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•Control Test early ideas
and best practices
Develop local champion
system to support
Course correct product,
technology, signage,
packaging, menu/recipe
development, promotion
+ merchandising
Sample, gain consumer +
operator feedback,
course correct, measure,
assess, report
Integrate cross category
•Make program
adjustments
Establish support
resources
ID criteria-meeting
locations for broader
testing
Implement reporting
requirements
Plan quarterly and monthly
promotions w/
performance incentives for
field operators and
giveaways/rewards to
consumers
Distribute Grand Opening
Kits
Leverage Vendor Support
Adjust Metrics •Comprehensive category
review
How will activity or
changes in one category
effect another
Draft/Float potential
strategies
Identify current Best
Practices
Benchmark against
industry, competitors
Assess new product and
technology innovation
applications
Define scalability needs
ID gaps + opportunity
•Data Analysis
Assess what can be
reasonably executed by
the organization, now or
in the future?
Food Safety concerns +
fixes
Formulate the business
question to be answered
Assess Programs,
Concepts in terms of ROI
+ profitability
Seek input from HQ
leadership, Brand team,
field operators,
consumers
Understand the
Opportunity
Brand Portfolio
Performance
Go To Market
Strategy
Proof of
Concept
Optimize
Operating
Model
•Synthesize current
thinking in a preliminary
report
Early Strategy discussion
Discuss risk for doing
and not doing
Determine concept areas
and prioritize for speed to
market
More ROI discussion
Confirm priorities
Gain approvals to
proceed
Flesh out timelines,
resources required +
costs
Commissary Strategy In Process: Status and timeframe
Development
•Develop the project brief
Creative development in
key areas begins (Design,
Culinary, Merchandising,
Packaging, IT, Comm. –
External/Internal)
Review creative – gain
direction from field and
consumer input, course
correct
Identify Predictable Flavor
Profile, Conduct Taste
Panels
Develop Recipes
Outsource Product
Availability
Product Cost Analysis
Develop Metrics
Sept - Oct Nov - Dec
•Assess the lifecycle of
the brand relative to ROI
and other marketplace
drivers every 3 – 5 years
Assess alignment with C-
Store strategy
Leverage Best Practices
Review and Update
baseline Market Data
•Comprehensive category
review
How has activity or
changes in retail
category effected total?
Are new strategies
needed?
Assess customer
feedback (current and
non users)
Benchmark against
industry, competitors
Assess organizational
structure efficacy, course
correct as needed
•Measure, Report and
Assess
Expand Field Level
Organization- enforce
compliance to brand
standards
Continue to identify full
purchasing opportunity
and negotiate with
vendors for price,
marketing dollars and
promotional support
Expanded Roll Out
Re-Assess
Brand Portfolio
Performance
Ongoing
Communication
and Promotional
Strategy
Reinvent
•POS
Newsletters- Internal
Communicate success to
clients and prospects
Develop Public Relations
Strategy
What new opportunities
exist with current
customers and prospects
Use promotional strategy
to trial new ideas as part
of the refreshment
process
Create new Marketing
Plan
Link with Strategic
Vendors and Partners
Refresh
•Assess new product and
technology innovations
Respond to customer
insights and changing
behaviors
Respond to changes in
delivery of Healthcare
services
Continue creative
development in key areas
(Design, Culinary,
Merchandising,
Packaging, IT,
Promotions,
Communications)
Improve skills and
delivery
Future Brand Management for the Commissary Strategy
Jan – Jun 2006 Ongoing