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TECHNOLOGY SOLUTIONS GUIDE A RESOURCE SUPPLEMENT TO CGT MAGAZINE 2016 TRADE PROMOTION SOLUTIONS Diving Into Trade Promotions Trade Promotion (TP) experts from Adesso Solutions, CPGToolBox, Flintfox, T-Pro Solutions, UpClear, Kantar Retail XTEL, and Nielsen draw from their experience to address the current challenges and trends in the TP landscape. They provide their insight into where the consumer goods (CG) industry is in terms of trade-related capabilities, and for those companies that have Trade Promotion Management (TPM) in place, is Trade Promotion Optimization (TPO) the next step? Plus, how should companies approach major process changes in change management? Where is the consumer goods industry in terms of trade-related capabilities? STEVE PEPPLER: Trade related capabili- ties vary wildly. There are those organiza- tions who do very little until a deduction is received, through to those organiza- tions who are managing their trade activ- ity centrally with very little control in the hands of their sales professionals. What is preventing many from investing further in technology is a disbelief in the ability of the field teams to consistently comply with the procedures necessary to keep their systems current and accurate. The benefits of a closed loop TPM system are still heavily reliant on timely and ac- curate promotional data being entered before the activity is executed or paid for. Common experience is that compliance with process in the field tends to drop off rapidly in year two of a TPM process implementation. As a result, many in the industry are looking to reduce the complexity of their trade programs by implementing top down process control, focusing more on club or box store chan- nels, or reducing the number of man- aged accounts to a smaller number of key accounts. THIERRY SOUDEE: Across the CG in- dustry, there are many companies still wedded to spreadsheets, either used to TRADE PROMOTION SOLUTIONS ROUNDTABLE PARTICIPANTS: FRED SCHROEDER CEO Adesso Solutions RICK PENSA President/CEO CPGToolBox STEVE PEPPLER Chief Product Officer Flintfox WAYNE SPENCER President T-Pro Solutions THIERRY SOUDEE CEO UpClear ALAN MILLER VP Sales North America MARY ANTIL North America Pre-Sales Manger Kantar Retail XTEL RICK HALL Global Head, Sales Effectiveness MIKE DORGAN VP, Revenue Managment and Optimization Nielsen Up Clear R SPONSORED BY

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TECHNOLOGY SOLUTIONS GUIDE A RESOURCE SUPPLEMENT TO CGT MAGAZINE

2016 TRADE PROMOTION SOLUTIONS

Diving Into Trade Promotions Trade Promotion (TP) experts from Adesso Solutions, CPGToolBox, Flintfox, T-Pro Solutions, UpClear, Kantar Retail XTEL, and Nielsen draw from their experience to address the current challenges and trends in the TP landscape. They provide their insight into where the consumer goods (CG) industry is in terms of trade-related capabilities, and for those companies that have Trade Promotion Management (TPM) in place, is Trade Promotion Optimization (TPO) the next step? Plus, how should companies approach major process changes in change management?

Where is the consumer goods industry in terms of trade-related capabilities?

STEVE PEPPLER: Trade related capabili-ties vary wildly. There are those organiza-tions who do very little until a deduction is received, through to those organiza-tions who are managing their trade activ-ity centrally with very little control in the hands of their sales professionals. What is preventing many from investing further in technology is a disbelief in the ability of the field teams to consistently comply with the procedures necessary to keep their systems current and accurate. The benefits of a closed loop TPM system

are still heavily reliant on timely and ac-curate promotional data being entered before the activity is executed or paid for. Common experience is that compliance with process in the field tends to drop off rapidly in year two of a TPM process implementation. As a result, many in the industry are looking to reduce the complexity of their trade programs by implementing top down process control, focusing more on club or box store chan-nels, or reducing the number of man-aged accounts to a smaller number of key accounts.

THIERRY SOUDEE: Across the CG in-dustry, there are many companies still wedded to spreadsheets, either used to

T R A D E P R O M O T I O N S O L U T I O N S R O U N D TA B L E P A R T I C I P A N T S :

FRED SCHROEDERCEOAdesso Solutions

RICK PENSAPresident/CEOCPGToolBox

STEVE PEPPLERChief Product OfficerFlintfox

WAYNE SPENCERPresidentT-Pro Solutions

THIERRY SOUDEECEOUpClear

ALAN MILLERVP Sales North America

MARY ANTILNorth America Pre-Sales MangerKantar Retail XTEL

RICK HALLGlobal Head, Sales Effectiveness

MIKE DORGANVP, Revenue Managment and OptimizationNielsen

UpClearR

SPONSORED BY

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T S G 2 CGT | MAY 2016 | CONSUMERGOODS.COM

2016 TRADE PROMOTION SOLUTIONS TECHNOLOGY SOLUTIONS GUIDE A RESOURCE SUPPLEMENT TO CGT MAGAZINE

completely manage their trade spend or to provide “workarounds” because their existing TPM software is now several years old and behind industry developments. The first group tend to be businesses which have never had a TPM solution, either because they are younger businesses, or have concerns about the cost and flexibility of the solu-tions they believe are available. Much of this unease stems from horror stories of on-premise “heavy” as well as costly implementations of first generation TPM software.

The second group are early adopt-ers of these same solutions, who, over the subsequent years, have found that the lack of functionality, reporting, and flexibility has required the creation of spreadsheet workarounds to give them the data, control, and governance re-quired. Only now, with the advent of SaaS, subscription-based, and constant-ly evolving solutions, are both groups (and emerging players) able to step up for a high degree of flexibility and a quick ROI.

ALAN MILLER & MARY ANTIL: CG Companies have matured in their TPM/TPO capabilities. The majority of manufacturers have implemented or in-tend to implement a solution. However, there are still a large percentage that also complement their TPM solutions with complex spreadsheets that are difficult to manage and make data aggregation and integration a difficult task.

Currently, there is a desire by CG companies to expand their capabilities to include capabilities such as predic-tive planning, analytics and TPO.

CG companies have invested heav-ily, resources and dollars, with their chosen vendors and they are now very experienced buyers. They want to part-ner with a vendor that can grow with their changing needs. It is important

for CG companies to look at the full ca-pabilities of their vendor partner to en-able them to continue to enhance their TPM/O capabilities. Keeping in mind that CG companies have increased measurement efforts at the same time retailers have implemented solutions of their own to measure trade promotion impact on consumer behavior.

WAYNE SPENCER: Spreadsheet de-pendency for trade promotion manage-ment in the CPG sector still represents a significant percentage of all CPG manu-facturers. There is a perception due to past TPM/TPO implementations that the cost, complexity and net gain in the ability to quantify a return on the trade spend does not make financial sense. The opposite is true today due to the evolution of the ability to handle “Big Data” in a SaaS cloud environment, coupled with sophisticated accurate predictive models. A world class TPM/TPO system can return a conservative 10x-12x return on the annual software provider license fees. Additionally, with the right software service provider to-day the IT involvement regarding a successful implementation is minimal.

FRED SCHROEDER: It varies based upon CPG level. Tier 1 / Tier 2 CPG’s have solutions to “manage” trade spending but are often from major ERP providers so very expensive, take a long time to implement, and often not easy to use.

Lower level Tier 2 / higher Tier 3 CPG’s (SMB market) have TPM niche providers but many have limited func-tionality, and were designed by soft-ware people versus CPG trade experts resulting in a poor understanding of trade spending.

Thousands of Tier 3 SMB CPG’s still use spreadsheets because they’re good enough / hassle free, they have limited IT / financial resources, and some senior sales folks don’t want flaws

exposed.Obstacles to implementing TPM solu-tions are partially industry self-inflicted:

• Early implementations cost $ mil-lions, years and didn’t work

• Niche TPM systems were weak and service poor

• Mergers made it worse because software doesn’t merge

RICK PENSA: Despite the advance-ments and accessibility of TPM tech-nology, industry studies and top food brokers will confirm that 70 percent of CG manufacturers still rely on spread-sheets to manage trade spend. This over dependency on spreadsheets continues to plague productivity, growth, plan-ning and forecasting accuracy, and vis-ibility to where and why trade dollars are spent. Organizations still shy away from adopting a true TPM software so-lution because they believe it will be too expensive or the implementation process will take 18 months. While that is no longer the case, especially with a cloud-based TPM solution provider, these overly common knee jerk reac-tions to adopting technology may be a mask for the real excuse – change man-agement. Change management is a true hurdle, especially when there is an over-riding concern from TPM practitioners that a big brother type mentality will seep into the organization in the form of accountability and visibility.

RICK HALL & MIKE DORGAN: Across the CG industry progress has been made with respect to the transactional elements of trade. For the most part, companies today are successfully track-ing the money flow associated with their trade spend, some continuing their dependence on spreadsheets. Improve-ment in tracking where money has been spent is not the same as improvement in understanding where money should be spent. The dominant method of promo-tion planning remains repetition or “do-

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2016 TRADE PROMOTION SOLUTIONS TECHNOLOGY SOLUTIONS GUIDE A RESOURCE SUPPLEMENT TO CGT MAGAZINE

ing what we did last year.” And most promotion plans (even those aided by world-class software) are made com-pletely independent of pricing plans and overall account plans (which are all-too-often in spreadsheets). Break-ing that cycle of year ago planning and binding promotion trade planning to the whole account plan are enormous opportunities for the industry. This can be achieved through insights-driven trade planning. More organizations will implement software when they see the value in it. When that value is merely the tracking of money, it rarely justifies the cost and disruption associated with these implementations.

For those companies that have TPM in place, is Trade Promotion Opti-mization the next step?

SPENCER: The data source require-ments for a successful TPM imple-mentation are rather straight forward. The client needs to provide customer shipment data at the PPG/SKU level (depending on how the client plans events), corresponding spending infor-mation by event, COG’s and consump-tion data (IRI, Nielsen or customer di-rect). In addition, but not mandatory the client should be supplying con-sumer/shopper marketing spending information to accomplish a more ac-curate assessment of the incremental volume/profit of specific promotion events. This information will enable real-time post promotion analysis as well as predictive customer scenario planning capability with the use of ac-curate baselines and lift coefficients (both historical and predictive).

PENSA: Once a TPM solution is in

place there are several steps an organiza-tion must accomplish before even think-ing about TPO. First, the organization must ensure 100 percent user adoption and consistent usage. That leap of putting the tool into play every single day must be successfully achieved across every department. The next step is to execute an in-depth data acquisition. You have to organize the data, believe in the data and set crystal clear KPIs. Then and only then is an organization amply prepared to move to TPO. The move from TPM to TPO is not about hitting a button and mak-ing a switch. It’s a committed and strategic journey that does not include convenient shortcuts along the way.

HALL & DORGAN: All companies can get significant benefits from TPO as de-fined as the application of insights and analytics to pricing and promotions deci-sions. Having TPM is not a pre-requisite to gaining benefits from TPO. The trick is to apply insights and analytics in a way that is complementary to each company’s unique situation. In other words, the first pre-requisite for successfully implement-ing TPO is to discard the notion that TPO is a uniform and indivisible set of capabili-ties. Globally, TPO implementations range from insights and predictive analytics ca-pabilities seamlessly integrated into TPM to simple and powerful metrics that are presented to the user at the right time, in the right way, facilitating the user’s ability to make immediate strategic use of them.

The keys to a successful TPO imple-mentation therefore don’t lie in the pre-requisites, but in how it’s executed. First, TPO must be simple and not get in the way of the user’s core planning needs. Secondly, it can’t intimidate the user with analytics that s/he can’t grasp quickly. Finally, the insights and analytics must be relevant and directly align with the user’s business objectives.

SCHROEDER: TPO is absolutely not the next step! There are few case studies

of TPO actually working and in some conferences it’s actually been referred to as the “evasive” TPO even among Tier 1 CPG’s.

A. We believe the next step after TPM for CPG’s, particularly those with lim-ited time / resources internally, is TPE – Trade Promotion Effectiveness.

B. TPE starts with a core TPM sys-tem for visibility and control of trade spending.

C. Then software for scenario plan-ning is needed where selected plans can be uploaded directly into the TPM system avoiding time and errors from manual double entry. Ours is called Of-fline Planner.

D. Finally we help in 2 other areas:l Trade Management Services such as Outsourced System Administra-tion to address internal turnover and training issues.l Trade Marketing Services such as Key Account Analysis where our CPG trade experts analyze top pro-moted groups at key accounts to maximize trade effectiveness.

SOUDEE: This very much depends on what TPM solution a company has. For those with first generation TPM, the answer is probably “No.” The inflex-ibility of the software, the resulting spreadsheet workarounds, low end-user usability and poor (particularly 3rd party) data integration, usually means that these businesses are not getting the benefits they should be from their existing TPM solution. In such cases, considering the effective-ness of their current solution should probably take precedent and TPO is a step too far.

Of course, CG companies who are using 2nd generation TPM should absolutely be looking at the benefits TPO software can bring. Being able to integrate TPO insight across a business when embedded into a TPM solution can deliver true value. You can cre-

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ate plans for both sales and revenue management teams by having 3rd par-ty data, alongside in-house shipment metrics. This provides 360o insight into shopper demands, drivers and trends.

MILLER & ANTIL: TPO means different things to different CG companies. But yes, Trade Promotion Evaluation and Optimization is the next step for many companies. CG companies typically place the most emphasis on lift and profitabil-ity, while retailers continue to emphasize impact on the category. TPE allows a CG company scenario management and post-event analysis capabilities. TPO allows for pre-promo simulation and promotion calendar optimization.

It is all about the data, the manufac-turer will need good promotion data, sales data and customer POS and/or syndicated data. With the right solu-tion they can effectively start to evalu-ate, measure and optimize their trade spend. If you break it down it is lever-aging both internal and external data, data standardization and data cleans-ing and modeling. It is a journey for most CG companies, focusing on their top customers and brands first. Quick wins can be achieved by identifying and eliminating the bad spends and re-investing those same dollars in an effective trade promotion.

The opportunity for CG companies is to identify and understand the key measurements for their company and use the results to improve the promo-tion efficiency and effectiveness. It will be important to consider the impact to the shopper, understand baseline, can-nibalization, halo effect, forward buy-ing, promotional dips, price, frequency (including highly promoted products), ROI, lift and profitability.

For CG companies selecting a TPO solution it is not just about the techni-cal capabilities, it is about the end user

experience and collaboration with your partner to support business and the shopper changes.

PEPPLER: Trade promotion optimi-zation is an appropriate next step for those who are very good at capturing information about the activity that was expected, as well as that which was actually performed by customers dur-ing a promotion. The biggest benefit of TPO is understanding which activi-ties and what combination of activi-ties generate the greatest return. The quality of display, the reaction of the competition, (including the retailer themselves with their store branded products) and the level of compliance across the account often drive results more than the depth of the discount. Without capturing the full set of rele-vant data, the TPO solution won’t have access to all of the key drivers and may give inconsistent or misleading results. Therefore, the main prerequisite for a successful implementation of TPO is to ensure a process is in place that re-wards the field for capturing accurate data and then rewards them even more with TPO in place.

3 Change management is often an under-ap-preciated aspect of trade-related proj-

ects. How should companies approach major process chang-es in this area?

MILLER & ANTIL: Change manage-ment is under-valued in a TPM/O project. This can lead to more difficult deployments and poor user adop-tion. The implementation framework should include 3 key areas: 1. Process Review, 2. Process Implementation,

which includes both the solution and the change management and 3. Process Embedding.

Process review should include dis-covery and potentially an As-Is assess-ment, To-Be process maps should be developed, along with Business Rules to support the new process and solu-tion. A cross functional team needs to participate in this activity to gain the correct input and support.

Process Implementation includes solution deployment along with a TPM Change Management approach to sup-port the change in Vision and Strategy, a readiness and risk assessment of the organization, a capabilities assessment of the team and a communication plan for delivery.

The final step is Process Embedding which encompasses solution mainte-nance and the continuous effort to build and govern the necessary capa-bilities in the organization to ensure commercial success.

SCHROEDER: First, it has to be sup-ported at the top. The philosophy of the chief commercial officer at one of our client’s was “If it’s not in the Adesso TPM System it doesn’t exist.” This sets proper expectations for the organiza-tion, it’s not just “if you get a chance,” it’s a must do responsibility.

It’s critical to provide initial training and ongoing training to help current us-ers become super users and bring new users onboard.

Too often TPM systems are not nearly effective as they could be be-cause of a lack of proper usage of the system that goes unnoticed. That’s why Adesso created the “Diagnostics” component of our System Effectiveness service. We can provide monthly usage by users including brokers so the CPG can see how often the users enter the system and whether they are entering the correct KPI’s e.g., just spending and not volume.

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PENSA: Managing process changes is not an easy feat. The act of acknowl-edging and then agreeing to change is the easy part; mandating change and enforcing change is a whole lot tougher. The most successful change management strategies have senior leadership at the helm who remain steadfast despite complaints and push back. They make it very clear that the system can’t be circumvented. There has to be a culture shift that forces one hundred percent full dedication and reliance on the solution. Convincing the team that they want to use the so-lution really comes down to training, training, and then some more training. Supplying on-going training sessions as well as a fully stocked library of easy to follow tip sheets and quick, simple videos is a best practice many organi-zations often gloss over.

PEPPLER: Change management is the single most important aspect of all trade related projects involving the field. Brokers who have long worked with spreadsheets and disparate sys-tems across multiple accounts will likely have seen systems come and go. The only way to ensure compliance with a requirement that up to date promotional data is captured in ad-vance of activity being performed is to ensure that the field will benefit as much as the back office. Compliance with procedures needs to be managed with both a ‘carrot’ and a ‘stick.’ Regu-lar monitoring, reporting, and evalu-ation of the accuracy of the data, the timeliness of updates, and the amount of automation enabled by not having to email or phone front line person-nel is required. Equally as important, a review of promotional success and sharing of learnings to assist the field in achieving their goals must become

ingrained or else the benefits or ‘carrot’ won’t encourage the adoption of the TPM system and processes.

SOUDEE: At UpClear, change manage-ment and end-user adoption are key to our implementations, since, without such a focus, any transformation pro-gram will fail. Key in our experience is to give a core group very early access to the software, usually within days of the project “Kick-Off,” so that they feel involved in the development of “their” solution. Within this core group, we always involve end-users, giving them “ownership.” Sales, for example, have their accounts included in a pilot roll-out. These people then become the “change advocates,” explaining the benefits to their colleagues initially, be-fore actually conducting training prior to a full company roll-out.

This early software exposure, pilot, “train the trainer,” then full roll-out, is a model that we have used across Europe, Japan and China, with Danone being a prime example. This model, along with intuitive software that end-users can see the benefits of themselves, facilitates user adoption.

HALL & DORGAN: The change man-agement aspect of trade related proj-ects is definitely under-appreciated. There are numerous examples of com-panies embarking on major systems implementations only to be challenged and impaired by legacy processes and organization structure, and as impor-tantly, competing incentives. Having said that, there are also many examples of companies ignoring or delaying the realization of significant incremental improvements while transfixed by the promises (and disruptions) often as-sociated with the multi-year and multi-million dollar transformation.

Our years of experience addressing revenue management have revealed that there are some common themes

to effective trade strategy. No organi-zation succeeds on all of these points, but success follows companies that are able to embrace some combination that works for their business:

Simplify the Process: Put into place an organizational structure and capa-bilities to support a disciplined yet col-laborative planning process;

Commit to Setting Trade Rates Stratigically: Take a more strategic and analytical approach to setting fund policy and trade rates;

Develop Guidelines and Guard-rails that allow account teams to align customer plans to national strategies; and

Partner with Customers to devel-op localized promotion calendars and track ongoing joint business planning (JBP) objectives.

SPENCER: Change management is crit-ical for successful TPO implementation, with senior management support being essential for facilitating adoption. This approach is successful with our clients:

1. Identify departments that will uti-lize the two major TPO components - Post-Promotion Analytics and Custom-er Promotion Planning. Select a “Power User” from each department that will champion adoption.

2. Ask these leaders to assess current pain points, processes, non-value activi-ties and training needs.

3. Identify progressive end users in each group to test the solution during the pilot stage to ensure it meets their peers’ needs.

4. Identify how individual roles and responsibilities will change and publish during training.

5. Identify if the resources exist to evaluate all accounts or if a gradual rollout with a focus on top customers is necessary.

6. Determine a formal rollout and future training plan. Start sales training right before planning so it’s fresh.

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TECHNOLOGY SOLUTIONS GUIDE

2016 TRADE PROMOTION SOLUTIONS

COMPANY/WEB SITE PRODUCTKEY CG CUSTOMERS

UNIQUE FEATURES/BENEFITS

Accenture CAS www.accenture.com

Accenture CAS TPM & Accenture Cloud TPM

• Bumble Bee• L’Oréal• Sun Products

With Accenture’s front offi ce CG industry knowledge and software with Salesforce, the software solution supports different routes to market, sales and delivery models and geographies: Offers fl ex-ibility and usability, on-premise and on the cloud.

Adesso Solutions www.adessosolutions.com

SEE AD ON PAGE TSG11

Flamingo TPM

• Ebro Foods• Post Foods• Reynolds

Consumer Products

Very user friendly; Deep functionality (planning, execution and settlement); Offl ine Planner; Yellow shading indicating manda-tory entry fi elds; Integration to payments capabilities; Hovers to expose underlying data; Hyperlinks to rest of application

AFS Technologies,Inc.www.afsi.com

AFS TPM Retail

• R&B Foods• Edgewell

Personal Care• Jarden

Consumer Brands

Offers full closed-loop management TPM. Users are able to plan, deploy, execute and settle all promotional activity within one solution: Provides a dynamic relationship hierarchy enabling you to manage direct sales, indirect sales and consumer sales.

CPGToolBoxwww.cpgtoolbox.com

SEE AD ON PAGE TSG3

CPGToolBox Trade Planner

• Del Monte• Fruit of the

Loom• Slimfast

The only TPM solution built on the Salesforce platform provides above average usability, excellent UI, rapid implementation, full functionality and TPM workfl ow at an attractive price point.

Eversightwww.eversightlabs.com

Eversight Offer Innovation

• Coca-Cola• Kimberly-Clark

Corp.• Mars Inc.

Provides a method of promotion analysis that looks forward to improve the performance of in-store trade promotions. Leverages the rise of omnichannel shopping to enable its customers to digi-tally micro-test different real-world promotions with shoppers.

Exceedra Inc.www.exceedra.com

Exceedra Integrated SalesPlanner

• ACH Foods• McKee Foods• Bayer

Broader footprint that supports TPM, TPO, Customer Business Planning, Demand Planning, and supports the S&OP process. Exceedra help its clients improve trade, streamline business plan-ning, support S&OP, and enable agile decision making.

Flintfox Internationalwww.fl intfox.com

SEE AD ON PAGE 2

Flintfox Trade and Revenue Management

• Daisy Brand• New Belgium

Brewery• Tasti Brands

Flintfox drives increased sales, ensures margin visibility, and optimizes revenue by managing the entire pocket price waterfall from list to net to all retrospective programs including billbacks, rebates, and commissions.

IBM https://www.ibm.com/analytics/us/en/industry/consumer-products/index.html

Sales and Promotion Analytics

Clients in multiple geographies and multiple categories

Pre-integrated analytics and data management platform enables fi t-for-purpose solution tailored to company requirements. Lever-ages hyper-local data and advanced analytics to improve pre and post event analysis, and demand planning.

Note: Participating companies identifi ed only their primary solution in this space. Visit company web sites for info on additional solutions.

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TECHNOLOGY SOLUTIONS GUIDE

2016 TRADE PROMOTION SOLUTIONS

COMPANY/WEB SITE PRODUCTKEY CG CUSTOMERS

UNIQUE FEATURES/BENEFITS

Kantar Retail XTELwww.kantarretail.com\xtel

SEE AD ON PAGE TSG5

Kantar Retail XTEL Sales Platform

Top manufactur-ing companies the global CG industry

Industry-dedicated sales platform with footprint for analysis, simulation, optimization and execution of the entire promotion cycle recognized as excellent and unique by analysts. +20 year proven record in the CG industry for clients around the globe.

NeoGrid North AmericaNeoGrid.com

NeoGrid Trade Promotion Management

• Danone• Kellogg’s• PepsiCo

Unlike traditional TPM solutions that manage less than 30 percent of the process, NeoGrid TPM eliminates spreadsheets altogether empowering users with a single cloud-based solution that covers the entire process.

Nielsen www.nielsen.com

SEE AD ON PAGE TSG13

Revenue Management and Optimization (RMO)

Most of the largest companies in the global CPG industry

RMO uniquely combines comprehensive market data, powerful analytics, with integrated TPM and TPO applications and deep insights-activation expertise, to help clients achieve results wher-ever they are on their trade promotion optimization journey.

SAPwww.sap.com/consumer

SAP Trade Management

• Johnsonville Foods

• Kellogg’s• Red Bull

SAP Trade Management empowers consumer products sales leaders to be customer P&L owners driving revenue, volume, and profi tability that helps enable both internal margin growth and customer category growth.

Sequoyawww.sequoya.com

TPM/TPO Web Services Integration

Confi dential

Sequoya’s TPM/TPO Web Services Integration enables Predictive Modeling, Simulation & Optimization in any TPM environment. Leverage Sequoya’s modeling, analytical & integration expertise to extend the capabilities of your TPM solution.

SYSPRO www.syspro.com

SYSPRO Trade Promotion and Deductions Management System

• The Libman Company

• Perio, Inc.• Traditional

Breads, Inc.

A comprehensive system, which automates supplier initiated trade promotions, including TPM, deductions Mgmt., complex pricing and multi-tier credit checking: Targeted at SMB manufac-turers and distributors that sell products through retail outlets.

T-Pro Solutionswww.t-prosolutions.com

SEE AD ON PAGE TSG7

T-Pro Analytics

• Ainsworth Pet Nutrition

• Kellogg’s• Sargento

T-Pro Analytics empowers CPG manufacturers to optimize their trade promotion spending by integrating data silos, providing real-time KPI analysis and applying predictive analytics for ac-curate customer-based scenario planning.

UpClearwww.UpClear.com

SEE AD ON PAGE TSG9

UpClear BluePlanner

• Danone Group• King’s Hawaiian

Bakery• Warburtons

UpClear’s SaaS system is the most confi gurable Sales Planning, TPM, TPO, and Analytics solution on the market. Proof? It has been deployed in 20 countries in just a few years.

Wipro Promax Analytic Solutions www.promaxtpo.com

Promax Confi dential

Wipro Promax Analytics Solutions, a Wipro Group Company, is a specialist in delivering TPM/O solutions and services designed to ensure clients achieve the most effi cient and effective return on their promotion investment.

Note: Participating companies identifi ed only their primary solution in this space. Visit company web sites for info on additional solutions.

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