SALES & MARKETIN G BEST PRACTICES

HANESBRANDS E N E R G I Z E R PERSONAL CARE K E L L O G G

NOVEMBER 2012 | AN EDGELL PUBLICATION

N EW! FALL 2012 TECH PREVIEW GUIDE

Entrepreneurial Spirit Drives Green Mountain Coffee Roasters, Inc. Toward Beverage Market Success

contents
CoveR stoRY
pa g e 6

november

volume 21

number 10

features
Best pRaCtiCes: sales & maRKeting hanesbrands drives Retail excellence with data insights energizer personal Care gets tpm Right the second time Kellogg takes Control of product data
25 03

departments
edit note the Broken Road pulse insights the Big three John rossi, Wipro online new this month on consumergoods.com

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04

14

05

15

^ Hot Product & Marketing News

23

Custom ReseaRCh sales Force effectiveness a new survey finds technology investments are planned to improve performance.

27

Between the lines the Company You Keep Werner Graf, tCs

Entrepreneurial Spirit Drives Green Mountain Coffee Roasters, Inc. Toward Beverage Market Success
green mountain Coffee Roasters, inc. is on its way to becoming one of the worlds premier beverage and beverage maker organizations thanks to its risk-oriented innovation philosophies. Find out how the powerhouse Keurig single cup coffee brewing system defied the odds, and discover the companys bold aspirations for the future.

s p e c i a l s e c t i o n paGe 16

tech preview guide Fall 2012

Meet nine new technology solutions that can empower key business processes and differentiate your company from the competition.
ConsumerGoods.Com | novemBeR 2012 | CGt

edit note
tHe BroKen roAd
In the consumer goods industry, blow your mind innovation often involves stumbling toward success, misbehaving energy and surrogates for prescience. those are just a few of the Kevin Hartley-isms that we came to know and love throughout the process of writing this months cover story about Green Mountain Coffee Roasters Keurig brand. We first met Kevin at CGTs growth & Innovation Forum this past september, where his enthusiasm, and gmcrs unique approach to innovation, truly wowed the audience. Its a success story that reads a lot like rascal Flatts country song lyrics: that god blessed the broken road/ that led me straight to you. today, after overcoming its share of challenges, the company is leading the single-serve coffee revolution in north America. turn to Page 6 to find out what he had everyone buzzing about. AlI ACkERMAn Like green mountain coffee roasters, Energizer Editor Personal Care shares a story marked by broken roads on Page 12. In a candid account, the company reveals why it chose to re-launch a tPm system and offers best practices for getting it right the second time around. no sales & marketing-focused issue of CGT would be complete without a story focused on downstream data. on Page 9, Hanesbrands explains the innovative ways in which it is utilizing a dsr for proximity analysis and much more. Lastly, turn to Page 13 to view the Fall edition of CGTs Tech Preview Guide, wherein youll meet a handful of new solutions that can help your company to repave the broken roads in your journey toward business excellence.

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CGTs April Digital Issue

Meet 2012 Standout SMBs: Happy Family, Vera Bradley, Ateeco & More Get Data & Insights Best Practices from P&G and Clorox Click here to access this issue!

CGTs July/August Digital Issue

Pfizer Consumer Healthcare Goes Beyond the Brand new Marketing Best Practices from Clorox, Alice.com & Coca-Cola new Research on nPDI Technology Click here to access this issue!

consumergoods.com | november 2012 | cgt

the Pulse

t h e b e at o f t h e i n d u s t r y

1
1 Innovation in a Box campbell soup company introduced V8 V-Fusion juice drink boxes. Available in three flavors, each V8 V-Fusion juice drink box provides a combined serving of vegetables and fruit, is naturally sweetened with no added sugar, and is a good source of vitamin c. 2 Miller Lite Suits Up to cultivate Latino leadership and promote higher education in the community, miller Lite partnered with the dallas cowboys and the Adelante! u.s. education Leadership Fund to launch the scoring for education program again this year.

3
3 A-B Aids Disaster Relief Anheuser-Busch will provide more than 1 million cans of emergency drinking water for residents impacted by Hurricane sandy. since 1988, the company has donated more than 71 million cans of emergency drinking water following natural and other disasters.

4 All New Instant Coffee J.m. smucker company has introduced the new look of Folgers Instant coffee crystals. the new consumer-friendly packaging redesign features an ergonomic shape with an easy-open flip top lid in a new three-ounce size offering.

Vitamins Take Shape Nature Made has introduced three new product lines: Vitamelts, Full strength mInIs and Adult gummies, all created to change the way people take vitamins. Vitamelts and Full strength mInIs will be available this fall; Adult gummies are available now.
consumergoods.com | november 2012 | cgt

insights

the Big three

Are you usIng the rIght tActIcs to reAch todAys shoPPers And consumers? John Rossi, Global Head of Consumer Goods Consulting, Wipro

2 3

three big areas are allowing the consumer goods (cg) manufacturer to better know their shopper and consumer: theyre speaking with them, but not via traditional methods. theyre using social media, shopper and consumer surveys, and Pos data versus syndicated data and panels to understand direct buying habits of shoppers at a store and regional level. cg companies are using digital and social enablement, especially via mobile devices, for one-to-one conversations with the shopper and consumers. these discussions allow the manufacturer to create better relationships and evolve to direct-to-household and direct-to-consumer selling. cg companies are creating their own loyalty programs and using this information to better engage the shopper and consumer. By interacting directly with the cg company for special offers, consumers become part of the innovation process, an opportunity to create terrific relationships. to accomplish these three things, leaders are creating a holistic view of the consumer, shopper, household and customer, which allows more successful insights and leads to optimizing marketing spend. the cornerstone is the demand signal repository (dsr). this is not the traditional data warehouse, and it requires specialists who know how to build proper hierarchies. coupling the dsr with a new component a cg loyalty system will be a key to success in the future.

coupling the dsr with a new component a cg loyalty system will be a key to success in the future. If you want to know your shopper and consumer, dsrs and loyalty information will be vital.

the leaders arent looking at functional silos such as trade promotion or pricing optimization initiatives, which typically lead to the information residing in a single area. rather, they are integrating the sales and marketing information via the dsr. Actually, they are integrating the entire sales and marketing function across the enterprise. re-realizing that functional areas are interrelated is creating enhancements to the quality of the insights being performed at a brand, account, shopper and consumer level. the ability to create advanced analytics is driving better insights. digital transformation will also drastically change the cg industry digital video measurement at the shelf whether it is a physical shelf or the smartphone; taking a picture of an ad and finding yourself with specialized products and offers; recommended replenishment of standard household needs and having them show up at your front door will forever change consumer touchpoints. mobility will drive the entire initiative and provide unique one-to-one selling opportunities. Industry transformations will continue to evolve around the consumer. supply chains will change from pallets to eaches; manufacturing processes will create personalized products; and how we market and sell will change. the transformation of the apparel and footwear industry indicates where this will go for the food, beverage, home and personal care segments. What a great time to be in the industry!
consumergoods.com | november 2012 | cgt

cover story

by alliston ackerman

entrepreneurial spirit Drives Green mountain coffee roasters, inc. toward beverage market success

Green Mountain coffee roasters, Inc.s (gmcr) powerhouse Keurig single cup coffee brewing system was not an overnight success. In fact, throughout its development, little to no consumer research predicted that it would be a consumer hit. But despite all evidence to the contrary, sales for the Keurig system grew more than 50 percent per year from its introduction in 2008 to 2011, and it now sits on kitchen counters in an estimated 12 million u.s. households.

consumergoods.com | november 2011 | cgt 2

cover story

clearly, this disruptive innovation proved to be the exception to the rule. But why? the answer lies in the entrepreneurial, risk-oriented innovation philosophies of the company behind the brand, gmcr (www.gmcr.com). Keurig is not the result of a classic Fortune 500 innovation stage-gate process, says Kevin Hartley, vice president, enterprise strategy and new Business for gmcr. the innovations were entrepreneur-led, and no mainstream company would have supported them. It was the passion of a small group of individuals who followed the funny sense that visionaries get. thats the reason it exists today.

gmcr and its Keurig business unit are 31- and 17-year overnight success stories where payrolls were put on personal credit cards and companies werent sure if they were going to make it week to week the real path to disruptive innovation. K e v i n H a r t l e y, G m C r
ing paper business for a cool $3.1 million. there, the retired entrepreneur found and frequented a small coffee shop named green mountain coffee roasters, which he later bought and expanded into a manufacturer of roasted coffee. over time, and with decades of hard work, gmcr blossomed into new englands premier whole bean and roasted ground bagged bean coffee brand in grocery and convenience stores. now, lets skip ahead 14 years to massachusetts where three wild and crazy entrepreneurs were working together to crack the office coffee pot conundrum; You know, where the dirty, yucky pot sits in the office all afternoon, and its half-baked and half-spilled, explains Hartley. their solution was a closed, single cup coffee brewing system that had less-than-thrilling purchase intent scores and was extremely difficult to manufacture. they called their company Keurig, a word derived from the dutch word for excellence. While Keurig was innovative for sure, getting offices to buy the new appliance proved challenging. In short, the founders realized that coffee drinkers are brand sensitive. the key to success was to find and offer a variety of regionally-known coffee brands that

Humble Beginnings
to understand gmcrs philosophy on innovation, we must travel back 31 years to the small town of Waitsfield, Vt., where Bob stiller just retired after selling e-Z Wider cigarette roll-

consumergoods.com | november 2012 | cgt

cover story

catered to each individuals unique flavor preference. new englands premier coffee brand, green mountain coffee, was there to become Keurigs official first licensee, packaging coffee beans in a patented container called the K-cup pack. other license agreements followed with diedrich coffee, tullys and Van Houtte, to name a few, but gmcr continued to be the leading K-cup pack roaster. In 1993, gmcr made an early investment in Keurig. In 2006, gmcr acquired the remaining 65 percent of Keurig for $104.3 million. In 2007, under the leadership of Larry Blanford, the companys new ceo, they plotted their next big move outside of office and into consumer homes.

A Powerful Pairing
gmcrs acquisition of Keurig united two company cultures that clashed on paper: one is highly-technical with type A engineers; the other is coffee-oriented, Vermontcrunchy, explains Hartley. off paper, though, he says they naturally gelled: It is an interesting culture collision. What the two organizations shared, and still do, is a deep passion to wow and amaze consumers so that their socks actually go up and down when they see our innovations.

the acquisition also created a holistic business model that differentiated gmcr from its competition. In the world of closed coffee systems, we have a true razor/razorblade model wherein we design and build the brewers, and we design, build and package the beverages that go in the brewers, says Hartley. the innovations are done hand-in-hand. In contrast, others in the coffee and brewer industries might partner with separate appliance manufacturers on the brewer side of the equation, which could possibly lead to disjointed innovation efforts. With a strong business model and passionate employees in place, gmcr began to embark on a new mission: to become north Americas premiere coffee system. Its aspiration was to build Keurig and green mountain coffee into powerhouse brands on the national stage. Again, consumer research totally underestimated the eventual success. It indicated that consumers would always favor the drip coffee maker that could brew a cup of coffee for 8 to 10 cents. But entrepreneurial spirit drove gmcr forward. they believed that researchers and consumers misunderstood two things:

The variety of latent taste desires for premium gourmet coffee within the family unit. Just because maude made the same pot of regular coffee for two decades didnt mean that she actually likes regular coffee. she likes hazelnut decaf, but she had to make Harold happy for 20 years, explains Hartley. gmcrs K-cup packs could fix that. In under a minute, Harold could have his bold morning coffee experience, and maude could have her cup of hazelnut decaf. Taste variety desires by individual by day part. In other words, consumers would prefer to have a big bomber coffee in the morning, then switch to decaf in the afternoon, and then have a cappuccino at night, says Hartley. the Keurig single cup brewer could easily fix that too.

consumergoods.com | november 2012 | cgt

cover story

so around the time of the acquisition, the combined gmcr and Keurig teams decided after some major strategic work that the play would be to drive toward north American counter ubiquity, which meant that reliability had to skyrocket, prices had to plummet, and choices needed to proliferate. When that all came to together in that weird Zen-like way, it started to explode, says Hartley. In 2003, Keurig single cup brewers and patented K-cup packs hit the consumer market via high-end department stores. In 2008, they became available for sale through grocery stores across the country. According to IrI data for 52 weeks ending october 5, 2008, initial supermarket accounts that carried green mountain coffee K-cup packs as part of their specialty coffee selection experienced more than twice the growth in dollar sales of the national average for the specialty coffee category. to continue providing a wide variety of coffees, teas and hot cocoa, gmcr acquired all of Keurigs licensed roasters over a number of years and also entered into manufacturing and distribution agreements for single-serve packs with newmans own, caribou coffee, J.m. smucker co. (Folgers

and millstone), dunkin donuts, starbucks and conagra (swiss miss). momentum hasnt slowed. Broad consumer adoption of the Keurig single cup brewing system boosted gmcrs 2011 net sales to $2.7 billion, and the company expects to reach 2012 net sales of $3.8 billion.

In fact, Hartley works hard to eradicate the word innovation from his lexicon all together, instead opting to use the phrase producing new product hits and likening the process to producing a hit Hollywood film. our role is to produce, as in the John Lasseter of Pixar kind of produce, monster hit products on the global stage, he says. Bold Aspirations But instead of hiring the best dito maintain its high growth rector, costume designer or actor, rate, constant fast-paced inhes hiring state-of-the-art sciennovation is required on the tists, engineers, physicists, reappliance side, the beverage searchers and so on, that work DID YOU side, and in other growth optogether toward clear aspiraKNOW...? portunities beyond the comtions. Its open innovation with click her e panys traditional products. a twist wherein hell assemble our shared aspiration as a the best possible team, combining company is to transition from north world-class employees with state-of-theAmericas largest coffee and coffee brewer art experts no matter where they are located company to one of the worlds premier bevacross the globe to produce a new product, erage and beverage maker organizations, even if most of the work must be done virtually. says Hartley. A brewer on every counter and these innovation teams operate with a beverage for every occasion, if you will. clear protection from the organizational angmcr is moving full force toward that tibodies that typically fight new ideas. this goal using a standardized approach to new mitigates the problems most organizations product development, which is based on experience where executives chip away at an its entrepreneurial roots and does not reinnovative idea until it doesnt even resemble semble the processes used at your average the initial concept that consumers got excited Fortune 500 company. about. once gmcrs innovation team takes

consumergoods.com | november 2012 | cgt

cover story

it through market and feasibility gates, the product is then gracefully transitioned to one of the existing line organizations to be scaled. every innovation we revere, every great product and brand, was created with misbehaving energy, yet we run most of the global 1,000 with the structure that rewards behaving, not misbehaving, says Hartley. If you really want to produce new product hits, then you have to be an effective surrogate through processes and people for

my job is to have a process in place that brings together each variable that is statistically correlated with success and push it to within an inch of its life.
K e v I n H a r T l e y, G M C r

entrepreneurial spirit, which is the antithesis of a risk-averse, large-scale organization. this approach has led to major innovations in 2012 for the Keurig brand: Keurig vue brewer: Launched in February 2012 and paired with new single cup Vue packs, this new platform maintains the

simplicity and convenience of the existing Keurig K-cup system with added customizable features so consumers have control over the strength, size and temperature of their beverages. As an added bonus, the Vue system represents an incremental step on gmcrs journey to reduce its environmental impact. the Vue packs base cup is made from polypropylene #5 plastic and can be recycled wherever polypropylene #5 plastics are accepted. gmcr has since expanded the Vue brewer line into the commercial market. Brew Over Ice Technology: In July 2012, gmcr launched two new innovative Brew over Ice beverages: the original donut shop coffee sweet & creamy Iced coffee K-cup packs, and the first-ever iced fruit brew in a K-cup pack, Vitamin Burst. Both options offer consumers entirely new ways to enjoy their Keurig brewers, and Vitamin Burst, in particular, catapults gmcrs beverage options beyond coffee, tea and hot cocoa. In all, gmcr today sources, produces and sells more than 30 brands and 200 varieties of coffee, cocoa, teas and other beverages in K-cup and Vue packs. now, you can brew a cup of Hazelnut decaf, French roast, Vitamin Burst or a sweet & creamy Iced coffee in less than a total of

four minutes on the same machine, says Hartley. It is truly amazing. the new products brought to market by gmcr have revolutionized the way the people make coffee in north America. one could argue that the visionaries at gmcr are clairvoyant in their ability to produce new product hits despite conflicting research and consumer insights, but Hartley has another take on their success: Youre either prescient or youre not, and I do not believe that we are. If youre not, then you have to take surrogates for prescience seriously, in terms of processes and people, to create true disruptive innovation.

consumergoods.com | november 2012 | cgt

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best practices

sales & marketing

By alliston ackerman & a l a r i c e pa d i l l a

From Push to Pull

HAnesbrAnds uses dAtA InsIgH ts to drIve retAIl exce llence Hanesbrands Inc. (www.hanesbrands. com) is getting a much deeper sense of consumer demand. After selecting a demand-sensing solution, this everyday apparel maker is helping to transform itself from a push-based to a pull-based consumer brand. With the velocity demand signal repository (dsr) from vendor managed technologies Inc., or vmt,

(www.retailvelocity.com), Hanesbrands intends to increase sellthrough performance and inventory visibility from the time of shipment through store-level scanned sales at the register. It aims to facilitate a consolidated view of our customers across all departments, according to Pete bobalik, vice president of technology at Hanesbrands. bobalik also reveals that speed is critical when dealing with ever-changing consumer demand. Hanesbrands currently receives Pos data by sKu, by store, by week (or by day, in some instances) from retailers that make up about 70 percent of its u.s. retail business. velocity is the dsr solution that Hanesbrands now utilizes to manage and harmonize its Pos and inventory data. In order to analyze and use that data, Hanesbrands leverages microsoft Analysis services cubes for adhoc reporting, tableau for advanced visualizations, and other statistical and gIs (geographical Information system) tools, according to santiago restrepo, director, business Intelligence & Analytics, Hanesbrands.

company at a Glance Hanesbrands is a provider of basic apparel products, like underwear, bras, socks, tees, fleeces, and more, with brands like Hanes, Playtex, Wonderbra and Bali. With about 50,000 employees, Hanes is a global company doing business mainly in the U.S. market, but also in Latin America and Asia.
consumergoods.com | november 2012 | cgt

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best practices

sales & marketing

Good Proximity
getting Pos data by store facilitates a proximity analysis. By performing a proximity analysis, we are able to calculate the distance between retailers stores and their competitors, and understand if the performance is different, restrepo explains. For example, we realized that the stores of retailer X, that were closer to retailer Y, were performing worse than the stores that are distant. this enabled us to pay special attention to these stores and improve their performance by changing some of

words of wisdom Having Performance and Potential for each store, we can understand how a store is performing and take specific actions. For example, the action we take on stores with high potential, but low performance, is likely investing resources, while we wont invest resources on stores with low potential and low performance.
sa n t i a g o r e s tr ep o , d ir ec to r , B u si n e s s i n t e l lig en c e & a na ly tic s , HanesBrands inc.

the marketing drivers such as assortment and promotions. another useful application of proximity analysis for Hanesbrands is to understand the performance around a major mall. the challenge is that not all stores are specifically inside the mall; for example, mass retailers are usually close to a major mall and therefore, are part of the same mall ecosystem. By doing a ecosystem analysis, we were able to determine the stores that were close to the major malls and analyze the whole mall ecosystem, says restrepo. We were able to understand how performance was different based on the malls composition and competition, and take the appropriate actions.

DSR Best Practices

For other CG companies looking to implement a DSr, Santiago restrepo, Director, business Intelligence & Analytics, Hanesbrands Inc., shares his top tips:

Consumer Segmentation
several processes at Hanesbrands have benefited from having accurate Pos data by store, leveraging a consumer segmentation schema, a system that classifies all u.s. households into consumer segments, based on demographic and lifestyle characteristics, and implementing advanced analytics methodologies. Here are a few examples:

1 2 3 4 5 6 7

do not underestimate the importance of master data management i.e. sku, store, and product attributes. Having the right product attributes and hierarchies and clean store lists that are constantly updated is very important, restrepo says. do not underestimate the complexity of Pos/sell-thru data, which should be clean and, in order to be actionable, very detailed (by sku, by store, by week/day). embedment should happen at both the executive and manager/ analyst levels, and needs to be properly resourced. dashboards must be tailored for specific functional areas. Building a generic dashboard that is good for everyone, but perfect for no one, is not going to be used as much as one that is tailored for the specific needs and requirements of a specific business group, he explains. recurring insightful business updates, from data coming from the dsr, are necessary to demonstrate uses and to trigger ideas. employ a system that is flexible and fast. users expect the reports and queries to come back in a few seconds, not minutes. it should also be user-friendly. Follow best practices in data visualization. stephen Few and edward tufte are two of the go-to gurus for data visualization, according to restrepo.

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best practices

sales & marketing

Store Assortment Optimization:

With a consumer segmentation schema, Hanesbrands was able to create a consumer profile for a specific product or behavior, and determine the best stores for that specific product/behavior. For example, if we are launching specific apparel for sport a, we can get a consumer profile or index of each segment on sport a,

says restrepo. using the consumer profile, we can analyze all the customers around every store, and determine the best stores to place our sport a products, or do promotions. implementing a methodology like this usually increases sales per store about 300 to 400 percent.

Test and Control: a traditional consumer goods companys retail tests often look at whether sales increased or not, and only at the stores where the test was performed. unfortunately, external factors, like seasonality, competitors actions, etc., usually clutter the analysis and make it difficult to evaluate the effectiveness of the tests, restrepo explains. the methodology we developed uses a clustering algorithm to define similar/control stores, and compares their performance to the test stores.

Forecasting: rather than basing forecasting on orders or shipments, which have a lot of fluctuations due to the retailers inventory adjustments, Hanesbrands is changing its forecasting processes to be more based on Pos, resulting in being able to in-

crease the forecasting accuracy and providing better service to our retailers, while decreasing our inventory levels, says restrepo. so whats next for Hanesbrands demand-driven future? Weve been successful in getting the data and building the systems and processes that enable our retail and marketing analytics practices, maintains restrepo. the next phase, and the most difficult one, according to him, is change management.

thats when our sales and marketing organization will embrace and utilize the new analytical tools and systems, making them part of their day-to-day job, he states. another upcoming challenge will be to get retail buyers to understand and implement the new analytics methodologies. right now our focus is on embedment, training and usage increase. Weve made a lot of progress, but have a long way ahead of us, restrepo concludes.
consumergoods.com | november 2012 | cgt

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best practices

sales & marketing

tPm re-Fresh
energizer Pe rsonal care gets tP m right the second time around

When energizer Personal care (www. energizer.com) integrated Playtex into its portfolio, it adopted tradeinsights (www.tradeinsights.com) trade Promotion management (tPm) system to standardize processes across the business and garner better visibility into trade spend activities. But the task of harmonizing brands while implementing a new tPm tool resulted in a lower-than-planned adoption. realizing a tPm system alone would not resolve the companys trade promotion inefficiencies, senior level management at energizer Personal care and trade-

insight collaborated to take a fresh look at manufacturers internal processes and culture, business needs, specific adoption barriers and training methods to devise a new course of action. it was determined that the tPm software would be re-branded and re-launched. the decision to re-launch was difficult, but necessary, says Peter seidita, director of commercial development at energizer Personal care. many never fully understood the true functionality of the system the first time around. the adjustments made and improved processes put into place helped us learn to work with the softwares functionality, not against it. the first step called for the assembly of a core tPm project team. cross-functional

<< Consistency is Key Creating consistent trade policies and procedures across Energizers diverse brand portfolio was a key part of its TPM re-launch. figure elements within the tPm tool to support its refined processes. Following the official re-launch, a training team hit the road to ensure every member was set up for success. the entire re-implementation process resulted in more accurate sales forecasts for energizer Personal care, a valuable suite of online and offline reports to benefit the field teams, and trust in the tPm system and available data. the re-launch has made us more efficient and effective, affirms seidita.

leaders from senior management, finance, sales and it had the responsibility of overseeing the initiative and establishing the right culture. second, a power user group was established to act as an advisory panel, testing group and to serve as advocates and teachers during the new roll out. next, energizer Personal care worked with tradeinsight to con-

Fas t Fac t s
Company at a Glance Energizer Personal Care USA, which is a division of Energizer Holdings, Inc., markets the Playtex, Schick, Wet Ones and Hawaiian Tropic consumer goods brands. words oF wisdom We have buy-in and collaboration right at the top, which has transcended throughout the entire organization.
Peter seidita, direCtor oF CommerCial develoPment, enerGizer Personal Care

Full Potential Energizer Personal Care fully uses its TPM system for financial planning relative to trade spend; the company also started phasing its broker organization into the fold.
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best practices

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<< Data Overload Kellogg maintains at least 340 pieces of attribute information for the Special K Strawberry Meal Bar. Inputs for any product within Kellogg can come from as many as 200 people in the company.

fa s t fa cts
Data Enthusiast Kellogg Company is taking a strong stand in making sure consumers get the right information about its products. It is among the most enthusiastic advocates and supporters of the GDSN.

taking control
kellogg and Wakefern Partner to track Product data tHrougH tHe suPPly cHain

understanding that consumers rely heavily on mobile applications and web sites to get the right information about products, kellogg company (www.kelloggcompany.com) ensures there is a single version of product truth internally and externally when communicating product information to retail customers. kellogg created a disciplined, centralized process to set up product information in its material master databases that use saP software (www.sap.com). managing the complexity and size of kelloggs operations demands that we have a strong sense of governance over our product data, says ryan Zima, master data manager at kellogg. through the central management of kelloggs customer logistics ser-

vices group, the product attributes of every kellogg product is gathered in its own new item form, requiring detailed inputs from staff in its food development, engineering, finance, nutrition labeling, Packaging technology, Quality and marketing groups. the master data group then normalizes the data for various enterprise applications, including synchronizing product information through 1Worldsync (www.1worldsync.com) and the global data synchronization network (gdsn) (www.gs1.org). kellogg partnered with Wakefern food corp., the operator of shoprite and Pricerite stores, to investigate how product information for the special k strawberry meal Bar is communicated through the supply chain.

Wakefern uses the gdsn as a primary means to set up and maintain item information to support merchandising, Buying, store operations, logistics and marketing. its processes demand and require a broad set of product data such as weights and dimensions, ingredients, nutritional information, etc. overall, the totality of the special k Bar product information shared between kellogg and Wakefern supports key processes. for example, merchandising benefits from proper category management, shelf planning and shelf descriptions. likewise, marketing benefits from properly displaying products on the shoprite from Home web site, circulars and loyalty programs. the electronic, standardized, oneto-many communications enables a faster speed to market through our many channels of distribution, concludes rich Borrasso, business development manager of kellogg.

The Butterfly Effect In a complex network of moving parts, a missing or wrong piece of product data upstream will have dramatic effects downstream, disrupting the supply chain at many points, and ultimately affecting the consumer.

MDM in Retail Wakeferns robust MDM system is fully integrated to support logistics, store operations, replenishment, advertising and promotion management, as well as management of the Wakefern wholesale centers.

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special section

fall 2012

Tech Preview
Guide
9 new Technology Solutions to Help Drive better business results
We operate in a world where change is a given. And while change may not always be welcome, it is almost always necessary in order to remain relevant with whomever you are trying to please. In this industry, consumer goods (CG) companies must continually change and refine their business strategies to keep up with customer and consumer demands. And that means that technology companies must, in turn, continually evolve their products to help the CG companies keep up. Thats why, twice a year, CGT publishes a Tech Preview Guide. This Fall edition will introduce you to nine new solutions that can help you change your company for the better.

consumergoods.com | november 2012 | cgt

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special section

20 1 2 T e c h P r e v i e w G u i d e
CAtegOry: supply chain CAtegOry: supply chain

SAP Sales & operations Planning

SAP Launched: may 2012
F i l l i n g a n e e d : Aligns and optimizes demand and supply plans

SCAplanner
SCA Technologies Launched: november 2012
Filling a ne e d : scA offers solutions for companies who need to reduce the impact of volatility across demand, capacity, and commodity cost fluctuations associated with direct materials. CONNeCtIONS U n i q U e F e at U r e s : managing your sourcing costs,

along with financial goals via context-centric visibility and consistent metrics across business functions to satisfy future demand profitably.
U n i q U e F e at U r e s : sAP sales & operations Planning, powered by the sAP HAnAtm Platform, combines demand and supply planning across business functions along with finance and financial CONNeCtIONS modeling in one seamless solution. the solution supports contextual social collaboration across all stakeholder teams Web Site throughout the planning process and enables real-time simulation and scenario planning to quickly align varying views of demand and supply plans into a single, unified forecast. Key Users: the sAP solution enables effective forecasting from an

Web Site

executive, strategic level to a tactical level across business functions, including supply chain, sales, marketing, finance and more.
expected BeneFits:

budgets, pricing and potential risk is challenging. scA technologies, a leading provider of cost management solutions, can provide the strategic advantage you need. scAplanner is a web-based enterprise suite of software that provides a collaborative process to plan, track and optimize cost of goods and prices. the solution enables up-to-date forecasts, planning and cost optimization to manage market and supply variances of high-value strategic items. unlike traditional planning methods that can be slow, complex and compartmentalized, the solution allows companies to anticipate enterprise costs and margins, respond with optimal operational decisions, adjust pricing in faster cycles and orchestrate alternatives to capture business benefits.
Key Users: scAplanner is used by individuals supply chain (Pro-

Improves forecast accuracy to mitigate supply risk, optimizes inventory levels to lower carrying costs, and ensures onshelf availability to eliminate risk of last sales.
Want more inFo? Download more information about SAP S&OP.

curement & commodity councils), Finance (risk management) and corporate social responsibility (supplier development & sourcing).
expected BeneFits: scA helps companies orchestrate operational

alternatives for their value network decisions that enable them to reduce cost of goods sold by 3 to 5 percent annually.
Want to KnoW more? Download more info about SCAplanner.
consumergoods.com | november 2012 | cgt

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special section

20 1 2 T e c h P r e v i e w G u i d e
Category: cross-Functional tool Category: Innovation

Potential To Sell (PTS)

Shiloh Technologies Launched: december 2012
F i l l i n g a n e e d : Pts identifies the greatest estimated lost sales by item and store through analysis of probable root causes. this is actionable information that could positively impact suppliers sales. UniqUe FeatUres: Pts provides actionable information via report-

Sopheon Accolade version 8.0

Sopheon Launched: April 2012
Filling a need: Helps companies improve innovation results by increas-

ing their innovation success rate, accelerating their response to changing consumer demands, and focusing their resources on high-value innovations.
UniqUe FeatUres: end-to-

ing and analysis features that identify the store/item combinations that are falling below pre-calculated sales over a user-specified time period. Pts uses sophisticated algorithms encompassing a multitude of factors that could cause lost sales, yet remains simple and repeatable for the user.
K e y U s e r s : Pts has an in-

end solution for the entire cg innovation lifecycle, including strategic product planning, ideation, concept development, and innovation process execution (including stage-gate and beyond); powerful scenario-based optimization improves portfolio prioritization and selection; integration of consumer research into the front-end of innovation, increasing CoNNeCtIoNS the value of new ideas and concepts; embedded best practices that reflect over 10 years of leadership in cg innovation.
Key Users: Accolade supports the daily innovation work

CoNNeCtIoNS

Web Site

credible breadth of use across all supplier departments. Identifying lost sales, on-shelf availability and additional sales opportunities has the potential to impact all areas involving sales analysis, replenishment, forecasting, ordering, promotions, retail execution and category management.

expected BeneFits: Pts will reveal hidden opportunities and esti-

of cross-functional business people. this includes all team members that participate in the innovation process, including marketing, r&d, operations, supply chain, quality, finance, and sales; and all business leaders that make investment decisions for innovation.
expected BeneFits: Increase revenues and profits from new prod-

Web Site twitter LinkedIn White Paper

mated lost sales by item/store so resources can focus on the most impactful areas first, increasing roI. When execution exceptions are corrected, sales usually increase. By knowing the true potential of an item, you can forecast and realize true financial opportunities in many other processes.
Want to KnoW more? Download more info about Potential to Sell.

ucts by as much as 40 to 60 percent; increase the value of portfolio by 75 to 100 percent; improve product success rates by 15 percent or more; and reduce time-to-market by up to 30 percent, speeding your response to changing consumer needs.
consumergoods.com | november 2012 | cgt

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special section

20 1 2 T e c h P r e v i e w Gu i d e
Category: Innovation

ecodeX
Selerant Launched: July 2012
Filling a need: create a comprehensive approach to sustainable product development from concept through development and launch to CoNNeCtIoNS the end of the product application.

Web Site Case Study Webinar

UniqUe FeatUres: ecodeX elevates visibility of sustain-

able assessment throughout every stage of the product lifecycle (such as carbon footprint, water use, energy use, land use, etc.).

SEE THE BEST SUSTAINABILITY SOLUTION QUICKLY

Now you can improve the sustainability of your new products with lifecycle assessment from concept to market delivery with EcodEX . This comprehensive solution is just one part of the DevEX Product Lifecycle Management software.

Key Users: ecodeX was developed for sustainability departments;

however, even non-experts can see and understand actionable results to significantly increase the products sustainability.
expected BeneFits: the sustainability consortium (sustainability-

consortium.org) has cited that a comprehensive solution from concept to market and final use is essential for a truly sustainable product. these concepts have allowed selerant customers to reduce their carbon footprint and dramatically reduce the environment impacts.

Simple user-interface Rapid results Provides a methodologically sound environmental assessment

You can visit us online at Selerant.com or request a demo at info@selerant.com.

consumergoods.com | november 2012 | cgt

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made by

Selerant is a member of

special section

20 1 2 T e c h P r e v i e w G u i d e
CaTeGory: sales & marketing tool CaTeGory: cross-Functional tool

vistaar SmartTrade
Vistaar Technologies, Inc. Launched: 2012
Filling a need: consumer goods companies need to deliver the right products into the market, with a proposition that works for each customer and that delivers growth and profitability expectations to the manufacturer. this requires a winning approach across all key revenue drivers with pricing and promotions being very critical. Vistaar smarttrade enables both pricing and promotions to function as an integrated commercial strategy. UniqUe FeatUres:

Stratum 6.1 business Intelligence

Silvon Software Inc. Launched: February 2012
Filling a need: stratum was designed to help cPg businesses glean

valuable insights from sales and operations data via quick-to-deploy analytics and reports that highlight key performance metrics.
UniqUe FeatUres: stratum integrates information from erP, crm, scm, Pos, etc. into a single business analysis and reporting platform. the applications packaged analytics provide decision makers with cross-enterprise visibility to sales and operations CoNNeCTIoNS performance. the most recent release integrates seam- Web Site lessly with microsoft excel and other office applications, Facebook providing additional options for delivering performance LinkedIn data easily to internal users and external parties with whom Twitter the enterprise may wish to collaborate. key Users: A cross-enterprise BI application used by analysts, demand

smarttrade is built on a powerful technology platform that integrates all aspects of price promotion strategy, execution and performance management. Powered by a comprehensive data model that includes both internal and external data sources, it has workflow capabilities CoNNeCTIoNS to manage coordination across the company and provides Web Site system guidance with alerts and recommendations to manage planning and negotiations with customers. Facebook

planners, sales and operations personnel and line-of-business executives.

expected BeneFits: stra-

LinkedIn Twitter

e x p e c t e d B e n e F i t s : Vistaar price management

solutions have been launched in many industries. most customers realize 1 to 3 points in increased margin and sustained revenue along with increased productivity in the price planning processes.

tum gives cPg decision makers the insight needed to better understand sales trends, demand patterns and trade promotion effectiveness, and drive improvements in inventory, supplier and production performance.
Want more inFo? Download the Silvon Stratum for CPG brochure.
consumergoods.com | november 2012 | cgt

Want to knoW more? Download more info about Vistaar SmartTrade.

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special section

20 1 2 T e c h P r e v i e w Gu i d e
Category: Innovation Tools

Data Management Services

1WorldSync Launched: September 2012
Filling a need: Consumers rely heavily on mobile applications

and web sites to get information about products. But where does this information come from? Is it accurate? Typically, web and mobile application providers scour the web sites of retailers and downstream customers to get product information. And these customers get information from manufacturers, either through paper forms, or, preferably, through the Global Data Synchronization Network (GDSN). What the system lacks is consistency and a single version of product truth.
UniqUe FeatUres: 1WorldSync Data Management Services provide

Are your customers getting the right product data?

We manage the world's product data, driving commerce and convenience for businesses and consumers everywhere. See our work with Kellogg Company 1worldsync.com

the platform for manufacturers and downstream customers to manage and synchronize product information through the GDSN. 1WorldSync works with 15,000+ customers in 50+ countries. It provides a robust data pool application and a full suite of product data governance services.
key Users: Manufacturers who need to take control of product infor-

mation. 1WorldSync Data Management Services can help them establish and distribute a single version of product truth that is used CoNNeCtIoNS both internally and for their customers.

Web Site
e x pect ed b ene F its : With unparalleled knowledge of best practices in Product Data Management, 1WorldSync enables companies of all sizes to source, cleanse, maintain and exchange product information with trading partners. It also provides the connections for companies to collaborate and communicate product data among a rapidly growing global network of companies, large and small, in many industries. Want more inFo? Contact 1WorldSync at +1-866-280-4013
CoNSuMerGooDS.CoM | noveMber 2012 | CGT

CONNECTING TRUSTED PRODUCT DATA EVERYWHERE

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special section

20 1 2 T e c h P r e v i e w G u i d e
Category: Sales & Marketing

Quofore Mojo
Quofore (AFS Technologies) Launched: October 2012
F i l l i n G a n e e d : Mojo lets your field sales representative choose

their device iPhone, Android, etc. and have mobile applications at their fingertips for field sales, merchandising, DSD, in-store marketing, van sales and more.
UniqUe FeaTUreS:

wAiT !
options for the consumer goods market, check out CGTs

Theres More!
If youre hungry for more information about technology

2012 Technology Solutions Guide Series .

Each report listed below features a comprehensive listing of solution providers in the space and will help lead you to make the right investment for your business needs. Plus, industry experts debate each areas hot trends in roundtable format.

Mojo leverages the power of mobility, the interoperability of Cloud Computing, and the benefits of Software as a Service (SaaS) to deploy retail execution solutions quickly and cost effectively without the need for dedicated infrastructure. CoNNeCtIoNS
key USerS: Field sales force, drivers, sales and market-

Web Site

ing, corporate planners

expecTed beneFiTS: Mojo is designed to help consumer products

companies compete more effectively in the field and allow them to quickly capture advantage in new and emerging markets. The solutions highly configurable multi-tenant architecture allows multi-national and multi-divisional companies to roll out multiple, localized implementations in much less time and at a lower cost.

2012 Supply Chain Planning Solutions 2012 Data & Analytics Solutions 2012 Customer Management Solutions 2012 Product Innovation Solutions 2012 Consultant Services 2012 Supply Chain Execution Solutions

Click anywhere in this box to access the 2012 Technology Solutions Guide Series on www.consumergoods.com.

C O n S u M e r g O O D S . C O M | n o v E M b E r 2 0 1 2 | C g T

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custom research
Figure 1:

by kara romaNow

sales Force effectiveness

technoLogy Investments PLanned to ImProve PerFormance consumer goods (cg) companies are constantly striving to grow by penetrating new markets and expanding assortments to existing retailers. to achieve this goal, many sales organizations are focused on improving store execution by transforming existing processes and leveraging new technologies to improve efficiency. this month, CGT partners with mindtree Limited to take a look at current challenges and the business drivers that are causing changes, as well as tools that are being deployed. the barriers are varied but in this era of big data, its no surprise that many organizations are turning to analytics to help provide insights and facilitate decision making to improve overall sales performance. survey respondents operate with complex multi-channel multi-country distribution networks, and about half sell more than 500 products. While the majority are food manufacturers, there were not drastic differences based on company size.

Note: Total percentage may not equal 100% due to rounding.

barriers to market expansion for Sales Force

BARRIER

Lack of smart recommendations to increase penetration, assortment and reduce out of stocks Lack of tools and real-time information to make business decisions Lack of visibility to product, price, promotion and placement Disjointed collaboration with retail 20% 18% 5% 5%

28% 25%

Challenges
Improvements to channel effectiveness face several challenges, including communication, which has led to delays in adopting price or product changes. consistent service was also an issue, as well as a reluctance to change, to a lesser extent. When asked specifically about expanding penetration, the barriers were more evenly split (see Figure 1). Lack of smart recommendations was cited by 28 percent, followed by lack of tools (25 percent), lack of visibility (20 percent) and disjointed retail collaboration (18 percent). the desire for actionable insights to drive recommendations was apparent, with 63 percent claiming their sales force was only partially
Ineffectiveness of customer meetings Lack of business KPS to measure and track performance

Figure 2:

Note: Total percentage may not equal 100% due to rounding.

Tools Used for Sales, Promotion and Channel Performance Analysis

TOOL Business Intelligence tools Spreadsheets Analytical services and support Advanced business intelligence tools with real-time optimization engine We dont perform analysis. 5% 10% 18% 28% 38%

consumergoods.com | november 2012 | cgt

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custom research
equipped to make important decisions to improve sales performance. only 25 percent of those surveyed felt they were fully equipped; we expected to see better readiness amongst larger companies, but that was not the case throughout the survey, despite well-defined processes and available business intelligence (BI) tools. ure 2). While almost half of respondents claimed to have well-defined processes with supporting technology, almost as many (41 percent) have no standard processes or unified technology. most companies do possess tools to perform analysis, but actionable insights seem to be lacking for many. However, almost 40 percent have implemented BI, with another 10 percent reporting advanced BI, including optimization capabilities. unfortunately, 28 percent are only using spreadsheets, which provide limited capabilities.

DOWNLOAD NOW
When asked specifically about It challenges for sales, lack of predictive analytics was cited by one-third of respondents, followed by an inability to get a 360-degree view of the customer due to multiple applications. In fact, half of respondents are predicting performance based on past shipments but cannot predict the cross-sell opportunities, and only 13 percent claim that they predict and recommend the right assortments at the outlet level. to address these challenges, 62 percent are planning some sort of It investment to improve sales force effectiveness. more than half of respondents are targeting investments on larger iconic stores to maximize returns, and analytics capabilities are at the top of the priority list to improve decision making. For many, analytical platforms are being sought to go beyond existing BI functionality. others are building consolidated platforms to provide a single view for all activities, and some plan on adopting mobile technology to gain visibility remotely.

Click here to read the research in its entirety.

Technology
overall, there was a mix of processes and measurement tools, indicating a wide gap in maturity levels (see Fig-

The Pursuit of Insights

By Rajiv Puri, Head CPG and Retail Industry Group US, Mindtree Limited
this pursuit of insights is being enabled by the availability of tools that harmonize data from different sources to make sense from it rapidly. this brings us to the second part of the equation: how effectively are the insights being provisioned to the sales force? Herein, visualize a technology platform such as a portal that delivers alerts, KPIs, order information, customer satisfaction and the like to the sales personnel. this is the mechanism that we see best-in-class organizations will increasingly gravitate toward. We foresee cg organizations empowering the sales force and increasing their effectiveness by disseminating deep insights delivered through multiple technologies. We think mobile devices will be at the forefront of this revolution to drive collaborative execution.
consumergoods.com | november 2012 | cgt

We recommend best-in-class consumer goods (cg) organizations to marry effective insight extraction with efficient insight distribution. Why? A typical cg sales person can be found swimming in a flood of data, yet feeling trapped in a desert devoid of insights. this makes it difficult to seamlessly connect channel strategies and execute collaboratively. the data flows from all directions Pos, nielson/IrI, warehouse shipping, edI, you name it. the good news is that, submerged in the waves of data, lay valuable insights that can be leveraged. did a customer order spike because of an unplanned promotion? check! did a dsd shelf placement mistake lead to a drop in sales of a product? check! Have retailers started to cancel orders due to high returns? check! Has the right assortment reached the right store? check this one, too!

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online
4

this month on consumergoods.com

Top 5 mosT-read headlines

1. Kraft Foods Inc. to Become Mondelez International, Inc. 2. Coke Tops Social Media Brands List 3. 2012s Fastest-Growing CG Companies

3
hot Articles
hallmark innovates milestones to moments
Find out why the company transformed how it innovates and engages its consumer. www.consumergoods.com/casestudies

4. Unilever Brand Backs Social Entrepreneurs 5. PepsiCo Taps Category Management Solution

coming next month

Top 100: Consumer Goods registry Coca-Cola innovation sparks supply Chain revolution
With the need to offer a greater number of beverage choices from a fountain dispenser, coca-cola tackled the challenge to reinvent the fountain business. this cant miss issue ranks the top 100 public consumer goods companies by annual revenue. Youll also find out who leads in key vertical markets like Food, Beverage, Packaged goods, Footwear, Apparel and others. Also, the most memorable technology and business process initiatives of 2011/2012 will be revisited. Plus, meet the winners of CGTs annual awards.

consumergoods.com | november 2012 | cgt

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online
f e at u r e d w e b s e m i n a r

this month on consumergoods.com

Going Deeper with Data Sharing

the results of the joint CGT and RIS News data sharing study are in, and both retailers and suppliers are seeing benefits, including expanded usage into different departments by suppliers and solid roi from retailers. this unique web seminar, featuring both retailer and consumer packaged goods manufacturer perspectives, explores data sharing initiatives that are truly collaborative. Whether you have been working with downstream data for a while or are new to the effort, this discussion will provide you valuable insights on how trading partners are leveraging insights for mutual benefit. go to http://consumergoods.edgl.com/web-events and listen on demand today!

ad index
1WorldSync
www.1worldsync.com 21

mindtree Ltd
www.mindtree.com

23-24

Quofore
www.quofore.com

22

SAP
www.sap.com

17

SCA Technologies LLC

www.scatech.com

17

Selerant Corp
www.selerant.com

19

Web seminars on demand

How to Effectively Manage Your Product Portfolio to Hit Launch Windows Regulations Recalls and Responsiveness: The Three rs of Traceability
http://consumergoods.edgl.com/webevents

research reports
TPM: The Haves and the Have-Nots Going Deeper with Data Sharing NPDI Technology 2012 Product Innovation Solutions
www.consumergoods.com/research_ reports

Shiloh Technologies
www.shilohtech.com

18

Silvon Software, Inc

www.silvon.com

20

Sopheon
www.sopheon.com

18

vistaar Technologies, Inc

www.vistaar.com

20

consumergoods.com | november 2012 | cgt

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between the lines

The Company You Keep

ExPlorING THE NEW aGE of ClIENT-VENdor rElaTIoNSHIPS
b y W er ner Gr af

have one company work in servitude to the other, yielding only Sla table stakes, but rather, two companies jointly attack a common purpose, innovate together and drive competitive advantage for each other. Werner Graf, CPG General Manager, Tata Consultancy Services (TCS) Provide an example of effective joint marketing. Graf: To ignite innovation and drive competitive advantage, both companies must be vested in each other. Client reference Marketing is an easy way to do this. SaP does this beautifully and its differentiated campaign does two things for clients: 1) it provides them with free positive press, and 2) it secures an implied commitment from SaP to quickly resolve any dissatisfaction. I did the same thing as an IBM Client Executive for Campbell Soup Company years ago. after Campbells bought Websphere, IBM ran Websphere ads in Forbes, Fortune, the Wall Street Journal, etc., with a pyramid of soup cans as a backdrop. Very rarely had Campbells lent its name to a vendors product. However, CIo doreen Wright understood that not only was she getting free soup ads, IBM would never, ever let Websphere fail in her shop after running national ads. It was a win for Big Blue and a win for Campbells. Conagra and Tata recently presented at oracles open World, underscoring our great partnership with both companies. again, this is todays world: an ecosystem of partners driving competitive advantage for each other. The company you keep is more and more a determinant of market success.
CoNSuMErGoodS.CoM | november 2012 | CGT

Client-vendor relationships are as old as free enterprise itself. The first companies of feudal England relied on each other even in pursuit of independent objectives. In fact, Wikipedia defines a company as an association or collection of individual real persons and/or other companies, who each provide some form of capital. Consumer packaged goods (CPG) companies for decades have developed relationships across the demand chain from knowledge workers in India to retailers in Indiana. Now, more than ever, the company we keep often determines success in the marketplace. Surprisingly, this goes for vendors also! This month, Werner Graf, CPG general manager at Tata Consultancy Services (TCS), reflects on leveraging client-vendor relationships for success. What vendor management trends are driving successful relationships? Graf: We see a clear progression from two traditional vendor management strategies to a singular strategy of Vendor Ecosystems. Historically, CPG companies either: 1) consolidated spend with one strategic partner to generate leverage, or 2) employed a best of breed approach with multiple vendors. The former model drove efficiency through partner familiarity, but required constant vigilance against complacency. The second model kept vendors hungry, but suffered from learning curves and transient talent. Today, clients are empaneling a shortlist of global partners with the skills and attitude to succeed. What skills and attitudes are essential in vendor ecosystems? Graf: Vendors in the ecosystem earn their place through recognized competence, favorable pricing and commitments to partnership. They keep it by exceeding client expectations without prompting. This requires a dedication to excellence and an ability to play nice in the sandbox. Wise clients understand what is important to their vendors to get the best from them. The goal isnt to

The goal isnt to have one company work in servitude to the otherbut rather, two companies jointly attack a common purpose, innovate together and drive a competitive advantage for each other.

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masthead
publisher Albert Guffanti aguffanti@edgellmail.com editorial Executive Editor: Kara Romanow kromanow@edgellmail.com Editor: Alliston Ackerman aackerman@edgellmail.com Assistant Editor: Alarice Padilla apadilla@edgellmail.com sales Associate Publisher: Diana Masurack Mann dmann@edgellmail.com Senior Account Manager: Bill Little blittle@edgellmail.com Assistant to Publisher: Jen Johnson jjohnson@edgellmail.com art and production Creative Director: Colette Magliaro cmagliaro@edgellmail.com Art Director: Pamela C. Ravetier pravetier@edgellmail.com Production Manager: Pat Wisser pwisser@edgellmail.com online media Vice President of Media Integration: Rob Keenan rkeenan@edgellmail.com Director of Lead Generation & Audience Development: Jason Ward jward@edgellmail.com Web Development Manager: Scott Ernst sernst@edgellmail.com Online Project Manager: Sara Gould SGould@edgellmail.com marketing/ events/ circulation Director, Event Planning: Patricia Benkner pbenkner@edgellmail.com Director, Event Content: John Hall jhall@edgellmail.com Circulation Manager: Jeffrey Zabe jzabe@edgellmail.com Subscriptions: 978-671-0449 Reprints: edgellreprints@ parsintl.com, 212-221-9595 corporate CEO/Chairman: Gabriele A. Edgell gedgell@edgellmail.com President: Gerald C. Ryerson gryerson@edgellmail.com Vice President: John Chiego jchiego@edgellmail.com

cgt advisory boards

Editorial Karen Alber CIO MillerCoors Ram Balasubramanian Director of COE, Enterprise Applications Management PepsiCo Business Solutions Group Kevin Barnes VP, Business Application Solutions E. & J. Gallo Winery C.J. (Jake) Barr Global Director Supply Network Operations P&G Tony Bender Global CIO Energizer Rick Brindle Customer VP, E-sales & Industry Affairs Kraft Foods Barbara Carlini Senior VP & CIO Dean Foods Company Ann Dozier VP, Fresh Dairy Direct IT Dean Foods Company Geoff Eccles Sr. IT Director, Americas & Leadership Center Mars Inc. Michael Ferrara EVP, Sales & Marketing Fusion Brands Paul Gross SVP & CIO The Schwan Food Company Jon Harding CIO Conair Corporation Peter Hatch Sr. Director, Information Management - Demand Reynolds American Inc. Service Co. Chris Hobson VP Business Systems VF Corp. Justin Honaman VP, National Specialty Retail Coca-Cola Refreshments E. Jeffrey Hutchinson CIO Maple Leaf Foods Timothy A. McCreery VP Sales & Marketing Retail Precision Foods Doug Rammel Chief Strategy Officer SEETtek Carol Schillat Sr. Director, Information Technology Heineken USA Incorporated Pieter Schoehuijs CIO AkzoNobel Steve Sigrist VP Supply Chain & Sales Operations, Wal-Mart Division Newell Rubbermaid Jerry Wolfe CIO McCormick & Co. Dan Woo Director of E-Business Nestl USA Filiz Yavuz VP Business Process Engineering Perry Ellis International Mansour Zadeh CIO Smithfield Foods Renee Sang Accenture Johan Sauer Cognizant Mark Smith Ventana Research Hans Kristan Van Delden Booz & Company David Wechsler Hitachi Consulting Andrew White Gartner

rEsEarch Gene Alvarez Gartner Lora Cecere Supply Chain Insights Werner Graf TCS Brian Girouard Capgemini Kimberly Knickle IDC Alan Langhals Deloitte Michael Liard ABI Research Cheryl Perkins Innovationedge LLC Steve Rosenstock Clarkston Consulting John Rossi Wipro Technologies Scott Russell Perficient Sanjay Saigal Infosys

Financial Kaumil Gajrawala UBS Nik Modi UBS William Schmitz Deutsche Bank Erin Smith Argus Research Company

Founder: Douglas C. Edgell, 1951-1998

corporate office 4 Middlebury Boulevard Randolph, NJ 07869-1111 Phone (973) 607-1300 Fax (973) 607-1395 www.consumergoods.com

MEMBER

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TECHNOLOGY GROUP

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