Revenue Management. Observations on Driving Profitable Growth in a Challenging Environment

Transcription

1 Revenue Management Observations on Driving Profitable Growth in a Challenging Environment

2 April 12, 2018 Revenue Management Observations on Driving Profitable Growth in a Challenging Environment Strictly private and confidential

3 CPG companies face multiple headwinds to growth Low growth in mature markets Changing retail landscape Evolving consumer preferences & profiles Intensifying competition 3

4 These challenges are expected to continue What impact of the overall economy on your company do you expect in the next 2 years? Declining 4% Stagnating 15% Slow Growth 67% Accelerated Growth 15% Source: PwC Strategy& Customer Planning and Trade Management Survey 4

5 Revenue Management (RM) has increased in strategic priority and is seen as a key lever to address these challenges How has the priority of Revenue Management changed over the last two years? Priority Same or Decreased 67% Priority Increased Source: PwC Strategy& Customer Planning and Trade Management Survey 5

6 RM incorporates five key pillars and a set of enablers to accelerate and fuel profitable growth Profitable Revenue Growth Strategic Context Industry & Category Trends Consumer Landscape Company Strategy Competitive Strategy Retailer & Shopper Dynamics Portfolio & Brand Strategy Pricing Architecture Channel / Customer Management Investment Architecture Trade Management RGM Pillars Organization & Incentives Processes Enablers Analytics & Data Tools & Systems Performance Management 6

7 Portfolio & Brand Strategy Leading companies have begun taking a more granular look in terms of customer and product to find pockets of untapped growth National Customer View Regional Customer View Consumer Segments (RMA as Proxy) Promoted Groups Specific Varieties 7

8 Pricing Architecture However, many lack price-pack architecture capabilities to understand new combinations of features, packaging, and price that will win with consumers % of New Products that Fail % of New Products that Never Launch % of New Product Sales that Cannibalize 66% 65% 50% Source: Creating What Consumer Want, Stratey+Business 8

9 Channel / Customer Management The majority of companies have developed Customer P&Ls, with visibility into most (if not all) customer investments Customer P&Ls Visibility into Total Customer Investments All Accounts 41% 85% 85% Complete Visibility 41% Key Accounts 44% Visibility to Most Investments 44% Source: PwC Strategy& Customer Planning and Trade Management Survey 9

10 Channel / Customer Management Despite a challenging environment, growth is being sought from all channels What is your organization's top priority for each of the following channels? Other Brand Building Innovation Distribution Growth 15% 11% 7% 19% 7% 11% 7% 7% 26% 15% 15% 41% 11% 33% 41% 19% 52% 59% 37% 41% 44% 48% 11% Grocery Club E-Commerce Drug Dollar Mass Source: PwC Strategy& Customer Planning and Trade Management Survey 10

11 Channel / Customer Management However, well defined strategies are lacking for more emerging channels To what extent do you have well defined channel strategies for each channel? 20% 15% Not Defined 58% 50% 44% 44% 80% 85% Defined 42% 50% 56% 56% E-Commerce Dollar Club Drug Grocery Mass Source: PwC Strategy& Customer Planning and Trade Management Survey 11

12 Investment Architecture Companies are increasingly using performance-based accrual funding with activity-based criteria Accrual Funding Performance- Based Funding Activity-Based Criteria 76% 71% 69% Source: PwC Strategy& Customer Planning and Trade Management Survey 12

13 % Trade Management While foundational trade capabilities have increased Full-Volume Planning Funding / Checkbook Visibility Base & Incremental Volume Planning 85% 71% 65% Source: PwC Strategy& Customer Planning and Trade Management Survey 13

14 % Trade Management opportunities exist to build out more advanced capabilities that can drive greater trade effectiveness Post-Event Analysis Systematized 15% Predictive Analytics Commercial Grade 33% 55% 48% Excel 40% Excel 15% Source: PwC Strategy& Customer Planning and Trade Management Survey 14

15 % Trade Management Despite increases in certain capabilities, the ability to integrate insights from RM remains a challenge To what extent do you integrate insights from Revenue Management in the Field? Revenue Management insights not well integrated in the Field 40% Revenue Management insights integrated in the Field Source: PwC Strategy& Customer Planning and Trade Management Survey 15

16 Organization & Incentives The responsibilities of RM groups have continued to expand especially in larger organizations Which part of the organization is primarily responsible for the following? Function Revenue Mgmt. Sales Planning Sales Finance Field Sales Brand Teams Other Target Setting 26% 15% 30% 0% 11% 19% Funding Allocations Customer Planning Predictive Analytics Post-Event Analysis Planning / Trade Tool Selection 33% 30% 19% 0% 4% 19% 11% 44% 4% 37% 0% 4% 50% 21% 4% 0% 4% 21% 28% 12% 28% 8% 0% 24% 38% 24% 17% 0% 0% 21% Represents group with highest % of responsibility for a given function Source: PwC Strategy& Customer Planning and Trade Management Survey 16

17 Internal External Analytics & Data Available data continues to explode while emerging digital sources get attention, there is still untapped potential in leveraging traditional sources Data Landscape Consumer Data Social Media Syndicated Data Blogs Media Data Product Reviews Competitor Data Videos Agency Data Photos Manufacturer Data Devices / Sensors CRM Internal Forums Sales Records Web Feeds HR Records Financials Inventory Knowledge Repositories Text Documents Master Data Structured Unstructured 17

18 Strategic Impact Analytics & Data Despite many advances in the analytics space, the CPG industry is still relatively immature Stages of Analytics Maturity Stage 1: Limited Stage 2: Developing Stage 3: Defined Stage 4: Advanced Stage 5: Leading Business reporting Sales reporting Ad-hoc exploration Slice and dice functionality Complex Analysis Predictive models Integrated insight Next best action Insight driven business Real-time decisioning CPG Maturity 18

19 Tools & Systems From a systems perspective, point solutions have prevailed but there is an emerging desire for more integrated RM platforms Revenue Management Point Solutions Revenue Management Platform with Integrated Modules Pricing Price-Pack Architecture Mix Management Trade Promotion Management Trade Promotion Optimization Post-Event Analysis Revenue Management Platform 19

20 Questions? 20