coordinating efforts with retailers across the country.  Categories:  Grocery, HBC (TH)

(186)  Grew Merchandising Services from $2.5 Million to $12.5 Million per year with Tropicana*.  Grew Full Service Brokerage Revenue from $5 million to $25 Million per year.  (50% of revenue allocated to merchandising, 50% to headquarter calls.)  Grew from regional to national.  Sales cycle notes:  Started with strong sales gains in local markets.  Demonstrated value of coordinated, national effort.  A critical sales point was having dedicated people held accountable on a day to day basis for performing as promised.  Additional keys included industry/category research and data, national offices and coordinating efforts with retailers across the country.  Categories: Frozen, Refrigerated and Shelf Stable Juice  (TH)

(187)  Grew Merchandising Services from $2.5 Million to $10 Million per year with Cadbury (Motts)*.  Grew Full Service Brokerage Revenue from $5 million to $20 Million per year.  (50% of revenue allocated to merchandising, 50% to headquarter calls.)  Grew from regional to national.  Sales cycle notes:  Started with strong sales gains in local markets.  Demonstrated value of coordinated, national effort.  A critical sales point was having dedicated people held accountable on a day to day basis for performing as promised.  Additional keys included industry/category research and data, national offices and coordinating efforts with retailers across the country.  Categories:  Shelf Stable Juice, Canned Grocery  (TH)

*  Success stories, client quotes and payback estimates are provided as general illustrations of past performance and represent summaries of long term, complex efforts.  They are often used to teach concepts and lessons learned, and may have been simplified considerably.  Estimates of financial impact are estimates only, and not intended to convey exact financial information.  Some have been altered to protect confidential information.  We ask that prospective clients contact our references and request specific details of relevant success stories prior to any decision to use our services.