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SECTION TWO

Example Shopper Marketing Scorecards*

Corporate Shopper Marketing Scorecard

Period: Q1-FY09

Implementation Progress

FY08 Milestone Status M1: Develop Platfrom for Scaling Insights M2: Integrate Insights into 90% of Brand Plans M3: Formalize Collab. Process for Top 5 Accounts M4: Provide Training for 100% of SM Staff M5: Formalize SM Career Progression Paths

Target

% Complete

Date

90%

Date

100%

Date

80%

Date

30%

Date

0%

Status On Track On Track On Track At Risk N/A

Category X Category Sales ($M) Share of Category (%) Growth (%) Volume Sold on Deal (%) Category ROI (%)

Prior Yr 1,203 31% 1.8% 42% 18%

Category Y Category Sales ($M) Share of Category (%) Growth (%)

Prior Yr 962 27% 2%

Top Five Category Performance

Volume Sold on Deal (%)

38%

Category ROI (%)

20%

Category Z […] Category Sales ($M)

Prior Yr 577

Target

Actual

Variance

1,039

1,059

19

28%

27.5%

-0.5%

2.5%

2.5%

0%

37%

38%

1%

22%

21%

-1%

1,299

1,323

24

32%

33%

1%

2%

2.2%

0.2%

40%

43%

3%

20%

19%

-1%

Target

Actual

Variance

624

600

(24)

Target

Actual

Variance

Quarterly Process Metrics Brand Plans Using Shopper Insights (%) Accounts with Shopper Marketing Expertise (%) Account Plans Using Shopper Insights (%) SM FTEs Trained in Shopper Marketing (%)

Target 100% 20% 75% 40%

100%

0%

20%

0%

65%

-10%

30%

-10%

Actual

Variance

Account B Account Sales ($M) Share Account ACV (%) Volume Sold on Deal (%)

Prior Yr 293 2.8% 41%

Target 314 3.5% 40%

Actual 318 3% 39%

Variance 4 -1% 1%

Account ROI (%) Account Satisfaction (rate: 1-10)

19% 7

20% 8

21% 8

1% 0

Prior Yr

Target

Actual

Variance

117

126

100

(26)

Account C […] Account Sales ($M)

Account Sales ($M)

488

Share Account ACV (%)

3.9%

Volume Sold on Deal (%)

40%

Account ROI (%)

20%

Account Satisfaction (rate: 1-10)

9

Target

Actual

Variance

523

530

7

5%

5.8%

0.8%

38%

39.5%

-2%

20%

21%

1%

9

5

4

Top Five Account Performance

Account A

Prior Yr

The Corporate Level shopper marketing score- card tracks a company’s implementation progress against its infrastructure plan and summarizes key category and account level performance metrics.

The scorecard serves as an executive tool to manage and communicate the im- pact of shopper marketing. However, shopper market- ing programs are primarily managed at the Category and Account level.

Sales vs. Target

Prior Yr

Target

Actual

Variance

1,203

1,299

1,323

24

31.0%

32.0%

33.0%

1%

1.8%

2%

2.2%

0.2%

42%

40%

43%

3%

18%

20%

19%

-1%

Category X Scorecard

Period: Q1-FY09

Category Summary - Current Quarter

Category Sales ($M) Share of Category (%) Growth (%) Volume Sold on Deal (%) Category ROI (%)

Category CAGR - Company vs. Industry

Q4 08

2.5% 2.0% 1.5% 1.0%

Q2 08 Target

Q3 08

Q1 07

Q4 07

Q1 08

Actual

Q2 07

Q3 07 Industry

Category managers use Category Level scorecards to assess the impact of pulling shopper marketing levers on overall cat- egory objectives.

Prior Yr

Target

Actual

Variance

120.30

52

52.5

0.5

34%

35%

35.2%

0.2%

43%

41%

43%

-2%

18%

20%

19.1%

-0.9%

Top Five Account Performan

Account A Category Sales ($M) Share of Category (%) Volume Sold on Deal (%) Category ROI (%)

ce for Category X - Current Quarter

Prior Yr

Target

Actual

Variance

89

92

94

2

29%

31%

33%

2%

42%

40%

39%

1%

18%

20%

21%

1%

Prior Yr

Target

Actual

Variance

85

88

86

-2

Account B Category Sales ($M) Share of Category (%) Volume Sold on Deal (%)

Category ROI (%)

Account C […] Category Sales ($M)

Prior Yr

Target

Actual

Variance

39

40

42.5

2.5

23%

24%

24%

0%

60%

65%

63.5%

-1.5%

Top Five National Program

Performance for Categ

ory X - Current Quarter

National Program 1 Program Account Sales Program Account ROI Account Compliance

($M)

Prior Yr

Target

Actual

Variance

19

22

20.5

-1.5

20%

21.5%

24%

2.5%

59%

62%

63%

1%

National Program 2

Program Account Sales Program Account ROI Account Compliance

($M)

Prior Yr

Target

Actual

Variance

10

12

13

1

19%

20%

20%

-0.5%

50%

55%

50%

-5%

National Program 3 […]

Program Account Sales Program Account ROI Account Compliance

($M)

Category shopper marketing elements should roll up into over- all category scorecards to assess impact of over- all marketing mix under a holistic, 360-degree view of marketing.

Account managers use Account Level scorecards to track impact of shopper marketing efforts on account performance and retail partner satisfaction.

Account shopper mar- keting elements should feed into an overall account management scorecard with both Sales and Marketing elements.

Account A Scorecard

Period: Q1-FY09

Account Summary - Current Quarter

Account Sales ($M) Share Account ACV (%) Volume Sold on Deal (%) Account ROI (%) Account Satisfaction (rate: 1-10)

Prior Yr 488 3.9% 40% 20% 9

Target

Actual

Variance

523

530

7

5%

5.8%

1%

38%

40%

-2%

20%

21%

1%

9

5

4

Category Y Account Sales ($M) Account Category Share (%) Volume Sold on Deal (%)

Prior Yr 42 18% 50%

Target 44 20% 48%

Actual 44.5 21% 50%

Variance 0.5 1% -2%

Account ROI (%)

17%

19%

17.2%

-1.8%

Prior Yr

Target

Actual

Variance

38

40

39.5

-0.5

Variance 0.5

    • 0.2

      %

      • -

        1%

      • -

        0.9%

Category Z […] Account Sales ($M)

Top Five Category Performance

for Account A - Current Quarter

Category X Account Sales ($M) Account Category Share (%) Volume Sold on Deal (%) Account ROI (%)

48.80

52

52.5

22%

23%

23.2%

43%

41%

42%

18%

20%

19.1%

Prior Yr

Target

Actual

Sales vs. Target

Share vs. Target

National Program 1 Program Account Sales ($M) Program Account ROI Account Compliance

Prior Yr 39 23% 60%

Target 40 24% 65%

Actual 42.5 24% 63.5%

Variance 2.5 0% -1.5%

Account Program 1 Program Account Sales ($M) Program Account ROI Account Compliance

Prior Yr 19 20% 59%

Target 22 21.5% 62%

Actual 20.5 24% 63%

Variance -1.5 2.5% 1%

Account Program 2 […] Program Account Sales ($M) Program Account ROI

Prior Yr 10 19%

Target 12 20%

Actual 13 20%

Variance 1 -0.5%

2% 1% 0%

  • -

    1%

Q4 08

Top Five Program Performance for Account A - Current Quarter

Account Sales and Share vs. Target - Trend

20 10 0

  • -

    10

Q1 07

Q2 07

Q3 07

Q4 07

Sales ($M)

Q1 08

Q2 08

Q3 08

Share Account ACV (%)

*Example scorecards are illustrative only; each company will need identify the metrics that are most important for its organization Source: Deloitte Consulting LLP

22

Perceived resource and process constraints challenge performance measurement efforts

SECTION TWO

Even the most advanced companies do not have evaluation completely figured out. Often, data is not available at a deep enough level to determine causality. Legacy budget- ing and accounting systems may not allocate shopper marketing spend appropriately, and can complicate calculating ROI by partner or program. The perceived cost of data collection and analysis and technology challenges stop some companies before they even start. A company’s evaluation plan should address how to prevent these obstacles from stalling the progress. Companies can invest now in analyzing and commercializing the data that they already have access to, and refine their processes and systems as they be-

come more sophisticated 8%

Top 3 Challenges for Measuring Shopper Marketing Performance

Retailer

Insufficient technology/process

Very significantly inhibits

Significantly inhibits

Lack of headcount budget

Moderately/somewhat inhibits

Does not inhibit at all

Availability of appropriate skills

sets for analysis

n = 15

0%

20%

40% 60%

80%

100%

Respondant reporting (%)

Manufacturer

Cost of data collection and analysis

Very significantly inhibits

Significantly inhibits

Insufficient technology/process

Moderately/somewhat inhibits

Does not inhibit at all

Lack of headcount budget

n = 90

0%

20%

40% 60%

80%

100%

Respondant reporting (%)

Source: 2008 GMA/Deloitte Shopper Marketing Study

23

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