Walt Vosh Background Success Stories

Summary Background

• 30 Year Veteran at  Fortune 25 HBC / Food Manufacturer
• Vice President of Sales and Customer Operations responsible for National Field Force and Sales Operations functions, 14 years
• Factory General Manager responsible for Production, Distribution and Operations, Integrating the Field Force with Operations demand forecasting, 4 years
• Global Leader for Execution and In-Store Effectiveness, 3 years
• Responsible for Third Party Relationship and Field Sales People for Headquarters and Retail , 15 years 

Success Stories*

(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:  Grocery Category  (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)

(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)

Other Category Experience

-       Hair Care

-       Personal Care

-       Soap

-       Snacks

* Success stories are summaries and approximations only.  See our web site for additional details on success stories.